The BBC has confirmed an agreement between Chelsea and LA Dodgers' co-owner Todd Boehly.

Todd bought the the English Premier League football team for £4.25bn ($5.2bn)

Chelsea owner Roman Abramovich put up the club for sale after he was sanctioned for having links to Russian president Vladimir Putin following the invasion of Ukraine.

A Chelsea statement said the new owners will pay £2.5bn for the club's shares.

The proceeds will go into a frozen bank account to be donated to charity.

In the statement, Chelsea said the sale was expected to complete in late May. The takeover will require approval from the English football authorities and the UK government.

No reason is strong enough for a man to kill his wife. Even if she's caught red-handed in bed with someone. If she's a witch stopping his process, the best idea would be to send her packing or use a greater power from above. But when a man drinks and smokes life out of his brains, what else can she expects. Run before you leave in a bodybag.

Poverty is next to madness and almost a crime here in Nigeria, a reason why everyone should work hard and pray. Joining internet fraudsters or organ harvesters for quick cash can be compared to taking a freeway to hell. It pays to stay upright. Better poor than live with blood in your eyes.

Using drugs in sport undermines values like fair play and teamwork. When sportspeople use drugs, they not only risk damaging their own health but give sport a bad reputation. Doping confers undue advantage on athletes, so the results set a poor example to others. Using Lance Armstrong's fall from grace and his admission about widespread doping as a case study, one can rightly that the world of sports needs to be clean and thorough against drug use. Yet, the banning of sportsmen and women who fail drug tests is unjustifiable. Should we argue about this?

According to Professor Sam Shuster (Emeritus Professor of Dermatology at Newcastle University), the use of drugs is no different from other techniques employed by athletes to boost their performance. For example, swimmers shave their body hair, those into skiing wear sleek body armour, and professional archers/shooters also undergo laser eye surgery to improve their accuracy. With these facts, athletes should be allowed to use performance-enhancing drugs approved by the governing body.

Azubuike's ban is wrong and immoral. In fact, the decision should be reviewed because there's no acceptable proof drugs improve competitive performance.

Go to college.

Get a good job.

Work hard.

Save your money.

Buy a house.

Provide for your family.

Retire at a reasonable age.

These are the cookie-cutter instructions for a happy, financially stable life that everyone receives . . . and hardly anyone questions. It’s the reason most intelligent, high-performers never truly become wealthy. Instead, they find themselves suffering financially, barely able to keep their head above water. As reported by Experian, “Since 2010, consumer debt has increased a whopping 31%,” leaving the average American with over $90,000 in debt. It goes to show Robert T. Kiyosaki’s Rich Dad Poor Dad is more relevant than ever.

Whether it’s keeping up with the Joneses, not making enough money, or poor financial management, a large majority of Americans don’t know how to generate wealth because they have the wrong mindset. They’ve been suckered into following society’s blueprint of the Poor Dad, believing that if they keep their head down and do what they’re supposed to do, they’ll be financially rewarded.

Those with this mentality end up waiting their entire life for that day to come.

According to Kiyosaki, a self-made millionaire, there’s nothing “traditional” about achieving long-term financial success. If you want to become wealthy, you’ll need to scrap everything you’ve learned and adopt a different mindset—that of the nonconformist Rich Dad.

Ready to stop struggling financially? Get started by learning the top lessons in this Rich Dad Poor Dad summary.

Top Differences of Between the Rich Dad Poor Dad Mindset
Growing up, Kiyosaki learned about wealth from two important figures in his life: his Rich Dad (his friend’s father) and his Poor Dad (his own father). Find out the key differences below.

The Poor Dad Mindset
The Poor Dad is the plight of most poor and middle-class Americans who get caught in the rat race.
These people aspire to earn more so they can spend more.
This type of person ends up acquiring liabilities such as a large monthly car payment or an unsustainable mortgage payment.
Ultimately, someone with this mindset is operating from a place of scarcity, fear, and greed—all of which keep them poor.

The Rich Dad Mindset
The Rich Dad has a growth mindset and a hunger for becoming financially literate.
Instead of chasing the next paycheck, they learn to invest their money wisely.
With financial literacy, they remove themselves from the vicious cycle their counterparts can’t escape.
This allows them to work because they love what they do, not because they need more money.
Unlike the Poor Dad, they also let their money work for them, using it to acquire and grow income-generating assets.

