• Skip to main content
  • Skip to footer

IWSI America

Institute for Workplace Skills & Innovation America

  • RWA Report
  • Meet the Team
  • IWSI America
    • Partners
    • Where Did We Come From?
  • Services
    • Disability Workforce Inclusion Services
    • Justice Apprenticeships
    • Promoting Youth Apprenticeship
    • The Recipe
    • Big Hits
  • Blog
  • Media
    • REPORTS
      • READY, WILLING & ABLE
      • It’s Time
    • Articles
      • Disability Services
    • Video
    • Radio
      • SOUNDCLOUD
    • Webinars
  • CONNECT

Articles

‘An Untapped Talent Resource: People With Disabilities’ – Forbes

Article by Nicholas Wyman.

Connections in Kansas City serves individuals with developmental disabilities by creating inclusive opportunities through access to meaningful employment.

One of the key factors in running a successful business is attracting and retaining talent.  Whether hired from the outside or mentored from within, skilled and loyal employees are the backbone of any business.  But when businesses strategize to expand their pool of skilled workers, they might be overlooking a key demographic: people with disabilities. “Disability” can include physical impairments such as reduced mobility, hearing loss or vision loss; and intellectual impairment.

Myths about people with disabilities in the workplace

Why are people with disabilities overlooked?  Many employers fear people with disabilities present more costs than benefits and are reluctant to invest in them. Employers are also likely to believe at least some of the common myths about people with disabilities in the workplace, including: 

  • They can’t work;
  • They have a higher absentee rate;
  • They can only do basic, unskilled work;
  • They’re not as productive as their co-workers;
  • They cost more to recruit, train and employ; 
  • They reduce their co-workers’ productivity;
  • They’re not eligible for government financial incentives (such as funds to hire apprentices); and
  • They don’t fit in.

But as we’ll see, these assumptions are highly questionable, and they’re preventing valuable people from joining the active workforce.

Figuring out disabilities

Just how many people with disabilities are being sidelined because of unfounded beliefs?

According to the World Bank, 15% of the world’s population have some form of disability, one-fifth of them significant. In the US, 61 million adults have a disability – that’s more than 18% of our population. Disabilities affecting mobility, hearing, vision, and cognition are the most common.

People with disabilities are both unemployed and under-employed. According to the Bureau of Labor Statistics, not even one in five people with a disability was employed in 2019, and a third of those who were employed were in part-time work. In the same year, two-thirds of people without a disability had jobs, and just 17% of those were part-time workers.

But that was before the pandemic.  Workers with a disability were hit hard by Covid layoffs, with 1 in 5 workers with a disability losing their jobs, compared with 1 in 7 in the general population.  Advocates fear those job losses could be permanent, as many employers do not have a solid commitment to attracting and retaining people with disabilities.

The problem is not unique to the U.S.  A United Nations fact sheet notes that between 50-70 percent of people with disabilities are unemployed in industrialized countries, and 80-90 percent in developing countries.  

Even when people with disabilities are employed, they face barriers.  In my home country of Australia, a government commission is documenting the problems people with disabilities face at work, and some of the stories are harrowing.  The Royal Commission into Violence, Abuse, Neglect, and Exploitation of People with Disability is currently holding hearings and is expected to complete its findings by late 2023. But it’s already heard about the barriers to employment people with disabilities face, including:

  • Environmental – where premises are physically inaccessible, or there are inadequate communication facilities;
  • Organizational – where there’s little help or adjustment to transition to work smoothly; or 
  • Structural – e.g., income support programs that are poorly integrated with the labor market for people with a disability.

These stories and statistics reveal a global problem rooted in persistent myths about people with disabilities in the workplace.  But it turns out research doesn’t back up those myths.  In fact, research shows organizations that employ people with a disability enjoy multiple benefits, such as:

  • Improved profitability (profits and cost-effectiveness, turnover and retention, reliability and punctuality, employee loyalty, company image);
  • Competitive advantage (diversity of customers, customer loyalty and satisfaction, innovation, productivity, work ethic, and safety);
  • An inclusive work culture; and
  • Ability awareness.

