Word for providing opportunity

На основании Вашего запроса эти примеры могут содержать грубую лексику.

На основании Вашего запроса эти примеры могут содержать разговорную лексику.

за предоставление возможности

за предоставленную возможность

At the same time they bear responsibility for providing the opportunity to present different viewpoints.

We also wish to offer our compliments to President Kavan for providing the opportunity to discuss this highly important issue.

Mr. BRAAD expressed his gratitude to the Committee for providing the opportunity to hold consultations with States parties.

Г-н БРААД выражает Комитету признательность за предоставленную возможность провести консультации с государствами-участниками.

The fund is recommended for low investment risk people as an additional tool for providing the opportunity to take advantage of the tax exemption and thus effectively manage personal finances.

Фонд рекомендуется лицам, принимающим маленький риск в качестве дополнительного финансового инструмента, который обеспечивает возможность налоговой льготой и таким образом эффективно управлять личными финансами.

He therefore thanked the General Assembly for providing the opportunity to work in two chambers.

В связи с этим оратор выражает признательность Генеральной Ассамблее, предоставившей Комитету возможность проводить работу в формате двух секций.

This method of work has been useful for providing the opportunity for EXCOM delegates to go more in-depth on specific subjects and for preparing in advance the discussions and decisions to be made at the plenary.

Данная методика работы оказалась весьма полезной с точки зрения предоставления делегатам Исполнительного комитета возможностей углубленного рассмотрения конкретных вопросов, а также заблаговременной подготовки дискуссий и решений, которые должны быть приняты на пленарной сессии.

This program is meant for providing the opportunity of studying the circumstances of functioning small- and medium-scale businesses in modern Russia and for making recommendations to rookie and acting businessmen as of the conduct in corruptive situations and/or avoidance of participation in such occurrences.

Данный проект призван обеспечить возможность изучения условий функционирования малого и среднего бизнеса в современной России и дать начинающим и действующим бизнесменам рекомендации по поведению в коррупционных ситуациях и/или уклонению от Подробнее…

We thank the Government of the Kingdom of Cambodia for hosting the fourth Regional Interfaith Dialogue, and for providing the opportunity to appreciate the richness of Khmer cultural traditions.

Мы выражаем благодарность правительству Королевства Камбоджа за проведение четвертого регионального межконфессионального диалога и за предоставленную нам возможность ознакомиться с богатыми культурными традициями кхмеров.

Such a meeting is considered necessary for the establishment of a culture of dialogue and for providing the opportunity to the States concerned to look into and discuss, in an open and frank manner, progress made by States in the implementation of the Convention.

Считается, что проведение такого совещания необходимо для развития культуры диалога и для предоставления соответствующим государствам возможности ознакомиться и открыто и откровенно обсудить прогресс, достигнутый государствами в деле осуществления положений Конвенции.

NLP University was established by Robert Dilts and Todd Epstein in 1991 as a new kind of structure for providing the opportunity for a complete NLP education.

НЛП университет был создан Робертом Дилтсом и Тоддом Эпштейном в 1991 году как новый вид образовательной структуры, обеспечения возможность получения полноценного НЛП образования.

Mr. Kapambwe (Zambia): My delegation is grateful to you, Mr. President, for providing the opportunity to participate in this important debate.

Г-н Капамбве (Замбия) (говорит по-английски): Моя делегация благодарит Вас, г-н Председатель, за возможность участвовать в этом важном обсуждении.

P.S. Our special thanks go to the Heads of the Laboratory for Social and Anthropological Research for providing the opportunity to participate in the school!

P.S. Отдельно выражаем благодарность руководителям Лаборатории социально-антропологических исследований за предоставленную возможность участия в этой Школе!

We are also grateful to our partners — the company Fabricant.ru (Moscow) for providing the opportunity to carry out the remote lecture for Yekaterinburg from the Moscow International Business Center «Moscow City».

Также выражаем искреннюю благодарность нашим партнерам — компании Фабрикант.ру (Москва) за предоставленную возможность организации дистанционной лекции для Екатеринбурга из ММДЦ Москва-Сити.

Ничего не найдено для этого значения.

