National organizations and other professional development groups have email lists or job boards where they send out opportunities. Colleagues may send things along to people they see as potential fits for open roles, and if you inform them of your search, your connections can keep an eye out for anything fitting your needs and notify you when opportunities arise. Finally, search firms are entities that not only head-hunt for institutions for upper-level positions but also serve as resources for job seekers.
As you peruse job postings, you will realize that there are hundreds of options that you could pursue. Even if you feel like your search has no limitations, it does. You just may not have thought about it long enough yet to realize it. Because there are places where you do not want to live. There are types of institutions you prefer. There are functional areas to which you are drawn. You probably have a range of salary and benefits that you need in order to live comfortably.
You may need to consider loved ones and whether you need, or want, to live in proximity to them. There are things that will shape, or filter, your search. So, as you review those open position postings, consider the following as elements to help filter your search:. Narrowing your search by determining which filters matter most to you will help you focus on positions that more accurately meet your professional and personal needs.
Job descriptions are not always simple or easy to read. It is extremely important for you to learn how to decode job descriptions. So, how do you do that? Good question. First, print out or bring up on your electronic device a job description that appeals to you. Next, use the following suggestions to make notes on, and sense of, that job description. Notice numbers. As you review a job description, notice numbers that are included. How many staff or students would you supervise? How many student groups would you advise?
What, if any, is the size of the budget you would manage? Are the salary and benefits listed? What about the number of days of annual leave and sick leave? Numbers like this will clue you in on the scope of the job itself and the package that comes with it.
Pay attention to percentages. Some job descriptions will list job responsibilities with approximate percentages of how much time you will be spending on each aspect of the job. It may say 10 percent next to supervising staff, 25 percent next to advising students, 50 percent next to event planning and execution, and 10 percent next to other duties.
That tells you that the role is primarily centered on events with student support as a secondary focus. That may work for you. It may not. But you need to recognize what the expectations will be about how you spend your time and decide if that will suit your work style.
And if the job description does not list percentages next to the responsibilities, you should ask for them or for a general sense of where the majority of your time will and should be spent on a weekly basis. Scope out similarities. Speaking of responsibilities, when you are decoding a job description, you need to determine how the listed responsibilities are similar to your past or current experiences.
If it talks about adjudicating conduct cases, when have you worked with conduct, crises, or personal counseling? If it speaks to extensive collaboration, what examples do you have of projects where you partnered with multiple constituents? In other words, how does your current portfolio of experiences and skills stack up against the job description responsibilities? You will need to assess this in order to write a solid cover letter, to prepare for any interviews, and to feel confident going into the job.
Glance for growth areas. Jobs should also, ideally, provide you with opportunities for continued growth. Look in the job description for a few areas with which you may have only tangential or no prior experience. Are these areas that you want to learn about? Will these areas fill gaps in your portfolio? What new skills or knowledge could you gain? This is important to think about for your own lifelong learning and also for elements to mention in the interview process that excite you about the job and serve as areas for development.
Question the qualifications. Another key aspect of the job description is the section that lists the required and preferred qualifications for the ideal job candidate. This is where employers tell you what formal education, training, experiences, and skill sets they are looking for in the future employee.
A great piece of advice that someone shared with me once about the job search process has always stuck with me, and I think it applies well here. If you are interested in the job but may not meet all of the listed qualifications, apply anyway.
Let them tell you no. Because maybe you have something they did not even realize they wanted. Or maybe they see something in you that makes them want to bend their qualifications a bit. Ask about what may be missing. Sometimes what is not listed is just as telling as what is covered in the job description.
Of this number, 1. According to World Bank calculations, million of those classified as active are actually unemployed and 2 billion are underemployed. They are working just a few hours a week, are self-employed as subsistence farmers or in small household enterprises with very low productivity, selling products in tiny local markets. In Africa and South Asia, over 75 per cent of these workers do not produce or earn enough to feed their families; they are poor.
In fact, the differences in job opportunities and earnings within and across countries are becoming more and more pronounced. This is creating social dislocation and is leading to massive movements of people. There are currently over million international migrants up from million in and many millions of refugees. They are willing to cross borders and oceans, but receiving countries or regions are not always ready for them. Those who survive the journey often face destitution, abuse or exploitation.
