31 Core Competencies

200476_1695vf

The following is a summarized list of the 31 competencies listed by “cluster” (similar competencies related to a common skill set). Each competency includes a definition and the observable behaviors that may indicate the existence of a competency in a person.

Competencies Dealing with People

The Leading Others Cluster

  1. Establishing Focus: The ability to develop and communicate goals in support of the business’ mission.
  • Acts to align own unit’s goals with the strategic direction of the business.
  • Ensures that people in the unit understand how their work relates to the business’ mission.
  • Ensures that everyone understands and identifies with the unit’s mission.
  • Ensures that the unit develops goals and a plan to help fulfill the business’ mission.
  1. Providing Motivational Support: The ability to enhance others’ commitment to their work.
  • Recognizes and rewards people for their achievements.
  • Acknowledges and thanks people for their contributions.
  • Expresses pride in the group and encourages people to feel good about their accomplishments.
  • Finds creative ways to make people’s work rewarding.
  • Signals own commitment to a process by being personally present and involved at key events.
  • Identifies and promptly tackles morale problems.
  • Gives talks or presentations that energize groups.
  1. Fostering Teamwork: As a team member, the ability and desire to work cooperatively with others on a team; as a team leader, the ability to demonstrate interest, skill, and success in getting groups to learn to work together.

Behaviors for Team Members

  • Listens and responds constructively to other team members’ ideas.
  • Offers support for others’ ideas and proposals.
  • Is open with other team members about his/her concerns.
  • Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group).
  • Reinforces team members for their contributions.
  • Gives honest and constructive feedback to other team members.
  • Provides assistance to others when they need it.
  • Works for solutions that all team members can support.
  • Shares his/her expertise with others.
  • Seeks opportunities to work on teams as a means to develop experience, and knowledge.
  • Provides assistance, information, or other support to others, to build or maintain relationships with them.

Behaviors for Team Leaders

  • Provides opportunities for people to learn to work together as a team.
  • Enlists the active participation of everyone.
  • Promotes cooperation with other work units.
  • Ensures that all team members are treated fairly.
  • Recognizes and encourages the behaviors that contribute to teamwork.
  1. Empowering Others: The ability to convey confidence in employees’ ability to be successful, especially at challenging new tasks; delegating significant responsibility and authority; allowing employees freedom to decide how they will accomplish their goals and resolve issues.
  • Gives people latitude to make decisions in their own sphere of work.
  • Is able to let others make decisions and take charge.
  • Encourages individuals and groups to set their own goals, consistent with business goals.
  • Expresses confidence in the ability of others to be successful.
  • Encourages groups to resolve problems on their own; avoids prescribing a solution.
  1. Managing Change: The ability to demonstrate support for innovation and for organizational changes needed to improve the organization’s effectiveness; initiating, sponsoring, and implementing organizational change; helping others to successfully manage organizational change.

Employee Behaviors

  • Personally develops a new method or approach.
  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.

Manager/Leader Behaviors

  • Works cooperatively with others to produce innovative solutions.
  • Takes the lead in setting new business directions, partnerships, policies or procedures.
  • Seizes opportunities to influence the future direction of an organizational unit or the overall business.
  • Helps employees to develop a clear understanding of what they will need to do differently, as a result of changes in the organization.
  • Implements or supports various change management activities (e.g., communications, education, team development, coaching).
  • Establishes structures and processes to plan and manage the orderly implementation of change.
  • Helps individuals and groups manage the anxiety associated with significant change.
  • Facilitates groups or teams through the problem-solving and creative-thinking processes leading to the development and implementation of new approaches, systems, structures, and methods.
  1. Developing Others: The ability to delegate responsibility and to work with others and coach them to develop their capabilities.
  • Provides helpful, behaviorally specific feedback to others.
  • Shares information, advice, and suggestions to help others to be more successful; provides effective coaching.
  • Gives people assignments that will help develop their abilities.
  • Regularly meets with employees to review their development progress.
  • Recognizes and reinforces people’s developmental efforts and improvements.
  • Expresses confidence in others’ ability to be successful.
  1. Managing Performance: The ability to take responsibility for one’s own or one’s employees’ performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly.

Behaviors for employees

  • With his/her manager, sets specific, measurable goals that are realistic but challenging, with dates for accomplishment.
  • With his/her manager, clarifies expectations about what will be done and how.
  • Enlists his/her manager’s support in obtaining the information, resources, and training needed to accomplish his/her work effectively.
  • Promptly notifies his/her manager about any problems that affect his/her ability to accomplish planned goals.
  • Seeks performance feedback from his/her manager and from others with whom he/she interacts on the job.
  • Prepares a personal development plan with specific goals and a timeline for their accomplishment.
  • Takes significant action to develop skills needed for effectiveness in current or future job.

Behaviors for managers

  • Ensures that employees have clear goals and responsibilities.
  • Works with employees to set and communicate performance standards that are specific and measurable.
  • Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer).
  • Stays informed about employees’ progress and performance through both formal methods (e.g., status reports) and informal methods (e.g., management by walking around).
  • Provides specific performance feedback, both positive and corrective, as soon as possible after an event.
  • Deals firmly and promptly with performance problems; lets people know what is expected of them and when.

