There are some points you have to consider before deciding to take the job offer or not. They are:
- Examine self-assessments: (skills, value and interest) will let you know if this job fits you or not.
- Think long-term: Does the industry offer for opportunities for growth? As with the preceding point, if your priority lies in climbing the ladder, you need to find out what it takes to get promoted. Generally speaking, the more competitive the culture, the more you need to work to progress. This would have an impact on your work-life balance and even your physical and mental health. You have to see if such stringent conditions for advancement are really worthwhile.
- Focus on daily tasks: During the interview, you will most likely be briefed about your job scope and what you are expected to perform, where everything is spelt out clearly to you perhaps in the form of a job-tasks list. Go through it, raise questions to the interviewer, before you ask yourself if you’re comfortable with the workload.
- Consider interpersonal factor: Having a new supervisor and coworkers is like marriage without courtship. My number one consideration is not the money—it’s the people. Your boss, your team, and the co-workers that will surround you every day are crucial for your happiness and success at a job. Sure, it’s hard to judge people after only meeting them briefly, but think about how they treated you during the interview process. Were they friendly? Did they ask personal questions as well as professional ones? Did they call you back in a timely manner? The answers to these questions may reflect how your co-workers and superiors will treat you as an employee.
By: Maryam Elgaby
Photography: Mahmoud Mansi
EDITOR: Nada Adel Sobhi
14 Lessons Learnt from Anisha Valli, TEDxGSLMedicalCollege 2019 in India
TEDxGSLMedicalCollege was organized on the 14th of September 2019 in Rajahmundry, India by Anisha Valli – a student and the founder of this TEDx event. Aisha gracefully shares the management lessons she has learnt through organizing the experience:
1) It’s terribly difficult to manage unmotivated people.
2) Give help/feedback frequently and directly, not in a Whatsapp group. Better call that person.
3) Communication is the most difficult thing you’ll do. Spend a lot of time on it, both on your own communication and improving the communication of the folks on your team.
4) Don’t underestimate the effect bad team members have on good team members. So, learn to fire the bad people gently and smartly.
5) People need to feel like they’ve been listened to, not to make the final call. Take the time to listen (you might be wrong), then make a decision and explain the decision. Change your decision accordingly.
Providing context for why you made a decision is a way to scale your decision-making process. A major mistake I made in the last few days of the event.
6) Hiring friends or people you know very well can be very useful because communication will be easier, and your friends are probably smart and talented. Hiring people or having a team of 20 that you don’t know is not a good decision (sometimes) but you also meet incredible people that you never thought of meeting. So, it’s all about luck I guess.
7) If you add one person to a new group or task, make sure the rest of the team understands why that person was added and what needs to be done to achieve the same.
8) You’re more likely to lose by not recognizing your weaknesses than from the presence of weakness, so aim for self-awareness.
It’s okay to send rejection emails to speakers whose transcript you didn’t like instead of keeping it in the hold. Learn the art of saying NO
It’s okay if you feel hopeless and burn out. It’s okay if you feel like you are doing a bad job. Create narratives for good. Allow yourself to tell the story of how you changed to become more like the you that you would like to
9) Where you spend money (and where you don’t) communicate what you think is important.
10) Sometimes people talk shit. Sometimes people have bad days. Don’t take either personally.
11) Check on everyone as the event comes closer. Ask team members if they are facing any problems. Don’t assume that they will be telling you without asking.
12) Learn how to use the other talents inside and out of the room to create the best output.
13) One of the most helpful things you can do is remind the team of the bigger picture. Knowing what’s important will help cut through the bullshit.
14) Every relationship should bring you peace. The good things all have trade-offs. It is better to think in trade-offs than in dualities: there is not a best lens. How do you maximize the good parts while cushioning the bad parts of one particular lens? And then what do you get from another lens altogether? There is rarely one lens that will get you where you need to go, but each lens will bring you to a different place.
Separate your identity from your project on macro level. When you start something (or do anything that feels important), it can feel like it will become you. This was a difficult barrier to get over: is this the thing that can define my life? But that’s not how it works. This next project might take one year, five, or twenty, but it is not you. You are a super-set of what you do, not a subset.