Providing workplace accommodations to make sure people with disabilities are fully integrated into the workplace also reveals more benefits than costs.  In its annual survey, the U.S. Department of Labor’s Job Accommodation Network (JAN) questions employers about providing workplace accommodations. The most recent survey found that:

  • Employers are open to providing accommodation for employees to retain them on the job;
  • Most employers report zero or very low costs associated with accommodation;
  • With accommodations in place, workers with disabilities are more productive and less likely to be absent;
  • Employers save on workers’ compensation or other insurance costs;
  • Employers can more easily promote a person with a disability; and
  • Employees who’ve been accommodated have better interactions with co-workers, increased morale, and increased productivity.

It’s becoming more and more clear that attitudes toward employing people with disabilities are out of synch with reality.  In my next blog, I’ll talk about sources of support for employers who want to make their workplaces more inclusive and productive by actively seeking out and hiring people with disabilities.

Ready Willing & Able Website

View this article on Forbes:
https://www.forbes.com/sites/nicholaswyman/2021/02/25/an-untapped-talent-resource-people-with-disabilities/?sh=2edc5c292fc0

Filed Under: Articles, Disability Services

‘Equitable Apprenticeships: Pioneering a More Inclusive Future of Work’ – trainingindustry.com

By Sarah Gallo.

According to the U.S. Department of Labor (DOL)’s Discover Apprenticeship program, as of September 2020, “94% of apprentices who complete an apprenticeship program retain employment, with an average annual income of $70,000.”

However, access to apprenticeships is not equally distributed.

After analyzing data from the Office of Apprenticeship’s Registered Apprenticeship Partners Information Management Data System (RPIDS) database, the Center for American Progress found that in 2017, 92.7% of people completing registered apprenticeships were men and 7.3% were women. Further, 63.4% of individuals who completed registered apprenticeship programs were white, and 10.7% were Black or African American (20.5% did not disclose their race).

Deborah Kobes, a senior director at Jobs for the Future, Inc. (JFF) and deputy director of JFF’s Center for Apprenticeship & Work-Based Learning, says we need to not only make these programs more accessible to people from marginalized groups but embed diversity, equity and inclusion (DEI) goals within them.

This is how TEKsystems, a technology employment agency, ended up partnering with Per Scholas, a nonprofit providing free training and access to employer networks to individuals often excluded from technical careers. “We had this chance to take our purpose and match it up with [Per Scholas’] mission to help train, educate and certify individuals who might have not otherwise gotten the opportunity to,” says Faith Johnson, vice president of human resources at TEKsystems. As 87% of Per Scholas students are people of color, compared to only 37% of the overall informational technology (IT) workforce, the partnership is helping minorities find jobs and employers find diverse, skilled talent. “It’s a win-win,” Johnson says.

Let’s explore how learning and development (L&D) can create equitable apprenticeships and other on-the-job training programs for a more inclusive future of work.

Bridging the Opportunity Gap

People of color, women and people with disabilities, among others from marginalized groups, have long faced barriers to valuable career opportunities. Systemic racism, sexism, ableism, the high cost of a college education and limited access to quality training have left many of these workers behind and contributed to a significant talent gap in many in-demand industries, such as manufacturing and technology.

Equitable apprenticeships and other work-based learning programs can help companies “move toward correcting decades, if not millennia, of disinvestment in those communities and people groups,” says Michael Russell, a national organizer and workshop facilitator at Crossroads, an antiracism organizing and training company. Kobes agrees that these programs can combat many of the factors that disproportionately impact minorities.

“Apprenticeships and work-based training programs are beneficial across all demographics,” says Nick Wyman, chief executive officer of the Institute for Workplace Skills and Innovation. “They are a pathway to meaningful and rewarding work and, if you wish, a stepping stone to many different segues and careers.”

A Group Effort

As with any training initiative, embedding DEI in apprenticeships can be a challenge. After all, L&D alone can’t erase the systemic challenges minorities face.  Fortunately, there are many community organizations dedicated to advancing workplace equity and inclusion. Wyman suggests partnering with historically black colleges and universities (HBCUs) and the community more broadly to recruit apprentices and learners from underrepresented groups. Find out “who’s doing the work” that aligns with your mission, and partner with them, Russell suggests.The ROI of an inclusive, equitable and skilled workforce is priceless. 

Public-private partnerships can also help people with disabilities access quality training and jobs. For example, JFF partnered with the DOL’s Office of Disability Employment Policy (ODEP), Social Policy Research Associates and Ethos Strategic Consulting in 2019 to form the Apprenticeship Inclusion Models (AIM) initiative. AIM is designed to “expand pathways” for youth and adults with disabilities into well-paying careers by testing innovative recruitment and retention strategies with employers, unions and apprenticeship programs, according to the press release.