Communication and Influencing Cluster

  1. Attention to Communication: The ability to ensure that information is passed on to others who should be kept informed.
  • Ensures that others involved in a project or effort are kept informed about developments and plans.
  • Ensures that important information from his/her management is shared with his/her employees and others as appropriate.
  • Shares ideas and information with others who might find them useful.
  • Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail).
  • Keeps his/her manager informed about progress and problems; avoids surprises.
  • Ensures that regular, consistent communication takes place.
  1. Oral Communication: The ability to express oneself clearly in conversations and interactions with others.
  • Speaks clearly and can be easily understood.
  • Tailors the content of speech to the level and experience of the audience.
  • Uses appropriate grammar and choice of words in oral speech.
  • Organizes ideas clearly in oral speech.
  • Expresses ideas concisely in oral speech.
  • Maintains eye contact when speaking with others.
  • Summarizes or paraphrases his/her understanding of what others have said to verify understanding and prevent miscommunication.
  1. Written Communication: The ability to express oneself clearly in business writing.
  • Expresses ideas clearly and concisely in writing.
  • Organizes written ideas clearly and signals the organization to the reader (e.g., through an introductory paragraph or through use of headings).
  • Tailors written communications to effectively reach an audience.
  • Uses graphics and other aids to clarify complex or technical information.
  • Spells correctly.
  • Writes using concrete, specific language.
  • Uses punctuation correctly.
  • Writes grammatically.
  • Uses an appropriate business writing style.
  1. Persuasive Communication: The ability to plan and deliver oral and written communications that make an impact and persuade their intended audiences.
  • Identifies and presents information or data that will have a strong effect on others.
  • Selects language and examples tailored to the level and experience of the audience.
  • Selects stories, analogies, or examples to illustrate a point.
  • Creates graphics, overheads, or slides that display information clearly and with high impact.
  • Presents several different arguments in support of a position.
  1. Interpersonal Awareness: The ability to notice, interpret, and anticipate others’ concerns and feelings, and to communicate this awareness empathetically to others.
  • Understands the interests and important concerns of others.
  • Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior.
  • Anticipates how others will react to a situation.
  • Listens attentively to people’s ideas and concerns.
  • Understands both the strengths and weaknesses of others.
  • Understands the unspoken meaning in a situation.
  • Says or does things to address others’ concerns.
  • Finds non-threatening ways to approach others about sensitive issues.
  • Makes others feel comfortable by responding in ways that convey interest in what they have to say.
  1. Influencing Others: The ability to gain others’ support for ideas, proposals, projects, and solutions.
  • Presents arguments that address others’ most important concerns and issues and looks for win-win solutions.
  • Involves others in a process or decision to ensure their support.
  • Offers trade-offs or exchanges to gain commitment.
  • Identifies and proposes solutions that benefit all parties involved in a situation.
  • Enlists experts or third parties to influence others.
  • Develops other indirect strategies to influence others.
  • Knows when to escalate critical issues to own or others’ management, if own efforts to enlist support have not succeeded.
  • Structures situations (e.g., the setting, persons present, sequence of events) to create a desired impact and to maximize the chances of a favorable outcome.
  • Works to make a particular impression on others.
  • Identifies and targets influence efforts at the real decision makers and those who can influence them.
  • Seeks out and builds relationships with others who can provide information, intelligence, career support, potential business, and other forms of help.
  • Takes a personal interest in others (e.g., by asking about their concerns, interests, family, friends, hobbies) to develop relationships.
  • Accurately anticipates the implications of events or decisions for various stakeholders in the organization and plans strategy accordingly.
  1. Building Collaborative Relationships: The ability to develop, maintain, and strengthen partnerships with others inside or outside the organization who can provide information, assistance, and support.
  • Asks about the other person’s personal experiences, interests, and family.
  • Asks questions to identify shared interest, experiences, or other common ground.
  • Shows an interest in what others have to say; acknowledges their perspectives and ideas.
  • Recognizes the business concerns and perspectives of others.
  • Expresses gratitude and appreciation to others who have provided information, assistance, or support.
  • Takes time to get to know coworkers, to build rapport and establish a common bond.
  • Tries to build relationships with people whose assistance, cooperation, and support may be needed.
  • Provides assistance, information, and support to others to build a basis for future reciprocity.
  1. Customer Orientation: The ability to demonstrate concern for satisfying one’s external and/or internal customers.
  • Quickly and effectively solves customer problems.
  • Talks to customers (internal or external) to find out what they want and how satisfied they are with what they are getting.
  • Lets customers know he/she is willing to work with them to meet their needs.
  • Finds ways to measure and track customer satisfaction.
  • Presents a cheerful, positive manner with customers.