The 5 DYSFUNCTIONAL Relationships in Recruitment (and how to fix them for a better hiring process)
Technology alone won’t bring about digital transformation of recruitment; we need group therapy and a major shift in mentality.
Written By: Basil Fateen
Four years ago, I walked into a battlefield.
Prior to starting HireHunt, my work revolved around coming up with solutions to different problems and building the software to make it happen.
So when I decided to step out and start my own business, the most recurring piece of advice I received was to find a real problem to solve.
And oh boy, did I find one.
It was a problem so complex and fascinating that it lured me in, like a blue light attracting a fly. It’s now years later and I’m still mesmerized by the enticing glow as it electrocutes me again and again. Hey that smells great, is someone cooking something? Oh, that’s me.
HireHunt came armed with a different approach, advanced technologies and an outsider’s mindset.
Naturally, I expected that there would be opposing forces to what we were doing.
I expected to be in a western style shoot-out with the traditional job-boards. What I discovered was a royal rumble in a clown car at a traveling circus.
This tragic ‘comedy of errors’ stars the HR department, hiring managers, job-seekers, the Upper management executives and recruitment software vendors.
It’s my humble opinion that addressing the issues plaguing these relationships is the final key to catalyzing the full digital transformation of HR that is so desperately needed.
Until then, the technology is ready and waiting.
1- Hiring Manager vs. HR Team
Like a spark in a womb, it begins with the job requisition request from a hiring manager.
In no time, that cute little spark will become a dashing employee in a suit (or pantsuit) who comes late and spends their time looking busy while they’re actually looking for their ‘next opportunity’ online. Aww. They grow up so fast.
But that spark is sometimes doomed from the start, because the hiring manager and internal HR team are at odds and start off on the wrong foot.
Inability to articulate who can do the job and what skills they need to have is the first major friction point. Sometimes they may fall back on a similar job description with little insight into the conflicting and absurd requirements and perhaps the train-wreck it caused when used in previous job posts because they’re not even tracking that data.
So the hiring manager puts pressure on the HR who may not understand the role as well as they do and will inevitably send irrelevant candidates their way and start the ping pong game of approved/rejected email threads that everyone loves so much.
The HR feels the manager is being unreasonable with their expectations and the manager will feel the HR is not doing their job by providing great candidates for the role. The more time passes, the more lost revenue for the manager, the more stressed he gets, the more snide he becomes with communication and feedback and the more the HR becomes unwilling to exert effort for the vacancy and starts praying for the manager to develop arthritis. And so on.
Solution: reduce unnecessary communication problems, time lost, objectivity and bias from the initial shortlisting process and allow the hiring manager to access talents directly with HR monitoring and facilitating.
2- Job-seeker vs. Employer
This one is pretty straightforward.
Who here can really say that when they start applying they are embarking on a positive experience and hear back soon with relevant feedback after applying? And which hiring manager is not whining about ‘shortage of talents’?
Most of the time it’s a frustrating nightmare for everyone involved.
Putting applicants through a long strenuous process where they are inputting the same things over and over (which are already in their CV usually) or solving mind-bending psychometrics when you have no intent on even reviewing them because you hire by referrals mainly? Or you only hire from select universities? That’s pretty cold.
Accepting interviews and then not showing up without even an excuse? That’s borderline evil.
For a more comprehensive breakdown watch this:
Solution: there must be a system of accountability in the job-hunting process. Everything positive you do should transfer and help you move forward, without bias. Abusers (both applicants and employers) should be warned and then flagged publicly.
3- HR vs. Upper Management
The HR department is under more pressure than ever to achieve so much, yet they are usually the most ill-equipped department without the necessary tools, budgets and resources to meet their targets.
When there is not a strong HR C-suite leader representing the best interests of the department, they are trapped in a web of under-appreciation and consistent feeling of underperforming.
Solution: The biggest shift that can happen here is for the upper management to understand that HR should be a strategic department, not an administrative one. So provide them with the tools that handle the time consuming administrative tasks so they can focus on the high impact strategic ones that will ultimately impact everything from the revenue to the reduced turnover and quality of hire.
