CLIENT SUPPORT PROFESSIONAL – POSITION REQUIREMENTS & CERTIFICATION STEPS:
* For more information on how to apply email or call Darrell Melrose; Darrell.melrose@iifdata.com or 309-397-4506.
- High-speed
internet access
-Telephone
service (Landline, VoIP, Cable -Telephony or Digital Service)
-Computer
-E-mail
account
-Headset
-Certification
with Arise
* Voice Assessment
*Background Check
*CSP 101-Online Customer Service Aptitude Course
*Client Certification Coursework
*CSP101
course fee waived for military and student applicants
**Client Certification Coursework
fees 50% off for military applicants
***Client certification coursework fees (CSP101 & Client
Certification Coursework) are eligible for full reimbursement from VirtualPro,
LLC for hired applicants (ask recruitment team member for full details during
your phone interview).
POSITION DETAILS:
This is a 1099 independent contractor position.There are no deductions for federal or state
taxes (Client Support Professionals are responsible for these taxes when filing
their tax return).All wages earned are
reflected on the CSPs payroll (pay is bi-monthly).The only deduction assessed is a $40*
administrative fee per payroll that covers administrative expenses including
fees to Arise.
Hollywood has portrayed military leaders as monsters in movies such as 1987's Full Metal Jacket about Marines during the Vietnam War. Army leaders wonder if this kind of toxic leadership is hurting its soldiers. Warner Bros/The Kobal Collection hide caption
itoggle caption Warner Bros/The Kobal Collection
Hollywood has portrayed military leaders as monsters in movies such as 1987's Full Metal Jacket about Marines during the Vietnam War. Army leaders wonder if this kind of toxic leadership is hurting its soldiers.
Warner Bros/The Kobal Collection
Top commanders in the U.S. Army have announced publicly that they have a problem: They have too many "toxic leaders" — the kind of bosses who make their employees miserable. Many corporations share a similar problem, but in the Army's case, destructive leadership can potentially have life or death consequences. So, some Army researchers are wondering if toxic officers have contributed to soldiers' mental health problems.
One of those researchers is Dave Matsuda. In 2010, then-Brig. Gen. Pete Bayer, who was supervising the Army's drawdown in Iraq, asked Matsuda to study why almost 30 soldiers in Iraq had committed or attempted suicides in the past year.
"We got to a point where we were exceptionally frustrated by the suicides that were occurring," Bayer says. "And quite honestly feeling — at least I was — helpless to some degree that otherwise good young men and women were taking their lives."
Matsuda might seem like an unconventional choice to study Army suicides. He's an anthropologist; the Army hired him to advise U.S. commanders on how to understand what was really going on below the surface in Iraq. But Bayer says those skills are what prompted him to ask Matsuda to look below the surface of the suicide problem in the Army.
"What we valued about [Matsuda], as well as a few others who worked for us, was he didn't wear a uniform. He wasn't one of us, so to speak," Bayer says.
Whenever a soldier committed suicide, Bayer says, a team of Army investigators would essentially ask the same questions: What was wrong with the individual soldier? Did he or she have a troubled childhood or mental health problems? Did the soldier just break up with a partner or spouse? Was he or she in debt? The answer was often "yes." But Bayer says he felt part of the puzzle was missing.
"We decided we were going to take a look at it from a different angle," he says.
So Matsuda looked at the cases of eight soldiers who had recently killed themselves and interviewed friends of the victims.
"I crisscrossed Iraq and interviewed 50 soldiers," Matusda recalls.
A more complicated story began to emerge, he says. In addition to major problems in their personal lives, the victims also had a leader who made their lives hell — sometimes a couple of leaders — Matsuda says. The officers would "smoke" them, as soldiers call it.
"Oftentimes platoon leaders will take turns seeing who can smoke this guy the worst. Seeing who can dream up the worst torture, seeing who can dream up the worst duties, seeing who can make this guy's life the most miserable," says Matusda.
He says the evidence did not show that the soldiers' leaders caused them to commit suicide. But the soldiers' friends said leaders had helped push them over the brink.