Competencies Dealing with Business

The Preventing and Solving Problems Cluster

  1. Diagnostic Information Gathering: The ability to identify the information needed to clarify a situation, seek that information from appropriate sources, and use skillful questioning to draw out the information, when others are reluctant to disclose it
  • Identifies the specific information needed to clarify a situation or to make a decision.
  • Gets more complete and accurate information by checking multiple sources.
  • Probes skillfully to get at the facts, when others are reluctant to provide full, detailed information.
  • Routinely walks around to see how people are doing and to hear about any problems they are encountering.
  • Questions others to assess whether they have thought through a plan of action.
  • Questions others to assess their confidence in solving a problem or tackling a situation.
  • Asks questions to clarify a situation.
  • Seeks the perspective of everyone involved in a situation.
  • Seeks out knowledgeable people to obtain information or clarify a problem.
  1. Analytical Thinking: The ability to tackle a problem by using a logical, systematic, sequential approach.
  • Makes a systematic comparison of two or more alternatives.
  • Notices discrepancies and inconsistencies in available information.
  • Identifies a set of features, parameters, or considerations to take into account, in analyzing a situation or making a decision.
  • Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail.
  • Weighs the costs, benefits, risks, and chances for success, in making a decision.
  • Identifies many possible causes for a problem.
  • Carefully weighs the priority of things to be done.
  1. Forward Thinking: The ability to anticipate the implications and consequences of situations and take appropriate action to be prepared for possible contingencies.
  • Anticipates possible problems and develops contingency plans in advance.
  • Notices trends in the industry or marketplace and develops plans to prepare for opportunities or problems.
  • Anticipates the consequences of situations and plans accordingly.
  • Anticipates how individuals and groups will react to situations and information and plans accordingly.
  1. Conceptual Thinking: The ability to find effective solutions by taking a holistic, abstract, or theoretical perspective.
  • Notices similarities between different and apparently unrelated situations.
  • Quickly identifies the central or underlying issues in a complex situation.
  • Creates a graphic diagram showing a systems view of a situation.
  • Develops analogies or metaphors to explain a situation.
  • Applies a theoretical framework to understand a specific situation.
  1. Strategic Thinking: The ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers (internal and external), and strengths and weaknesses as compared to competitors.
  • Understands the organization’s strengths and weaknesses as compared to competitors.
  • Understands industry and market trends affecting the organization’s competitiveness.
  • Has an in-depth understanding of competitive products and services within the marketplace.
  • Develops and proposes a long-term (3-5 year) strategy for the organization based on an analysis of the industry and marketplace and the organization’s current and potential capabilities as compared to competitors.
  1. Technical Expertise: The ability to demonstrate depth of knowledge and skill in a technical
    area.
  • Effectively applies technical knowledge to solve a range of problems.
  • Possesses an in-depth knowledge and skill in a technical area.
  • Develops technical solutions to new or highly complex problems that cannot be solved using existing methods or approaches.
  • Is sought out as an expert to provide advice or solutions in his/her technical area.
  • Keeps informed about cutting-edge technology in his/her technical area.

The Achieving Results Cluster

  1. Initiative: Identifying what needs to be done and doing it before being asked or before the situation requires it.
  • Identifying what needs to be done and takes action before being asked or the situation requires it.
  • Does more than what is normally required in a situation.
  • Seeks out others involved in a situation to learn their perspectives.
  • Takes independent action to change the direction of events.
  1. Entrepreneurial Orientation: The ability to look for and seize profitable business opportunities; willingness to take calculated risks to achieve business goals.
  • Notices and seizes profitable business opportunities.
  • Stays abreast of business, industry, and market information that may reveal business opportunities.
  • Demonstrates willingness to take calculated risks to achieve business goals.
  • Proposes innovative business deals to potential customers, suppliers, and business partners.
  • Encourages and supports entrepreneurial behavior in others.
  1. Fostering Innovation: The ability to develop, sponsor, or support the introduction of new and improved method, products, procedures, or technologies.
  • Personally develops a new product or service.
  • Personally develops a new method or approach.
  • Sponsors the development of new products, services, methods, or procedures.
  • Proposes new approaches, methods, or technologies.
  • Develops better, faster, or less expensive ways to do things.
  • Works cooperatively with others to produce innovative solutions.
  1. Results Orientation: The ability to focus on the desired result of one’s own or one’s unit’s work, setting challenging goals, focusing effort on the goals, and meeting or exceeding them.
  • Develops challenging but achievable goals.
  • Develops clear goals for meetings and projects.
  • Maintains commitment to goals in the face of obstacles and frustrations.
  • Finds or creates ways to measure performance against goals.
  • Exerts unusual effort over time to achieve a goal.
  • Has a strong sense of urgency about solving problems and getting work done.
  1. Thoroughness: Ensuring that one’s own and others’ work and information are complete and accurate; carefully preparing for meetings and presentations; following up with others to ensure that agreements and commitments have been fulfilled.
  • Sets up procedures to ensure high quality of work (e.g., review meetings).
  • Monitors the quality of work.
  • Verifies information.
  • Checks the accuracy of own and others’ work.
  • Develops and uses systems to organize and keep track of information or work progress.
  • Carefully prepares for meetings and presentations.
  • Organizes information or materials for others.
  • Carefully reviews and checks the accuracy of information in work reports (e.g., production, sales, financial performance) provided by management, management information systems, or other individuals and groups.
  1. Decisiveness: The ability to make difficult decisions in a timely manner.
  • Is willing to make decisions in difficult or ambiguous situations, when time is critical.
  • Takes charge of a group when it is necessary to facilitate change, overcome an impasse, face issues, or ensure that decisions are made.
  • Makes tough decisions (e.g., closing a facility, reducing staff, accepting or rejecting a high-stakes deal).