4- HR manager vs. The Recruitment Team
I once demoed HireHunt for the manager of a manger bank, who after seeing all the levels of automation snidely exclaimed, “Wel bahayem dol ana me3ayenhom leh?” (And so what do I do with those mules out there?) He was referring to his recruitment team.
It was hard not to reply ‘you won’t need as many mules’. But the reality is, I was thinking that this guy was a major mule. If he viewed his team in this fashion, then you can imagine the cycle of abuse that occurs and why every person who comes in for an interview will end up hating this company before even working there.
Solution: when automations can enable the team to be more effective and the data/reports is presented accurately the HR manager to streamline the entire process then efficiency increases drastically.
Go from a mentality of sheep-herder herding sheep to a maestro leading an orchestra.
5- HR vs. Recruitment Platforms
That’s right. As someone who started a recruitment software startup I can tell you with certainty that the trust between organizations and the people who sell them software solutions is severely eroded.
Why? Because so many “solutions” are full of crap and have promised them the world and then under-delivered.
Traditional job boards claim they have “millions of CVs” yet they know that most of them are outdated and irrelevant and only a small fraction will hire from them. Often they take part in the bias instead of countering it, because that’s how they make money.
The “smart AI powered solutions” claim that they can replace recruiters entirely and they can know candidates better than they know themselves. Nonsense. Most of these solutions don’t even use AI.
So in the middle of all these con artists and opportunists, any new B2B software claims will be met with a high degree of skepticism. The more grandiose the claim, the more skeptical they will be.
At the same time, I can’t tell you how often I see HR leaders get on stages and talk about ‘Digital Transformation’, yet when it comes time for them to try a new technology they get agitated and make excuses.
Solution: There will be a lot said for authenticity in product, sales and marketing in the coming phase to differentiate the innovators from the scammers. User experience should be at the core of the product, not the features and smart technology. Stop hiding behind ‘contact us for demo’ and let organizations really test your solution so they can know if you are the real deal. Software vendors need to make it easy for organizations to use the software, not just be impressed in the demo. Transparency and real success stories based on quantitative results is the only way to earn back the trust.
There will never be a one-size-fits-all solution to recruitment. Just like there will never be one solution for “medicine” or “good health”. It’s a complex ecosystem that requires true collaboration between all parties and technologies. I believe the digital transformation of how talents and opportunities connect will be one of the major inflection points in our current age that will have a massively positive domino effect on society at large.
At HireHunt, we’re focused on continuously innovating our online solutions to be a force pushing this transformation forward, supported by our hyper-realistic, anti-inspirational online content. Now screening applications in 9 global markets and with millions of views, so far so good, but the real transformation of mentality is just getting started.
Until then, join me. I’m heading towards this amazing blue light.
عشرة خطوات تخليك مستعد لأي فرصة تدريب صيفي، منحة، شغل، أو تطوع
1 ) بيان الغرض
أول حاجة تجهز بيها للفرص ولازم تشتغل عليها من بدري هي بيان العرض. حاجة بتيستخدم في التقديم على منح. ولكن له استخدامات تانية تطوعية لو هتقدم في منظمات دولية زي ال UN وغيرها. لأنه بيتطب منك تتكلم عن نفسك وأنت مين وبتعمل ايه وخبراتك وليه شايف نفسك مميز وهتضيف ايه للمكان جديد. جهز واحد صغير 250 كلمة. وأفضل كبر 500 – 750 – 1000 – 2500 كلمة بحيث تبقى شملت كل أنواع الطلبات اللي ممكن تطلب. اكتبه و خلي معاك نسخ WORD و PDF جاهزة .
2 ) السيرة الذاتية
90% من الفرص دلوقتي بتطلب CV. سواءً كانت منحة أو تدريب صيفي أو شغل أو أي أبلكيشن. عشان كدة لازم تبقي جاهز ومستعد. خلي عندك أكتر من نسخة لأكتر من حاجة. التغيير فقط هيكون في ال Career objective. أعمل General CV بيتكلم عن الرؤية والرسالة بتاعتك وأهدافك في الحياة والمجتمع فايدته. و CV تاني للمنح تتكلم فيه عن السفر والتعليم والتأثير. وواحد للتدريبات الصيفية والشغل بتتكلم فيه عن مجال معين وهتضيفله إزاي. وخلي عندك resume صفحة واحدة تفلتر منه الزيادات لأنه ساعات بيطلب.
