TERMS: Full-time Exempt Position (37.5 hours per week) REQUIREMENTS: ABOUT THE ROLE: Often requires the presence at the board and client meetings. RESPONSIBILITIES: In this management role, handling strategic leadership and working closely with legal staff, the board of directors, and company CANDIDATE executives are the primary purposes. REQUIREMENT: • Drafts legislation and position papers, and provides testimonies • Develops practices for the co-counseling of board and employees on important appeals • Requires a law degree and extensive experience in corporate, financial, or business law or more than eight (8) years combined law firm and in-house legal department experience • Has proven success in working effectively across business units and internal functions to efficiently resolve complex business issues • Has the ability to work across the globe to be able to support multiple time zones and cultures • Sounds professional judgments ,
. This section of the paper contains the performance appraisal form for the Managers/Supervisors and Staffs of the Departments. This includes Key Result Areas with measurable performance indicators.
Batangas City, Batangas Tel. No.: 940-1928 E-mail: [email protected] MANAGER/ SUPERVISOR PERFORMANCE APPRAISAL FORM OPERATIONS DEPARTMENT EMPLOYEE ID: EMPLOYEE NAME: POSITION: DEPT. MANAGER/SUPERVISOR NAME: REVIEW PERIOD: DATE OF PERFORMANCE REVIEW: INSTRUCTIONS: This performance appraisal form lists the criteria and competencies against which you must rank the manager/supervisor. Stoneworks Inc. considers these performance factors to be critical to the success of personal, departmental, and company goals. Rate and analyze the performance of the manager/supervisor in each key factor indicated. Professionally rate each factor and base it solely on the performance of the proceeding ninety (90) days. It should also accurately reflect the overall performance of the manager/supervisor as it relates to the duties and expectations outlined in their job description. Before relies the performance discussion with the manager/supervisor, a detailed plan to address areas rated as \"Fair\" or \"Poor\" must be submitted to the Vice President of the Department and Human Resources for review. RATING SCALE 1 POOR - Consistently fails to meet expectations. 2 FAIR - Frequently fails to meet expectations. 3 GOOD - Usually meets expectations. 4 VERY GOOD - Frequently surpasses expectations. 5 EXCELLENT - Consistently surpasses expectations. ,
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NOTEWORTHY ACCOMPLISHMENT DURING THIS REVIEW PERIOD AREAS REQUIRING IMPROVEMENT IN JOB PERFORMANCE: (Note: Attach the Performance Improvement Plan for any areas rated Fair or Poor) ,
ACTIONS TAKEN TO IMPROVE PERFORMANCE FROM THE PREVIOUS REVIEW: PROFESSIONAL DEVELOPMENT GOALS: OVERALL PERFORMANCE RATING: EMPLOYEE COMMENTS: Signatures acknowledge that this form was discussed and reviewed. EMPLOYEE SIGNATURE: ____________________________________________ DATE: ___________ DEPARTMENT MANAGER/SUPERVISOR SIGNATURE: ____________________DATE: ___________ ,
Batangas City, Batangas Tel. No.: 940-1928 E-mail: [email protected] MANAGER/ SUPERVISOR PERFORMANCE APPRAISAL FORM FINANCE DEPARTMENT EMPLOYEE ID: EMPLOYEE NAME: POSITION: DEPT. MANAGER/SUPERVISOR NAME: REVIEW PERIOD: DATE OF PERFORMANCE REVIEW: INSTRUCTIONS: This performance appraisal form lists the criteria and competencies against which you must rank the manager/supervisor. Stoneworks Inc. considers these performance factors to be critical to the success of personal, departmental, and company goals. Rate and analyze the performance of the manager/supervisor in each key factor indicated. Professionally rate each factor and base it solely on the performance of the proceeding ninety (90) days. It should also accurately reflect the overall performance of the manager/supervisor as it relates to the duties and expectations outlined in their job description. Beforerelies the performance discussion with the manager/supervisor, a detailed plan to address areas rated as \"Fair\" or \"Poor\" must be submitted to the Vice President of the Department and Human Resources for review. RATING SCALE 1 POOR - Consistently fails to meet expectations. 2 FAIR - Frequently fails to meet expectations. 3 GOOD - Usually meets expectations. 4 VERY GOOD - Frequently surpasses expectations. 5 EXCELLENT - Consistently surpasses expectations. ,
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NOTEWORTHY ACCOMPLISHMENT DURING THIS REVIEW PERIOD AREAS REQUIRING IMPROVEMENT IN JOB PERFORMANCE: (Note: Attach the Performance Improvement Plan for any areas rated Fair or Poor) ,
ACTIONS TAKEN TO IMPROVE PERFORMANCE FROM THE PREVIOUS REVIEW: PROFESSIONAL DEVELOPMENT GOALS: OVERALL PERFORMANCE RATING: EMPLOYEE COMMENTS: Signatures acknowledge that this form was discussed and reviewed. EMPLOYEE SIGNATURE: ____________________________________________ DATE: ___________ DEPARTMENT MANAGER/SUPERVISOR SIGNATURE: ____________________DATE: ___________ ,
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. This section of the paper contains the outline of a realistic and progressive training program for newly hired Project Engineer of Stoneworks Inc.
