New Start

 It's been a while since I last wrote anything, many years ago. I must start posting.  At least one post a week. Many things have changed over the years. The changes to the political sphere, technological advances, and economic challenges are due to various factors. The last impact was, in itself, forced us to think outside the box, and social media picked up on it. 

New Start

What lessons have we learnt from this global pandemic?

Covid 19 pandemic has taught us many lessons. The lessons may vary depending on the size, economic conditions, and technological advancement of a country. Countries like Maldives was one of the hardest hit nations in terms of economic loss (GDP -26.8%) while US suffered in aspect of pandemic response measures and mortality, whereas Italy and Spain loss many lives compared with other European countries. The question is, why was first world countries’ pandemic response measures comparatively weak to that of the developing countries like Thailand, Sri Lanka, Taiwan, Belarus and Panama etc? What did they do differently? The evidence suggests countries that took swift strict measures controlled the community spread better than others. For example Thailand and Taiwan learned from China and Singapore, and closed its boarders’ way ahead of many countries. Some of the actions include increasing country wide curfew, banning Inter-city travels, random testing, and choosing reliable testing kits on state budget.

What China taught us was locking Covid 19 epicenter with strict control measures stopped virus reaching to other cities in China. The pandemic also taught the importance of holistic approach to solve societal issues. For example Singapore was one of the few countries that took early measures to control Covid19 impact, and they did it very successfully. Unfortunately, the second wave got badly hit among social subgroup - Expatriate labour community. Their living condition makes more challenging for Singapore  to control  community spread among the labour force community, which results more economic burden to the country. Similarly, in Maldives among infected people 54% are migrant workers, it makes harder for authorities to deal with it.

 When Chinese authorities were busy with controlling and studying about the new virus, geo-politics triggered to evade the seriousness of unknown virus. As a result US and many other first world countries took it lightly resulting increase mortality. History taught us, that during 1918 Spanish flu in US, people went on streets and protested to show their anger on measures that central government took to deal with it. However, this time we saw mass gathering to call ending the lockdown and open the economy. What followed George Floyd death due to police brutality gave us a clear message that ‘what is closed to our heart matters more than unknown danger ahead of us’. Millions across the world took the streets without considering physical distancing; however, they were all aware that staying closer to a person who is infected less than 1-meter distance for more than 15 minutes will increase the risk of transmission from the infected person.

Another paradox we found was countries with advance health care system faced many challenges to manage Covid 19 infections, while the countries with adequate level of healthcare system performed better in controlling the virus in communities. It was noticed that, countries with mid to low health care system went rigorous preparation process to reduce the possible community spread going out of control way ahead. The key important lesson we learnt was regardless of how advanced the system is, if we were not prepared enough, we may end up in bad situation. When Professor Ugail initially wrote about his projection of possible community spread and mortality, we saw public uproar forcing him to release public apology. Similarly, when former president told about the possible community spread and widespread infections, he was criticized heavily. However, two months later, when Dr. Sheena Moosa presented her findings we did not hear such criticism, rather we accepted her study and we became more serious on community spread. The questions, what makes us invalidate Professor Ugail’s predictions, and what makes us to get buying of Dr. Sheena’s study?

What emerged in Covid 19 pandemic was the level of technology adaptation. Many studies indicate that Maldivian embrace to technology faster than any other south Asian countries, mainly due to the young population, high literacy rate, and access to technology. However, what we knew in reality was the level of technology usage in public services were very less. (23% less than India, 14% less than Sri Lanka and 8% than Bhutan). For example, if one requires to do a due diligence of an individual, one is required to visit various institutions physically and handover the original form for stamping and signature. This is something very common that most people go through to get public service job. Although the government uses GEM – internal document sharing platform among government institutions, public doesn’t see the difference in services. Covid 19 pandemic has forced to close offices as a measure to reduce further community spread. Nevertheless, most of the essential services were facilitated with minimum workers physical presence. Almost entire education system was on halt, business support services and day-today other services provided by the government were disrupted tremendously. What we experienced later was gradual adaptation of technology to provide various services. Geographical formation of Maldives makes challenging, and expensive to organize meetings.

Covid19 does not bring any new technology neither the existing technologies got cheap. Rather, it changes our mindset. We started breaking the barriers we have created on our own through various bureaucratic procedures. Gradual use of technology platforms gave us confidence to hold meetings, give various approvals, make applications, hold online teaching sessions, hold judicial hearings and, parliament sessions etc. It makes us to re-think the dark ages we lived on our own in 21st Century, simply not to use available technologies to do things for our betterment.

