Alright, I know it's been a really long time since I've been on here. I apologize. In a way, a lot has happened in the last two weeks...In other ways, not so much. I'll start at the beginning.
Two weeks ago I was in the midst of thinking about moving in the next month. Things with my roommate had been kind of iffy and my friend Jenn hooked me up with her friends who needed a roommate. Well things were going really well and they seemed interested in having me move in on May 1st until BAM! the chick calls me out of the blue and says, actually, their friend wants to do in so I'm s&%$ out of luck. UGH....of course that came AFTER I told my roommate that I was moving out.
Well, don't you know that God always has a plan? While running with my friend Kiernan last week, she mentioned that her roommate is actually moving out June 1. I was back to the drawing board looking for somewhere to live May 1, so at first this didn't look like quite what I needed. Until....last night. My roommate told me last night that something fell through with painting our apartment in May and it would actually be great if I could stay through the end of May or June. AND, she agreed to compromise on some of the key things that we were having an issue about if I would be willing to stay! So...I am all set to stay in my current (amazing) apartment until June 1 and then I'm moving in with my friend Kiernan until October 1. And THEN...who knows!
I don't know if I mentioned on here, but Taylor applied for the Fulbright scholarship in Indonesia and is currently waiting for their final round decision. If he gets it (and I think he will), he will be in Indonesia for nine months starting in August. Currently, I'm planning to possible move back closer to home in November, after the New York City Marathon if he does. It would just be nice to be near my family when he's gone. Also, my little sis will be in beauty school so maybe we could live together, we'll see!
Ok what else...Well, I found out that I officially got selected to be a mentor for the New York City Marathon with Team In Training. I'm so excited to do this again!!!!! I will start getting little mentees assigned to me all next month and we'll start training for the big event in May! Don't worry, I'm sure you'll hear about this ad nauseum, so I'll spare you now.
What else....well last weekend I went home with Taylor to see my family. Despite our flight getting canceled on Thursday night and having to catch a 6am flight out of Newark on Friday morning, we had a great time! I got to hang out with my family and meet my friend Amber's fiance, which was good since I'm in the wedding! I'm sad that Taryn was out of town for Spring Break (getting a second tattoo, AHEM!), but it was still a great time. Easter Sunday at Oak Bend Church was fantastic.
Well, unfortunately, I must get to bed. I promise more updates and more pictures soon.
Monday, March 24, 2008
Monday, March 10, 2008
Just an article about my job :)
Profile: Goldman Sachs – A Working University
Training and development the Goldman Sachs way is forward-thinking, top-down and cutting-edge. Annie Hayes talks to Thomas Osmond, vice president, Goldman Sachs university about its secrets of success.
Think of Goldman Sachs and the pound signs start jumping. At an international bank where the remuneration on offer is mind-boggling and cash-pleasing you'd have thought that training and development play second fiddle as a retention tool to the financial rewards, but not so says Osmond: "Herzberg [the psychologist] was one of the first to point out that whilst paying people well is a great attraction tool it's very weak at retention." Goldman's own research backs up this age-old theory. What keeps the Goldman workers dedicated to the job is indeed much more than the take-home pay and it's a concept that those at the top have bought into. Such is the dedication to nurturing talent and developing staff a whole ethos, philosophy and training model has been born – the Goldman Sachs University. "Seven to eight years ago the learning and development function was integrated into, one and two years ago the Goldman Sachs University brand was created – it embodies our website, model, philosophy and name," Osmond explains.
Goldman Sachs key stats:
Name of Company: Goldman Sachs
Number of Employees: 30,000
Awards: The Best for Training & Development award 2007 in The Sunday Times' annual Best Companies awards for a large company.
