ASS 1.

Using the job description of the benefits manager from previous lecture, write
a job
advertisement for this position to be placed in a national newspaper such as
the Wall
Street Journal.
Background to Role:
The Manager, Benefits will design, plan, and implement Company Benefits programs,
policies, and procedures, and is responsible for the effective administration of them. This
position will ensure that programs meet employee needs, are aligned with business objectives
and Benefits strategy, are compliant, and cost effective. The Manager, Benefits will rely on
extensive, broad-based experience in employee Benefits, strong analytical sills with respect
to data and information analysis, and judgment to accomplish goals. This position
communicates programs, leads Benefits projects, and manages internal Benefits
administration staff and external Benefits vendors. The Manager, Benefits is based in Chicago
and will report to the !xecutive "irector, Benefits.
Responsibilities include:
!nsure the effective operation, delivery, and administration of Company Benefits programs in
accordance with strategic objectives#
$ %lans and directs the implementation and administration of &.'. Benefits programs ()ealth
%lans, *ife +nsurance, "isability,*eave, %aid Time -ff, .etirement, /ellness %rogram,
0oluntary Benefits, Tuition .eimbursement, other1 to ensure excellent delivery of Benefits to
employees in alignment with business objectives. May have moderate involvement in
international Benefits operations and administration.
$ "irects and supervises wor of Benefits administration staff and displays effective
management sills.
$ "evelops communications, manages service providers and consultants, and liaises with
).+', %ayroll, *egal, ). Business %artners and other areas to ensure excellent delivery.
$ &ses extensive Benefits experience to develop and present ideas for improvement, and is
adept at measuring and analy2ing Benefits data in order to improve effectiveness, build
efficiencies, and proactively enhance the delivery of the Benefits function.
$ Communicates Benefits initiatives and programs up and down the -rgani2ation in a variety
of group and one-on-one settings.
$ 3naly2es existing benefits programs and reviews data of organi2ation, maret trends, and
prevailing practices to establish competitive benefits programs and,or recommend
modifications to existing programs.
$ Contributes to due diligence efforts and leads the Benefits integrations or new Benefits
program implementations due to new office establishment, M43 activity, or due to changing
$ !valuates services, coverage, and options through insurers and service providers, in order
to recommend to management programs best meeting the needs of the organi2ation.
$ %erforms and,or manages data analysis in order to lend creditability to the review of Benefits
programs and to provide 5uantitative support of recommended Benefits changes.
$ %roactively considers enhancements, supported by data, which increase efficiency of current
Benefits administration and delivery and,or which resolve existing deficiencies,issues. Builds
the business case and recommendations to support changes.
$ +s accountability for and oversees annual &.'. Benefits enrollment process, including
oversight of system changes within the %eople'oft system.
$ "evelops communications of Benefits information to employees and utili2es a variety of
communication vehicles.
$ !ffectively presents Benefits information in group settings.
$ $ 3bility to identify and,or resolve issues, influence and drive solutions across the group.
$ Minimum of Bachelor6s degree and 78 years6 experience in employee benefits.
$ 3 passion and talent for Benefits as demonstrated by accomplishments and contributions in
$ 3 demonstrated highly proactive approach to improving Benefits operations and delivery.
$ 'ill in organi2ing resources and establishing priorities.
$ 'ill in examining and re-engineering operations and procedures, formulating policy, and
developing and implementing new strategies and procedures.
$ "emonstrated credibility in managing up and down an organi2ation, communicating with
management and individual employees and balancing company objectives and employee
$ "etailed nowledge of Benefits rules, regulations and application of them within a company.
$ 'illed at dealing with ambiguity and generating creative solutions and approaches.
$ Confident, clear and concise communicator.
$ 'trong interpersonal sills and the ability to interface with all levels within the Company.
$ %roven effectiveness at being flexible, creative, team oriented, and results-driven.
$ 'trong sills in writing, developing and delivering presentations, and in using software
applications (!xcel, %ower%oint, variety of ).+' systems, etc.1.
$ %roven ability to manage cross functional teams while fostering positive relationships and
development of direct reports.
Visit three different online job-recruiting sites. Eplain the sites !ou visited.
"escribe the similarities and differences !ou noticed among the three. Which
job site did !ou prefer# Eplain wh!.
i visit the $ website and the! was%
'. www.lin(
$. www.w)a!
the similarities was %
&. the! let the user upload his *V, with there own format
'. the! emplo!er have an access to visit ur resume according to what he
$. the! all free, and free access an! time, but !ou can upgrade !our account
for more benefits .
the differences was %
&. +in(ed,n show !ou all users job see(ers and emplo!s, but the other two
!ou just view the compan!.