Now we are not afraid to take medications that doctors give through telemedicine services. We accepted the fact that home schooling is something we could practice. Lack of teachers to teach schools with less students due to high cost can be replaced with online teaching technics. Parents, students and teachers started believing that inclusive education is possible through online platforms regardless of geographical limitations that we have. Parliamentarians can attend the sitting online while staying in their constituents.

The pandemic ultimately gave us rare opportunity to go through various experiences to gage our efficiency, and level of confidence of various industries. We learned relying on sensitive industries will always have risk of disruption beyond our control. For example, there was no time Maldives has halted Tourism for such a long period time. According to World Travel and Tourism Council report It is estimated that tourism contribution to GDP will shrink to -78.6%. Rapid Livelihood Assessment - Impact of COVID-19 Crisis in the Maldives released by UNDP suggests that young people (53%) in tourism sector face economic loss either due to job loss, pay reduction and putting them on no pay. As a nation we found the importance of having high usable reserve. The countries with high usable reserve tend to release economic stimulus packages faster than those that depend on other financial intuitions.
The leader’s role in disseminating information to public was one area we noticed during this time. Some leaders were found dormant while others where heavily engaged to give comfort and confidence to public. In this regard New Zealand leader Jacinda Ardern was highlighted among the world leaders. Moreover the countries with Female leadership standout to that of counterpart.

What lessons have we learnt from this global pandemic?

COVID19: Expert view point

I know I have been talking a lot about COVID19, and focus is diverted very much. I think it is very important for us to know what is going on about this outbreak. Few days back WHO as announced that this outbreak from epidemic to pandemic. At the very beginning of Corona Virus crisis WHO manage to send an expert to Wuhan City, China. I thought it educating our self from first-hand experience experts are very important to get correct and accurate information. Here is what Dr. Bruce Aylward, the Canadian head of the World Health Organization's COVID-19 mission in China, has just returned from Wuhan.

COVID19: Expert view point

COVID 19 and Economy

OVID 19 is spreading like a wild fire. Now all most all the nations got effected due Wuhan Corona Virus which started in 2019. Airline industries is the worst hit industry due to strict entry regulations imposed by many countries. Some countries imposed travel ban to their citizens while other countries banning nations from affected countries. 

The impact of the coronavirus could result in passenger airlines losing up to $113bn (£87bn) in revenues this year, the International Air Transport Association (Iata) has said, adding that the collapse of Flybe is proof that “urgent action” is needed to protect the industry.

The updated forecast is almost four times the estimate from only 13 days ago, reflecting the spread of the coronavirus outbreak to Europe.

Airline share prices have fallen on average by nearly 25% since the outbreak began, a drop six times greater than at the same point in the Sars outbreak of 2003. IATA said with limited further spread of the virus, in markets with more than 100 currently confirmed Covid-19 cases, there could be a recovery that would lead to global losses being limited to $63bn this year, predominantly in the Asia-Pacific region.

However, should similar patterns emerge in countries that currently only have 10 or more cases, Iata said the crash in revenues would reach the levels of the financial crisis, with Europe and the US being hit by huge losses as sales fall by 19%. Airlines have grounded large parts of their fleet, cut routes and implemented emergency measures to cut costs. The collapse of Flybe, Europe’s largest regional carrier, came amid a drop in demand even on an airline far from the outbreaks.

Alexandre de Juniac, Iata’s director general, said: “The turn of events as a result of Covid-19 is almost without precedent. In little over two months, the industry’s prospects in much of the world have taken a dramatic turn for the worse.

“Many airlines are cutting capacity and taking emergency measures to reduce costs. Governments must take note. Airlines are doing their best to stay afloat as they perform the vital task of linking the world’s economies. As governments look to stimulus measures, the airline industry will need consideration for relief on taxes, charges and slot allocation. These are extraordinary times.”

COVID 19 and Economy

What is Coronavirus and how it spread!

Coronaviruses (CoV) are a large family of viruses that cause illness ranging from the common cold to more severe diseases such as Middle East Respiratory Syndrome (MERS-CoV) and Severe Acute Respiratory Syndrome (SARS-CoV). A novel coronavirus (nCoV) is a new strain that has not been previously identified in humans.  

Coronaviruses are zoonotic, meaning they are transmitted between animals and people. Detailed investigations found that SARS-CoV was transmitted from civet cats to humans and MERS-CoV from dromedary camels to humans. Several known coronaviruses are circulating in animals that have not yet infected humans. 

Common signs of infection include respiratory symptoms, fever, cough, shortness of breath and breathing difficulties. In more severe cases, infection can cause pneumonia, severe acute respiratory syndrome, kidney failure and even death. 