Результатов: 13. Точных совпадений: 13. Затраченное время: 83 мс

Documents

Корпоративные решения

Спряжение

Синонимы

Корректор

Справка и о нас

Индекс слова: 1-300, 301-600, 601-900

Индекс выражения: 1-400, 401-800, 801-1200

Индекс фразы: 1-400, 401-800, 801-1200

providing opportunities — перевод на русский

Показать ещё примеры…

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The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.

This paper provides background information on the framework for the planning and control of public expenditure in the UK which has been operated since the 1998 Comprehensive Spending Review (CSR). It sets out the different classifications of spending for budgeting purposes and why these distinctions have been adopted. It discusses how the public expenditure framework is designed to ensure both sound public finances and an outcome-focused approach to public expenditure.

The UK’s public spending framework is based on several key principles:

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consistency with a long-term, prudent and transparent regime for managing the public finances as a whole;

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the judgement of success by policy outcomes rather than resource inputs;

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strong incentives for departments and their partners in service delivery to plan over several years and plan together where appropriate so as to deliver better public services with greater cost effectiveness; and

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the proper costing and management of capital assets to provide the right incentives for public investment.

The Government sets policy to meet two firm fiscal rules:

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the Golden Rule states that over the economic cycle, the Government will borrow only to invest and not to fund current spending; and

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the Sustainable Investment Rule states that net public debt as a proportion of GDP will be held over the economic cycle at a stable and prudent level. Other things being equal, net debt will be maintained below 40 per cent of GDP over the economic cycle.

Achievement of the fiscal rules is assessed by reference to the national accounts, which are produced by the Office for National Statistics, acting as an independent agency. The Government sets its spending envelope to comply with these fiscal rules.

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Annually Managed Expenditure ( AME), which is expenditure which cannot reasonably be subject to firm, multi-year limits in the same way as DEL. AME includes social security benefits, local authority self-financed expenditure, debt interest, and payments to EU institutions.

More information about DEL and AME is set out below.

In Spending Reviews, firm DEL plans are set for departments for three years. To ensure consistency with the Government’s fiscal rules departments are set separate resource (current) and capital budgets. The resource budget contains a separate control total for “near cash” expenditure, that is expenditure such as pay and current grants which impacts directly on the measure of the golden rule.

To encourage departments to plan over the medium term departments may carry forward unspent DEL provision from one year into the next and, subject to the normal tests for tautness and realism of plans, may be drawn down in future years. This end-year flexibility also removes any incentive for departments to use up their provision as the year end approaches with less regard to value for money. For the full benefits of this flexibility and of three year plans to feed through into improved public service delivery, end-year flexibility and three year budgets should be cascaded from departments to executive agencies and other budget holders.

Three year budgets and end-year flexibility give those managing public services the stability to plan their operations on a sensible time scale. Further, the system means that departments cannot seek to bid up funds each year (before 1997, three year plans were set and reviewed in annual Public Expenditure Surveys). So the credibility of medium-term plans has been enhanced at both central and departmental level.

Departments have certainty over the budgetary allocation over the medium term and these multi-year DEL plans are strictly enforced. Departments are expected to prioritise competing pressures and fund these within their overall annual limits, as set in Spending Reviews. So the DEL system provides a strong incentive to control costs and maximise value for money.

There is a small centrally held DEL Reserve. Support from the Reserve is available only for genuinely unforeseeable contingencies which departments cannot be expected to manage within their DEL.

AME typically consists of programmes which are large, volatile and demand-led, and which therefore cannot reasonably be subject to firm multi-year limits. The biggest single element is social security spending. Other items include tax credits, Local Authority Self Financed Expenditure, Scottish Executive spending financed by non-domestic rates, and spending financed from the proceeds of the National Lottery.

AME is reviewed twice a year as part of the Budget and Pre-Budget Report process reflecting the close integration of the tax and benefit system, which was enhanced by the introduction of tax credits.

AME is not subject to the same three year expenditure limits as DEL, but is still part of the overall envelope for public expenditure. Affordability is taken into account when policy decisions affecting AME are made. The Government has committed itself not to take policy measures which are likely to have the effect of increasing social security or other elements of AME without taking steps to ensure that the effects of those decisions can be accommodated prudently within the Government’s fiscal rules.