"When you're ridden mercilessly, there's just no letup, a lot of folks begin to fold," Matsuda says. He submitted a report stating: "[S]uicidal behavior can be triggered by ... toxic command climate." Research At The War College
This was not the first time that an Army researcher had raised the issue of toxic leadership. In 2003, the secretary of the Army asked researchers at the Army War College in Pennsylvania to study a question:
NPR interviewed dozens of current or former soldiers who said they have struggled under toxic leaders. iStockphoto hide caption
itoggle caption iStockphoto
NPR interviewed dozens of current or former soldiers who said they have struggled under toxic leaders.
iStockphoto
"Given an institutional objective to establish and maintain effective command climate," Secretary Thomas White Jr. wrote, "how can the Army effectively assess leaders to prevent those with destructive leadership styles?"
"The first thing that struck me was, what a good question," says retired Col. George Reed, who was director of Command and Leadership Studies at the War College. "It was not a question that we had wrestled with before."
Reed and a colleague interviewed dozens of officers who were attending the War College. He says most of them told stories about recent encounters with leaders whom they said were toxic. He says the soldiers were talking about something worse than incompetent bosses: They said toxic leaders were abusive and self-aggrandizing, arrogant and petty, and "unconcerned about, or oblivious to, staff or troop morale."
Toxic leaders were also good at snowing their superiors — so they kept getting promoted. Reed says after Military Review published his article about the study, he was flooded with emails from other soldiers who complained about the toxic leaders they knew.
"The stories just poured out at that point," Reed, who now teaches leadership studies at University of San Diego, says. "It was distressing because the Army is a world-class organization and at some point you have to ask, 'No, really? Are we tolerating this kind of leadership behavior?' "
Gradually, some generals started to ask that question and a few years ago they ordered researchers to do the first nationwide study to help answer it. Researchers based at the Center for Army Leadership at Fort Leavenworth in Kansas surveyed more than 22,000 troops in 2009 and 2010. Most commanders received good ratings, some even got great ratings. But the study found that roughly 20 percent of soldiers reported their own leaders were what researchers called toxic.
NPR has interviewed dozens of current or former soldiers who say they have struggled under those kinds of leaders. We found one of them, Frank Costabile, at a center for homeless vets in Las Vegas. The Army discharged him last year after the third time he threatened or attempted suicide.
"I'm doing better," says Costabile, who had been a private first class fueling helicopters, tanks and trucks. "After my last suicide attempt, they gave me a new medication."
Costabile says he never heard the term toxic leadership while he was in the Army. But he says some of his own leaders started tormenting him psychologically three years ago in Afghanistan, and the abuse continued when he came home in 2011 to Fort Carson in Colorado. He says those leaders didn't scream at him, they ostracized him. And the more he felt like he was falling apart, the worse it got. Army records show he had "major depressive episodes" and "multiple hospitalizations."
"Like the kid that was picked last for kickball in school, you know? I get the jobs that nobody wanted to do. Take out the trash, you're going to sweep the floor, you're going to mop the hallway. And it's like, why?" Costabile says.
Army records show that Costabile stopped eating more than a few bites each day; he lost 30 pounds in a month. His wife found him lying on the bathroom floor after he took dozens of antidepressants and other pills. But some officers said he was faking it.
"And I just had feelings, like, that nothing's ever going to change," Costabile says. "I'm going to get [expletive] every day, and I just don't want this anymore. And I just felt like I wanted to kill myself." The Army Defines Toxic Leadership
Lt. Gen. David Perkins, who commands the Combined Arms Center at Fort Leavenworth, says he knows how toxic leadership can hurt soldiers — and the Army.
Gen. David Perkins, who led the first troops into downtown Iraq in 2003, now runs the Combined Arms Center at Fort Leavenworth in Kansas. He says toxic leadership could have life or death consequences. Getty Images hide caption
itoggle caption Getty Images
Gen. David Perkins, who led the first troops into downtown Iraq in 2003, now runs the Combined Arms Center at Fort Leavenworth in Kansas. He says toxic leadership could have life or death consequences.
Getty Images
"If we don't do something about toxic leadership, I mean in the end, not to be too dramatic, but it does have life or death consequences. And quite honestly, we owe it to the American public," Perkins says.
