Anonymous member


Career development 11h
what can be the best career for a graduate in 'Honours in Risk Reduction and Disaster Management?'
what can one do to improve on career qualities in the field of disater management and which organisations best deal with disaster management.

  • Oluwatosin Oluwaseyi Michael ALLITIJESU

    1h

    Your discipline is quite applicable to many industries and government agencies. You may need to ask yourself what area interests you most. I guess you... focus on that area for your professional satisfaction more

Gautama Nyerere
Career development 1d
I feel like am starting over. Back in the field like the sales rep I was years ago and its exciting.

Laura Bertley


Career development 11h

Hi!
When I started the job, there were three of us in the department. After three months, two people quit, and now I’m doing all the work alone.
I can’t do the work of three people in just 8 hours a day. There’s too much to do, and it’s getting really hard.
Management hasn’t hired anyone new yet. They also haven’t increased my salary or given me any bonuses.
Now I’m thinking, should I quit... too or wait and hope someone new joins? I’m very tired.

 more

  • Fredrick Akello

    38m

    Kindly communicate with the management in a very sober and honest way of your feelings and you'll be sorted with the best solution to help you deliver

    1

  • Oluwatosin Oluwaseyi Michael ALLITIJESU

    1h

    Pray and be guided by your innermost intuition! Wisdom divine is needed. Thanks

    1
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Career development

 13h

AI "Slop" Comes for Job Interviews


We have all gotten used to the idea that generative AI can help bad writers become better (or at least appear to be better) than they are when left to their own skills. This has resulted in some challenges for hiring managers struggling to cope with the tsunami of applications and cover letters that make candidates appear stronger than they really are. Now, AI is making itself felt in job... interviews.

New tools, including this one, are on the market to help interviewees perform better in remote interview settings. The basic idea is that the AI is listening to the conversation and proposing responses to the questions being asked. I recently had an informational interview with a well-educated jobseeker. The conversation was stilted -- one of the key signs that an AI interview tool may be in use. Awkward pauses in answering questions as well as repetitive, not-very-interesting responses and follow-up questions ensued. AI can be a huge help in preparing for job interviews but it can't (yet) plausibly substitute for the applicant's own research and preparation and may lead to professional disasters.

These disasters have been particularly noticeable in the IT sector. Unemployed "front-end" coders are trying to wedge themselves into more senior "back-end" management and leadership positions for which they lack qualifications and experience. They use AI to spoof coding tests and to answer technical questions in interviews. "Fake it till you make it" is fine until workers are completely over their heads. The end result is often the discovery of the personal misrepresentation and a humiliating dismissal. The problem has become severe enough that companies are reverting to in-person interviews which adds significantly to hiring costs.

AI holds tremendous potential as a teacher and skill repository. It may, one day, completely rewire our educational systems and democratize knowledge and ability. At the moment, however, some job candidates are using it to try to get positions for which they are fundamentally unqualified. What worked for Harold Hill in the Music Man will not yield the same results in a world that requires attention, preparation, and effort as ingredients for success.

What happens in tech rarely stays there. Until HR systems are hardened against AI abuse, we can expect this problem to proliferate across the economy. For now, caveat emptor is the best and only defense against AI fakery in hiring. more

Career development

 14h

Rethinking Training: A Guide To Building Your Skills Development Strategy


Summary: Discover why pivoting to skills development training is essential for your business. We explore key models, program creation, and the future of skills with AI.

Today's L&D teams are facing a perfect storm of challenges.

Technology is advancing faster than most training programs can keep up, making it harder to close critical skills gaps. The talent pool is shrinking, putting pressure on... businesses to do more with less.

Meanwhile, the workforce itself is changing -- older generations are leaving the workforce and taking their valuable experience and knowledge with them. And let's not forget the unpredictable global landscape that adds an extra layer of complexity to the mix.

To ensure that our organizations can overcome these challenges and foster agility, agency, and equity, we need to rethink training by leveraging skills-based learning to close the skills gaps of today and tomorrow.

This article outlines why pivoting to skills-based learning is key for your business and the three skills models that will guide your skills development. We also explore the difference between transferable and proprietary skills and when each are needed, how to create a skills-based training program, and the future of skills development powered by Artificial Intelligence (AI).

A skills-based learning approach is crucial for organizations with an appetite for agility, agency, and equity.

According to the World Economic Forum, 44% of employees' core skills will be disrupted by 2027, and technology is moving faster than traditional training programs can keep pace with. [1]

Skills training is an agile and flexible approach that helps you and your team identify the skills necessary for your business to thrive in the market. Skills-based learning is critical to staying ahead if your organization wishes to maintain its competitive edge.