Given an overall envelope for public spending, forecasts of AME affect the level of resources available for DEL spending. Cautious estimates and the AME margin are built in to these AME forecasts and reduce the risk of overspending on AME.

Together, DEL plus AME sum to Total Managed Expenditure (TME). TME is a measure drawn from national accounts. It represents the current and capital spending of the public sector. The public sector is made up of central government, local government and public corporations.

Resource and Capital Budgets are set in terms of accruals information. Accruals information measures resources as they are consumed rather than when the cash is paid. So for example the Resource Budget includes a charge for depreciation, a measure of the consumption or wearing out of capital assets.

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Non cash charges in budgets do not impact directly on the fiscal framework. That may be because the national accounts use a different way of measuring the same thing, for example in the case of the depreciation of departmental assets. Or it may be that the national accounts measure something different: for example, resource budgets include a cost of capital charge reflecting the opportunity cost of holding capital; the national accounts include debt interest.

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Within the Resource Budget DEL, departments have separate controls on:

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Near cash spending, the sub set of Resource Budgets which impacts directly on the Golden Rule; and

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The amount of their Resource Budget DEL that departments may spend on running themselves (e.g. paying most civil servants’ salaries) is limited by Administration Budgets, which are set in Spending Reviews. Administration Budgets are used to ensure that as much money as practicable is available for front line services and programmes. These budgets also help to drive efficiency improvements in departments’ own activities. Administration Budgets exclude the costs of frontline services delivered directly by departments.

The Budget preceding a Spending Review sets an overall envelope for public spending that is consistent with the fiscal rules for the period covered by the Spending Review. In the Spending Review, the Budget AME forecast for year one of the Spending Review period is updated, and AME forecasts are made for the later years of the Spending Review period.

The 1998 Comprehensive Spending Review ( CSR), which was published in July 1998, was a comprehensive review of departmental aims and objectives alongside a zero-based analysis of each spending programme to determine the best way of delivering the Government’s objectives. The 1998 CSR allocated substantial additional resources to the Government’s key priorities, particularly education and health, for the three year period from 1999-2000 to 2001-02.

Delivering better public services does not just depend on how much money the Government spends, but also on how well it spends it. Therefore the 1998 CSR introduced Public Service Agreements (PSAs). Each major government department was given its own PSA setting out clear targets for achievements in terms of public service improvements.

The 1998 CSR also introduced the DEL/ AME framework for the control of public spending, and made other framework changes. Building on the investment and reforms delivered by the 1998 CSR, successive spending reviews in 2000, 2002 and 2004 have:

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provided significant increase in resources for the Government’s priorities, in particular health and education, and cross-cutting themes such as raising productivity; extending opportunity; and building strong and secure communities;

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enabled the Government significantly to increase investment in public assets and address the legacy of under investment from past decades. Departmental Investment Strategies were introduced in SR2000. As a result there has been a steady increase in public sector net investment from less than ¾ of a per cent of GDP in 1997-98 to 2¼ per cent of GDP in 2005-06, providing better infrastructure across public services;

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introduced further refinements to the performance management framework. PSA targets have been reduced in number over successive spending reviews from around 300 to 110 to give greater focus to the Government’s highest priorities. The targets have become increasingly outcome-focused to deliver further improvements in key areas of public service delivery across Government. They have also been refined in line with the conclusions of the Devolving Decision Making Review to provide a framework which encourages greater devolution and local flexibility. Technical Notes were introduced in SR2000 explaining how performance against each PSA target will be measured; and

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not only allocated near cash spending to departments, but also – since SR2002 — set Resource DEL plans for non cash spending.

To identify what further investments and reforms are needed to equip the UK for the global challenges of the decade ahead, on 19 July 2005 the Chief Secretary to the Treasury announced that the Government intends to launch a second Comprehensive Spending Review (CSR) reporting in 2007.