USE DIAGRAMS and TABLES – with references and APPENDIX WITH A TITLE – each appendix should be relevant with paragraph narrative explaining images. USE free Grammarly – set to UK English dictionary

Cover Page – student number, title, date, word count

Executive summary – paragraph for each question +/- half a page – to a page – use question headings?
Table of Contents with page numbers

Introduction to report - overview – what is this REPORT about
Background (Key Data and trends) (Appendices where needed) This means you can refer back to this section in each of the questions.
• Country - scenarios
• Industry definition (lifecycle?)
• Corporate / Division / Business unit strategy for your MNC in industry in country?
• Company summary – profitability? Scenario?

QUESTION 1
Open versus closed innovation (Q1) IS THERE A BACKWARDS LINK? FORWARD LINK

• Intro – this section will deal with ……
• Open/closed innovation What is it? Advantages / Limitations
• Discuss the paradox.
• Apply to company - strategic innovation? See De Wit and Meyer – chapter 9.
• Porters Diamond in context of country competitiveness and relevance to company in respect of innovation and competition
• Conclusion – this section has …

QUESTION 2 – IS THERE A BACKWARDS LINK? FORWARD LINK
Internationalisation, Localisation and Competitiveness
• Intro
• Internationalisation, Localisation and Competitiveness ie organisational configuration configuration, Glocal? Uppsala Model. What is it? Advantages / Limitations See De Wit and Meyer Chapter 12
• Discuss the paradox and recommendation of approach by MNC IN YOUR COUNTRY OF CHOICE and why
• Generic strategies - What is it? Advantages / Limitations – why not Bowman strategy clock? See Johnson & Scholes Chapter 6 – RECOMMENDATION WITH TWO REASONS SFA comment?
• Conclusion – this section has …

QUESTION 3
Organisational Purpose, Profitability and Social Responsibility IS THERE A BACKWARDS LINK? FORWARD LINK
• Intro
• Critically discuss ‘organisational purpose’, ‘corporate profitability’ and ‘corporate social responsibility’ – paradox see article “Emperors Clothes”, De Wit and Meyer Chapter 3 - paradox
• What is your chosen company vision/mission/values– critical evaluation - has it changed?
• How does your MNC reconcile vision, mission, values and CSR, CSV, sustainability – to shareholders? Stakeholders? – legal duty? Caroll? ISO 26000 Roadmap? Global Reporting Initiative?
• What do Directors/ C-Suite say – in terms of leadership roles. Influence of Governance structure – Anglo Saxon versus European? See Johnson and Scholes - Leadership
• Strategic Leadership (what is it?) See Johnson and Scholes chapter 12 & 14 – balancing MNC paradox CEO and Senior management team - org chart image– quotes from annual report – to press? Effects of COVID-19?
• Conclusion

QUESTION 4 (300 words)
Personal reflections on learning
In 250‐300 words reflect on the impact of this assessment on your understanding of the Multinational corporations (MNCs) operating in an industry and country of your choice, inserting reflections on crisis management, suggesting how to plan prior to a rapid unexpected event such as coronavirus, and highlighting the key benefits and limitations of crisis management, in creating a culture for sustaining corporate profitability.
Intro to reflection
Model of reflection – Gibbs – Driscoll etc on own SKILLS
Action – crisis management befits?
Conclusion

FINAL CONCLUSION What has this WHOLE report said?
REFERENCE LIST
+/- 30 references INCLUDING textbooks, MarketLine, 2020/21 annual report etc – remember – each table, graph MUST have a reference.
Appendix One – TITLE if required
Appendix Two - TITLE if required
Etc

Source: https://meziesblog.com/strategic-management-in-multinational-corporations/

Whether manufacturers or sellers, having exceptional customer service skills is key to winning more customers. A lady in my neighborhood used to feel like a Queen because she owned a mini-supermarket. Although her prices were fair enough, the attitude was zero. In fact, notwithstanding the facial expression and long response time, she literally expects appreciation when you buy stuff from her. Then another lady established a new shop few steps away and customers switched without looking back. Surprisingly, she has learned what customer service can do. Now she says "thank you" with a smile when you buy from her.

Fam,

I need an academic writer/researcher who can handle tasks related to accounting and finance. Please reach me asap on WhatsApp (07056984840).

Marketing stunt. Exactly what was expected from the media and US authorities.

What a loss! May her soul rest in peace.

Write a 2000 word essay on ONE of the following titles:

‘Personality testing has been an influential tool both in the workplace and clinical setting’ – critically discuss this statement, drawing upon relevant research evidence.