'. ba!t have a big networ( throw gulf , and mostl! the benefits go for whom
upgrade there profiles.
$.w)a!ef is a new website, and uses the ba!t networ( .
Write !our *V based on the rules mentioned.
Seeking a corporate banking position to utilize my qualities and to enrich my experience backed my
solid knowledge of finance and supported by global education to achiee the organization goals
2014 !ertificate in corporate finance foundation !""# $ first finance institute $ "rance %
2012 CMA part one& "inancial 'lanning& 'erformance and !ontrol %
2011 Credit Course in Cooperate banking& ()I& !entral )ank *" (gypt %
2011 Banking Economies Diploma& "aculty of !ommerce& Alexandria University %
2009 +raduate& "aculty of !ommerce& Alexandria University%& Accounting , Audit ma-or %
Corporate Credit Oi!er
.he /nited )ank $ 0Alexandria !entral Area for !redit and 1arketing"
2343& September $ .ill Now
 'erform !redit Analysis and 5aluation for !orporate , S1(s%
 'erform !redit 6ating 7!)(8 and !redit 'roposal 1emo%
 (conomic Study and Analysis%
 1anage , "ollow$up !lients Accounts%
 1anage !lients 6elationship 9ith )ank :epartments%
 'erform !redit 6isk Assessment of !orporate Accounts as well as of 'ortfolio%
 1arket for !orporate )anking 'roducts%
2014 MINI MBA , Scolarsip !rom "iccadilly Academy # United $ingdom %
2014 !inancial Markets # %ale University &
2014 Introduction to 'inance # University o! Micigan # (oss scool o! business &
2014 Diagnosing te 'inancial )ealt o! a Business& 1acquarie +raduate School of 1anagement
2014 'inancial *iteracy & 1acquarie University $ Australia%
2014 'INANCIA* "lanning& .afe NS9& Sydney Institute $ Australia%
2014 Emergency Management' 1assey University $ Australia%
2009 Banking +perations& +raduate 'rogram& !entral )ank *" (gypt%
2009 Stock Market "undamental , .echnical Analysis !ourse )y !1:%
200( 'inancial Statement "reparation Course'"aculty *f !ommerce' Alexandria /NI5%
200( ,+'E* 're% !ourse%
200) (nglish language !ourse ;Adanced phase;%
200* Managing ,ime& I"!& 9orld )ank%
 Solid <nowledge in Inestment , "inance%
 'erform !redit Analysis and Scoring "or !orporations%
 'erform Inestment Appraisals%
 'erform 1acro and 1icro (conomic Analysis
 Solid <nowledge of )anking *perations%
 +ood <nowledge in Stock 1arket Analyzing 0"undamental , .echnical=
ASS 2.
“A job advertisement that generates a thousand responses is always
better than one that gets twenty responses.” Build an argument
supporting this statement and an argument against this statement.
It is also important to note that many companies today rely on computer software
for making the first pass through résumés. Each résumé is scanned for specific
information such as key job elements, experience, work history, education, or
technical expertise. This has created two important aspects for résumé writers to
remember. First, the computer matches key words in a job description. Thus, in
creating a résumé, use terminology similar to the job description. Second, use a
font the scanner can easily read, such as Arial or Times New Roman. If it cannot,
your résumé may be put in the rejection file. Copy your résumé on good-quality
white or off-white paper (no off-thewall colors). This suggestion may be
inappropriate for certain types of jobs—such as a creative artist position—but
these are exceptions.
The major difference between public and private employment agencies often lies
in their image. Private employment agencies are believed to offer positions and
applicants of a higher caliber. Private agencies may also provide a more
complete line of services in that they advertise the position, screen applicants
against the criteria specified by the employer, and provide a guarantee covering
six months or a year as protection to the employer should the applicant not
perform satisfactorily. Public employment agencies are more closely linked to
unemployment benefits. Accordingly, the image of most public agencies (not
completely accurate) is that they tend to attract and list individuals who are
unskilled or have had minimum training.
“An organization should follow a promotefromwithin poli!y.” "o you
agree or
disagree with this statement# $%plain.