Self-Management Competencies

  1. Self Confidence: Faith in one’s own ideas and capability to be successful; willingness to take an independent position in the face of opposition.
  • Is confident of own ability to accomplish goals.
  • Presents self crisply and impressively.
  • Is willing to speak up to the right person or group at the right time, when he/she disagrees with a decision or strategy.
  • Approaches challenging tasks with a “can-do” attitude.
  1. Stress Management: The ability to keep functioning effectively when under pressure and maintain self control in the face of hostility or provocation.
  • Remains calm under stress.
  • Can effectively handle several problems or tasks at once.
  • Controls his/her response when criticized, attacked or provoked.
  • Maintains a sense of humor under difficult circumstances.
  • Manages own behavior to prevent or reduce feelings of stress.
  1. Personal Credibility: Demonstrated concern that one be perceived as responsible, reliable, and trustworthy.
  • Does what he/she commits to doing.
  • Respects the confidentiality of information or concerns shared by others.
  • Is honest and forthright with people.
  • Carries his/her fair share of the workload.
  • Takes responsibility for own mistakes; does not blame others.
  • Conveys a command of the relevant facts and information.
  1. Flexibility: Openness to different and new ways of doing things; willingness to modify one’s preferred way of doing things.
  • Is able to see the merits of perspectives other than his/her own.
  • Demonstrates openness to new organizational structures, procedures, and technology.
  • Switches to a different strategy when an initially selected one is unsuccessful.
  • Demonstrates willingness to modify a strongly held position in the face of contrary evidence.
Reprinted from “The Value-Added Employee,” by Edward J. Cripe and Richard S. Mansfield, Copyright 2002 by Workitect Inc.

 

Advertisements

Executive Summary’s, Assessments, SOW and SOP’s

9a

EXECUTIVE SUMMARY

Tools and Support for the Workforce, Talent Management and Performance Improvement

The Technology  offers  expert  guidance,  processes  and  tools  that  support  talent management  to  increase  retention,  support  progression  planning,  professional  development, job assignments and performance management. By focusing on evidence of skill, expertise and performance,  using  electronic  portfolios,  the technology  can  help  your  organization  easily  and  efficiently focus on individuals and groups to meet your organization’s needs and impact bottom line results.

The web-based  system help teams of recruiters, reviewers, trainers, teachers  and  managers  apply proven processes to  analyze  and  project  talent needs that  assist  with  how  the  technology  processes help  plan  and  coach development for performance improvement.

  1. Collect and review evidence of individuals’ proficiency and performance.
  2. Make hiring and assignment decisions based on performance evidence.
  3. Coach, train and develop proficiency
  4. Provide performance feedback.
  5. Monitor performance outputs and results.
  6. Link developing talent with experts.

For the full story please visit: Executive Summary – Industry

Executive Summary

Executive Level Overview Education Sector 

LeaderTracker™ is an extremely powerful and flexible cloud-based, Software-as-a-Service (SaaS) product initially designed to serve the education and performance improvement market place. This unique software product was designed using a grant from the Wallace Foundation to reduce challenges to schools and districts in fulfilling their respective obligations for education leader development and performance management.

The Leader Tracker solution is combined with expert consulting support and coaching by the Institute for Performance Improvement (www.TIfPI.org) to help schools and school districts improve performance in their unique local contexts. These Leaders use the tool to monitor the evidence of performance against defined goals and provide clear expectations, feedback and coaching anytime and anywhere. The system’s Social Media functionality allows the development of groups, sharing of information, artifacts and online asynchronous collaboration. Expert panels can easily provide coaching across time and distance when local schools do not have access to that expertise locally. LeaderTracker™ supports internships, on-the-job practice, and residency experiences which allow developing leaders to do real working real schools at the time that work needs to happen, thus allowing authentic practice.

For the full story please visit: Executive Summary – Education

Executive Summary

Supporting Talent Management in Industry

Does your organization value and develop leaders and associates as assets? Accredited Portfolios, Inc. offers expert guidance, processes and tools that support talent management to increase retention, support progression planning, professional development, job assignments and performance management. By focusing on evidence of skill, expertise and performance, API can help your organization easily and efficiently focus on individuals and groups to meet your organization’s talent needs and impact bottom line results.

Developing the type of workforce that improves organization performance and reduces the costs associated with turnover of talent requires a variety of strategies to develop talent: training, coaching, job rotations and developmental assignments.

The best ideas, improvement breakthroughs and innovations come from the talent inside your organization who are closest to the work and your guests and customers. LeaderTracker™ can help you motivate and accelerate the sharing of those practices. Need to work across organizations to orchestrate service delivery? Use LeaderTracker™ to link teams as they plan and carry out projects, and capture the lessons they learn from those projects to improve future performance. Professional

For the full story please visit: Talent Management Summary

10349878_10205614467

HUMAN PERFORMANCE

Next Generation Learning

Providing innovative technology for internal and external Education & Industry stakeholders to expand knowledge base for teaching, coaching and developing competency based professional development. Where aligning education and workforce needs resulting in a credential certification, accreditation and succession planning process that holds real value in the workplace.