OR

Critically discuss the ways in which locus of control might impact mental-health and well-being, drawing upon relevant research evidence.

OR

‘There are individual differences in intelligence’ – critically discuss this statement, drawing upon relevant research evidence.

OR

Critically discuss the ways in which the Psychodynamic theories of personality have been applied to the field of clinical psychology, drawing upon relevant research evidence.
% of Final Grade

The essay will count towards 100% of the module grade,

Word limit: 2,000 words

Submission Instructions

Submission is via Turnitin only. Please submit via the Coursework Submission Page, ‘Spring 2022’ section by the deadline above.

Assessment & Feedback Policy

Please see the ‘Assessments’ section of the MSc Home page Resources.

With regards to resources, you could:

Draw upon lecture/seminar materials for guidance regarding the topics you choose, e.g., for the first question you can draw upon the materials from lectures/seminars that outline the applications of personality testing. You could also refer to: ‘Chapter 13 and Chapter 14 from: Cooper, C. ( Individual differences and personality (3rd Ed.). Routledge, pp. 207 229’ for guidance as this highlights some applications of approaches.

Furthermore, for the second question you can explore materials from lecture/seminar 4 to guide you as elements of the locus of control were covered.

With regards to the third question, although the lecture/seminar materials have not yet been released, in terms of a background into the topic of intelligence, ‘Chapter 5 from: Cooper, C. (2010). Individual differences and personality (3rd Ed.). Routledge, pp. 60 – 75’ covers elements of emotional intelligence. Additionally, some information into testing can also be found within parts of ‘Chapter 13 from: Cooper, C. (2010). Individual differences and personality (3rd Ed.). Routledge, pp. 207 – 229’

Regarding the fourth question, you could draw upon the Psychodynamic Theories of Personality lecture for guidance, and also parts of ‘Chapter 13 from: Cooper, C. (2010). Individual differences and personality (3rd Ed.). Routledge, pp. 207 – 229’

Remember, do not rely solely on these books! Please supersize your reading. You need to use research evidence to back up your points, and to critically discuss and evaluate points raised.

Use journals of interest to do this. Journals associated with the field of Personality and Individual differences can be found in the Introduction section of The Hub for the Personality and Individual Differences module.

Additionally, study skill sessions are also available to help build your academic writing skills. Please see The Hub for further details.

Support Arrangements

Source: https://meziesblog.com/personality-and-individual-differences-an-academic-essay-in-psychology/

LO.1. Critically evaluate key sustainability concerns and the impact of business activities on these concerns.
LO.2. Critically evaluate a range of relevant theories and models such as the Triple Bottom Line, corporate social responsibility (CSR), business ethics and the role of the market.
LO.3. Propose and critically evaluate appropriate sustainable business strategies.

Assignment Description
Essay plan and critical analysis of the literature (1500 words), 40% of assessment weighting.
Critical analysis of the literature (1500 words), 40% of assessment weighting. Students are expected to critically evaluate any one of the articles in week-2 folder (Recommended Literature) on Moodle and suggest what could be done differently if they were asked to rewrite the article themselves. You must choose an alternative article to the one chosen for your first attempt.

Additional Information
Critical analysis is the detailed examination and evaluation of the literature. Good critical analysis evaluates the literature in a balanced way that highlights its positive and negative qualities.

Reading critically, focus on the purpose of your literature review:

Introduction (Focus on making your introduction engaging to attract the reader’s attention and encourage them to continue reading your critical analysis)

The abstract (is the abstract clear?)

Research methods (what research methods were employed? Could the researcher used other research methods to get better results?)

Findings (Did the researcher answer the Research Questions? The discussion of your findings needs to relate to the brief and the research questions).

Recommendations (could you add any other future studies, or are the ones recommended by the researcher adequate?)

Conclusions (a conclusion that brings the information altogether)

Read through your critical analysis to ensure it sounds as professional as it should. Correct any spelling and grammatical errors and awkward phrasing when you see it. Reading your critical analysis out loud can help you identify more areas for improvement.

Doing this step a few hours or even a few days after you write your critical analysis, if you have time, can also be more effective. Proofread and refine your work as many times as you need to until you are satisfied with your critical analysis.

Reference you work using Harvard Referencing Style

You are required to add the following statement on page 2 of the assignment:
“I [student ID] declare that I am the sole author of this assignment and the work is a result of my own investigations, except where otherwise stated. All references have been duly cited”.