He continues: "I can just tell you from experience ... that if you have toxic leadership, people will get sort of what we call the 'foxhole mentality.' They'll just hunker down and no one is taking what we call prudent risk." Perkins led the first U.S. Army troops into downtown Baghdad after the U.S. invaded Iraq in 2003. "They're not being innovative, they're not being creative. And some people who are toxic leaders, they might be able to get some short-term results and get an immediate mission at hand done. But in the process, they are destroying the organization and destroying their people."
Perkins says the first step to figuring out what to do about toxic leaders was to define the problem. So in 2012, the Army revised its leadership bible, Army Doctrine Publication 6-22, to detail what toxic leadership means for the first time.
The manual now states:
"Toxic leadership is a combination of self-centered attitudes, motivations, and behaviors that have adverse effects on subordinates, the organization, and mission performance. This leader lacks concern for others and the climate of the organization, which leads to short- and long-term negative effects. The toxic leader operates with an inflated sense of self-worth and from acute self-interest. Toxic leaders consistently use dysfunctional behaviors to deceive, intimidate, coerce, or unfairly punish others to get what they want for themselves. The negative leader completes short-term requirements by operating at the bottom of the continuum of commitment, where followers respond to the positional power of their leader to fulfill requests. This may achieve results in the short term, but ignores the other leader competency categories of leads and develops. Prolonged use of negative leadership to influence followers undermines the followers' will, initiative, and potential and destroys unit morale."
The Army then launched a pilot project to take a second step toward dealing with the problem: In addition to having leaders evaluate their subordinates, as just about every institution does, they asked subordinates to evaluate their leaders — anonymously. The pilot project evaluated only eight commanders, in what the Army and management specialists call a 360 evaluation, but Perkins says the Army plans to expand the system by October 2014.
Meanwhile, Army commanders have taken more aggressive steps: They have kicked a small number of officers out of their jobs for being toxic. And the issue is becoming part of a national conversation. Sen. Kirsten Gillibrand (D-N.Y.) told the Senate chamber recently that destructive leaders are one reason why the number of sexual assaults in the military is so high. "You've just heard from these victims, there are too many command climates that are toxic," she said.
Some of the Army researchers who first raised the issue of toxic leadership say this is clearly a new world. Still, they're concerned that Army leaders are not moving fast enough to confront it.
Walter Ulmer, a retired general who led forces in Vietnam, calls toxic leadership an "institutional cancer." He says he's "enthusiastic and optimistic" that top officials are publicly discussing the problem and debating ways to combat it, but he says the Army strategies like the new officer evaluation system are just one step.
According to the Army's plans, for example, it will ask subordinates to anonymously evaluate roughly 1,100 battalion and brigade commanders by late next year. But there are more than 100,000 officers in the Army, from noncommissioned sergeants to generals.
If you used a 10-point scale to rate how well the Army is doing tackling toxic leadership, Ulmer — whose papers on the issue are taught in the Army's command schools — says, "I guess I give it maybe, maybe a six."
The Army is doing more about toxic leaders than at any time in the past, he says, but there is "still a long way to go."
Matsuda, the researcher who concluded that toxic leaders had played a role in the suicides of eight soldiers in Iraq, says even though the study was small and anecdotal, it raises a big question: Have toxic leaders played a role in many more suicides?
The Army and the National Institutes of Mental Health have launched the biggest study yet of why soldiers kill themselves. One of the study's directors says that they're only just starting to ask whether there might be a link with toxic leadership.
*Completed Will County
Employment Application or Resume may be submitted by mail, fax or hand
delivered.Only interviewed applicants
will be notified of the selection process.Equal Opportunity Employer website:www.willcountyillinois.com
VACANCY NOTICE
DATE:January 14, 2015
JOB
TITLE:Director, Building Division / Chief
Building Official
DUTIES AND
REQUIREMENTS:Supervises personnel or
personally conducts inspections of residential, commercial, industrial and
other buildings, after construction, to ensure that components meet provisions
of building, grading, and related laws, ordinances, codes and regulations.This position oversees the building permit
issuance process including contractor registration.
