Professional marketability

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One way to improve your professional marketability is to be able to efficiently and effectively relay your personal brand to a colleague or manager. In this week’s video, you saw examples of how to give an elevator pitch in order to explain your professional story and/or personal brand in any situation. In this assignment, you will use your communication and business technical skills to create your own version of an elevator pitch.

Like your branding statement, an elevator pitch introduces you and your skills. It might include your name, what you do for a living, your area of expertise, what you would like to do, and why you are qualified to do it. Your elevator pitch should be well rehearsed, since you never know when you might have the opportunity to use it.

You can also repurpose your elevator pitch in a cover letter, or in a summary statement at the top of your resume.

You can utilize all course content from this week including the video example and articles, as well as work from previous weeks, including your Strengths Finders results and your personal brand statement. You will also incorporate the tips you learned last week on presentation tools and techniques. Finally, if you need more support on how to tell your professional story, or network, visit the Strayer Career Center.

Carefully review these detailed instructions and scoring guide (rubric) before completing this assignment.

Create a 30–60 second elevator pitch that you can deliver in person and represents your brand. Record yourself giving your elevator pitch using Kaltura (see directions below on how to use Kaltura).

Step 1: Create a script outlining your pitch. Your script will be around 75-100 words and should include all the elements listed below.

· Required elements for your elevator pitch:

. Identify your audience: peer, manager, HR manager, etc.

. Introduce yourself: name, who you are (student, job title, etc.)

. Provide a clear, concise summary of what you do. This will include, but not be limited to your personal brand statement. It could also include some of the following: job duties, skills, strengths, volunteer work and/or school experience.

. Explain what you want: goals, career advancement, building your professional network, etc.

. Finish with an invitation to connect: Business card, email, social media username.

Sample Solution

The foregoing is argued to beget mistrust between the two parties, particularly from the shareholders (employers). Consequently, the mistrust increases the inclination of enhanced monitoring of the agents’ (directors and managers) activities. Upon the foregoing principle lies the foundation of auditing profession (Millichamp & Taylor, 2008). The theory further expounds on the principle agent problem, that is, agency dilemma. The dilemma is said to be occasioned by the inclination of the agent’s inclination to act in his own best interest rather than those of the principal. There is a likelihood of moral hazard and conflict of interest arising in the corporate scene.

It is exemplified that, the principal (shareholders) may be sufficiently concerned that at the likelihood of being exploited by the agent (directors and managers) that a dilemma may arise in hiring the right agents. The foregoing is necessitated by the desire to minimize or get rid of agency costs (Bebchuk & Fried, 2004). According to Adams (1994), the agency theory can provide for richer and more meaningful research in the internal audit discipline. Agency theory contends that internal auditing, in common with other intervention mechanisms like financial reporting and external audit, helps to maintain cost-efficient contracting between owners and managers.

Agency theory may not only help to explain the existence of internal audit in organizations but can also help explain some of the characteristics of the internal audit department, for example, its size, and the scope of its activities, such as financial versus operational auditing (Adams, 1994). Agency theory can be employed to test empirically whether cross-sectional variations between internal auditing practices reflect the different contracting relationships emanating from differences in organizational form.

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