Standard recommendations to prevent infection spread include regular hand washing, covering mouth and nose when coughing and sneezing, thoroughly cooking meat and eggs. Avoid close contact with anyone showing symptoms of respiratory illness such as coughing and sneezing.

Source: WHO

What is Coronavirus and how it spread!

Why People Fail To Succeed In Their Jobs

We know that the most effective leaders and employees demonstrate superior skills in communication, conflict resolution, critical thinking, ethics and emotional intelligence. Soft skills trump hard ones, but we don’t hire for them. Instead, we still prioritize candidate rankings by experience, education and school brands.

Education and experience matter, and depending on the job, hard skills such as budgeting, writing, software design, typing, engineering, etc. really matter. Hard skills are important considerations when making hiring and promotion decisions. I consider these factors when making hiring decisions, and depending on the position, the minimum education and experience requirements may be rather non-negotiable. However, the bitter truth is that soft skills provide a better metric than education and experience ever will for assessing performance and predicting success. Highly educated and very experienced employees get fired every day because they fail to demonstrate critical soft skills.

We hire for success but fire for failure. We promote people with the best education and experience and then complain that they can’t lead their teams, build coalitions or resolve conflict. We think of people as great leaders and then get disappointed when they don’t know how to manage. Disastrous hiring and performance management methodologies are causing organizations, leaders and employees to fail.

Both sides are unhappy. Employees aren’t being set up for success, and supervisors report being drastically dissatisfied with employee performance. The Eagle Hill National Attrition Survey found that “employers end up with average or low performers 75% of the time.” This is a huge problem. We – employers, hiring managers and supervisors – get too excited about what people promise and too disappointed when they don’t deliver.

We hire for experience, but we don’t fire for it. We hire for a degree, but we don’t fire for it. We hire for a particular certification, but we don’t fire for it (except in instances where the person has lied about it). And we don’t mitigate poor performance as a result of these credentials. Most, if not all, factors that contribute to poor performance and/or employee terminations correspond to deficiencies in soft skills and human behavior. 

Why People Fail To Succeed In Their Jobs

Answering the Most Common Interview Questions

Wouldn’t it be great if you knew exactly what questions a hiring manager would be asking you in your next job interview?

We can’t read minds, unfortunately, but we’ll give you the next best thing: a list of more than 40 of the most commonly asked interview questions, along with advice for answering them all.

While we don’t recommend having a canned response for every interview question (in fact, please don’t), we do recommend spending some time getting comfortable with what you might be asked, what hiring managers are really looking for in your responses, and what it takes to show that you’re the right person for the job.

Classic Questions

These frequently asked questions touch on the essentials hiring managers want to know about every candidate: who you are, why you’re a fit for the job, and what you’re good at. You may not be asked exactly these questions in exactly these words, but if you have answers in mind for them, you’ll be prepared for just about anything the interviewer throws your way.

1. Tell Me About Yourself.

This question seems simple, so many people fail to prepare for it, but it’s crucial. Here's the deal: Don’t give your complete employment (or personal) history. Instead give a pitch—one that’s concise and compelling and that shows exactly why you’re the right fit for the job. Muse writer and MIT career counselor Lily Zhang recommends using a present, past, future formula. Talk a little bit about your current role (including the scope and perhaps one big accomplishment), then give some background as to how you got there and experience you have that’s relevant. Finally, segue into why you want—and would be perfect for—this role.

2. How Did You Hear About This Position?

Another seemingly innocuous interview question, this is actually a perfect opportunity to stand out and show your passion for and connection to the company. For example, if you found out about the gig through a friend or professional contact, name drop that person, then share why you were so excited about it. If you discovered the company through an event or article, share that. Even if you found the listing through a random job board, share what, specifically, caught your eye about the role.

3. Why Do You Want to Work at This Company?

Beware of generic answers! If what you say can apply to a whole slew of other companies, or if your response makes you sound like every other candidate, you’re missing an opportunity to stand out. Zhang recommends one of four strategies: Do your research and point to something that makes the company unique that really appeals to you; talk about how you’ve watched the company grow and change since you first heard of it; focus on the organization’s opportunities for future growth and how you can contribute to it; or share what’s gotten you excited from your interactions with employees so far. Whichever route you choose, make sure to be specific. And if you can’t figure out why you’d want to work at the company you’re interviewing with by the time you’re well into the hiring process? It might be a red flag telling you that this position is not the right fit.

4. Why Do You Want This Job?

Again, companies want to hire people who are passionate about the job, so you should have a great answer about why you want the position. (And if you don’t? You probably should apply elsewhere.) First, identify a couple of key factors that make the role a great fit for you (e.g., “I love customer support because I love the constant human interaction and the satisfaction that comes from helping someone solve a problem”), then share why you love the company (e.g., “I’ve always been passionate about education, and I think you’re doing great things, so I want to be a part of it”).