A decade on from the first CSR, the 2007 CSR will represent a long-term and fundamental review of government expenditure. It will cover departmental allocations for 2008-09, 2009-10 and 2010 11. Allocations for 2007-08 will be held to the agreed figures already announced by the 2004 Spending Review. To provide a rigorous analytical framework for these departmental allocations, the Government will be taking forward a programme of preparatory work over 2006 involving:

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an assessment of what the sustained increases in spending and reforms to public service delivery have achieved since the first CSR. The assessment will inform the setting of new objectives for the decade ahead;

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an examination of the key long-term trends and challenges that will shape the next decade – including demographic and socio-economic change, globalisation, climate and environmental change, global insecurity and technological change – together with an assessment of how public services will need to respond;

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to release the resources needed to address these challenges, and to continue to secure maximum value for money from public spending over the CSR period, a set of zero-based reviews of departments’ baseline expenditure to assess its effectiveness in delivering the Government’s long-term objectives; together with

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further development of the efficiency programme, building on the cross cutting areas identified in the Gershon Review, to embed and extend ongoing efficiency savings into departmental expenditure planning.

The 2007 CSR also offers the opportunity to continue to refine the PSA framework so that it drives effective delivery and the attainment of ambitious national standards.

Public Service Agreements (PSAs) were introduced in the 1998 CSR. They set out agreed targets detailing the outputs and outcomes departments are expected to deliver with the resources allocated to them. The new spending regime places a strong emphasis on outcome targets, for example in providing for better health and higher educational standards or service standards. The introduction in SR2004 of PSA ‘standards’ will ensure that high standards in priority areas are maintained.

The Government monitors progress against PSA targets, and departments report in detail twice a year in their annual Departmental Reports (published in spring) and in their autumn performance reports. These reports provide Parliament and the public with regular updates on departments’ performance against their targets.

Technical Notes explain how performance against each PSA target will be measured.

To make the most of both new investment and existing assets, there needs to be a coherent long term strategy against which investment decisions are taken. Departmental Investment Strategies (DIS) set out each department’s plans to deliver the scale and quality of capital stock needed to underpin its objectives. The DIS includes information about the department’s existing capital stock and future plans for that stock, as well as plans for new investment. It also sets out the systems that the department has in place to ensure that it delivers its capital programmes effectively.

This document was updated on 19 December 2005.

Near-cash resource expenditure that has a related cash implication, even though the timing of the cash payment may be slightly different. For example, expenditure on gas or electricity supply is incurred as the fuel is used, though the cash payment might be made in arrears on aquarterly basis. Other examples of near-cash expenditure are: pay, rental.Net cash requirement the upper limit agreed by Parliament on the cash which a department may draw from theConsolidated Fund to finance the expenditure within the ambit of its Request forResources. It is equal to the agreed amount of net resources and net capital less non-cashitems and working capital.Non-cash cost costs where there is no cash transaction but which are included in a body’s accounts (or taken into account in charging for a service) to establish the true cost of all the resourcesused.Non-departmental a body which has a role in the processes of government, but is not a government public body, NDPBdepartment or part of one. NDPBs accordingly operate at arm’s length from governmentMinisters.Notional cost of a cost which is taken into account in setting fees and charges to improve comparability with insuranceprivate sector service providers.The charge takes account of the fact that public bodies donot generally pay an insurance premium to a commercial insurer.the independent body responsible for collecting and publishing official statistics about theUK’s society and economy. (At the time of going to print legislation was progressing tochange this body to the Statistics Board).Office of Government an office of the Treasury, with a status similar to that of an agency, which aims to maximise Commerce, OGCthe government’s purchasing power for routine items and combine professional expertiseto bear on capital projects.Office of the the government department responsible for discharging the Paymaster General’s statutoryPaymaster General,responsibilities to hold accounts and make payments for government departments and OPGother public bodies.Orange bookthe informal title for Management of Risks: Principles and Concepts, which is published by theTreasury for the guidance of public sector bodies.Office for NationalStatistics, ONS60Managing Public Money