Demographics and technological change will complicate things further. In countries in Africa and South Asia with young populations, there will be many new entrants to the labour market. It is estimated that middle and low-income countries will need to create million jobs by to absorb them, yet at the current pace they may create only million. At the same time, in high-income countries where populations are getting older, the challenge is to get people to work for longer in order to keep afloat strained social security systems.
This is not easy to do, particularly in the face of fast technological change. New technologies are displacing — and will continue to displace — jobs not only on the factory floor but also in the services sector. From accountants and travel agents to paralegals and soon drivers.
Granted, new technologies also open up opportunities to create new products and services and therefore new jobs. But it is not easy for those who had the old jobs to take on the new ones; the skills and competencies are very different. More than that, new jobs are likely to be created in very different sectors and in faraway regions.
We economists got things wrong. To address the jobs challenge, it was therefore thought that countries needed to promote macroeconomic stability, simplify business regulations, promote investments in infrastructure and education, and improve governance.
But as important as these policies are, they are insufficient. First, even with stability and the right business environment, private investments do not happen on the scale needed if there is not enough entrepreneurial capacity, which is often the case in developing countries. More importantly, in situations in which countries need to achieve social objectives through employment, it is unlikely that private entrepreneurs or investors alone can generate the right number and distribution of jobs.
This is what we have seen even in countries such as Georgia and Chile, which have been prolific with the adoption of structural reforms. The data shows, in fact, that many growth episodes across countries have taken place with little to show in terms of job creation or without addressing issues related to poverty, the informal sector, youth unemployment and low female labour force participation. The sectors and regions in which investments are made — usually urban areas with the right infrastructure — are not necessarily where vulnerable workers live.
Moreover, they are not usually the sectors that demand the skills they have. So what should we do? We need to start thinking about jobs the way we think about carbon emissions. We know that carbon emissions contribute to global warming and are therefore bad for society. We also know that the private sector is not really paying attention to the social costs of the emissions it generates as a result of its investments and production decisions.
With jobs, we need to do something similar. Objectively speaking, the function of the private sector is not to create jobs or address the social problems that emerge because of a lack of good jobs. Entrepreneurs, investors and managers do great things for society, but what drives them in most cases are financial returns, not jobs. Because they do not take into account the social consequences that their investments and production decisions have on jobs, governments need to intervene by subsidising the creation of certain jobs and taxing the destruction of others.
This is not referring to wage subsidies. Many countries have adopted programmes that try to reduce the cost of labour — for instance, by reducing social security contributions. Tunisia, for example, did so after the revolution, as have many other countries, including Chile, Jordan, and South Africa, as part of initiatives to promote youth employment. These programmes, however, have had a limited impact.
This is in part because, when there is not enough productive capacity, adding labour, even if it is free, is not profitable. Instead I am referring to programmes that subsidise private investments contingent on job creation or improvements in the quality of jobs for specific population groups in targeted regions. South Korea, for instance, introduced policies to develop technological capabilities, promote exports and build the domestic capacity to manufacture a range of intermediate goods such as plastics and steel.
Support for particular industries and imports of the necessary foreign technology took several forms including subsidised capital, public investments in education particularly engineering and science and public infrastructure to facilitate technological transfers. The focus then was on economic growth, but similar strategies can apply to jobs.
The idea is not to pick winners but, instead, to recognise that certain private investments which are good for jobs might not take place because private rates of return are not high enough. For instance, investments in agriculture and agribusinesses in lagging, low-income or conflict regions that would create jobs for the poor or improve the quality of their current jobs might not materialise because investors can achieve higher returns elsewhere — for instance, in the stock market.
Yet, due to jobs externalities, the social rate of return on investments in the agricultural sector can be quite high. In these cases, governments need to increase private rates of return on investments through direct or indirect subsidies.
These can take the form of matching grants for private investments, public investments in basic infrastructure and social services, support for the development of value chains or technical assistance for start-ups or small and medium-sized enterprises.
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