Font should be Times New Roman, font size of 12. Heading font size 14. Spacing 1.5 and normal margins. The assignment should be Microsoft Word processed for submission.

https://meziesblog.com/dynamic-perspectives-on-sustainable-business/

Loose morals...Knacking has taken over from corruption and bad leadership in Nigeria. If only all these shameless knacking could lead us to the promised land....

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How SPORTS DIRECT can achieve competitive advantage by improving employees' working condition

EXECUTIVE SUMMARY

On behalf of the Board of Directors at Sports Direct, a London-based sportswear merchandizing outfit, this report was prepared by Irobiko Chimezie Kingsley to verify details of an alleged poor treatment of employees. This study aims at conductive an objective evaluation of the company’s current business situation, identifying its problems and proffer realistic solutions required for productiveness, competitiveness, increased turnover, and a media-favoured brand image.
The Consultant used a SWOT Analysis for a clear presentation of Sports Direct’s current business performance. Other models adopted in the study are: Leader-Member Exchange and Fielder’s Contingency models.

A research on information collated from a total of 18,500 employees of the company spread across Europe and the United Kingdom confirmed mismanagement of human resources as the company’s major problem. Findings, for instance, show that Sports Direct has continually lost 8.7% of potential earnings on each share unit. In addition, the rate of staff turnover has decreased by 22% due low investments in employee development. Profit before tax is currently down by 8.4%.

Despite the financial losses and below-par staff contributions to organizational growth, results from the SWOT analysis uncovered that Sports Direct has a huge capital base as well as a team of qualified staff that can transform its business if properly utilized. The organizational threats and opportunities include: increasing competition, unfavourable foreign tax regulations, unstable exchange rate, credit; increased demand for products within and outside the UK, investor-friendly markets, cost-cutting manufacturing technologies and improved digital marketing outlets, respectively.

Similarly, results from Fielder’s Contingency model highlighted the company’s corporate culture, red-tapism, low task structure and poor relationship management as management problems that require urgent attention. The Consultant found that Sports Direct ranks high on the LPC scale, an indication that the company is in dire need of a leader with proven skills on staff motivation and relationship management.

The Leader-Member Exchange Model shows Sports Direct is experiencing turbulence in its management processes, having lost about 76% (Out-group) and 24% (In-group) employees on yearly basis in the past five years. Staff from the Out-group cited unharmonized working relationships, distrust between management and staff, inadequate work guidelines, lack of opportunities for growth, communication gap and less contributions in management as their reasons for quitting their jobs whereas most members from the In-group acknowledged the existence of trust from management, adequate instructions on delegated tasks, involvement in decision-making activities and job security.

Considering these analyses, the Consultant therefore suggests that Sports Direct should:
• Review and adjust its current salary scale with improved incentives
• Review performance of existing contracts with recruitment agencies
• Partner with a reputable recruitment agency for qualified, productive, and highly motivated staff
• Increase investment in personnel development
• Provide a safe and favourable working condition
• Prioritise the welfare of all employees with the In-group and Out-group
• Establish and encourage use of staff feedback channels for productivity and organizational growth
• Engage with Workers’ Unions to understand needs and adopt adequate business strategies to benefit all stakeholders
• Adhere strictly to regulations on corporate governance as well as review and adopt changes where necessary.

Sports Direct has the potentials to be an industry-leader if its Board of Directors adopt the strategic business solutions provided in this study. However, disregarding the proposals will most likely present huge threats to its survival in the volatile business environment.

WHAT DOES PERSONALITY TESTING MEAN?
Personality testing, within the context of employee evaluation and pre-employment screening, is a type of psychological testing used by employers to evaluate prospective and current employees.

Common types of psychological testing used by employers include cognitive ability tests and personality tests.

While cognitive ability tests most often evaluate the test subject’s objective intelligence, personality tests are more subjective and designed to identify a person’s specific characteristics and traits. Personality tests may also be used to detect psychopathy or undesirable character traits. The results of this testing may then be used to assist an employer in evaluating a prospective or existing employee’s personality and temperament.

Personality testing is sometimes referred to as psychological testing, character testing, integrity testing, or personal inventory testing.

WORKPLACE TESTING EXPLAINS PERSONALITY TESTING
Personality tests are usually designed by psychologists and require the test subject to self-report, or answer a series of question. The employee’s answers are then evaluated to identify the specific characteristics and traits of that person. Common tests include the Myers-Briggs Type Indicator, the International Personality Item Pool test (IPIP-NEO test), the Minnesota Multiphasic Personality Inventory (MMPI) and the Kolbe Index.