Stoneworks, Inc. envisions to be one of the elite and leading bridge companies that delivers exceptional quality services while maximizing the artistry of structure but still promoting sustainability and environment-friendly bridges. It is our mission to provide opportunities by closing the gap between regions and creating a unified nation that collaborates with one another towards the height of success. We are committed to achieving We, at Stoneworks, Inc. provide our vision and mission by progressive training programs for enhancing internal relations and our Project Engineers to assure solidifying an organization as firm the continuous enhancement of as the bridges we are skills necessary to keep up with constructing. Our company aims the fast-changing innovations of to develop creativity, innovation, global advancements. Our newly and global competence among hired project engineers are not every employee to deliver quality immediately exposed to actual services, outstanding works, and projects as we offer them a world class structures capable of training and learning program in making our country sustain order to push them to their continuous progress. Along with excellence before getting their this, we may also emerge as an hands on on-site projects. Here is established and well-developed an outline of our Project Engineer nation. Training Program. PRE-TRAINING LEARNING POST-TRAINING • Orientation • Instructions • Application • Preparation • Program • Evaluation • Motivation • Trainings • Activities Three phases namely (1) pre-training, (2) learning, and (3) post-training are the general concept and principle which the Stoneworks, Inc Training Program Design is patterned after. ,
For Project Engineers .- A. Orientation Newly hired project engineers undergo proper orientation of the company’s mission, vision, core values, and philosophy. This serves as their preface before entering our company’s main goals and objectives in every project we handle. B. Preparation As preparation for our training program, we, at Stoneworks, Inc. explore all considerations of a training design in order to give high-quality preparation services for our employees. Creatives. Before officially opening our Facilities. The Stoneworks, Inc. provides program, everything is smoothly finished, on-site and off-site training facilities for from the noises, colors, room structure, training programs. These places are lighting, outlets, audios, and technological considered to be equally beneficial to the systems, in order to execute the whole emerging project engineers of our company program properly. giving them the sense of both theoretical and practical approach to the potential projects. Introduction to the Program and Course Presentation of the Boards. We believe Outlines. Our company works with that the solid relationships between every excellent start-ups in welcoming the worker begins with a simple meet and trainees by expressing gratitude towards greet. The Stoneworks, Inc. knows how we them. The backbone of our success lies can value and respect each other if we with our future project engineers. More so, properly introduce the people behind and we organize the proper training as we around the company to the ones who are ensure the accurate skill development they starting to build their names in the industry. need to fit the engineers we are looking for. C. Motivation Recognizing that trainee learning can be facilitated through both mental and physical involvement, it is important to consider counselings for both physiological and psychological requisites. ,
. A. Instructions Clear guidelines, primer, program outline, protocols, and schedules are provided to trainees so as to achieve a comprehensive understanding of the whole training program. B. Program Our program is constructed in consideration with the roles and responsibilities of project engineers in the workplace. Basically, we provide learning schemes and plans of actions designed to develop the skills of a project engineer. Specifically, we focus on: Technical Management of Engineering Projects • This includes management of the budget, schedule, and personnel of a specific team in the company. Organizational Administration • This includes proper arrangement of tasks with logical and rational prioritization of every task they have. Interpersonal and Social Connections • This includes both corporate and layman communications enhancement programs, may it be written or oral, verbal or non-verbal. Problem Analyzing and Solving • This includes taking responsibilities with all the problems that could possibly arise along the project construction. Keen Observation to Details • This entails paying close attention to their projects by looking at all parts, degrees, and angles, of the design, making sure that each number is accurate. Commercial Awareness • This includes recognition of various milestones and completion of the project on time and in lesser amounts. Decision-Making • This includes making technical decisions, standing behind the engineering design of the project. ,
C. Trainings We, at Stoneworks, Inc. commit to the development of our project engineers in terms of their skills as leaders, workers, and managers. To be more specific, we put emphasis on the following skills to improve: Leadership Communication Decision - Making Problem Solving Creativity Skills Skills Processes Skills Cognitive Logical & Time Obedience Management Understanding Rational Management on Legal Skills Reasonings Skills Regulations D. Program The formulation of activities of our training programs is in line with how we want our project engineers to be able to work with ease under pressure and loads of different encounters in the field. We provide activities including: Forming Systematic Developing Team Buildings and Realistic Learning Culture Objectives Building Networks Simulations Sharing of Knowledge and Experience ,
. A. Application The most important part of our training program is by assessing how much our project engineers learn through practical and on-site application of these acquired skills and knowledge. They are being exposed to some of the projects as assisting agents of the actual project engineers in order to relate and provide them first hand experience of how we actually work in the field. B. Evaluation Lastly, we evaluate how our project engineer trainees performed during the preselection, up to hiring, until their training program. We assure their growth mentally and physically. We give recognition to their participation, more so on their development through certifying credentials and titles to their curricula. ,
. This section contains the references used by the authors in American Psychological Association (APA) Format to completely finish this final requirement in Engineering Management.
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