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GLOSSARYOverdraftan account with a negative balance.Parliament’s formal agreement to authorise an activity or expenditure.Prerogative powerspowers exercisable under the Royal Prerogative, ie powers which are unique to the Crown,as contrasted with common-law powers which may be available to the Crown on the samebasis as to natural persons.Primary legislationActs which have been passed by the Westminster Parliament and, where they haveappropriate powers, the Scottish Parliament and the Northern Ireland Assembly. Begin asBills until they have received Royal Assent.arrangements under which a public sector organisation contracts with a private sectorentity to construct a facility and provide associated services of a specified quality over asustained period. See annex 7.5.Proprietythe principle that patterns of resource consumption should respect Parliament’s intentions,conventions and control procedures, including any laid down by the PAC. See box 2.4.Public Accountssee Committee of Public Accounts.CommitteePublic corporationa trading body controlled by central government, local authority or other publiccorporation that has substantial day to day operating independence. See section 7.8.Public Dividend finance provided by government to public sector bodies as an equity stake; an alternative to Capital, PDCloan finance.Public Service sets out what the public can expect the government to deliver with its resources. EveryAgreement, PSAlarge government department has PSA(s) which specify deliverables as targets or aimsrelated to objectives.a structured arrangement between a public sector and a private sector organisation tosecure an outcome delivering good value for money for the public sector. It is classified tothe public or private sector according to which has more control.Rate of returnthe financial remuneration delivered by a particular project or enterprise, expressed as apercentage of the net assets employed.Regularitythe principle that resource consumption should accord with the relevant legislation, therelevant delegated authority and this document. See box 2.4.Request for the functional level into which departmental Estimates may be split. RfRs contain a number Resources, RfRof functions being carried out by the department in pursuit of one or more of thatdepartment’s objectives.Resource accountan accruals account produced in line with the Financial Reporting Manual (FReM).Resource accountingthe system under which budgets, Estimates and accounts are constructed in a similar wayto commercial audited accounts, so that both plans and records of expenditure allow in fullfor the goods and services which are to be, or have been, consumed – ie not just the cashexpended.Resource budgetthe means by which the government plans and controls the expenditure of resources tomeet its objectives.Restitutiona legal concept which allows money and property to be returned to its rightful owner. Ittypically operates where another person can be said to have been unjustly enriched byreceiving such monies.Return on capital the ratio of profit to capital employed of an accounting entity during an identified period.employed, ROCEVarious measures of profit and of capital employed may be used in calculating the ratio.Public Privatepartnership, PPPPrivate Finance Initiative, PFIParliamentaryauthority61Managing Public Money

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GLOSSARYRoyal charterthe document setting out the powers and constitution of a corporation established underprerogative power of the monarch acting on Privy Council advice.Second readingthe second formal time that a House of Parliament may debate a bill, although in practicethe first substantive debate on its content. If successful, it is deemed to denoteParliamentary approval of the principle of the proposed legislation.Secondary legislationlaws, including orders and regulations, which are made using powers in primary legislation.Normally used to set out technical and administrative provision in greater detail thanprimary legislation, they are subject to a less intense level of scrutiny in Parliament.European legislation is,however,often implemented in secondary legislation using powers inthe European Communities Act 1972.Service-level agreement between parties, setting out in detail the level of service to be performed.agreementWhere agreements are between central government bodies, they are not legally a contractbut have a similar function.Shareholder Executive a body created to improve the government’s performance as a shareholder in businesses.Spending reviewsets out the key improvements in public services that the public can expect over a givenperiod. It includes a thorough review of departmental aims and objectives to find the bestway of delivering the government’s objectives, and sets out the spending plans for the givenperiod.State aidstate support for a domestic body or company which could distort EU competition and sois not usually allowed. See annex 4.9.Statement of Excessa formal statement detailing departments’ overspends prepared by the Comptroller andAuditor General as a result of undertaking annual audits.Statement on Internal an annual statement that Accounting Officers are required to make as part of the accounts Control, SICon a range of risk and control issues.Subheadindividual elements of departmental expenditure identifiable in Estimates as single cells, forexample cell A1 being administration costs within a particular line of departmental spending.Supplyresources voted by Parliament in response to Estimates, for expenditure by governmentdepartments.Supply Estimatesa statement of the resources the government needs in the coming financial year, and forwhat purpose(s), by which Parliamentary authority is sought for the planned level ofexpenditure and income.Target rate of returnthe rate of return required of a project or enterprise over a given period, usually at least a year.Third sectorprivate sector bodies which do not act commercially,including charities,social and voluntaryorganisations and other not-for-profit collectives. See annex 7.7.Total Managed a Treasury budgeting term which covers all current and capital spending carried out by the Expenditure,TMEpublic sector (ie not just by central departments).Trading fundan organisation (either within a government department or forming one) which is largely orwholly financed from commercial revenue generated by its activities. Its Estimate shows itsnet impact, allowing its income from receipts to be devoted entirely to its business.Treasury Minutea formal administrative document drawn up by the Treasury, which may serve a wide varietyof purposes including seeking Parliamentary approval for the use of receipts asappropriations in aid, a remission of some or all of the principal of voted loans, andresponding on behalf of the government to reports by the Public Accounts Committee(PAC).62Managing Public Money