5. Why Should We Hire You?

This interview question seems forward (not to mention intimidating!), but if you’re asked it, you’re in luck: There’s no better setup for you to sell yourself and your skills to the hiring manager. Your job here is to craft an answer that covers three things: that you can not only do the work, but also deliver great results; that you’ll really fit in with the team and culture; and that you’d be a better hire than any of the other candidates.

6. What Are Your Greatest Strengths?

Here’s an opening to talk about something that makes you great—and a great fit for this role. When you’re answering this question, think quality, not quantity. In other words, don’t rattle off a list of adjectives. Instead, pick one or a few (depending on the question) specific qualities that are relevant to this position and illustrate them with examples. Stories are always more memorable than generalizations. And if there’s something you were hoping to mention because it makes you a great candidate, but you haven’t had a chance yet, this would be the perfect time.

7. What Do You Consider to Be Your Weaknesses?

What your interviewer is really trying to do with this question—beyond identifying any major red flags—is to gauge your self-awareness and honesty. So, “I can’t meet a deadline to save my life” is not an option—but neither is “Nothing! I’m perfect!” Strike a balance by thinking of something that you struggle with but that you’re working to improve. For example, maybe you’ve never been strong at public speaking, but you’ve recently volunteered to run meetings to help you get more comfortable when addressing a crowd.

Answering the Most Common Interview Questions

Ibrahim Mohamed Solih claims victory

Today people of Maldives has chosen Ibrahim Mohamed Solih (IMS) to be their president for next five year. He is the first island president in recent history, and this is 2^nd president who belongs to Maldives Democratic Party (MDP). He competed as United Opposition (UO) Candidate, which means he should form Coalition government.

He and Faisal Naseem(VP) is having very promising pledges. Some of the remarkable items in UO are Judicial Reform, electing and running independent institution in its full meaning, giving breakfast for all school kids, providing free first degree, setting a minimum wage, introducing 6 months maternity leave, and one month paternity leave.

Yes, these changes sound promising but I still believe there are many other areas to be adjusted or look into before introducing HR related changes. I firmly belive employment act needs to be revised to cater these changes. Wide range of consultation with all the industries and stake holders must happen. Employment shock relating these changes needs to be studied very well. I hope the new government will form Ministry of Human Resource with full mandate. Based on the past experience, I firmly believe leading party needs to get enough parliament seats to make their campaign pledges to a reality. If not, 2012 may be the result.

Ibrahim Mohamed Solih claims victory

Formation of HR Association in Maldives

After very 8 months of challenging battle ground, finally today we were able to register first ever professional HR Association in Maldives. Yes, i am one of the founders, Ahmed Ibrahim from Bank of Maldives, Hussain Afeef from Lux are the other two founders. We discussed the ideas with many other HR Practitioners and academia whom we know, they all agreed to give their full support to us.

I have been having this idea for long period of time but it was just an idea, it had never become a reality. This time Ahmed was the one who came to me with HR Association idea. We were not friends before, but i heard about him when he was working in resort. This time he approached me through a common friend. When he asked about the key people we could be approaching, we discussed about many names such as Ali Saleem, Mohamed Alim, Mohamed Mauroof, Ahmed Farish, Ibrahim Moosa, Aminath Sharly, Mohamed Athif, Ali Najeeb, Ahmed Faiz, Mohamed Gasim, Ismail Shiyar, Hassan Shamaam and of cause Hussain Afeef. Ahmed was already discussed the idea with Afeef and he agreed to sign the paper for registration. Within a week we have submitted the form to Ministry of Home Affairs, and it kept on hold as usual. 

We also discussed keeping the NGO inclusive to all the industries across the Maldives. Since I worked in Tourism all my life, i did not know many HR people working in other industries hut Ahmed is aware of some of the other industries. We were able to get people from Banking and finance, Tourism, Health, Construction, Education, and Telecom. We also gave our priority to include Women participation in HR Association. Ahmed was the one who gave NGO name as Maldives Association of Human Resources Professionals (MAHRP). The logo was also proposed by him. We will propose logo in our general meeting as per NGO rules. Let's hope MAHRP will continue making history in Maldives. 