Plethora of programmes:
Uncovering the bare-bones of this 'university' is a work in itself as there is a remarkable breadth to what is on offer – quantity certainly plays its part. Osmond proudly tells me that there are no less than 2,000 training programmes available delivering training that encompasses everything from products and market knowledge, leadership and management, professional skills, to diversity and inclusion awareness. It becomes apparent that the term 'university' is rather apt – for what is on offer is a universal education designed to ensure that Goldman staff are best of breed.The complexities continue. Osmond tells me that Goldman has recently shaken off its legacy for home-grown staff, indeed the university now also has to cater for 'outsiders' as the bank adapts to market conditions and its own rate of expansion: "Ten years ago it was true that we took MBA and university graduates but there's been a shift, we're keen to recruit in experience and that in turn has expanded the emphasis from training analysts to orientating all levels of hires." At Goldman, a waltz around the building and a quick flirtation with health and safety doesn't really cut the mustard when it comes to induction. Indeed according to Osmond it takes 100 days. "The first step is about showing new staff what it is like to work at Goldman Sachs, there are videos, case-studies etc. The second step is about ensuring staff know where they need to go for various issues and then at about the four to six month mark staff are put through a day programme, a symposium. Learning," concludes Osmond, is "a process not an event". That 'process' is very much a top-down event. At Goldman, senior business leaders are the teachers and professors. Osmond tells me that the chiefs and head honchos regularly take time out of their schedule to run a training event or teach a methodology – whether it relates to leadership or equity valuation. This does result, admits Osmond, in a leaning towards in-house training as the favoured method but it's something they are proud of and Osmond believes it is important: "The Goldman focus is very contextual."
A unique and modern approach:
"Workers at the bank not only have to manage but produce at the same time, it's unusual. We've created co-heads so two people run the business not one." Management at Goldman clearly is unique and the best way to learn the ropes is from those on the ground that are doing it, it's something that has intrigued clients too, so much so they are keen for a slice of the pie themselves. Client training has grown nearly 10-fold in five years as word has spread within Goldman and to its clients. Unsurprisingly training delivery is thoroughly modern: e-learning, web casts, simulation to name but a few. Osmond tells me that the reliance on technology is crucial in ensuring the training is consistent across the globe: "We have to make sure we can train our people in Moscow even though we can't always fly trainers out to them." I was interested to find out what employees thought of all the university's efforts. Last year the bank won the Best for Training & Development award in The Sunday Times' annual Best Companies awards for a large company. Among the top 20 big companies Goldman Sachs staff returned the highest positive scores, for 34 of the 70 points that make up the employee survey. These include having pride in working for the firm (88 per cent) and having a job that is good for personal growth (84 per cent). Surely a good indicator that the university is a people-pleaser and it's refreshing to hear that in conflict with the numbers they are so clearly able to crunch they're not so concerned with the return on investment (ROI) the university produces. Osmond says: "Senior business people feel that what we're doing is important and both the conversations we're having and the time they invest indicate that they see the value. They've specifically said it isn't worth trying to determine ROI – 'it isn't worth the time because we know it has impact' said one senior partner. An attitude that has put them in pole position and raised the banking game.
Training and development the Goldman Sachs way is forward-thinking, top-down and cutting-edge. Annie Hayes talks to Thomas Osmond, vice president, Goldman Sachs university about its secrets of success.
Think of Goldman Sachs and the pound signs start jumping. At an international bank where the remuneration on offer is mind-boggling and cash-pleasing you'd have thought that training and development play second fiddle as a retention tool to the financial rewards, but not so says Osmond: "Herzberg [the psychologist] was one of the first to point out that whilst paying people well is a great attraction tool it's very weak at retention." Goldman's own research backs up this age-old theory. What keeps the Goldman workers dedicated to the job is indeed much more than the take-home pay and it's a concept that those at the top have bought into. Such is the dedication to nurturing talent and developing staff a whole ethos, philosophy and training model has been born – the Goldman Sachs University. "Seven to eight years ago the learning and development function was integrated into, one and two years ago the Goldman Sachs University brand was created – it embodies our website, model, philosophy and name," Osmond explains.