The practice of hiring “from within”, or insourcing, refers to looking within the
business already-existing tools and resources to continue the original mission of
the corporation. The purpose of insourcing is to maintain the vision of the group
by keeping products, production efforts, employees, supervising positions, and
every other operational procedure housed inside the same business family.
Although controversy always comes up regarding the true benefit of outsourcing
versus insourcing, several research articles suggest that insourcing is more
beneficial because it provides local employment, lowers costs of shipping
merchandise, and keeps alive the “family” sense that strengthens a business.
With insourcing there are also less chances of what is called “cultural confusion”.
This has nothing to do with ethnicity or heritage, but about the culture of the
company’s as it is created from its philosophy. Hence, when everybody is like
they say colloquially “on the same page”, there is more productivity.
This being said, the statement “An organization should follow a promote-from-
within policy” can be interpreted as a positive move because it shows an effort
from the leadership to empower employees. Moreover, promoting “from within”
suggests that all employees within the organization are equally suited to lead,
hence implying that there is great trust placed on them. Although not ALL
organizations can enjoy the peace of mind of having very capable employees,
having such a policy may inspire employees to work at their optimal level so that
they can be considered for a promotion. Contrastingly it certainly would be
denigrating for a hard-working employee to learn that only people from outside
the company, someone who has no connection to the company culture or history,
has a better chance of getting a better job.
Therefore, depending on the at-the-job atmosphere and the capacity of all
workers to lead within a business, promoting from within, just like insourcing, are
promising ways of strengthening a business from the inside out.

“&he emphasis on leased or temporary employees in an organization
will only lead to a de!rease in employee morale. &hese employees !ome
in' do their jobs' and then leave it up to the full timers to handle the
details.” Build an argument supporting this statement' and an argument
against this statement.
Temporary workers are sometimes employed on fixed term contracts. A fixed
term contract is a contract of employment for a definite period, set in advance.
Employment ends when the contract expires and no notice need be given by the
employer. Employment contracts may also be agreed which end on the
completion of a particular task rather than on a specific date.
Most temporary workers will have insufficient service. However, some
employment rights such as the right not to be discriminated against on the �
grounds of race, sex or disability have no minimum service qualifications. �
Employees on fixed term contracts have the right to be paid the same rate as
similar permanent employees working for the same employer and in general
terms should not be treated less favourably than permanent employees. This
means that employees on fixed term contracts will have broadly the same rights
to statutory redundancy payments, written reasons for dismissal and the right not
to be unfairly dismissed as permanent employees.
Arguments support a decrease in employee morale.
• Lost incentives
• Lack continuity with the customer
• Impact on organization culture
• Learning curve decrease
• Lack firm-specific knowledge
• Create resentment between full time and non full time workers
• Accidents, thefts, proprietary info
Arguments against a decrease in employee morale
• Security created by employment contract
• Freedom / Independent workers
• Clarity of contracts, customers and benefits
• Available talent in the labor pool
• Just-in-time talent
• Access to labor with different types of talent
• Can used for job try out
Arguments support a decrease in employee morale.
1. Lost incentives
The sense of unsecured to the job poses compared to the full time worker that
creates in an employee’s mind may affect their performance by decreasing
motivation to do good work. Some employers find that temporary workers lack
motivation and commitment. The leased employee may not be as experienced as
the permanent workers and, therefore, may be less productive.
. Lack continuity with the customer
Due to the nature that leased and temporary workers are seasonal, it may affect
the customers whom already comfortable dealing with them.
. Impact on organization culture
Using temporary workers from especially agency ‘temps’ depend on the
screening and testing methods used by the agency which is sometime not match
to organization culture. There are tenderly unbalance employee moral and work
load and responsibility that can harm the organization culture.
4. Learning curve decrease
Leased and temporary workers are limited in chances for continuing learning and
5. Lack firm-specific knowledge
Due to the limited chances in continuing learning and training, the leased and
temporary workers tenderly lacking in firm-specific knowledge. Sometime
employer just ignores to inform them, as they are not permanent.
6. Create resentment between full time and non full time workers
Leased and temporary workers can sometimes receive higher pay than their
permanent counterparts, which can cause resentment amongst employees and
trade unions. Resentment might occur due to unbalance employee moral, work
load and responsibility.
7. Accidents, thefts, proprietary info
Accidents could occur due to lack of learning and training. Thefts and refrain from
releasing proprietary info may be an issues due to lack of sense of belonging to
the organization.
8. Increase costs
Requires supervisors to closely monitor staffing levels so as not to compromise
service or to inadvertently incur overtime costs.