To me it seems gov doesn't want such NGOs to be formed due to political reasons as these days gov keep stopping many such NGOs. You can read more about the MAHRP from its website

Formation of HR Association in Maldives

ވަޒީފާ ހޯދުމުގައި ކާމިޔާބު ނުވަނީކީއްވެ؟

ވަޒީފާއެއް ނުލިބިގެން އުޅޭމީހުން މުޖުތަމަޢުގައި ވަރައްގިނައިން އުޅޭތަން އަބަދުމެ ފެނެއެވެ. މީގެ ތެރޭގައި ޢިލްމީ އަދި ތަޖުރިބާގެ ގޮތުން ފާހަގަ ކޮއްލެވޭފަދަ މީހުންވެސް ހިމެނެއެވެ. ވަކިން ހާއްސަކޮށް ސުކޫލް ނިންމާ ނިކުންނަ ޒުވާނުން ގިނަކަން ފާހަގަ ކޮއްލެވެއެވެ. އެއީ ކީއްވެ ހެއްޔެވެ. ހަޤީޤަތުގައިވެސް ވަޒީފާ ނުލިބެނީ ހެއްޔެވެ؟ ނޫނީ އެކަށީގެންވާ ވަރަށް އެކަމަށް މަސައްކަތް ނުކުރެވެނީތޯއެވެ؟ ރައްޓެހިންނަށް ދީފައި އެހެން މީހުންނަށް ދޭނެ ވަޒީފާއެއް ނޯންނަނީކަމުގެ ތުހުމަތު ގިނައެވެ. އަބަދުމެ ވަޒީފާ ދޭފަރާތް ތަކުގެ ބޮލުގައި އެތުހުމަތު އެޅުވުމަކީ ވަރައްވެސް އާންމު ކަމެކެވެ. މިކަމުގެ އަސްލަކީ ކޮބައިތޯއެވެ. މި ލިއުމުގައި ބަލާލާފައި ވާނީ ވަޒީފާއެއް ހޯދުމަށް ކޮންމެހެންވެސް ކުރުން މުހިންމު ކަންތަށްތަކުގެ މައްޗަށެވެ. އަދި ވަޒީފާ ހޯދުމުގައި ކާމިޔާބު ހޯދިދާނެ ބައެއް ގޮތްތަކަށެވެ.

ވަޒީފާހޯދުމަކީ ހަޤީޤަތުގައި އެހާ އުނދަގޫ ކަމެއްނޫނެވެ. އެއީ އެކަން ރަނގަޅައް ކުރެވޭނަމައެވެ.  ވަޒީފާއަކީ ތިމާގެ ހުނަރާއި އިލްމާއި ތަޖުރިބާ ޒިންމާދާރު ކަމާއިއެކު ފޯރުކޮށްދިނުމަށް ވަގުތު ކަނޑައެޅި ބަދަލުގައި ވަކި އުޖޫރައާއި އިނާޔަތް ލިބޭގޮތަށް އެއްބަސްވެވޭ އިމުގެ ތެރޭގައި ވަކިފަރާތަކަށް ތިމާ މަސައްކަތްކޮއްދިނުމެވެ. އެއްވެސް މީހަކީ ވަޒީފާ ދޭންޖެހޭ މީހެއްނޫނެވެ. އަދި ވަޒީފާ ލިބެނީ ވަޒީފާ ހޯދާފަރާތުގެ ވިސްނުމުންނަމަ އެންމެ އެކަށީގެންވާ މީހާއަކަށް ނޫނެވެ. ދިރާސާތަކުން ދައްކާގޮތުގައި ވަޒީފާއަށް ހުޅުވާލުމުން ވަނަވަރު ފޮނުވައިގެން ވަޒީފާ ލިބެނީ އާންމުގޮތެއްގައި އެންމެ %10 މީހުންނަށެވެ. މިހެންކަމުން  އިއުލާނު ކޮއްފައިވާ ކޮންމެ ވަޒީފާއަކަށް ތިމާގެ ވަނަވަރު ފޮނުވުމުން ވަޒީފާ ލިބޭނެކަމަށް ބެލުމަކީ އެންމެ ރަނގަޅުގޮތެއްނޫނެވެ. ގިނަފަހަރަށް ބޮޑެތި ޒިންމާދާރު ވަޒީފާތަކަށް މީހުން ނަގަނީ އާންމުކޮށް އިއުލާނުކޮށް އެނގުމެއްނެތިއެވެ. މިކަމުގެ މައިގަނޑު ސަބަބަކީ ވަޒީފާދޭ ފަރާތުން އަބަދުމެ ބަލަމުން ދާނީ މިފަދަ މަޤާމުތަކަށް އިތުބާތު ކުރެވޭ މީހުން ލުމަށެވެ. ވަޒީފާ ދޭފަރާތުގެ އަގު ހިފަހައްޓާނެ މީހުންނަށެވެ. މިހެންކަމުން ދެކިފަރިތަ އިތުބާރު ކުރެވޭ ފަރާތަކުން ހުށައަޅާ ނަންތަކުގެ ތެރެއިން މީހަކު ވަޒީފާއަށް ހޮވުމަކީ އާމުކޮށް ފެންނަކަމެކެވެ. އަދި މިފަދަ ފަރާތްތަކަށް ވަޒީފާ ލިބުމުގެ ފުރުސަތު %80 އިތުރެވެ. މިހެންކަމުން މުޖުތަމައުގެ ބަހުންނަމަ މިވެނި ވަޒީފާއަކީ އިއުލާނު ކުރުމުގެ ކުރިންވެސް ވަކި މީހަކަށް ދިނުމަށް ނިންމާފައިވާ ވަޒީފާއެކޭ ބުނުމުގެ ޖާގަ ވަރައްވެސް ހަނޏެވެ.