Employees are increasingly driven to take charge of their own skill development and performance within the framework you and your team establish.

LinkedIn's 2023 Workplace Learning Report found that 94% of employees would stay at an organization longer if it invested in their learning and development. [2] A skills-based learning approach empowers learners to take control over their learning and will drive your organization's overall performance and productivity.

Skills-informed decision-making for hiring, pay, and promotions will help your organization reduce bias and improve fairness.

Employees who are never recognized are 27% more likely to look for another job. [3] However, pivoting to a skills-based approach establishes a system where all major HR decisions are no longer based on job or experience but on skills. With skills training, your business will foster an environment of equity.

When creating training programs for skills development, it is best to categorize skills based on their scope and the speed at which they evolve.

These categories are the leadership model, the job-specific performance model, and the emerging skills model. Understanding these three categories gives you and your team a clear framework for designing your skills development programs. Conversations with your stakeholders become more manageable because the framework helps you clearly define the priorities of your skills training.

The leadership model for skills development focuses on the common and enterprise-wide skills learners need to succeed in your organization.

You will need to identify the skill sets defining leadership excellence and your organization's culture. These learning experiences are designed to help facilitate employees' career development, including promotions and internal mobility.

Leveraging the leadership model empowers you to identify the readiness of new managers and leaders. Once you've identified the skills gaps, collaborate with your top leaders, such as through a Leadership academy, to design learning experiences that equip employees with the right skills to be successful in your organization.

Examples of skills that the leadership model targets include communication, team building, problem-solving, and conflict resolution.

The job-specific performance model aims to maximize business performance by focusing on the function-specific skills required to perform well in a role.

To develop skills training under this model, you and your team will need to define an ideal contributor's skills and proficiency levels. The job-specific performance model is suitable for upskilling employees to perform better or preparing them for a new role as part of their career development.

To help you get started, consider leveraging an AI-powered tool like SkillsGPT to generate the skills for an individual job in minutes. Then, with the help of your stakeholders, add your organization's nuance.

The job-specific performance model covers skills such as those required in customer service, sales, graphic design, and data analysis roles.

The emerging skills model helps you prioritize crucial new skills required in your industry, especially in response to technological advances or digital transformation.

When developing skills under the emerging skills framework, the goal is to focus on specific skills that, when developed, will empower your organization to respond to changes in the market at pace. These initiatives will usually be project-based and target both soft and hard skills.

You and your team may be required to collaborate quickly with internal experts to develop emerging skills training materials. A modern solution that empowers Subject Matter Experts to contribute easily will help you maximize upskilling experiences under this model.

Examples of skills under this model include AI literacy, cybersecurity, remote leadership, and blockchain.

When developing skills training, you will need to identify the in-demand and specific skills required to future-proof your organization.

Start with a skills audit to help you understand the skill sets you need and determine whether or not they are in place.

From here, consider the following actions to pinpoint those skills you need:

To help you understand the skills you should look for, let's differentiate between the types of skills.

At a base level, skills were traditionally categorized into either hard or soft skills.

Hard skills: Also called "know-how" or technical skills, these are the teachable abilities or knowledge often acquired through training programs, certifications, and on-the-job training. Examples include proficiency in Java or Python, data mining, academic writing, or carpentry.

Soft skills: Typically defined as interpersonal skills, these are the personal attributes or abilities that enhance a person's interactions in the work environment, job performance, and personal development. Examples include written communication, adaptability, problem-solving, and emotional intelligence.

But when you rethink your training and pivot to a skills-based approach, you should consider two more specific categories that will underpin how you develop and implement your upskilling initiatives.

When designing learning interventions to close skills gaps, you and your team need to identify whether you are targeting transferable or proprietary skills.

Transferable skills are abilities or attributes that can be applied across different jobs, industries, and roles. Because they are so wide-ranging in the work environment, transferable skills are the easiest to acquire and develop. Transferable skills include teamwork, mentoring, time management, and initiative.

In contrast, proprietary skills are more challenging to acquire and develop but are more critical to your organization's context and staying ahead of the competition. Proprietary skills are intrinsically linked to your company's culture, processes, and products. Because these skills are context-specific to your organization, they cannot be upskilled with off-the-shelf content.

When designing upskilling learning interventions to impact proprietary skills, a collaborative learning approach is the only way to unlock the internal knowledge within your organization. By empowering your Subject Matter Experts to become content champions, you and your team can develop upskilling initiatives that make an impact.

If you're interested in creating a skills-based training program, here are 5 steps to get you and your team started.