W O R K F O R C E     D E V E L O P M E N T     PRIVATE SOCIAL NETWORKS

“The system is designed to operate in the space between the trainer, the organization, the supervisor, and the individual. For example; The system allows for the trainer and supervisor (up to nine seats) for an expert path panel of mentors to work with the learning candidate using electronic portfolios.”

LeaderTracker™ empowers working learners to collaborate competency models with experts for knowledge transfer & career development.  A Web 2.0 Learning Environment for Human Performance Improvement What LeaderTracker™ can do for Human Performance Improvement:

  1. The system will help manage the human performance improvement that focuses on the individual and the methodology to do the right strategies and approach to get the right assessment information.
  1. Doing the assessments on why individuals will be successful, defining what the key skills and competencies are needed, identify the barriers to student success and then measure them through the learning process with evidence which is critical to teaching and learning to gauge improvement and accountability.
  1. Having the right information that allow support teams to be able to develop individuals, groups, organizations within our communities in the right areas, then to integrate those things into the way we work – the day to day practical work.

“How we work will need to change if we are going to improve our behavior”

Aligning everyone on why these skills are important Building Support for the Strategic Path Plan:

  1. Aligning a Support Team, Workgroups & Partnerships where interaction leads to greater student engagement, retention, and competence.
  1. Where the interaction of the Support Teams, Workgroups and Partnerships can be replicated across institutions and disciplines.
  1. Having the right information, the right focuses on what to do develop what skills, and then integrate the processes into the work place and making sure everyone is aligned on why we are doing these things for linking to improvement strategies and changes in practice to be effective.

For the full story please visit: LeaderTracker Fast Facts

9a

LeaderTracker

Cutting Edge Tool Kit Using Social Learning for Talent Management

  1. What is your plan for tracking outcomes?
  2. What is your plan for gainful employment?
  3. Who will guide your professional development?
  4. How will your accomplishments be tracked?
  5. How will you communicate achievements across multiple boundaries?
  6. Do your program participants and graduates have evidence of competencies that can be easily examined?

Performance Effectiveness Supporting:

  • Talent Retention
  • Assessments
  • Collaboration
  • Mentorship
  • Accreditation
  • Certification

For Team brochure please visit: Team LeaderTracker Brochure

For Chef brochure please visit: Chef LeaderTracker Brochure

NEEDS ANALYSIS

The Education Foundation

Solutions to prove proficiency and improve performance

“By leveraging the education foundation to be the voice of the industry for the betterment of society we are making an impact on training the majority of the American workforce. Through community services we are able to create career opportunities, channel community engagement and enhance the processes to workforce development. These efforts make an impact on employment that advances the reputation of the restaurant industry”

This system review will help to understand how to use the technology & Professional Services with your current strategies for developing an online community of practice for professional development. We can help to develop strategies to grow a lifelong learning community for industry members, educators, program graduates, and alumnus while offering revenue growth opportunities.

The suite of services and tools support:

  1. Performance Management
  2. Performance Improvement
  3. Talent Management
  4. Certification
  5. Collaboration

For the full assessment please visit: Need Assessment

WHITE LABELED PRIVATE SOCIAL NETWORKS
POWERED BY ACCREDITED PORTFOLIOS, LLC
A sophisticated social learning platform for professional development, performance improvement & capacity development.

FOR WHITE LABEL SALES CONTACT INFORMATION CLICK HERE

To learn more visit the [8] portfolios below:

  1. WORKFORCE DEVELOPMENT
  2. MODERN MENTORING
  3. PRIVATE SOCIAL NETWORKS
  4. LEADERSHIP AND DEVELOPING DIVERSITY
  5. EDUCATION
  6. CONTENTS
  7. HOW IT WORKS
  8. HOW TO MAKE AN IMPACT

For more up-to-date Articles & Activity visit LinkedIn

THE ULTIMATE REAL-ESTATE NETWORK SYSTEM /ONLINE BACK IN THE 80’S

Turns Lgo

The Ultimate Real-Estate Network System T.U.R.N.S., was developed as a software subscription model to work in conjunction with the Multiple Listing Service for Realtors, Appraisers, Lenders, and Affiliates to communicate within a dedicated network -1988-90.

At the time, as it is today, the value is being able to offer a network for transparent communication.

Back then the Internet, as we know it, did not exist. So providing toolkits to perform online real-estate appraisals, comp searches & reviews, and transactions possible, was very unique and disruptive – and at this time it had never been done before.

The investment produced a working model designed to share information with real-estate professionals to communicate and offered a user license, per office with 1 seat, for $150 per month.

We know it today as the SaaS model.

The real-estate industry processes were designed for these business segments to communicate across boundaries sharing same platform.

  • Appraisers
  • Lenders
  • Real Estate Brokers
  • Industry Affiliates

A system specifically designed to walk Appraisers, Real-estate Brokers, Lenders and Buyers & Sellers through the processes online for each step, for the purpose to perform, the industry best practices for searching, comparing and funding real-estate for completing transactions online.

