Why I make no apologies for embracing my femininity and strength as a CEO

Why I make no apologies for embracing my femininity and strength as a CEO According to my mother, I was destined to become a CEO.   Not just because she is a feminist and held high ambitions for her only child, who happened to be a girl. But because of the constant feedback she received from my pre-school explaining how bossy I was in organising the other kids in the playground, to which my mother retorted, “that’s not being bossy that’s leadership skills” (#sorrynotsorry #girlboss).   And she was right.   Today I am the CEO of FlexCareers, a digital marketplace that connects progressive employers with candidates looking for flexible work, essentially changing the way that careers work. So how exactly did I get to a place where I didn’t know I wanted to be? About 6 years ago I had somewhat of an epiphany that I wasn’t meant to be where I was.   So, where was I?   After finishing my university studies, I entered the professional space traversing numerous industries and loving the world of human resources, learning and organisational development.   I even did a masters to further advance my career opportunities. I loved working with and leading people, making a difference.   My roles often focused on shifting cultures to being more engaged, flexible and inclusive â€" even though at the time that exact terminology may not have been used but that was essentially the gist.   Leadership was also a big focus, not mine but creating great leaders, especially women.   However, it wasn’t enough â€" I wasn’t making enough of a difference and I started to think about other options: what if I wasn’t working in corporate land? what if I wasn’t bound to a career path of a Global role?   I didn’t know the answer, yet. It was around this time that I had been asked to interview for a senior global head of role in Australia.   This epitomised all that I had been working so hard for up until that point.   Despite getting down to the final two for the role I decided it was not what I wanted, despite where the last 15 years and 6 + years of study had got me to. I never believe anything is a wasted experience and knew it would all still be valuable but in a different way.   I just didn’t know what. I began to think, read, write and talk to people.   What really made me jump out of bed each day?   What made me tick, get excited, energise me?   Making a difference on a large scale â€" but how to translate that into a job? Although it took about a year to really put it all together, I realised that there was an equation to answer my question:   What am I good at (what are my skills, capabilities and experience)? + What am I passionate about? + What does the market need?   If I could find an intersection of all 3 then I would have my answer â€" and I did. My first foray into the entrepreneur space was when I was 13 making scrunchies (hair ties) … all handmade and the venture went well until they went out of fashion.   My next venture was pre-made bows for gifts at the age of 15.   Again, a great idea for a school-aged kid and did well in many shops in numerous suburbs until the same thing came in en-masse from a big competitor. I realised that I wanted to focus on entrepreneurship for women. Not because it was popular but because it gave a true path for women to achieve economic empowerment globally.   Social justice and gender equality are my passion and I could see in the corporate land at the time there really wasn’t enough or much flexibility afforded to women with children let alone anyone who wanted it for any reason. And this was a massive barrier for women to fully participate and advance in the workforce. Thus, Launch Pod was born.   I developed a program for both individuals and accelerator programs that would give women the knowledge and know how on how to become a successful Entrepreneur. Launch Pod was going well when I received a note from one of the co-founders of FlexCareers asking to meet for coffee to discuss the position of leading the business.   I had heard of them, but they were less than a year old at this stage with a handful of clients and a small-ish database with some revenue.  After meeting with the two co-founders, Marko Njavro and Joel McInnes, I was intrigued and could see their dream.   It aligned with mine.   Here was my opportunity to make a massive impact on changing the way careers worked not just for women but for everyone â€" and the key was the robust technology that underpinned the business. It was the missing ingredient from my business.   So, I changed gears and haven’t looked back. Admittedly at the time, I did question my ability to run a technology company.   I had worked in tech companies and understood the tech space well and I had also been a leader in many roles however the two had never crossed paths in this fashion.   I realised that I needed to make a bold decision and follow what I knew in my gut was the right move.   Today we are a multi-million-dollar company with a community of over 100,000 people and work with great clients like Lendlease, Macquarie Group, EY, Lion, Medibank, Westpac, Google … and have built up the team to 15 people with a massive 2019 (and beyond) planned and ready to take off. Being an entrepreneur is hard work â€" make no mistake. There are long days, hard discussions, lots of rejection, countless pitches to investors, lots of travel (which sounds glamorous but it’s really not).   I work every day. We are growing exponentially month on month, running hard and scaling fast. But I love what I do. I jump out of bed every day excited to see what the day brings, what new challenges will be presented, problems to solve and wins to be made. I love working with my team, each of whom brings such a depth of knowledge and experience that contribute directly to the success of the business.   They are just great people and we have great fun even though we work hard. I also have great flexibility to be present to my 2 wonderful children and be the best mother I can be to them whilst still running FlexCareers.   And although I don’t see my friends and family as much as I would like to, it’s quality time when I do. Being a female CEO of a technology company is a rarity â€" most of my kind are male and wearing hoodies (in the start-up/ scale-up space and although I am not one for stereotypes, this is quite a pervasive one).   I embrace this rarity and make it a positive thing.   I don’t try to join the boys club (which used to be something I thought I needed to do in my younger years) but now I embrace my femininity and strength, leading with both my head and heart, wear super high heels (even though I am already 6ft1ich) and don’t own a hoodie….I don’t wear-t-shirts to work but encourage each of my team to dress for their day and embrace their individuality. Being an entrepreneur isn’t for everyone, it takes guts of steel to be able to manage the high level of stress and pressure knowing that you only have so much money to achieve a great deal, keep investors/ clients/ community/ co-founders/ my team happy, close deals, keep the lights on, grow the business every day and ensure its sustainability.  But I wouldn’t have it any other way. So, on this Women’s Entrepreneur’s Day, I encourage each of you to keep driving hard towards your goals and if you are thinking of becoming an entrepreneur to fight your fears and put away your doubts, boost your confidence and go for it!

