Last year, I worked for six months with a client who diagnosed himself with “imposter syndrome”.
He had a number of skill sets, appeared to have a pretty high I.Q., his E.Q. appeared to be way above average and he had a good job that paid well.
You’ve probably heard about the study that showed that 55% of communication is body language, 38% is tone of voice, and only 7% is based on the words spoken. Whether or not these numbers hold up, we all know that the subconscious mind is skilled at detecting non-verbal cues and that these cues can significantly impact the way an interviewer perceives a job candidate. With this in mind, it’s worthwhile to pay close attention to the cues you might be sending out during your next job interview, so we’ve provided a few tips below to help you make a great first impression.
“Should my child drop Grade 11 Chemistry?” I’ve heard that question, or some variation of it, dozens of times from the parents of high school students over my thirty-year career as a teacher and administrator. Perhaps your son or daughter is finding a course particularly difficult and wants to exchange it for another, or he or she has decided that science is not the path that they want to pursue. It seems like a relatively simple choice, but decisions like this one can have remarkably profound consequences.
In today's digital world employers are increasingly using Skype and other electronic media to interview and interact with candidates from across the country and around the globe. Virtual interviews are often seen as a more effective way to establish rapport and assess a candidate’s fit with an organization than phone or email interviews.
Our team has conducted hundreds of virtual interviews and have compiled a list of tips to help candidates improve their virtual interview skills:
Manage your electronic brand
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.
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.