Goldman Sachs key stats:
Name of Company: Goldman Sachs
Number of Employees: 30,000
Awards: The Best for Training & Development award 2007 in The Sunday Times' annual Best Companies awards for a large company.
Plethora of programmes:
Uncovering the bare-bones of this 'university' is a work in itself as there is a remarkable breadth to what is on offer – quantity certainly plays its part. Osmond proudly tells me that there are no less than 2,000 training programmes available delivering training that encompasses everything from products and market knowledge, leadership and management, professional skills, to diversity and inclusion awareness. It becomes apparent that the term 'university' is rather apt – for what is on offer is a universal education designed to ensure that Goldman staff are best of breed.The complexities continue. Osmond tells me that Goldman has recently shaken off its legacy for home-grown staff, indeed the university now also has to cater for 'outsiders' as the bank adapts to market conditions and its own rate of expansion: "Ten years ago it was true that we took MBA and university graduates but there's been a shift, we're keen to recruit in experience and that in turn has expanded the emphasis from training analysts to orientating all levels of hires." At Goldman, a waltz around the building and a quick flirtation with health and safety doesn't really cut the mustard when it comes to induction. Indeed according to Osmond it takes 100 days. "The first step is about showing new staff what it is like to work at Goldman Sachs, there are videos, case-studies etc. The second step is about ensuring staff know where they need to go for various issues and then at about the four to six month mark staff are put through a day programme, a symposium. Learning," concludes Osmond, is "a process not an event". That 'process' is very much a top-down event. At Goldman, senior business leaders are the teachers and professors. Osmond tells me that the chiefs and head honchos regularly take time out of their schedule to run a training event or teach a methodology – whether it relates to leadership or equity valuation. This does result, admits Osmond, in a leaning towards in-house training as the favoured method but it's something they are proud of and Osmond believes it is important: "The Goldman focus is very contextual."
A unique and modern approach:
"Workers at the bank not only have to manage but produce at the same time, it's unusual. We've created co-heads so two people run the business not one." Management at Goldman clearly is unique and the best way to learn the ropes is from those on the ground that are doing it, it's something that has intrigued clients too, so much so they are keen for a slice of the pie themselves. Client training has grown nearly 10-fold in five years as word has spread within Goldman and to its clients. Unsurprisingly training delivery is thoroughly modern: e-learning, web casts, simulation to name but a few. Osmond tells me that the reliance on technology is crucial in ensuring the training is consistent across the globe: "We have to make sure we can train our people in Moscow even though we can't always fly trainers out to them." I was interested to find out what employees thought of all the university's efforts. Last year the bank won the Best for Training & Development award in The Sunday Times' annual Best Companies awards for a large company. Among the top 20 big companies Goldman Sachs staff returned the highest positive scores, for 34 of the 70 points that make up the employee survey. These include having pride in working for the firm (88 per cent) and having a job that is good for personal growth (84 per cent). Surely a good indicator that the university is a people-pleaser and it's refreshing to hear that in conflict with the numbers they are so clearly able to crunch they're not so concerned with the return on investment (ROI) the university produces. Osmond says: "Senior business people feel that what we're doing is important and both the conversations we're having and the time they invest indicate that they see the value. They've specifically said it isn't worth trying to determine ROI – 'it isn't worth the time because we know it has impact' said one senior partner. An attitude that has put them in pole position and raised the banking game.
Saturday, March 08, 2008
Site Meter
So I have this little program installed on my blog that tracks visitors. It's kind neat, it shows where they are physically viewing my blog from, how long they stay on the blog, and how they got to the blog (through an internet search, off of a link on another friends blog, or directly). Anyway, this little program helps me figure out who leaves these "anonymous" comments (I know that was you about 15 minutes ago, Aunt Sheryl...thanks!!!). Also, I find some interesting stuff. Like one time, someone found me by googling "Carissa, Goldman Sachs, Training" kinda creepy actually, but it's neat that you can know that!
Just thought I'd share. I have a feeling it will be one of those multi-post days since I don't have to work and it's raining cats and dogs outside!