Best Professional Resume Writing Services Bangalore at a Glance

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The Definition and Tracking of Workplace Attendance

The Definition and Tracking of Workplace Attendance The Definition and Tracking of Workplace Attendance Following your workers participation is imperative to your companys primary concern. Participation is characterized, basically, as appearing for work, however how might you track each worker participation? While it might appear to be an overwhelming errand, its very straightforward on the off chance that you execute an all around characterized strategy and a following framework. With respect to hourly or nonexempt representatives, a participation framework plainly characterizes when workers should appear for work. This is particularly significant for nonexempt workers who much of the time perform occupations that require someone else to be available to serve clients. It is additionally significant for representatives who are a piece of a robotized procedure that requires a laborer to be available at every workstation so as to deliver a specific item or a help. As a rule, participation strategies exist in view of these sorts of laborers. They don't exist for excluded representatives. Participation is likewise used to characterize the quantity of people present on a specific day and most much of the time alludes to workers who are paid hourly. Present at Work and the HR Department Participation is likewise alluded to as present at work or presenteeism. For instance, a HR office may make notes in a representatives staff record or in a companys appraisal of its work environment difficulties or objectives. Instances of presenteeism notes kept by HR include: Ransack had an awesome work participation record; he once in a while missed a day of work.Mary has a test with participation and shows up later than expected to work at any rate two days a week.The participation on first move arrived at the midpoint of just 75 percent on Mondays since representatives were recuperating from their end of the week fun. Obtaining qualified representatives who need to work a second move with great participation is testing. Representatives want to work days instead of filling in for late shifts or, they want to work the 12 PM move with the goal that they have their days free. Second moves cut into representatives available time in the two days and evenings. What is an Attendance Policy? Basically, a participation strategy gives the rules and desires to representative participation at fill in as characterized, composed, dispersed, and executed by an association. Participation strategies exist most as often as possible for hourly or nonexempt representatives for whom an association should by and large track hours and pay for additional time surpassing 40 hours every week. Time-at-work record keeping is required by the Fair Labor Standards Act (FLSA) which oversees the installment of extra time. Furthermore, workers for whom participation is followed frequently perform occupations that rely upon different representatives being in participation. Such occupations incorporate creation line work in an assembling office. A participation strategy is some of the time utilized conversely with a non-attendance strategy. In any case, a participation strategy is substantially more barely characterized and constrained to participation, rather than non-appearance approaches which address non-attendance the executives issues. A Sample No-Fault Attendance System A No-Fault Point System is one case of a powerful participation strategy. The objective of this framework is to compensate acceptable participation and take out the work of individuals with poor participation records. Since it utilizes a point system and doesn't pardon absences it keeps directors and administrators separate from the job of judge and jury. It is a target framework that places responsibility and duty regarding participation on the shoulder of the representative which is the place it should be. In a no-deficiency participation framework, nonappearances might be recorded utilizing this framework: Every nonappearance 1 point (no multi-day occurrences)Each late-in (late) or right on time out 1/2 pointEach flake-out for work 2 pointsEach come back with no earlier call 1 pointEach nonattendance free quarter wipes out all focuses and rewards the worker with a day away from work with pay.Each representative beginnings new, without any focuses, every year. Dynamic disciplinary activity goes with a no-issue participation system. If a worker acquires a specific measure of focuses, they get an admonition that logically intensifies. A framework, for example, this permits both the business and representative to know precisely what the outcomes will be for poor participation. 7 focuses verbal warning8 focuses composed warning9 focuses multi day suspension10 focuses end Its essential to get your representatives on target with a detailed participation policy that incorporates prizes and punishments for hourly worker participation.

