Dorena Jarvis

Dorena Jarvis

Work History

Work History
Aug 2000 - Nov 2000

Sales Consultant

Exchange International

Duties:

  • Buying & Selling foreign currencies
  • Accounting
  • Customer Service Representative
  • Cash Handling
Jun 1986 - Feb 2000

Independent Merchandising Business

Avon Cosmetics Inc, Phils.

Duties:

  • Accounting
  • Stock Control
  • Staff Management
  • Sales

Education

Education

Interface Computer School
  • Basic Computer Language
  • Word Processing

Personal Details

Citizenship: Filipino

Date of Birth: Feb 27, 1972

Religion: Catholic

Civil Status: Married

Number of Children:

Name of Sibling(s):

  • Orlando de Leon
  • Mary Grace de Leon

Name of Spouse: Craig Jarvis

Name of Children:

  • David Ahmed Christiaen D. Jarvis
  • Rebecca Ofelia Diana D. Jarvis
  • Deanne Channel D. Jarvis

Sales Achievements

Currency Buy Back Guarantee 2003-2004

Top 1 in Sales

North Terminal, Gatwick Airport

London, England

Latitude Emergency Health Plan

2003

Top 2 in Sales

All Terminals, Gatwick Airport

London, England

Rugby World Cup Promotion

2004

Top 1 (Whole Region)

North & South Terminal, Gatwick Airport

London, England

Objective

An Outbound Sales Representative in a company needing an individual with a Sales Background required.

Additional Educational Achievements

Languages Spoken:

  • English
  • Filipino
  • Japanese (Nippongo)

Trainings Attended

  • British Airways Cash Service Procedure
  • Tavelex World Wide Money Sales
  • Retail Operations
  • Thomas Cook Selling and Serving Local Markets
  • Travelex Anti-Money Laundering Policy
  • Telephone Tactics
  • ATM Machine Balancing and Replenishments
  • Fire & Evacuation Training
  • Health & Safety at work
  • First Aid
  • Travelex Performance Review - How to become 'No.1' Performer

Skills

Skills

Leadership

At its most elementary level, leadership means that one person influences another. An organization that supports the concepts of shared leadership encourages employees at all levels to assume this role where it is appropriate. The function of leadership include stating basic values, announcing goals, organizing resources, reducing tensions between individuals, creating coalitions, coalescing workers, and encouraging better performance. There is a direct correlation between the implementation of shared leadership practice and product improvement, higher morale, and innovative problem solving, which leads to a more hospitable environment for instituting change. Top management cannot make the system work without employees taking on shared leadership roles. A great many people must be in a state of psychological readiness to take leaderlike action to improve the functioning at their levels. Historically, the roots of business failure can often be traced to inadequate training in and attention to the importance of leadership as a basic workplace skill. Too frequently, companies designate leaders without providing proper evaluation and training to ensure that they are qualified to assume leadership roles.

Negotiation and Teamwork

Negotiation skills are critical for the effective functioning of teams as well as for individual acceptance in an organization. Change strategies are usually dependent upon the ability of employees to pull together and refocus on the new common goal. Carnevale wrote in a previous book that there are two ways to increase productivity. "The first is by increasing the intensity with which we utilize (human) resources (working harder), and the second is by increasing the efficiency with which we mix and use available resources (working smarter)."

Motivation/Goal Setting

Motivation is the combination of desire, values, and beliefs that drives you to take action. These three motivating factors, and/or lack of them, are at the root of why people behave the way they do. Because you ultimately control your values, beliefs, and desires, you can influence your motivations. This means, if you consider something important and assign value to it, you are more likely to do the work it takes to attain the goal. When motivation originates from an internal source and is combined with a realistic goal and circumstance, the odds of a good outcome are greatly increased.

Self-Esteem

Another key to effectiveness is good personal management. Self-esteem, motivation/goal setting, and employability/career development skills are critical because they impact individual morale which in turn plays a significant role in an institutions ability to achieve bottom line results. Employers have felt the pressure to make provisions to address perceived deficiencies in these skill areas because they realize that a work force without such skills is less productive. Conversely, solid personal management skills are often manifested by efficient integration of new technology or processes, creative thinking, high productivity, and a pursuit of skill enhancement. Unfortunately, problems related to these skill areas have increased primarily because entry-level applicants are arriving with deficiencies in personal management skills. On the job, the lack of personal management skills affects hiring and training costs, productivity, quality control, creativity, and ability to develop skills to meet changing needs. This presents a series of roadblocks that slow or halt an organizations progress. An organization with such difficulties cannot plan accurately for its future to integrate new technology, establish new work structures, or implement new work processes.

Communication Skills

Formal education in communication has been directed at reading and writing skills that are used least in the workplace. Most have only one or two years in speech related courses and no formal training in listening. Workers who can express their ideas orally and who understands verbal instructions make fewer mistakes, adjust more easily to change, and more readily absorb new ideas than those who do not. Thus career development is enhanced by training in oral communication and listening because these skills contribute to an employee's success in all of the following areas: interviewing, making presentations at or conducting meetings; negotiating and resolving conflict; selling; leading; being assertive; teaching or coaching others; working in a team; giving supervisors feedback about conversations with customers; and retraining. Employees spend most of the day communicating, and the time they spend will increase as robots, computers, and other machines take over mundane, repetitive jobs.

Basic Skills Competence

The inability of large numbers of new workers to meet reading, writing, or computational (simple mathematics) standards is an economic and competitive issue. This forces employers to spend more on these critical competence skills. The majority of workers are literate and numerate but frequently, cannot use these skills effectively because they are rusty when called upon to use mathematical principles they have not used for 20 years, because they must use the skills in a context different from the one in which they originally learned them, or because they do not understand how to expand or apply the skill.

Learning To Learn

Learning is an integral part of everyday life. The skill of knowing how to learn is a must for everybody and is the key to acquiring new skills and sharpening the ability to think through problems. It opens the door to other learning. Study smarter - not harder. A secondary benefit of learning how to learn is that it empowers the learner's ability to develop a measurable task repeatedly.