  1. The system was populated by the appraisal real-estate data originally recorded on microfiche that was available on government county tapes ($25K per county) that was integrated with T.U.R.N.S. communication system.
  2. It provided the foundation for the industry to communicate and update through an online Electronic Data Interchange System for a monthly subscription license fee.
  3. Appraisers could update at a network level while the Sellers & Buyers who required Real Estate Comps could communicate transactions with the legal forms (Fannie-Mae and Freddie-Mac) by choosing the Lenders and for doing transactions online.
  4. The system provided transparent communication between resources. The security and search engine was designed to provide the industry resources for residential and commercial properties with assisting and solving the fragmented
  5. Industry challenges.
  6. It was a way for the Industry to have organized data almost in real-time back in when EDI was delayed by updating, where today it is real-time.
  7. Remember at that time you had to go to the library or the court house to search for records. T.U.R.N.S. was able to bring it to your desk!

TURNS DRAWING

The technology at the time was written in DOS, before Windows and the internet as we know it became a useful public network. This included services to share information with Affiliates (Sponsors, advertisers and other third party services that complemented the real-estate industry).

A Pioneer by the name of Robert Parker (Deceased 1994) was the investor and creator of The Ultimate Real Estate Network System T.U.R.N.S.

Robert Parker (Deceased 1994), Alan Weiner (Deceased 2001), BJ Hart, David Henderson and Michael J Rutherford. were innovators ahead of their time., where the next ten years, others would follow to compliment the industries needs by automating the communication requirement between the verticals to bring us into the 21st Century.

.TURNS CLIPS TURNS t17 t12 t11 t10 At21 At14 At12 At11 aat2t9dashboard

zzzSCAN0021CONTENTS, PROJECTS, ARTIFACTS & VIDEOS

Professional References

Chris Snyder
President at TAPS Fish House & Brewery / The Catch / Lillie’s Q (Brea)

Michael understands the meaning of parternship and synergy. His ability to communicate, his follow-up and follow-through and his integrity lead me to the recommendation of this individual.

Chris was Michael J’s client

Olivier Gosse
Director of Sales at RRT USA – Restaurant Revolution Technologies – Western Region.

Michael brought both a great deal of organization and structure to the Los Angeles Sales department. His tenacity and great attention to detail have helped all of us attain better overall results. I am certain that wherever Michael lands he will contribute outstanding results to that Organization. Michael’s marketing skills are not only transferrable to any other POS or Automation company but to any business Organization in the Marketplace.

Olivier reported to Michael J at Radiant Systems /Acquired by NCR

Jeff Daniel, M.A.
Senior Account Executive at Lexipol

Michael is a hands-on, detail oriented sales manager who always has his colleagues and customers best interests in mind. Michael has a proven ability to overcome obstacles and is very process oriented. The level of Michael’s committment to the company is impressive to say the least.

Jeff worked directly with Michael J at Radiant Systems /Acquired by NCR

Nic Wilkinson
Customer Care Specialist at vRide, Inc.

Michael has a brilliant personality and always uses it to develop better personal relationships, which is why he is respected almost immediately by those he comes in contact with. His attention to detail and ability to prioritize/address the important issues for his sales team has always had a supernatural aura about it. I recommend Michael because he has a desire to excel personally and influences others to do the same.

Nic worked indirectly for Michael J at Radiant Systems /Acquired by NCR

Ed Herrera
VP Sales at SDCR Business Systems

Michael Rutherford is the hardest working man in America! His attention to detail is extraordinary; his loyalty to his position and his company is unquestionable. Although he was subordinate to me, he taught me many things about the sales and business development processes. If anyone wants an employee who is not afraid to express his opinion, who will run through a wall for you, who will implement your company objectives, do not waiver and do not delay; HIRE THIS MAN!

Ed managed Michael J at SDCR Business Systems/ Reseller for Radiant Systems

Cristal Ghitman
San Diego Area Sales Manager at SDCR Business Systems

Michael Rutherford has been a significant mentor to me in the field of restaurant POS technology and Operations and I recommend him as a valuable asset to any company. He is one of the most task-oriented and focused people I have ever worked with, and excels in doing all due diligence in order to effectively and successfully reach goals and win sales. Michael understands the nuances of doing business and combines that with his years in the field to bring a unique and acute perspective to every process. His inherent drive and competitive nature means that a solution is always possible, the answer is always yes, and he will always see things through to the very end.

Cristal reported to Michael J at SDCR Business Systems/ Reseller for Radiant Systems

Tyler Dow
Consultant, Restaurant and Bar Operations

Michael is the definitive example of the Sales Manager: he is a remarkable trainer and manager of his supervised personnel; he is a systems guru; he is encyclopedic in his knowledge of the hospitality business; he is a motivator and leader-by-example; and he consistently goes far beyond the ‘bare minimum’ in ensuring the success of his employees and his employers. His work ethic is nothing short of extraordinary.

Michael was my mentor and guide as I entered into a wholly new area of our business – sales. Through his efforts I emerged (I like to think!) as a confident, capable and effective member of the SDCR team. I have found myself quoting him as I have moved forward in my career, as a manager of personnel myself.

I dare say he would be a valued asset not only to those that employ him, but also to those that he supervises. I would be happy to work with him again, and will look forward to our paths crossing in the future, professionally or socially.