While I'm talking about this...who visits my blog through a Deloitte IP address in Hermitage, TN? If you're reading this, I'd love to know who you are!
Just thought I'd share. I have a feeling it will be one of those multi-post days since I don't have to work and it's raining cats and dogs outside!
While I'm talking about this...who visits my blog through a Deloitte IP address in Hermitage, TN? If you're reading this, I'd love to know who you are!
Thursday, March 06, 2008
I applied to be a mentor!!
So, as I mentioned in a post a while back, I'm planning to run the New York City Marathon this year!! I applied to be a mentor and thought I'd share my application with you. I hear on March 18 so fingers crossed!
If applicable, what did your mentor do that made him/her great?
Deb took a personal approach to everything. That means that where appropriate, she became a great friend in addition to mentor. For other participants (who perhaps weren't looking for new friends) she was supportive and informative without overstepping her bounds. I think her mentees really benefited from this.
Why do you want to mentor and what personal strengths will you bring as a mentor?
I want to be a mentor because I had such an amazing TNT experience, and I want to be a part of facilitating the same for others.
I really feel that one of my gifts is planning and organization. For instance, when I did Team In Training, I had a spreadsheet with all of my potential donors. I tracked how much I hoped each of them would give (making sure it added up to more than my goal!) and used it to merge with my fundraising letters so that they were very targeted and effective. I feel that my organized approach to TNT is best suited for mentoring and in fact I even became a sort of second-in-command for my mentor just based on my knowledge of the program and organizational proclivities.
I just know I would do a good job of communicating with my mentees and really keeping an eye on their training and fundraising progress.
I also think I do a good job of building relationships and I would love to help facilitate the formation of my mentor group.
Finally, I live very close to the park so I know the area and would love to help plan socials, etc.
Based on your knowledge of the mentor program, name one idea you have that can strengthen the mentor program?
I tend to think it needs to be up to each mentor to be sure they implement creative ideas for helping their participants train, fundraise and stay committed to the cause. I don't propose adding any other "requirements." However, I think it would be great to institute a "Great Ideas" bulletin board of some sort. A place where people can submit things that have worked well for them and for their mentor group. This forum could be divided into categories:
-Fundraising Tips
-Great places for brunch
-Great places for happy hour
-Sample Mentor E-mails
-Get-to-know-you activities
-Ways to track your mentees progress
I think it would be great to encourage mentors to share their good ideas (who doesn't want to brag about how well their ideas work!).
There is a strong correlation between participant Retention and how early they start fundraising. What ideas would you implement in your mentee group to promote early fundraising?
I of course don't want to force my ideas/strategies on anyone, but I would definitely send each participant a blank copy of the spreadsheet that I used for my fundraising and encourage them to use it. It includes fields for name, address, relationship to you, donation goal, actual donation, "thank you sent", and email address for each potential donor.
I would recommend that they complete the spreadsheet and use it to track their donors and make sure they thank them all. I would also try to get them excited about their fundraising letter, showing them my letter and other sample letters and offering to proofread it for them. I think the letter writing is so important!
I would also ask people to call me if they are concerned about fundraising so that we can strategize early on.
What new ideas do you have to enhance the social element of the program?
Let's be honest, this element is pretty strong in TNT! I think it would be a good idea early on to plan some events that aren't necessarily happy hour or drinking related. I know most people want that, but for those people who have children, are older or just wouldn't generally go to a bar after practice, it may be helpful to plan a couple of other activities. Perhaps a coffee house event in addition to Brother Jimmy's and people can choose what they want to do. If no one comes, then these can not continue throughout the season, but it's worth a try!
What can we add to further integrate the Mission into TNT?
Encourage people to adopt their own honored teammates throughout the season. In my letter, for instance, I asked my potential donors to send me the names of people they know who have had cancer and then I ran with those names on my singlet.
It would be great if we could each have photos of our honored teammates (personal or team) on our singlets or during the race.