1. Conduct a skills gap analysis: Your skills gap analysis will identify your company's existing skills. Next, analyze industry and job market trends to pinpoint the skills your organization needs to stay competitive. The difference between the two is the skills gap that your upskilling interventions will aim to close.

2. Set clear objectives: With your skills gap highlighted, set clear and measurable objectives for the training program and align them with business goals.

For example, if you have identified an extensive proprietary skills gap between new and existing employees, the goal should be to get new hires up to speed on these skills.

3. Create your upskilling initiatives: Design your training to cover the identified skills and select the optimal learning formats that will work in the context of your organization and suit your employees' learning needs.

Returning to the above example, you could design mentoring training opportunities to pass on the proprietary skills of long-tenured staff to your new employees.

4. Leverage the right learning solution: On an enterprise scale, you will need a learning solution with comprehensive tools that will empower your teams but also your Subject Matter Experts to create engaging and impactful content at pace while ensuring the upskilling meets the needs of your employees.

5. Roll out and evaluate: A common theme on The L&D Podcast with David James is that when designing and implementing learning interventions, you should start small, fail fast, and iterate. Beginning with a pilot to test employee reception and the impact on business goals helps prove return on investment and identify how to scale the initiative.

Be sure to monitor the impact of your upskilling learning experiences and continuously refine and update them so they stay effective and relevant.

With L&D-specific AI-powered solutions, you can work quickly to stay agile and flexible as your organization adapts to market changes.

Until now, skills mapping and creating skills ontologies have been unapproachable for many L&D teams. However, AI makes designing and implementing effective upskilling and reskilling interventions more than possible.

A solution such as Skills by 360Learning empowers you to map out individual skills based on role, experience, tenure, and seniority. From here, you can build courses and assessments to develop these skills, iterate and improve your learning experiences, and push the right content to the right employees.

AI-powered upskilling through collaborative learning will help you understand the skills you need. Look for tools or solutions with functionality for skills ontologies, a Skills dashboard, or even smart ontologies. All these features will help you keep a pulse on the skills inside and outside your organization.

Be sure to check out SkillsGPT, designed to generate a skills inventory for each job within your organization, build a proficiency grid for every skill, and identify the criticality level for each skill within your organization. more

Career development

 15h

The Harborview cafeteria: delicious, affordable, and kind of a secret


Down a hallway and tucked into the basement of Harborview Medical Center, an affordable and unexpectedly delicious culinary scene unfolds every day.

What looks like a typical hospital cafeteria is, in fact, one of Seattle's most surprising hidden food destinations. The Harborview cafeteria, however, is not a total secret.

"We get outside guests just come here to eat the food because they... appreciate it and always tell us how good it is compared to other hospitals," said Chris Tharpe, retail manager at the medical center.

The cafeteria's growing fanbase includes everyone from hospital staff and patients' families to construction workers and local residents making the trip just for lunch.

The driving force behind Harborview's surprising deliciousness is Executive Chef Vanessa Gray, who brought a bold vision -- and a non-traditional résumé -- to the job.

"I come from sports and entertainment... I wanted to make our cafeteria a fun place to eat with surprising food, not the same thing, hamburger, hot dog, pizza, kinds of things you see in a lot of cafeterias," Gray said.

Her kitchen focuses on fresh, made-from-scratch meals instead of the frozen, pre-packaged fare common in institutional settings.

Each month, the cafeteria features rotating menus that reflect Seattle's rich cultural heritage. The effort is led in part by Susan McBride, Director of Nutrition and Food Services.

"This one is Asian, Native American, Pacific Islander month, Black History month," McBride tells CHS as she lays out menus for each month... "we have dishes that are representing different countries within that geographic area. The Native American Heritage Month features recipes from different tribes," McBride said.

Gray emphasized that the team strives for authenticity. "If I take a recipe straight from a chef, then we try to do a bio to show that that chef is the one who created that item," Gray said.

Big Volume, High Standards

Feeding thousands of people daily means scaling up without sacrificing quality.

"We're cooking in batches as much as we can, so that we're not having a lot of food just sitting in and holding," said Gray. "It's mainly about the constant turnover of food."

Gray has to find a recipe she likes, simplify for her staff, then convert it to feed several hundred people.

Gray also noted the sheer volume of meals prepared each day -- "About 1,400 a day... 1,500 to 2,000 out in the cafeteria" plus another 1,200 patient meals.

Among Harborview's most legendary items? The Thursday scones.

"They're famous. People come in, they buy like bags of them... we tried from scratch, and people wanted the old scones back... they're gone by like 9am," McBride said.

Making them fresh means starting the process well before sunrise: "2:30 AM on Thursday morning," she added.