Tyler reported to Michael J at SDCR Business Systems/ Reseller for Radiant Systems

Josh Levy
Account Executive Enterprise Sales at OpenTable

My name is Josh Levy and I had the pleasure of working under Michael Rutherford for over a year. When I first entered into the world of outside sales, I had no prior sales experience. Through Michael’s tutalidge I was able to learn processes, techniques, and orginizational skills that I will take with me throughout my career. I look forward to my continued relationship with Michael and know that I will be able to call upon him for advise both in work and life. He will be a great asset for any company lucky enough to have him.

Josh reported to Michael J at SDCR Business Systems/ Reseller for Radiant Systems

Gabriel Duran
Project Manager at SDCR Business Systems

I had the pleasure of working for Michael as an outside sales executive. He is an excellent teacher and motivator; I was able to learn a lot from him. Michael will successfully accomplish any project that he takes on. I highly recommend Michael.

Gabriel reported to Michael J at SDCR Business Systems/ Reseller for Radiant Systems

Robert Reardon
Corporate New Business Development Manager at HME

Michael is simple an all around good guy and a true expert in the hospitality space. I would highly recommend him to any restaurant, club or hotel owner in need of process and or technology improvements.

Robert worked directly with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Mark LeMay
President Double Line Solutions, inc.

I have had the pleasure of working with Michael at Jadeon. Michael is an incredibly passionate sales manager that excels in working with and mentoring sales professionals. He works very hard to stay on top of the POS industry trends. I would highly recommend Michael for any sales leadership position.

Mark managed Michael J indirectly at Jadeon Inc. /Acquired by Radiant Systems

Bill Beltz
Vice President – Hosted Solutions at NCR Corporation

I’ve had the benefit of working with Michael for several years. He has tireless enthusiasm and work ethic. Michael is also a master of the sales process, and has always ensured that he and his sales teams understand their client’s businesses first and present the right solutions second.

Bill was with another company when working with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Rachel Richards
Principal at Channel Focused Group

Michael Rutherford has a passion for the sales process and consultative sales approach that raises the bar in the industry. His attention to detail and ability to add process to the fundamentals are second to none. He understands the hard work it takes to make selling easy.

Rachel was a consultant or contractor to Michael J at Jadeon Inc. /Acquired by Radiant Systems

Evan Kenville
VP Training & Technology, Tilted Kilt Franchise Operations

Michael was a great co-worker and teammate. He is very detail oriented and demonstrates excellent customer managment skills.

Evan worked with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Nick Radcliffe, PMP
Manager, Transit Division & Product Development

I had the pleasure to work with Michael during my employment with Jadeon. Michael was a sales manager for the greater S.F. Bay area while I was a sales representative in Southern California. From my first interaction with Michael, I was impressed most notably with his depth of knowledge and his commitment not only to the POS industry but to individual clients as well. Michael is very disciplined and manages the entire sales process most proficiently. I believe than he is genuinely concerned about finding the best solution for a prospective client showing integrity and depth of character that can sometimes be difficult to find.

Nick worked with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Rusty Rudzik
SDCR

Michael was instrumental in helping to build the client base in the San Francisco Bay Area.

Rusty worked with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Angela Votta
Director at Card Marketing Services

When it comes to sales, Michael is a rare breed. He’s bright and persuasive, but he’s also a class act both personally and professionally. He gets behind products he believes in, but won’t push something if he knows it’s not in the client’s best interest. We have worked together to assist several of his POS customers and his follow-up has been impeccable. If you’re looking for someone to build a long-term business relationship with, Michael is the person to work with.

Angela was with another company when working with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Rusty Smith
Owner LDS Capital LLC

I have worked with Michael over the course of 7 or 8 years and he has shown nothing but professionalism. We had a working relationship Michael and I and he would always bring his accounts to me for any potential finanancing and he was always attentitive to the needs of his customers. He was a very detailed oriented person. I would recommend Michael for any potential position that would require interaction with your customer base.

Best regards,
Rusty Smith

Rusty was with another company when working with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Olivier Gosse
Director of Sales at RRT USA – Restaurant Revolution Technologies – Western Region.

I can confirm the fact that Michael is deeply rooted within the Hospitality Industry and brings much expertise in many areas. His operational background provides him with the ability to address any POS issue that presents itself and apply his overall knowledge to any issue at hand. Michael is extremely focused and determined to find solutions on a consistent basis as well as project situations in the future. His enthusiasm is always contagious and that makes him a Leader on many different levels. I thoroughly enjoyed working with Michael and I would recommend him to any POS or Automation-type organization.

Olivier worked directly with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Lesa Barber
Technical Support Manager at NCR Corporation

Michael is a hard working, dedicated individual. He pays close attention to detail and delivers unsurpassed customer service. He would be a great asset to any one he works for or with.

Lesa Barber

Lesa worked with Michael J at Jadeon Inc. /Acquired by Radiant Systems

Joel Snyder
Retired

I’ve worked with Michael on numerous accounts and I have always found him to be responsible and professional in his approach to business. He is excellent with follow up and driving the sale to a close. He also is well respected by those people he manages.