Combating systemic challenges and improving workplace equity is a group effort, and public-private partnerships can take the lead.

An Ongoing Commitment

Tackling discrimination and improving DEI is not a one-and-done process, Wyman says. DEI should remain a “conscious part of an organization’s continuous learning.” After partnering with community organizations and/or HBCUs to recruit diverse learners, Russell encourages companies to “keep the partnerships going.” Driving workplace equity through L&D takes a “real commitment,” he says. There has to be an “intentional investment” in DEI-driven learning programs that is “sustainable and sustained over time.”

Mentorship is one way to provide continued support for apprentices, Kobes says. For people who are “vastly underrepresented” within their organization or industry, “it’s hard to really see that you can succeed, because you don’t have examples of success around you.” Mentorship offers apprentices an advocate whom they can trust along their career journey.

Benefits for All

Pioneering a more equitable future of work is the right thing to do. But it also has numerous business benefits. For one, millennial and Generation Z professionals are increasingly turned off by employers without a diverse workforce and a clear commitment to DEI. Offering equitable apprenticeship and other work-based learning programs will help companies attract a diverse workforce and showcase their commitment to DEI.

Minorities also bring greater diversity of thought to companies, which is a key competitive advantage. Ogilvy, an advertising, marketing and public relations agency, realized this benefit firsthand. Its apprenticeship program, “The Pipe,” has helped it build a diverse team that reflects its audience, clients and customers.

“A truly diverse workforce can only benefit the business with better ideas, increased creativity and unique skills,” says Lauren Mollyneaux-Brow, an L&D partner with Ogilvy. Ogilvy launched the program in 2018 and relaunched it in 2020, bringing in 27 apprentices, 10 of whom they hired permanently after the apprenticeship was over. These employees brought in “much-needed future skills” and helped diversify Ogilvy’s workforce, Mollyneaux-Brown says.

As a learning leader, you know that proving the business impact of any training program is essential for sustaining it and gaining buy-in for future ones. Wyman encourages training professionals to “invest time and brain power” in developing meaningful metrics to prove the return on investment (ROI) of equitable apprenticeships. Savvy companies, he says, will look at measurables like the representation of women and people of color compared to the industry average, turnover and promotions across demographics, and employee engagement to assess the program’s impact. Align your DEI goals to business goals, he says, and keep stakeholders up to date on their progress.

In the end, “melding diversity and inclusion priorities in your business strategy sounds like a lot of work, and it definitely is,” Wyman says. But the ROI of an inclusive, equitable and skilled workforce is priceless.Apprenticeships and work-based training programs are beneficial across all demographics.

Filed Under: Articles

‘DOL commits $40M to improve apprenticeship diversity’ – HRDIVE

By Kathryn Moody.

Dive Brief:

  • The U.S. Department of Labor made $87.5 million in grants available to expand registered apprenticeships — and $40 million of it is set aside for states that “implement required diversity, equity and inclusion efforts and demonstrate their commitment to adopt, expand and promote these efforts,” according to a March 18 announcement.
  • The goal, according to DOL, is to support states in building apprenticeship programs that are modern, diverse and aligned with current workforce needs. The announcement specifically noted increasing the number of “underrepresented populations” taking part in registered apprenticeship programs.
  • The grants build on a Biden executive order that, in part, ended the Trump-era Industry-Recognized Apprenticeship Program, which had industry groups oversee registered apprenticeships.
Photo: Rosendin Electric / HRDIVE

Dive Insight:

DOL’s announcement expands on the Biden administration’s messaging in its executive order on apprenticeships — particularly regarding their diversity. President Joe Biden, in his original executive order, endorsed Congressman Bobby Scott’s, D-Va., bipartisan National Apprenticeship Act of 2021, which also focuses on bringing more diversity into apprenticeship enrollment.

The coronavirus pandemic has pressured in-person programs — including apprenticeships — to adapt to the loss of person-to-person engagement. While some aspects of the apprenticeship have been able to move online, not all of it can, experts previously told HR Dive.

“As far as sweeping generalizations that online learning is the new normal, I don’t necessarily agree with that,” Nick Wyman, president and CEO of the Institute for Workplace Skills & Innovation America, said. “It is about learning by doing, and unless you have the doing part, it’s just learning.”