Bachelor’s
degree required. Master’s degree in a relevant discipline preferred. One or
more International Code Council certifications preferred.
DEPARTMENT:Will
County Land Use Department
SALARY RANGE:$80,000
to $105,000. Starting salary $80,000 to $85,000 D.O.Q.
APPLY TO:Will County Human
Resources Department
302 N. Chicago Street - 2nd Floor
Joliet,
IL 60432
Fax:(815) 774-6355
Email:
jobs@willcountyillinois.com
APPLY BY:February 13, 2015
by 4:30 p.m.
VACANCY NOTICE
DATE:January 14, 2015
JOB
TITLE:Senior Planner
DUTIES AND
REQUIREMENTS:This Development Review
Division senior-level supervisory position is responsible for implementation
planning and assumes direct responsibility for challenging matters of
interpretation, implementation, and enforcement of related ordinances and
regulations.
Accredited
master’s degree in urban planning or related field and three (3) years directly
related experience, or accredited bachelor’s degree in urban planning or
related field and four (4) years directly related experience required.Certification by the American Institute of
Certified Planners (AICP) preferred.
DEPARTMENT:Will
County Land Use Department
SALARY RANGE:$60,000 – $75,000
APPLY TO:Will County Human
Resources Department
302 N. Chicago Street - 2nd Floor
Joliet,
IL 60432
Fax:(815) 774-6355
Email:
jobs@willcountyillinois.com
APPLY BY:February 4, 2015
by 4:30 p.m.
VACANCY NOTICE
DATE POSTED:January 13, 2015
Transportation
Service Officer/Office Aide – Part Time
DUTIES ANDREQUIREMENTS:Compile and
maintain veteran records of activities, transactions and applications, perform
a variety of different clerical duties.Transport
to Department of Veterans Affairs (DVA) Medical Center, Hines, IL and Joliet VA
Clinic.Assist Veterans, as needed, on
and off of the shuttle vehicle.Provide
assistance to and is responsible for the welfare and safety of the veterans
while transporting them to and from medical centers. High school
graduate or equivalency required.Social
Service interest necessary. Possession of and maintaining of valid Illinois
Driver’s License. CPR Certification required. Working knowledge of Microsoft
Office preferred.
Veterans
are encouraged to apply.If veteran,
please include Military Discharge (DD-214).
Forest
Service Begins Recruiting for 2015 Seasonal Temporary Positions
GOLDEN, Colo., Jan. 6, 2015 –The Rocky Mountain Region of the USDA Forest
Service announced today it is advertising more than 250 temporary positions
throughout the Region’s National Forests and Grasslands starting Jan. 6,
2015. The initial recruitment is primarily for seasonal wildland
firefighting positions. The Region comprises 17 national forests and 7 national
grasslands, located in Colorado, Kansas, Nebraska, South Dakota and Wyoming.
Temporary positions are in specialties such as fire,
trails, timber, recreation, fisheries and archeology.
The openings for applicants to apply for Rocky Mountain Region Forest Service
temporary positions will be:
·Beginning January
6, 2015, for wildland fire positions and some other temporary positions. Job
announcements are open for seven days.
·Early February,
2015, for recreation, fisheries, forestry and other temporary positions.
·March 2015, for any
remaining positions.
Candidates can find current temporary listings and more
information about temporary employment in the Rocky Mountain Region by visiting
http://www.fs.usda.gov/main/r2/jobs.
Individuals interested in finding more information about specific positions are
encouraged to contact the National Forest that hosts the position of interest.
All applicants will use USAJOBS.GOV
to apply for the seasonal positions.
Current and upcoming Forest Service job opportunities
across the nation can be found online at:https://fsoutreach.gdcii.com/Outreach. USDA is an equal opportunity provider and
employer. To file a complaint of discrimination, write: USDA, Office of the
Assistant Secretary for Civil Rights, Office of Adjudication, 1400 Independence
Ave., SW, Washington, DC 20250-9410 or call (866) 632-9992 (Toll-free Customer Service), (800) 877-8339 (Local or
Federal relay), (866)
377-8642 (Relay voice users).
