1. Strong leadership and management team experience demonstrating an ability to create a clear vision, set goals and expectations, encourage leadership and initiatives at all levels, and use sound judgment in managing complex varied programs. – for this one, use an example of your experience in OPS as an manager.
I have served in a leadership and management role for over 10 years in various classifications within my State Career. An example of my leadership experience is portrayed during my tenure as the Chief of the Office of Resource Planning and Reduction (RPRS). As the Chief of RPRS, I was responsible for overseeing and implementing various layoff plans for the Department of Corrections and Rehabilitation. Preceding my appointment to …show more content…
Reasonable Accommodation – In my position as a Health and Safety Officer, I was responsible for ensuring the Departmental Managers and Supervisors were aware of their responsibility under the American with Disabilities Act and ensured they engaged in the interactive process with qualified individuals with disabilities. In addition, I provided assistance, guidance, consultation, and facilitation relating to fitness for duty evaluation, medical transfers, medical demotions, medical termination and employer generated retirement applications.
c. FMLA- In my positions as a return to work coordinator, health and safety office and in my various roles in labor relations, I have gained extensive knowledge and experience with the Family Medical Leave Act. In addition, I was an FMLA coordinator; I developed and provided FMLA training to Managers and Supervisor, I provided guidance and consultation to internal stakeholders (managers, supervisor, labor relations advocates, and HR) regarding the Department obligation and application of FMLA.
d. Employee Wellness and Ergonomics – As a Health and Safety Office I received formal ergonomics training related to ergonomic assessments and the prevention of work related injuries in return contributing to employee wellness. I am well versed in the Employee Assistant program and the various benefits that are …show more content…
Prior to the development of the database and new processes, a layoff plan would take an average to 9 to 12 months to execute. With the development of the database the layoff process was automated and captured the history of all layoff plans and was updated and track the employee history each employee. In addition it automated the issuance of letters and forms. Furthermore, the Department work collaboratively with SBP to eliminate the use of the ScanTron resulting in the reduction in workload and replaced the ScanTron form with an excel sheet upload of all the required information. With the implementation of the new process and database, the Department was able to execute a statewide layoff plan within 120 days which allowed the Department to reach it fiscal obligations and commitments to the Governor’s Office. In addition to reducing the timeframes, a strong relationship with the labor organizations developed utilizing open communication as well as the utilization of process that were well respected by both management and labor. As such, as CDCR moved through the layoff process, trust was developed which fostered open and straightforward labor
I have served in a leadership and management role for over 10 years in various classifications within my State Career. An example of my leadership experience is portrayed during my tenure as the Chief of the Office of Resource Planning and Reduction (RPRS). As the Chief of RPRS, I was responsible for overseeing and implementing various layoff plans for the Department of Corrections and Rehabilitation. Preceding my appointment to …show more content…
Reasonable Accommodation – In my position as a Health and Safety Officer, I was responsible for ensuring the Departmental Managers and Supervisors were aware of their responsibility under the American with Disabilities Act and ensured they engaged in the interactive process with qualified individuals with disabilities. In addition, I provided assistance, guidance, consultation, and facilitation relating to fitness for duty evaluation, medical transfers, medical demotions, medical termination and employer generated retirement applications.
c. FMLA- In my positions as a return to work coordinator, health and safety office and in my various roles in labor relations, I have gained extensive knowledge and experience with the Family Medical Leave Act. In addition, I was an FMLA coordinator; I developed and provided FMLA training to Managers and Supervisor, I provided guidance and consultation to internal stakeholders (managers, supervisor, labor relations advocates, and HR) regarding the Department obligation and application of FMLA.
d. Employee Wellness and Ergonomics – As a Health and Safety Office I received formal ergonomics training related to ergonomic assessments and the prevention of work related injuries in return contributing to employee wellness. I am well versed in the Employee Assistant program and the various benefits that are …show more content…
Prior to the development of the database and new processes, a layoff plan would take an average to 9 to 12 months to execute. With the development of the database the layoff process was automated and captured the history of all layoff plans and was updated and track the employee history each employee. In addition it automated the issuance of letters and forms. Furthermore, the Department work collaboratively with SBP to eliminate the use of the ScanTron resulting in the reduction in workload and replaced the ScanTron form with an excel sheet upload of all the required information. With the implementation of the new process and database, the Department was able to execute a statewide layoff plan within 120 days which allowed the Department to reach it fiscal obligations and commitments to the Governor’s Office. In addition to reducing the timeframes, a strong relationship with the labor organizations developed utilizing open communication as well as the utilization of process that were well respected by both management and labor. As such, as CDCR moved through the layoff process, trust was developed which fostered open and straightforward labor