ވަޒީފާ ހޯދަން ހަދަންވީ ކިހިނެއް؟

ވަޒީފާ ހޯދަން ތިމާ ދުއްވައިގަތުމުގެ ކުރިން ތިމާ އަކީ ވަޒީފާގެ ބާޒާރުގައި ކިހާ އަގެއް ހުރި މީހެއްތޯބެލުމަށް އަމިއްލަ ނަފުސު މިނާލުމަކީ މުހިންމު ކަމެކެވެ. ތިމާގެ ހުރި ހުނަރު ތަކަކީ ކޮބަތޯ ތިމާއަށް އެނގެން ޖެހެއެވެ. ޖިސްމާނީގޮތުން ހުރި ގޮންޖެހުން ތަކާއި ނަފްސާނީގޮތުން ތިމާ ހުރީ ކޮންހިސާބަކުތޯ ބެލެންޖެހެއެވެ. އަދި މީގެ އިތުރުން ތިމާ ގަބޫލުކުރާ މިންގަޑުތަށް ނުވަތަ "އެތިކްސް" އަކީ ކޮބައިތޯ އެނގެން ޖެހެއެވެ. މީގެ ސަބަބަކީ ވަޒީފާ ލިބުން ބިނާވެފައި އޮންނަނީ ވަޒީފާ ދޭފަރާތައް ތިމާއަކީ އަގުހުރި ހިދުމަތެއް ކޮއްދެވިދާނެ ފަރާތެއް ކަމުގެ ފުރިހަމަ ޔަޤީންކަން ތިމާއަށް ބުނެދެވޭ މިންވަރެއްގެ މައްޗަށެވެ. ތިމާ އަދާކުރާހިތްވާ ވަޒީފާތަކުގެ ލިސްޓެއް އިސްކަންދޭ ތަރުތީބުން އެކުލަވާލުން މުހިންމެވެ. އަދި އެވަޒީފާތަކުގައި އާންމުކޮށް ބަލާ ޝަރުތުތަކާއި ތިމާއާއި އަޅާ ކިޔާލާލަން ޖެހެއެވެ. ވަޒީފާގެ ޝަރުތުތަކަށް ތިމާ ހޭނެންޖެހޭ ސަބަބަކީ ބޭނުންވާ ވަޒީފާ ލިބުމަށް ހުރަހެއްވާނަމަ އެކަން ދެނެގަތުމަށެވެ. ޝަރުތު ހަމަ ނުވެގެން ވަޒީފާ ނުލިބޭ ފަދައިން "އޯވަރ ކޮލިފައިޑް" ވެގެން ވަޒީފާ ލިބުން ހުރަހަކަށް ވެއެވެ. ވަޒީފާއަށް ދާންބޭނުންވަނީ ކޮން ކުންފުންނިތަކަށްތޯ ވެސް ދެނެގަންނަން ޖެހެއެވެ. ބަރާބަރަށް މުސާރަ ދެވޭނެ ފަރާތެއްތޯއާއި، މުއައްޒިފުންގެ ކުރި އެރުމަށް މަސައްކަތް ކޮއްދޭ ފަރާތެއްތޯބަލަންޖެހެއެވެ.