Wholesome Harvest Baking a Division of Grupo Bimbo
For immediate consideration, please email resume to carolyn.wells@mapleleaf.com.We appreciate your time and consideration of Wholesome Harvest Baking.
Career Opportunity—Technical Accountant—$45-$60,000
Wholesome
Harvest Baking is a leader in providing par-baked bread, roll & bagel
programs to in-store bakers, food service users and mass merchandisers. We are
poised for growth throughout North America. To support the growth, we have a
highly visible position where a talented individual can have a positive impact
on the organization.
As an
independent business unit of Grupo Bimbo, Wholesome Harvest seeks to grow
value-added bakery segments by focusing on health and well-being, and
penetrating new bakery segments and channels of distribution. Wholesome Harvest
Baking operates 7 bakeries and employs approximately 1,400 Associates across
the United States and Canada.
Job Description
The Finance
Technical Accountant will be responsible for technical accounting issues,
consolidation and reporting presentation, tax related activities, legal issues,
M & A activity and special projects.
Position Responsibilities
Technical
Accounting
·Manage all technical issues such as asset impairment, capital
lease management, embedded derivatives and restructuring provisions.
Taxes
·Responsible for management of all tax related information
requests, assisting with and review of all tax filings, payments and true ups.
·Coordination of tax planning with Grupo Bimbo tax planning.
Responsible for managing income tax audits and employee taxable benefits and
sales and use taxes.
Legal
·Responsible for Business Unit level legal issues such as
preliminary review of agreements and contracts, transfer pricing agreements and
determination of contingencies.
Mergers
& Acquisitions
·Assist with any Mergers & Acquisitions activity
Other ·Assist Accounting Manager with external audit particularly with
regard to technical accounting issues
Required Competencies
·Degree in Accounting with CPA required; MBA a plus
·2-5 years accounting experience; work for a Public Accounting firm
a definite plus
·Managerial experience; proven ability to manage a team and to lead
projects
·Strong computer skills including Microsoft Excel proficiency,
Oracle and /or Hyperion experience a plus.
Core Competencies
·Excellent communication skills to clarify practices and ability to
communicate at all levels
·Self-starter, ability to propose and implement process
improvements
·Ability to work well with others at all levels of the organization
·Ability to analyze, interpret and recommend changes
Our associates include people like YOU – enthusiastic, innovative, passionate and energetic. We invite
you to explore our Careers to discover more about our high performance culture
and how we build leaders at Wholesome Harvest Baking.
New Medic-to-LPN Bridge Program Starting in March 2015 – Apply
Now!
The demand for nurses is on the
rise – experts note that there will be thousands of job openings between now
and 2020 – and veterans with relevant experience are extremely well-suited for
these careers. That’s why our department teamed up with several colleges
to launch a Military Bridge Program that gives credit for prior learning and
offers eligible veterans an accelerated way to become a Licensed Practical
Nurse (LPN).
College of DuPage, Joliet
Junior College, and Illinois Central College are now offering an 8-week,
6-credit program customized for veterans who have previous training through
the METC Basic Medical Technician Corpsman Program. Students completing the
LPN Bridge Program will be awarded a Practical Nursing Certificate and will be
eligible to sit for the national Practical Nurse Licensing Exam
(NCLEX-PN). See the attached brochure for more details.
SAVING VETERANS TIME AND MONEY
It’s important to underscore
how valuable this program is, particularly how it saves veterans time and money
in obtaining a high-demand professional certification:
·Tuition
and Fees are
reduced from approximately $15,360 to $2,950. That’s a savings of more
than $12,000 (costs may vary slightly based on the college).
·Training
Requirements are
reduced from roughly 1,600 hours to 250 hours (42 credit hours to 6 credit
hours). That’s an 18-month reduction.
Open to Navy and
Air Force veterans that successfully completed the METC Basic Medical
Technician Corpsman Program within the last five years (Navy Corpsman, Air Force Med
Techs, etc.). If more than five years,
demonstrate at least one year of experience using corpsman skills in last five
years (as verified by a letter from a current and/or previous employer).
IN-DISTRICT TUITION
Students will be
charged in-district tuition regardless of where they live.
- High-speed
internet access