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GLOSSARY63Managing Public MoneyValue for moneythe process under which organisation’s procurement, projects and processes aresystematically evaluated and assessed to provide confidence about suitability, effectiveness,prudence,quality,value and avoidance of error and other waste,judged for the public sectoras a whole.Virementthe process through which funds are moved between subheads such that additionalexpenditure on one is met by savings on one or more others.Votethe process by which Parliament approves funds in response to supply Estimates.Voted expenditureprovision for expenditure that has been authorised by Parliament. Parliament ‘votes’authority for public expenditure through the Supply Estimates process. Most expenditureby central government departments is authorised in this way.Wider market activity activities undertaken by central government organisations outside their statutory duties,using spare capacity and aimed at generating a commercial profit. See annex 7.6.Windfallmonies received by a department which were not anticipated in the spending review.

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After being given an opportunity, you may want to follow up with a thank you message.

Below, you will find example messages to help you say thank you for the opportunity.

Depending on the situation, you may want to keep your message short. Other times, you could choose to elaborate with more detail, such as when interviewing for a new job opportunity.

To say thank you for the opportunity to interview AFTER the interview, review the thank you note messages after an interview.

Please review the thank you for the promotion example messages to thank your boss for a promotion.

Note: This post contains affiliate links. If you click a link and make a purchase, I will receive a commission.

Templates and Notes

A one-sentence thank you may be enough when you want to reply to an email to thank someone for the opportunity.

You’ll likely want to write a bit more to express your gratitude for a job opportunity or other projects. However, a short email acknowledging the opportunity may suffice for an internal job or project (not when applying to a new company).

Short Thank You for the Opportunity Messages

1. Thank you for the opportunity.
2. Thank you for the opportunity to _______.
3. Thank you for granting me the opportunity to interview.
4. I appreciate you giving me the chance to interview
5. Thank you. The new opportunity is greatly appreciated.
6. This is a fantastic chance for me. Thank you for the opportunity.
7. Thank you for the opportunity to learn from you.
8. This is a once-in-a-lifetime opportunity for me. Thanks for giving me a chance.
9. Thank you for providing me with the opportunity to work with you and your team.
10. Thank you for allowing me to work on the new project team (when thanking your boss).

Thank You for the Opportunity Template

The template below will work for most situations, whether you are thanking a family member, a friend, another person, a recruiter, a boss, or an interview as part of your job search.

Usually, you will send an email for an interview as it needs to be as timely as possible. Otherwise, you could choose to write a handwritten letter or note. You could download a free thank you card printable if you do not have thank you cards on hand.

Note: replace words in [brackets] as appropriate for your thank you note. Also, for more information on thank you note writing, review the steps for how to write a good thank-you note.

Dear [Persons’ Name],

Thank you for the opportunity to [what the opportunity is]. [A sentence or two about what the opportunity means to you or why you are thankful for it or explain why you are interested in the position].

[If confirming an interview time, state the time and day of the interview].

Sincerely (or another closing),

[Your Name]

The example messages below are the center section of the thank you message. Please be sure to include the opening, closing, and your name in your note.

Tip: Use Grammarly to check your grammar before sending an email.

Thank You For The Opportunity To Work With You

The thank you messages in this section will help you to thank someone for giving you the opportunity to work with them.

Remember to think about why you want to thank them. Do you want to learn from them? Are you happy to share your knowledge? The more specific you can be the better your note will be!

