There comes a time in everyone’s working life when they feel the need to explore opportunities outside of their current employer. Whatever the catalyst for deciding to interview with potential employers, there is a likelihood at some point that a job offer will be the result; the ensuing resignation and dealing with what may come back from a current employer can be the source of great stress and confusion.
My parents and grandparents’ generation used the term ‘A Job for Life’ with abundance, it was the norm throughout their working lives, yet today it is a concept seldom mentioned. According to the Bureau of Labor Statistics the average Canadian changes jobs 10-15 times during their lifetime, which equates to an average tenure of 4.2 years in any one role over the course of a working lifespan, and recent trends show the longevity between employer is on the decline!
Consistent with our commitment to reduce our carbon footprint, we are increasingly using Skype and other electronic media to interview and interact with candidates from across the country and around the globe. These interview mediums are increasingly utilized by both public and private sector organizations, and are frequently seen as a more effective way to establish rapport and measure a candidate’s “fit” with an organization than phone or email interviews.
Past performance is a strong predictor of future performance. This is why many interviews use behavioural or experience based question formats. Behavioural or experience based questions ask candidates to share examples of situations where they have demonstrated skills, competencies or capabilities critical to success.
There is no question, we are in a downturn, slowdown, or some even say a recession here in Newfoundland and Labrador. In response, leaders often instinctively look internally to reduce costs, frequently through downsizing and increasing productivity, while protecting their client base. However, this can be a time of opportunity.
Addressing Atlantic Canada's Talent Needs
Fuelled by uncertain funding models, rigid workforce systems and changing student demands, Australian tertiary education sector is exploring how to remain relevant in an increasingly differentiated and global education market. This sector is currently undergoing major structural reformations and trying to balance a variety of stakeholder interests, and needs to make fundamental choices to ensure its sustainability.
Every April I’m awestruck by those tough little daffodils appearing amid snow and slush. Seemingly fragile they break through the harsh, cold winter earth and emerge with yellow smiles and spirited vibrancy. What comes to mind is resilience. Resilience – ability to quickly recover and maintain positive functioning despite stress and change.
Resilience is tenacity, fortitude and agility. Thoughtful parents strive to instill these characteristics in our children knowing they’ll be needed during inevitable harsh, cold life challenges.
The academic sector is vital to the social, cultural and economic life of our Canadian communities. As such, the leadership of our universities and colleges directly affects the ability of our institutions to contribute to the social and economic development of our region. But with the shift toward faculty votes of non-confidence in the institution’s leaders, truncated presidential terms and shrinking candidate pools, it's time to reconsider how we view leadership and succession in our universities and to talk about how we shift the curve.
How to get a job is always topical; advice on how to land your dream job abounds. But what about the other half of the equation? How can you ensure you leave a job without burning that proverbial bridge? Everyone talks about making the right first impression but what about making the right last impression?