Ghosting The dating phenomenon hitting the job search world - Copeland Coaching

Ghosting The dating phenomenon hitting the job search world The number of companies reporting job search candidates ghosting them is on the rise. Ghosting is a term typically used in dating. It happens when you’ve been dating and one of the people stops responding to all communication with no reasons as to why. They may suddenly stop returning calls, texts, or emails. It’s as if they disappear. In the past, companies did this to candidates without thinking about it. The job seeker would put in many hours for interviews and preparation. Then, the company would decide it wasn’t a good fit and would drop the candidate. What goes around comes around it seems. Now that the job market is improving, candidates are dishing this same approach back at employers. Companies are reporting that job seekers are bailing on scheduled interviews. And, after accepting job offers, they aren’t showing up to their first day. Some companies are reporting that existing employees are quitting with no notice. They just don’t come back. One NBC report estimated that 20 to 50 percent of job applicants and workers are ghosting their employers. So, what’s a company to do about this? The job market is tight, and companies still need to hire. First and foremost, treat those you’re interviewing the way you’d want to be treated: with respect. Proactive job searching is hard. It’s an emotionally painful process. If you’ve ever been without a job, you know how it feels. Be transparent. If you already have someone in mind to hire, don’t lead a candidate on needlessly. If you are putting the position on hold, tell them. If the candidate isn’t the right fit, let them know. And, if you aren’t sure when you plan to call them back, be honest. Last, you’re building a relationship with everyone you interview. Just because they’re not a good fit for this job doesn’t mean they won’t be a fit for a job in the future. And, they may know someone who is a fit. If you work to build a relationship with each person, even if it’s just as a LinkedIn connection, you’ll increase the chances of being a company that people want to work for. I speak to executives every day who are looking for a new job. They’re shocked at how long it can take. They can’t believe how hard the rejection can be. And, they are often completely unprepared for how out of control they feel through the process. It can be like driving a car that has no brakes. If you’re a company that’s experiencing candidate ghosting, it’s time to look in the mirror. Are you the kind of place employees want to work? How do you treat the candidates you interview? The cutthroat approach to business worked, when the market was tough for job seekers. But, now that job seekers are back in the driver’s seat, a new game plan is required to win the best talent. I hope these tips have helped you. Visit CopelandCoaching.com to find more tips to improve your job search. If I can be of assistance to you, don’t hesitate to reach out to me here. Visit CopelandCoaching.com to find more tips to improve your job search. If I can be of assistance to you, dont hesitate to reach out to me here. Also, be sure to subscribe to my Copeland Coaching Podcast on Apple Podcasts or Stitcher where I discuss career advice every Tuesday! If youve already heard the podcast and enjoy it, please consider leaving a review in iTunes or Stitcher. Happy hunting! Angela Copeland @CopelandCoach