#1 Thank you for this opportunity to work on this project with you. I am excited to learn from you and have someone to collaborate with.

#2 I am grateful for the opportunity to work on the new project with you. I have several ideas to discuss at the meeting next week and look forward to your input.

#3 I am excited to be joining your team for [new project name]. Thank you for selecting me for this opportunity.

#4 Thank you for the opportunity to work with you. I have heard so many good things about your problem-solving abilities. I am confident that we will find a solution for [the current problem] together.

#5 Thank you for allowing me to work on this project with you. I am excited to bring my talents to the marketing team as we collaborate with them. I am grateful that you chose me when this opportunity came up!

#6 I am grateful for the opportunity to work with you. I’ve heard great things about your expertise and look forward to learning from you and the others on the team for [subject/topic]. I am very excited for a new challenge!

#7 I want you to know that I appreciate the opportunity to work with you. I’ve learned so much from you during the past few weeks about [subject/topic]. You’re a great mentor and I am thankful the extra time you’ve spent explaining things when I’ve had questions.

Thank You For Reaching Out About An Opportunity

Sometimes you may want to thank someone for reaching out about an opportunity. This could be able job opportunity or something not related to a job. And you can still say thank you even if you decide to pass on the opportunity.

#1 Thank you for reaching out about the job opportunity on your team. I appreciate you for thinking of me! I’m currently not looking for a new position, but it sounds interesting and would like to hear more about it. When would be a could time to meet?

#2 Thank you for contacting me about the new position at your company. The opportunity sounds like the challenge I’ve been looking for. I will submit my application this week, if you are able to put in a good word for me.

#3 I want to thank you for reaching out about the job opportunity. I am grateful to be considered. I’ve attached my resume for review. Please let me know when you’d like to discuss further. Thank you for your time.

#4 Thank you for letting me know about the opportunities at the local art center. I’ve reviewed the course offerings and signed up for the acrylic painting beginners class on Saturdays. I am grateful that you told me about them!

#5 Thank you for reaching out to me regarding the opportunity at [place]. I am excited to learn more about [topic]. Will you be attending as well? If so, let’s plan to have lunch together beforehand.

Thank You For The Opportunity To Interview

Note: These examples are to say thank you BEFORE you’ve had the interview. To write a thank-you note after your interview, please read the post-interview thank you email guide.

The examples could be written to your current boss, the boss of another department, or a hiring manager, hiring team, or boss at a new company.

Saying thank you before the interview is a nice personal touch to show your appreciation and stay in the interviewer’s mind. Sometimes, the small details matter when seeking a job offer. However, for some hiring managers a thank you email makes no difference in the hiring decision.

The examples will give you ideas for how to say thank you for interview opportunity.

Examples for Boss or another Internal Contact

When you are interviewing with your boss or another internal contact for a different position, you might already have an excellent professional relationship with them. In this case, a shorter note will be sufficient.

#1 Thank you for the opportunity to interview for [position]. I look forward to meeting with you on [Date] at [Time].

#2 I am looking forward to our conversation to discuss [position name]. Thank you for giving me the chance to interview for the new opportunity on our team.

#3 Thank you for accepting me as a candidate for the new position on your team. I’ve had positive interactions with a few other team members and look forward to the interview this Friday at 3:00.

#4 Thank you so much for setting up an informational interview with me regarding the new job opportunity on your team. I am excited to learn more about the position on Friday when we talk at 2:00.

#5 I’m looking forward to discussing [position name] with you. Thank you for the opportunity to interview for the new role.

#6 Thank you for considering me for the newly created job on your business development team. I’ve worked with [name of the person you know on the other team] a few times already, and I’m looking forward to the interview on Tuesday.

#7 Thank you for letting me know about the new position on your team. I appreciate the opportunity and I look forward to the interview. I will see at our meeting next Tuesday at the office!

Examples For Interview With A New Company

These longer examples are for when you have a job interview at a new company. A professional thank-you note needs to be more formal with contacts that you do not know yet.

Showing gratitude before interviews can help make a lasting impression.

#1 Thank you for this interview opportunity

Dear [Hiring manager/boss/contact name],

Thank you for the opportunity to interview with [Company name]. I am very interested in learning more about the [position]. I look forward to meeting you on Wednesday at 10:00 AM.