Though the cafeteria isn't open 24/7, it comes close. "We open at 6 AM and we shut down like at 7:30 PM," said McBride. But even overnight staff are fed: "We have a late night meal service that is three hours in the middle of the night... more like chicken wings and kind of the fun, fast stuff."

And when it comes to eating in the middle of the night? "People like to eat different things the middle of the night than they do in the middle of the day." Chef Gray tells CHS.

In a city where affordable meals can be hard to come by, Harborview's pricing stands out.

"We have a $5 meal deal... entree, a side and a beverage," said McBride. "The other two entrees... will be $7.50 to $9."

"We have a long history of trying to have a really diverse menu that just hits a lot of different palettes and is representative of all the cultures that come to Harborview and work at Harborview", McBride added.

The team's sense of care goes beyond the menu. "We just go the extra mile for our customers," said Tharpe.

"I think it's just Harborview is a special place," said Gray.

For those willing to step away from the usual lunch spots, Harborview's cafeteria offers more than just a good meal -- it offers connection, care, and yes, scones worth setting an alarm for.

Harborview Cafeteria is open to the public and located on the basement level of the medical center at 325 9th Ave. Learn more at uwmedicine.org.

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Career development

 16h

Job Applicant Says Startup CEO Made Him Work 6 Hours For Free, Then Ghosted


The post triggered outrage online, with fellow users slamming the startup

In yet another troubling tale from the world of job hunting, a software engineer has alleged that a Hong Kong-based startup CEO tricked him into completing nearly six hours of unpaid work, all under the guise of a job interview.

The incident came to light after the frustrated candidate shared his experience on the popular... Reddit community r/recruitinghell, where users often post about unprofessional recruitment practices.

According to the post, the applicant had applied for a software engineering role, only to be drawn into a series of interviews led directly by the startup's founder. During their interaction, the CEO reportedly became interested in the candidate's experience with a particular design software, unrelated to the actual job description, and scheduled another call to "assess" those skills.

What followed, however, was far from a routine interview. During the next session, the CEO allegedly shared production-level files and insisted the candidate edit them, even though he didn't have the required software. The applicant says he was urged to download a trial version, wasting close to an hour on setup.

"I ended up explaining how I would do the task and shared my past projects," he wrote. Despite this, the CEO requested another meeting - this one scheduled late at night - where he pushed the candidate to finish the task urgently. Repeated software crashes made things worse, and the applicant had to attempt the task multiple times.

What raised further suspicion was the CEO eagerly downloading the completed files - a move the applicant said felt unusual, as companies typically use dummy files for skill assessments.

But what happened next sealed his doubts - complete silence. The candidate claimed the CEO ghosted him after receiving the files.

Startup tricked me into 6 hours of unpaid work disguised as an interview

byu/Kautious17 inHongKong

The post triggered outrage online, with fellow users slamming the startup for what they called exploitative behaviour. "That is horrible to hear of this scummy founder. That is just outright wrong. I'm sure you are not the first person he has done that to so I hope someone outs this guy's unprofessional behaviour. Maybe beyond contacting his HR (likely just as unprofessional) leave some anonymous review on Glassdoor or similar HR review sites."

Another user wrote, "That's terrible treatment and I'm sorry this happened to you. Please don't paint the entire startup scene as being the same though."

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Natalie Girenetsky


Career development 5d

Hallo! One charity organization offered me, as a volunteer, to sign a contract for a year. No pay, benefits or gifts.
It looks like slavery to me, because volunteering is voluntary.
Please tell me, is it normal practice to sign a volunteer agreement?
Thank you

13   
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Tony Grann


Career development 3d

I was at an interview in a reputable company. I was surprised to see that some candidates for the position had come with their mothers.

Can someone explain - is this some kind of new trend now?

4   

  • Amos F

    17h

    it depends but doesn't seem like the worst idea.. there do need to be protections in place perhaps to not make this a requirement.. not an automatic... disqualifier either more

    1

  • Alinda Janack

    23h

    was it put as a requirement in the advert

    1
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Ian Katema
Career development 2d
It's said, people don't quit jobs, they quit their bosses. How true is this?
10   

  • Randa Craft

    1d

    One of my favorite jobs was extremely difficult and had a higher turnover rate. But I loved helping people in need, especially troubled children who... were seen as dangerous to others, but I saw as helpless and afraid. I quit because upper management was racist, demeaning, and often times sexually inappropriate.  more

  • Marwa Daniel

    1d

    I quit my job my first job because I was constantly being belittled and put down and made to feel worthless no matter how much I tried. The boss... wanted to kill my career. He started by killing my self esteem. Any contribution I made sounded like rubbish to him.I left the second one because the boss wanted me to work on my day of worship. more

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