Joel was with another company when working with Michael J at Jadeon Inc. /Acquired by Radiant System

Domain Knowledge Matters

Kowledge through Collaboration

SCAN00vvvj

  • Hospitality Management

chef1

  • The Drake Hotels
  • Marriott Hotels
  • John Hancock Signature Room
  • Ritz Carlton/Four Seasons
  • Best Western Hotels
  • Delaney’s Seafood Restaurants
  • Rusty Pelican Restaurants
  • Tony Roma’s Corp
  • Universal Studios
  • King’s Seafood Company
  • Sodexho USA
  • The Sports Club Company
  • West Coast Ventures
  • Video
  • Business Development

web front

24a

15

The International Society for Performance Improvement

The Institute for Performance Improvement

The National Restaurant Association Education Foundation American Hotel & Lodging Educational Institute

Philanthropic endeavors researched, developed and managed for high school student-training, occupations and career development within a Web2.0 environment offered as a white label solution (Private social network for modern mentoring). Web 2.0 SaaS Platform to drive certified micro-credentials within a transfer knowledge online collaboration environment for connecting Education & Industry Leadership together for Professional Development. [Schools, Universities, Employers, Organizations and Communities] Details link: http://wp.me/p6XnTR-1A

Leadership Connect Web 2.0 Platform to drive certifications for approving micro-credentials with strong advanced SaaS software to transfer knowledge for connecting Education & Industry Leadership together for Professional Development. [Schools, Universities, Employers, Organizations and Communities] – an application-based ePortfolio communication system for Mentoring, Coaching and Developing Working Learners. The system connects students with a Path Panel of Professional Experts that provides a method to collaborate in a transparent online environment for negotiating across the board Performance-based Competency Improvement Path Plans for Succession Planning and Capacity Development.

  • Technology Powered for
  • “Leadership Connect”
  • Detailed Overview HERE 

Continue reading “Domain Knowledge Matters”

HOW IT WORKS

WHY WE NEED MODERN MENTORING

20160730_235404.png

We provide organization’s with white label solutions.

The technology platform offers adhesive ways to add value for education & training services offered through any organization or association.

WHITE LABELED PRIVATE SOCIAL NETWORKS
POWERED BY ACCREDITED PORTFOLIOS, LLC
A sophisticated social learning platform for professional development, performance improvement & capacity development.

FOR WHITE LABEL SALES CONTACT INFORMATION CLICK HERE

To learn more visit the [8] portfolios below:

  1. WORKFORCE DEVELOPMENT
  2. MODERN MENTORING
  3. PRIVATE SOCIAL NETWORKS
  4. LEADERSHIP AND DEVELOPING DIVERSITY
  5. EDUCATION
  6. CONTENTS
  7. HOW IT WORKS
  8. HOW TO MAKE AN IMPACT

For more up-to-date Articles & Activity visit LinkedIn

STUDENTS, TEACHERS & EMPLOYERS Workforce Resources

HOW TO MAKE AN IMPACT

As Millennials, Gen-Xers and Baby Boomers converge in the diverse U.S. workforce 

AAEAAQAAAAAAAAJDAAAAJGEwOWM2YTRlLTY0M2MtNGM3Yi1hMjMzLWU1ZTAyNDNlYzY1Zg

A Modern Mentoring Culture begins with making everyone both advisors and learners.

Business managers are continually challenged to both lead their employees to achieve strategic objectives, and to provide a professional environment that satisfies those employees’ myriad personal goals.

A growing body of research shows that the answer may be greater diversity in leadership, combined with a more collaborative approach marked by reciprocity.

Across the board, leaders who embrace change and challenges within the workforce, rather than fear them, will often be first to new markets and new opportunities.

As more industries expand beyond national borders, what strategies should executives pursue to keep their global workforces cohesive and motivated?

The answer is what all trade organizations and Institutions are talking about when implementing transparency that connects students with employers for jobs in the 21st Century!

Best Practices and Preparation for a successful retention & succession planning program.

WHITE LABELED PRIVATE SOCIAL NETWORKS
POWERED BY ACCREDITED PORTFOLIOS, LLC
A sophisticated social learning platform for professional development, performance improvement & capacity development.

Industry Modern Mentoring Programs 

o TEACHERS: Instructs students in curriculum program knowledge and skills, assesses progress and collaborates with employers, counselors and mentors.

o EMPLOYERS Gives direction. Thinks in terms of how students fit into the needs of their organizations.Informs school to work connections and how mentors coach for workplace readiness.

o COUNSELORS: Help students plan career paths and graduation & certification plans, monitors student progression, works with teachers and mentors to identify student needs – at risk students that need coaching and mentoring, talented students that need opportunities to showcase their work, students whose academic performance needs support.

o MENTORS: Model and coach the traits of successful industry experts and leaders and the value of education, professional training and graduation, work with the school & trade associations to focus on specific student needs, work with students to refine their ePortfolios and connect with potential employers.image

FOR WHITE LABEL SALES CONTACT INFORMATION CLICK HERE

To learn more visit the [8] portfolios below:

  1. WORKFORCE DEVELOPMENT
  2. MODERN MENTORING
  3. PRIVATE SOCIAL NETWORKS
  4. LEADERSHIP AND DEVELOPING DIVERSITY
  5. EDUCATION
  6. CONTENTS
  7. HOW IT WORKS
  8. HOW TO MAKE AN IMPACT

For more up-to-date Articles & Activity visit LinkedIn