Best regards,

[Your Name]

#2 Thank you for online job opportunity interview

Dear [Hiring manager/boss/contact name],

I confirm that an interview on Zoom next Thursday at 10:00 AM works for me. The position for [position name] may be an excellent fit for my talents. Thank you for giving me the opportunity to meet with you.

With sincerest thanks,

[Your Name]

#3 Thank you for phone interview opportunity

Dear [Contact name],

I can have a phone interview with you next Tuesday at 2:00 PM. I am looking forward to learning more about [position name] and the [Business Name]. Also, I am grateful for the opportunity.

Sincerely,

[Your Name]

#4 Thank you for the opportunity to interview

Dear [Contact name],

Thank you for the interview last week. I can meet for the second interview next week at 3:00 on Monday.

The position sounds like a great opportunity, and I feel that my skills would benefit your team.

I am excited to learn about the next steps. As requested, my letters of recommendation are attached.

Thanks Again,

[Your Name]

Thank You For The Opportunity To Be Part of Your Team

When starting on a team, these thank-you notes could be written to your boss in an email or perhaps a new boss if you changed teams. These examples are also appropriate for another team leader if assigned to a project team.

Here are samples for you can say thank you for giving me the opportunity to be part of your team.

#1 Thank you for giving me the opportunity to be part of your team. I hope to be helpful to the others on the team and learn from the more experienced team members.

#2  Thank you for adding me to your team during the recent reorganization. I’ve always appreciated your career advice and look forward to working closely with you in the near future.

#3 Thank you for giving me this opportunity to work on the [special team name]. I have a great interest in [team topic]. I’m thankful to work here at [company name], where so many opportunities exist.

#4 Thank you for including me on your team for [business need]. Thank you for taking the time to explain why you think I am an excellent candidate for it. I am excited about the first team meeting on Friday.

#5 Thank you for giving me the chance to join your team. I’ve taken an interest in the new reporting tool and will be happy to discuss my ideas with development. And I’ve heard that you are a great boss!

#6 Thank you for giving me this opportunity to be part of your team. I’ve heard that you are a wonderful boss and look forward to meeting the others on the team next week. I’m thrilled to finally be joined the [subject] team!

#7 Thank you for giving me the opportunity to work on the project team for [the special assignment]. I am excited to be part of your team. I appreciate your consideration and will work hard to make the project a success!

Not Workplace Related Thank You For The Opportunity Messages

These examples are when you want to thank a person that gave you an opportunity that isn’t related to the office, your team, or job interviews.

Use the examples to inspire the wording for your thank you note. Think about WHY you are thankful for the opportunity and include that in your message.

#1 Thank you for giving me the opportunity to try out for the musical. I love singing and am excited to have a small part as I get comfortable being on stage. You’re a wonderful person for thinking of me. I would not have tried out without your encouragement.

#2 Thanks for giving me the chance to cook dinner for you last week. I was excited to have the opportunity to cook for you. And I appreciate the honest feedback you gave me.

#3 Thank you for the opportunity to visit the zoo with your family. I had a wonderful time seeing the animals and hanging out with the kids.

#4 Shadowing you all the day was so much fun. Thank you for allowing me to see what a day as a veterinarian is like. I also appreciate that you talked through the surgery on the cat as you did it. My interest in becoming a veterinarian is stronger than ever. You’re a great mentor.

#5 I’m so thankful that you are part of my life. Thank you for all the opportunities you’ve given me over the years. I’ve learned so much about [topic] with the hands-on experience.

Saying thank you for the opportunity is a great way to express your gratitude.

A quick thank you note to thank a hiring manager, boss, or another person, for an upcoming job interview can help you stand out as a candidate.

There are also many other situations outside of the workplace where you may want to thank someone for giving you an opportunity.

You may want to send a handwritten thank you note if you are thanking a friend or family member. At an officer or workplace an email is usually fine.

The many examples of messages above can help to inspire the perfect thank you note wording for your thank you note or email to say thank you for that opportunity.

Read Next:

• Thank You Note To Boss
• Thank You for Everything You Do