3 ) خطاب التوصية
بيستخدم غالبا في المنح. بس ممكن يطلب منك برضو في بعض الشغل والتدريب. روح لدكتور / معيد في الكلية عندك أو رئيسك في الشغل / العمل التطوعي. أطلب منه يعملك خطاب توصية بس ميكونش موجه لجهة معينة. يعني حاجة عامة بيتكلم فيه عن فترة إشرافه ليك وليه أنت مميز. خلي معاك 5-6 خطاب توصية. بحيث أول ميطلب منك يا ترفعهم على طول يا تعدل بس الجهة المخابطة. وحولهم كلهم على Word لسهولة التعديل.
4 ) بيان القيد / شهادة التأمين الصحي / بيان الدرجات
/ مفردات المرتب للوالد / إيصال كهرباء
School Enrollment / Health Insurance / Transcript
/ Salary / electricity receipt
روح لكيلتك وأطلب البيانات دي من شئون الطلاب. بيان الدرجات طلعه كل تيرم. ومعاها الشهادة الصحية. وبيان القيد طلعه وخلي الجهة المخاطبة عام ( للمنح الدراسية – للتدريبات الصيفية وهكذا ) . مفردات المرتب بتطلبها من والدك وبتصورها سكان عندك. صور آخر وصل كهرباء لشقتكم بيطلبوه في المنح.
5 ) الباسبور والبطاقة الشخصية
Passport /National Identification card (ID)
الباسبور الطلابي اجراءاته سهلة وبيطلب حالياً في كل التطوع في الجهات الكبيرة. هتروح لأقرب قسم التابع لمنطقتك، وإسأل على الإجراءات هتلاقيها بسيطة. كام صورة على بطاقة على بيان قيد والتكلفة من 100 ل 200 تقريباً وبيطلع بعدها بأيام وبفترة صلاحية لسنين طويلة. وتقدر تطلعه لوحدك من غير ولي الأمر.
6 ) اختبار تحديد المستوى / شهادة دولية في اللغة الانجليزي / لغات اخرى
Placement test / IELTS TOEFL /
كل فترة روح أعمل اختبار تحديد مستوى في Amideast وخصوصاً في شهور فتح المنح ( شهر 10 و 11 و 12 و 1 ) . خلي النتيجة عندك. لو دخلت امتحان دولي زي ايلتس أو تويفيل صور السكور اللي اخذته ( الامتحان مش ال Preparation ) . ولو عندك امتحانات في لغات تانية زي DELF وهكذا
7 ) موقفك من الجيش
لو اخد شهادة إعفاء مؤقت أو دائمة خليهم جاهزين متصورين على جهازك عشان في جهات بتطلبهم
8 ) طباعة الصور
روح اطبع كل اللي فات ألوان من أي مكان كويس وخدهم على فلاشا وخليهم في فولدر عندك اسمه Opportunities folder بحيث يبقوا سهل الوصول.
9 ) بريد إلكتروني مخصص للفرص
Specific Opportunities email
أعمل ايميل جديد سميه بإسمك وجنبها كلمة مميزة مثلاً Opportunities ، و سجل بيه في كل مواقع المنح، وكل مواقع شركات التوظيف وسيبه في مكان على السوشيال ميديا بينزل حاجات فيها فرص ممكن تفيدك، وافتحه كل شوية وشوف ايه الجديد فيه هيساعدك في عملية التجميع.
10 ) قائمة السوشيال ميديا
Social Media list
خليك متابع جيد لكل الناس الايجابية على السوشيال ميديا . اعمل قايمة حط فيها كل الناس المؤثرة اللي بتنزل داتا للفرص، الصفحات الكبيرة، المجموعات، ومتتأيدش بالفيس بوك بس. تابع على LinkedIn ومواقع التوظيف كمان ومواقع المنح زي مرجع،
وبكدة يبقي بنيت مجتمع جديد بيجمع الفرص ليك لحد عندك.
وبقيت مستعد بكل البيانات الرئيسية اللي ممكن تطلب.
بقلم: أحمد مصطفى المحلاوي
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