I was running a half marathon in Ft. Lauderdale in mid-February and just seeing the photo of an honored teammate on a TNT participant’s jersey gave me goosebumps and inspiration to go on. I would love if everyone would constantly see photos of participants throughout their race.
If applicable, what did your mentor do that made him/her great?
Deb took a personal approach to everything. That means that where appropriate, she became a great friend in addition to mentor. For other participants (who perhaps weren't looking for new friends) she was supportive and informative without overstepping her bounds. I think her mentees really benefited from this.
Why do you want to mentor and what personal strengths will you bring as a mentor?
I want to be a mentor because I had such an amazing TNT experience, and I want to be a part of facilitating the same for others.
I really feel that one of my gifts is planning and organization. For instance, when I did Team In Training, I had a spreadsheet with all of my potential donors. I tracked how much I hoped each of them would give (making sure it added up to more than my goal!) and used it to merge with my fundraising letters so that they were very targeted and effective. I feel that my organized approach to TNT is best suited for mentoring and in fact I even became a sort of second-in-command for my mentor just based on my knowledge of the program and organizational proclivities.
I just know I would do a good job of communicating with my mentees and really keeping an eye on their training and fundraising progress.
I also think I do a good job of building relationships and I would love to help facilitate the formation of my mentor group.
Finally, I live very close to the park so I know the area and would love to help plan socials, etc.
Based on your knowledge of the mentor program, name one idea you have that can strengthen the mentor program?
I tend to think it needs to be up to each mentor to be sure they implement creative ideas for helping their participants train, fundraise and stay committed to the cause. I don't propose adding any other "requirements." However, I think it would be great to institute a "Great Ideas" bulletin board of some sort. A place where people can submit things that have worked well for them and for their mentor group. This forum could be divided into categories:
-Fundraising Tips
-Great places for brunch
-Great places for happy hour
-Sample Mentor E-mails
-Get-to-know-you activities
-Ways to track your mentees progress
I think it would be great to encourage mentors to share their good ideas (who doesn't want to brag about how well their ideas work!).
There is a strong correlation between participant Retention and how early they start fundraising. What ideas would you implement in your mentee group to promote early fundraising?
I of course don't want to force my ideas/strategies on anyone, but I would definitely send each participant a blank copy of the spreadsheet that I used for my fundraising and encourage them to use it. It includes fields for name, address, relationship to you, donation goal, actual donation, "thank you sent", and email address for each potential donor.
I would recommend that they complete the spreadsheet and use it to track their donors and make sure they thank them all. I would also try to get them excited about their fundraising letter, showing them my letter and other sample letters and offering to proofread it for them. I think the letter writing is so important!
I would also ask people to call me if they are concerned about fundraising so that we can strategize early on.
What new ideas do you have to enhance the social element of the program?
Let's be honest, this element is pretty strong in TNT! I think it would be a good idea early on to plan some events that aren't necessarily happy hour or drinking related. I know most people want that, but for those people who have children, are older or just wouldn't generally go to a bar after practice, it may be helpful to plan a couple of other activities. Perhaps a coffee house event in addition to Brother Jimmy's and people can choose what they want to do. If no one comes, then these can not continue throughout the season, but it's worth a try!
What can we add to further integrate the Mission into TNT?
Encourage people to adopt their own honored teammates throughout the season. In my letter, for instance, I asked my potential donors to send me the names of people they know who have had cancer and then I ran with those names on my singlet.
It would be great if we could each have photos of our honored teammates (personal or team) on our singlets or during the race.
I was running a half marathon in Ft. Lauderdale in mid-February and just seeing the photo of an honored teammate on a TNT participant’s jersey gave me goosebumps and inspiration to go on. I would love if everyone would constantly see photos of participants throughout their race.
What are your personal top three mentor goals for the season?
1. To have an 80% retention race
2. Every participant exceeds his or her fundraising goal well ahead of time
3. I hope that my mentees will want to become mentors themselves because I was so helpful in ensuring that they have a great experience!
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