ވަކި ކުންފުންޏަކަށް ވަޒީފާއަށް ދާންބޭނުންނަމަ އެކުންފުނިތަކާއި ގުޅޭ ވީހާވެސް ގިނަ މައުލޫމާތު ހޯދުމަކީ ވަރަށް މުހިންމު ކަމެކެވެ. މައިގަނޑު މަސައްކަތާއި އުފެދުނު ތާރީހާއި އޮފީސްތަކާއި ކާރުހާނާތަށް ހުންނަ ތަންތަނާއި ހޯދާފައިވާ ކާމިޔާބީތަކުގެ މައުލޫމާތެވެ. މިފަދަ މައުލޫމާތު ހޯދުމަށް ކުންފުނީގެ ވެބްސައިޓުން ނުވަތަ އެކުންފުނީގައި ވަޒީފާގައި ވަޒީފާ އަދާކުރާ މީހުންގާތު އެހިދާނެއެވެ. އަދި ވަޒީފާއެއް ހުސްނުވި ކަމުގައިވިއަސް އެކުންފުނީގައި ވަޒީފާ އަދާކުރަންބޭނުންވާކަމަށް ބުނެ އެކަމަށް ޝައުގުވެރިކަން ފާޅުކުރެވިދާނެވެ. އަދި ވަޒީފާއެއް ހުސްވުމުން އެކަމަށް އެދި ވަނަވަރު ފޮނުވާފައި ސުންގަޑި ހަމަވުމުން ޖަވާބެއް ނުލިބިއްޖެނަމަ ގުޅާލައި އޮޅުންފިލުވަންވާނެވެ. ވަނަވަރުލިއުމުގައި އެންމެ ފަހުން އަދާކުރި ވަޒީފާ އެންމެ ފުރަތަމަ ހިމަނައި ބާކީ ބައި އެބީދައަށް ލިޔަމުން ގެންދިއުމުން ވަނަވަރު ބަލާމީހުން ހޯދަން ބޭނުންވާ މައުލޫމާތު ފަސޭހައިން ލިބޭނެވެ. ކުރިންވެސް ދެންނެވިފައިވާ ފަދައިން ރެފަރަލް ނުވަތަ ކުންފުނީގައި އުޅޭ މުއައްޒަފުންގެ ފަރާތުން "ރިކޮމެންޑް" ކުރެވޭ މީހަކަށް ތިމާވޭތޯ މަސައްކަތް ކުރަންވާނެވެ.

އިންޓަވިއުގައި އަމަލު ކުރާނީ ކިހިނެއް؟

ވަޒީފާގެ އިންޓަވިއުއަށް މަދުވެގެން 5 މިނެޓްކުރިން ދިއުމާއި ރީތިކޮށް ހެދުން އަޅައިގެން ހުރުމާއި ވަނަވަރުގެ ކޮޕީ ނުވަތަ އަސްލު ހިފައިގެން ދިއުމަކީ ވަޒީފާހޯދުމަށް ޝައުޤުވެރިކަން ދައްކުވައިދޭކަމެވެ. އިންޓަވިއު ކުރާ ހޯލަށް ވަދެ އިންޓަވިއު ޕެނަލްގައި ތިބޭމީހުންނަށް ހިނިތުންވުމާއި އެކު ބަލާލަން ޖެހެއެވެ. އޭގެ ސަބަބަކީ ފުރަތަމަ ނަޒަރުންވެސް ތިމާއަކީ މީހުންނާއި ގުޅޭ މިޒާޖުގެ މީހެއްކަން އިންޓަވިއު ޕެނަލަށް އެންގުމެވެ. އަދި އިށީނުމަށް ތަނެއް ދެއްކުމުން ނޫނީ އިށީންނަން ނޫޅޭށެވެ. ފޯނުގެ ހިފައިގެން ދާނަމަ ރިންގު ނިވާލައި ނޫނީ ސައިލެންޓް މޯޑުގައި ބޭއްވުން ވަރައް މުހިންމެވެ. އިންޓަވިއުގައި ވީހާވެސް ސާދާކޮށް ކުރާސުވާލަށް ޖަވާބު ދިނުން މުހިންމެވެ. އިންޓަވިއު ޕެނަލް އިންޕްރެސް ކުރުމުގެ ނިއަތުގައި ނުގުޅޭ ވަހަކަތައް ދެއްކުމަކީ އެހާ ރަނަގަޅު ކަމެއްނޫނެވެ. ވަކިން ހާއްސަކޮށް ކުރިން ވަޒީފާއެއް އަދާ ކޮއްފައިވާނަމަ އެތަނުގެ މެނޭޖްމަންޓް ނުބައިކޮއް ވާހަކަ ދެއްކުމުން އެއްކިބާވާށެވެ. އިންޓަވިއުއަށް ހާޒިރުވުމުގެ ކުރިން ކޮއްފާނެހެން ހީވާ ސުވާލުތަކުގެ ޖަވާބު ފަރިތަ ކޮއްލަން ޖެހެއެވެ. އެއީ ޖަވާބުދޭ ރާގާއި "ބޮޑީ ލޭންގުއޭޖުން" ތިމާގެ އަމިއްލަ ނަފުސައް އޮންނަ އިތުބާރު ހާމަވެގެން ދާނެވެ. އިންޓަވިއުގައި ވާހަކަ ދައްކާއިރު ކުރިމަތީގައި ތިބޭ މީހުންގެ މޫނަށްބަލާ ވާހަކަ ދެއްކުން އެއީ ވަރަށް މުހިންމު ކަމެވެ. ވާހަކަ ދެއްކުމުގައި މެދުމިނުގެ ސްޕީޑެއް ގެންގުޅެން ޖެހެއެވެ.