Prior to the pandemic, some employers were already adjusting apprenticeship programs to adapt to a new market. Iowa, for example, has apprenticeships with CVS Health and other “non-traditional” partners, such as employers in IT and financial services, thanks to the Iowa Apprenticeship Act. Private companies have gotten into apprenticeship programming, as well; Amazon announced at the end of January that it will run the Mechatronics and Robotics Apprenticeship Program as a registered apprenticeship through DOL.

You can also view this article and more on HRDIVE:

https://www.hrdive.com/news/dol-commits-40m-to-improve-apprenticeship-diversity/597189/

Filed Under: Articles

‘How to Land Your Dream Job in 2021’ – Grit Daily

Conventional wisdom is that the sure-fire way to land your dream job is by earning a four-year college degree. But the reality is that many of the rewarding and well-paying jobs today do not require a university degree at all.

I’m talking about jobs in technology, healthcare, communications, infrastructure, pharma, customer service, even fintech and government services. Many of these demand skills that can be acquired in far less time and for far less money than a college degree. Apprenticeships, certification programs, and online learning platforms allow you to learn new skills affordably, or in many cases completely free. You can focus on skills that are tailored to your specific career goals, whether you’re looking for your very first job or embarking on a career change at any stage in life.

Here is how can you land your dream job in 2021, with or without a college degree.

Do Your Research, Tap Your Networks

Research different occupations and the pathways to get there. If you’re unsure which career you want to get into, explore jobs in one of these six industries that humans will always need: education, health, shelter, energy, entertainment, and food. Look at industries that serve these, such as the way that transport serves the food industry, and how telecommunications serves entertainment.

Take stock of what skills you have and determine what new skills you need to pursue your chosen path. Consider modern apprenticeships. They’re a great way to combine work and study, and can present opportunities for further applicable education.

Keep close to your existing networks and develop new ones. Let people know you’re looking for work or considering a career change. Communication is key. Make and refresh connections with people and companies you’re interested in.

Craft a Plan, Stay Nimble

Be aware that the business model of your chosen industry is likely to change over the next 12 months. Find out what skills and capabilities will be required during this transition and how you can adapt accordingly.

Digital skills will be crucial: Covid-19 has expedited the move towards technology- enabled, remote delivery of services. To keep up, workers need to upgrade digital literacy skills and master the digital platforms used by their company.

Find out what skills you will need to acquire or upgrade for your chosen path — and make a plan to do it. Sites like Udemy, Khan Academy, Udacity, Coursera, and EdX (to name a few) offer a dizzying array of free and low-cost courses you can do from home, some of which come with certifications.

Always be nimble. Flexibility and adaptability have never been more important, no matter the job or industry. Periodically reassess your plan, take on feedback, and keep a watching brief on your chosen industry or career. Adjust your strategy with the times.

Make It Easy for Them to Hire You

Help time-pressured managers to make an instinctive hiring decision by reading the criteria thoroughly and responding directly to the employer’s needs in your application or cover letter. Create a skill-based resume and customize it for the job you are seeking.

Be persistent. Many companies are overwhelmed. Don’t just wait by the phone for them to call you back. Instead do a quick call within the week to make sure your application was received.

Prepare for online interviews and meetings by practicing in advance. Make sure you have proper lighting and a neutral background with no interruptions. Do practice interviews with a friend to get comfortable conveying eye contact and presenting yourself well through the medium of your camera lens.

Some tips on keeping the job once you get it:

  • Choose a better response when things get tough. When receiving difficult feedback or struggling with a new challenge, find opportunities to improve and seek out help where you can rather than going on the defensive.
  • Note the highlights in each day and week for you. Keeping focused on the positive will help you stay motivated to respond better in more challenging moments.
  • Try to achieve more each day than you did the day before. Instead of resting on your laurels or doing the minimum required, look for opportunities to be a bit more productive or bring something new to the table every day. Continue pushing your growth edges.
  • Know your limitations and boundaries. Be realistic in your expectations of yourself rather than struggling to over-achieve.
  • Remember the value of your soft skills. Your value at work is not limited to your technical, job-specific skills. Far more than that, your employer and colleagues will appreciate your self-presentation, punctuality, enthusiasm, strong work ethic, co-operation, humility, and resourcefulness.
  • Find humor in your work.
  • Be willing to help others and be accountable. Being a strong team member and good collaborator is valued in every organization.

