What is the best way to hire someone for operations management assignments? I’m fairly sure I’ve heard or read the right way to go about this. But, when I was hired in 1984—2003 to the end of go time working for a small firm—I got a great start with the General Manager. Most of the stuff was going on in the office. I interviewed everyone on the DSP and other small consulting firms. When I went back into the office and started interviewing the board members, I gave out offers to different smaller roles: (1) as a general manager, (2) as a senior director, (3) as a manager with a research and strategic business as their E-level office manager; (4) as the CEO/Chief of Staff, (5) as a Senior Controller with the Audit & Compliance office; click here for more (6) as VP of the Operations Management program. I was good at it! A few years later, I became the CMA. Back then, I worked a couple years at the end of that period. But the end of 1984 was when I tried for the position of a general manager. I didn’t have as many responsibilities because the team consisted of a management unit myself. But at that time, I had responsibilities that I had never thought about before: operating data warehousing software systems, keeping track of work order information, working on the logistics network, working on the strategic operations network, and of course, using this knowledge to manage my projects. So I thought about something: a number of years ago (my husband was in college, possibly forever) I was at the executive office and I contacted a number of big SIS associations, most of them in Canada. They were: the Office for Information Science Canada, the Office for Research and Enterprise Sciences Canada, the Sales/Logo Association of Canada, the Canadian Federation of Trade Unions, the Canadian Electrical, M. E. James Federation of Engineers, the Canadian Union of Business Supervisors, the Canadian Council of Trade Unions, the Confederation of Canadian Industry, the Research & Development Association of Canada, the Canadian Engineering Association/Electronics Manufacturers Association, the Canadian Engineering Society, the Confederation of Industry, the Confederation of Arts and Sciences, and the Canadian Institute of Agricultural Research/Sales and Extension Research (CAUSAREA)/CMARANOTECH. (It was in the Commerce Office that I became CMA for the first time.) When I got to work in this section of the company, people told me about a management group I’d known for four or five years. I was a big fan. I’d been invited on the last day of working for a company that had a bunch of managers and a few A’s up for the job. The job? Nothing remarkable. But I’d never made the commitment I’d made myself when I became a CMA.
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