އިންޓަވިއު ނިންމާލުމުގެ ކުރިން ޖަވާބު ލިބޭނެ ދުވަހަކީ ކޮބައިތޯ ސުވާލުކޮއްލަން ވާނެވެ. އިންޓަވިއުއަށް ދިއުމުގެ ކުރިން ތިމާ ބޭނުންވާ އުޖޫރައާއި އިނާއަތްތައް އަމިއްލައަށް ކަނޑައަޅަންވާނެވެ. އަދި އިންޓަވިއުގައި އުޖޫރައާއި ބެހޭގޮތުން ސުވާލު ކޮއްފިނަމަ ވަކި އަދަދެއް ބުނުމުގެ ބަދަލުގައި އުޖޫރައިގެ ރޭންޖެއް ބުނާށެވެ. އުޖޫރައިގެ ރޭންޖު ބުނުމުގައި އެންމެ ކުޑަ އަދަދު ވާންވާނީ އެވަޒީފާގައި ކުންފުނިން ކަނޑައަޅާފައިވާ އުޖޫރައަށެވެ. އިންޓަވިއު ނިމި ހޯލުން ނިކުތުމުގެ ކުރިން ޕެނަލިސްޓުނަށް ޝުކުރު ދަންނަވައި ކުންފުންޏާއި ގުޅި މަސައްކަތް ކުރުމައް އިންތިޒާރު ކުރާވާހަކަ ހާމަ ކޮއްދިނުމަކީވެސް މުހިންމު ކަމެކެވެ. އަދި ސަލާމް ކޮއްލާފައި ނުނިކުތުމަށް ސަމާލުވުން އެއީ މިގޮތުން ކުރުން ވަރަށް މުހިންމު ކަމެއްކަމުގައި ފާހަގަ ކޮއްލަމެވެ

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ވަޒީފާ ހޯދުމުގައި ކާމިޔާބު ނުވަނީކީއްވެ؟

Common Reasons Why People Fail At Interviews

There are several common reasons why people do not get the job after an interview. If you make sure you avoid these pitfalls, you will have a much better chance of landing your dream job.

Lack of experience

One of the most common reasons for an individual not getting the job is lack of experience. Many positions require someone who has some work history behind them and who has proven that they can do the job.

It is a catch 22: you can’t get a job without experience and you won’t get experience without a job. Fortunately, there are some companies who are willing to hire green candidates and train them as they go, and there are also internships available to start you off.

Not understanding the job role

Another common reason for failure is a misunderstanding of the job role. Many job seekers fail to understand what a job really entails before they apply.

If you are called for an interview and the interviewer realises that you have no idea what you are applying for, the whole process will usually be considered a waste of time.

Lack of skills

While you may get away with applying for a position that you do not have too much experience in, applying for a position without the basic skills required will get you nowhere.

Often, job seekers will apply for positions even when they simply do not have some of the important skills, hoping that other skills will make up for it or that the interviewer will simply overlook their lack of knowledge.

Unfortunately, this will never work.

Lack of knowledge of the subject

If you are a sales person applying for a position in a company that sells laboratory supplies, you should have some knowledge of the subject. Employers, particularly those in companies that have a very specific focus, need staff members who know their products well.

If you don’t have previous experience in a particular area, research it thoroughly before the interview.

No confidence

A lack of confidence can be extremely debilitating in an interview. Some job seekers find themselves so anxious and nervous that they are unable to think straight to answer questions and unable to articulate themselves properly.

Make sure to breathe properly before and during your interview to keep calm and think about taking a herbal remedy to keep your nerves at bay.

Showing up late

In any career punctuality is incredibly important. Arriving late for an interview shows a potential employer that you are irresponsible and that you can’t be trusted.

There is never an excuse for being late for an interview. Make sure to give yourself in enough time to negotiate heavy traffic and find parking.

Poor work history

If you have a poor work history, the potential employer will usually find out about it when they check your references.
It is important that you avoid misconduct and always do your very best in whatever situation you are in to ensure that your references are always good.

Disinterest

Make sure that you actually want the jobs you apply for. If you’re not sure, your interviewer will be able to tell.

An unsuitable appearance

It is very important to dress smartly and to appear groomed, clean and tidy for your job interview. This does not necessarily mean that you have change the way you look and dress or remove your piercings, but you should try to neaten up.

Common Reasons Why People Fail At Interviews