Filed Under: Articles

Hrtechcube Interview with CEO, Institute for Workplace Skills & Innovation – Nicholas Wyman

Nicholas Wyman, CEO, Institute for Workplace Skills & Innovation discusses a series of talent management aspects such as skills, apprenticeship programs, & the COVID-19 impact

View this and similar posts on hrtechcube.com

1. Tell us about your role in the HRtech industry? 
As the CEO of Institute for Workplace Skills & Innovation, my role is to reimagine the workplace and ensure that businesses and entire industries can meet the demands for skilled labor. We do this by designing programs customized for our partners specific skill requirements and offering a combination of centralized recruiting, on-the-job-training, job readiness, blended learning, “new apprenticeships”, mentoring (including knowledge transfer and leadership development), and working across sectors.

2. Can you tell us about your journey into this market? 
Growing up in Australia, I became discouraged by school in the traditional academic sense and was not a strong student, but I really became interested in hands-on work. I ended up channeling my passion for cooking at my grandmother’s side into an apprentice chef role. I ended up winning an award — national apprentice of the year — then captained a gold-medal winning culinary youth team in Germany. That led me to a role as a fish chef at a Michelin-starred Hotel in London. Later, supervising apprentices let me to a management role in corporate human resources. By age 40, I was ready for university and got a master’s in business administration and studied further at Harvard and the Kennedy School of Government. I created two non-profit organizations in Australia specifically to help skill up young people and help match employers with apprentices and trainees my company would then manage for them. I also set up an international consultancy, IWSI America, to help companies and governments expand skills based careers. And those moves really drove me to share my insights in my 2015 book, Job U: How to find wealth and success by developing the skills companies actually need. I had made the pivot to encourage and support others to consider career and technical education such as apprenticeships and traineeships, rather than regarding it as a second-best career option. Modern apprenticeships programs offer an abundance of benefits to both employers and employees.

3. How do you think technology is changing the HR Sector? 
In the age of COVID-19, it can be argued that technology in the HR Sector is more important than ever before.

One of the most crucial technology components of HR Tech currently is online communication. There are new technology platforms that model the best things about an interactive, in-office setting, yet are applied virtually.

For instance, employees need support, new staff need mentoring, and a way to feel part of a team. You can do that with scheduled check-ins on Zoom, and regular, informal communication on Slack. New HR technology has also paced the way for better company videos and online handbooks.

4. What according to you are the skills that companies are actually looking for at present? 
Above all, a mastery of digital skills. Covid-19 has expedited the move towards technology-enabled, remote delivery of services. To keep up, prospective candidates should be upgrading digital literacy skills and mastering digital platforms as much as possible.

Digital skills are in demand. Image: Tran Mau Tri Tam, Unsplash.

From there, other skills are often industry specific. For instance, college graduates and folks looking to change careers should be aware of the industries and fields likely to expand and flourish in the COVID-19 job market, as well as the fields that may be less equipped to take on new hires. For instance, one reality the pandemic has brought to the forefront is the need for more investment and training in disease prevention, so there will likely be a growing demand for workers in the public health field, as well as human services and social infrastructure. In addition, COVID-19 will create more opportunities for businesses providing technology and data-driven products and services in areas like supply chain logistics, cloud IT and automation, as businesses seek to develop operating processes and systems which can withstand future crises.

5. How do modern apprenticeship programs contribute to the future of work? 
The COVID‑19 crisis has created unprecedented economic upheaval. Millions of Americans are now unemployed or leaving the workforce, entire sectors of the economy have been shuttered and our leaders are warning us to prepare for an extended period of economic uncertainty. But we can turn this crisis into an opportunity to set the stage for the future of work. Apprenticeships and traineeships facilitate a uniquely adaptable skills development model. They give individuals employment certainty and a defined pathway to a qualification and a career. They also offer businesses the security of knowing their employees will receive workplace-relevant training to develop cutting-edge industry skills. As our leaders consider the policy options to best position the country for the post-COVID‑19 economic recovery, it is clear an expanded emphasis on apprenticeship employment and targeted vocational training must be central to any economic and employment recovery strategy.

6. How can remote onboarding and training be simplified further for higher effectiveness? 
There are three ways this can be done:
– Implement a mobile microlearning platform like EdApp into training and onboarding processes. EdApp is a microlearning, mobile-first platform with over 50,000 top-quality lessons, contributed by experts on a broad range of subjects. It is designed to help companies of all sizes train and educate staff, using high-quality expert content delivered in bite-sized, targeted lessons for optimal knowledge retention.
– Focus on remote upskilling; forward-thinking employers will make learning new skills a priority for their teams, including tech and digital as well as soft skills. Empower staff to take part in online education and enhance their skills using the bevy of remote learning opportunities that are available.
– Explore virtual modern apprenticeships to build a pipeline of talent with necessary skills. Among the occupations in which virtual apprenticeships have worked well are medical coding, medical transcription, pharmacy techs, cyber technicians, software development and even insurance sales brokers.

Software Development. Image: Sai kiran-Anagani, Unsplash.

7. How significant finding the right candidate is for a successful work culture? 
One area in which companies can set themselves apart and create competitive advantage is human capital. A college recently said to me “we hire people for what they know and what they can do – and fire people for who they are.” You can firm you own opinion on that one. What’s important is to grow your own skills within a company, such as by thinking about starting a grass roots training program. That way, a person gets to know and grow in the culture of your company.

8. What is the present status of the skills gap between workforce and demanded work?
Advanced economies are still suffering the consequences of chronic skills gaps: “people without jobs and jobs without people.” We aim to enable individuals and industries find one another. It can be difficult, but it is just so rewarding and renewing when you get it right.

9. How is big data and robotics contributing to the future of apprenticeship?
There is no business on the planet that’s not impacted by technological change. The job skills revolution has begun. We are moving from employers once myopically focused on academic qualifications, to the new world characterized by skills acquisition and talent. Individuals’ attributes, and their ability to adapt and to innovate. A world where vocational education is often the smart choice. Modern Apprenticeship is one solution.

10. How do you prepare for an AI-centric World?
Firstly don’t fear change. Some argue we are already in that world now. Think about how the business model of your industry is likely to be changed by AI. Remember, learn to be flexible and adaptable and accept change. Keep up to date with digital skills and master digital platforms used frequently by your company or areas of interest.

11. What are the major developments you are planning, in recent times? 
I recently completed writing a new book I hope to release in early 2021. Americans have been forced to reconsider the fundamentals of how they work and socialize. They’re asking questions such as: When will our lives and jobs return to normal? What will the future of our work look like in an age of accelerated technological change? How do we turn this crisis into opportunity? I hope the book goes some way to answering these questions.

12. Can you tell us about your team and how it supports you? 

I am a great adherent to the old proverb ‘If you want to go quickly, go alone. If you want to go far, go together.’ I think you all know that when you are seeking to make an impact, and create meaningful and enduring change, you need to be surrounded by great people.

I have been fortunate to find plenty of willing, motivated and talented people on my team who have helped along the way.

13. What book are you currently reading? 
‘Jerusalem’ a cookbook by Yotam Ottolenghi and Sami Tamimi. I decided that Covid 19 has presented an opportunity to brush up on my culinary skills. This is not the time to worry about ‘what if’ rather see it as a time to learn new skills, reflect and spend more time on things you enjoy.

14. Can you give us a glance of the applications you use on your phone? 
MyShake: it’s an Earthquake early warning app used by people in California. The app collects motion data from my phone’s sensors and uses a patented neural network to determine whether that motion fits the model of an earthquake. I also used Evernote to get organized, as well as XE currency; we live in the age of globalization and technological change, and this is a smart way to be a part of the global economy.

Filed Under: Articles

  • « Go to Previous Page
  • Go to page 1
  • Go to page 2
  • Go to page 3
  • Go to page 4
  • Go to page 5
  • Go to page 6
  • Interim pages omitted …
  • Go to page 26
  • Go to Next Page »

Footer

Connect with IWSI America

E: info@iwsiamerica.org

Publications

‘Job U: How to Find Wealth and Success by Developing the Skills Companies Actually Need’
by Nicholas Wyman

Job U quickly shot to #1 on the Amazon Hot New Releases in Job Hunting and Career Guides.
It has been awarded Best Business Careers book in the International Book Awards.
And won USA Best Book Awards, Business: Careers category.

Get ready to relearn everything you thought you knew about what a successful career path looks like.

Visit JOB U

Copyright © 2023 IWSI America

 

Loading Comments...