Personality tests can be designed to identify a large number of characteristics or traits, or focus on just one or two specific traits.

Employers may use personality testing to screen out mentally unstable applicants or simply those who are not a good fit for the job.

Integrity or honesty tests are among the most common type of test administered to employees. In industries such as banking or security, honesty is an essential and highly sought after employee trait.

https://meziesblog.com/what-is-personality-testing/

Faculty of Business and Law
Department of Accounting and Finance
ACFI5070/Research Methods
Academic Year: 2021-22
Credit value: 15 credits

Module coordinator:
Email:
Advice and Feedback hours:

Assessment Overview
All Students (Campus and Distance Learning)

Type Individual Individual
Length 2,000 words +/- 10% excluding references and appendices 1,000 words +/- 10% excluding references and appendices
Weighting 60% 40%
Deadline Thursday 18th November 2021 Thursday 6th January 2022
Return date Thursday 16th December 2021 Thursday 3rd February 2022

Note: all coursework must be submitted electronically via Turnitin by 1159 on the deadline, unless there are mitigating circumstances. Information on penalties and late submissions can be found at DMU (2020a, 2021a). The Faculty is committed to a 20-day turnaround time for the marking and return of coursework. The turnaround time does not include weekends, Bank Holidays or university closure days. 
Module Outline
The module provides students with a broad understanding of business and academic research methods. It is designed to help students prepare for a dissertation project, Executive Company Project or Entrepreneurship Project (hereafter ‘the research project’).

Students will be guided on the selection and planning of a suitable research project. The module will review research design, paradigms and ethics, including the broader ethical impact of research. The module covers a wide range of qualitative methods for data collection and analysis, including interviews, questionnaires, focus groups, observation and content analysis. Students will be guided on the financial datasets (Bloomberg and Refinitiv) available at DMU. The module covers a subset of quantitative techniques (using Excel, R and Matlab) including descriptive statistics, one and two-sample tests, ANOVA, chi-squared test, and regression. Lastly, the module provides an overview of mixed methods.

Learning Outcomes
Brackets refer to assessment task(s) and Global Graduate Competencies

Subject-specific knowledge and skills
1 Selection and articulation of an appropriate research project (1; GGC 4)
2 Critical appraisal of the broad academic literature relevant to the research problem (1)
3 Development of an appropriate research methodology for the project (2; GGC 2)
4 Articulation of the skills and competences necessary to collect, analyse and draw sound conclusions from research data (2; GGC 6)
Core academic and intellectual skills
5 Project management skills (1)
6 The ability to communicate a research project proposal (1)
7 Capacity for self-managed learning about research methods (2; GCC5)

Employee stress and poor performance are a result of longer work hours, shorter contracts, frequent organizational change, managerial incompetence, and pressure from tighter profit margins. But a culture of resilience in the workplace offers psychological support to affected employees and improves performance of both people and organizations.

Using evidence-based ideas from lessons learned by scholars, and best employee-oriented practices from Ryanair, the author explains how you can create a strategically-aligned organization in this intuitive and incredibly effective blueprint. [url]This book[/url] provides leaders with a tool for managing a company's journey from strategic ideas to world-class performance. It is ideal for anyone interested in fostering a high-performance and emotionally resilient workforce. Its cutting-edge approach also makes it perfect for students and researchers of organizational and occupational psychology.

Irobiko Chimezie Kingsley is superbly bridging the gap between management theories and application through hands-on experiences and real-world case studies. The book provides a practical step-by-step guide that helps organizations sustain a winning team.

A CONSULTANCY REPORT ON HOW SPORTS DIRECT CAN ACHIEVE COMPETITIVE ADVANTAGE BY IMPROVING EMPLOYEES’ WORKING CONDITION

TABLE OF CONTENT

EXECUTIVE SUMMARY 3

THE COMPANY CONSULTANCY REPORT 5

1.0 Introduction 5

1.1 Terms of Reference 5

1.2 Situational Analysis of the Problem 6

1.4 SWOT Analysis 9

1.5 Fielder’s Contingency Model 11

1.6 Leader-Member Exchange Model (LXM) 12

1.7 Proposed Agenda for Change 13

1.8 Conceptual Framework 18

1.9 Implementation Plan 20

1.10 Implementation Implications for Sport Direct 25

1.11 Conclusion 26

EVIDENCE REVIEW 27

2.0 Introduction 27

2.1 SWOT Analysis 33

2.2 Fielder’s Contingency Model 37

2.3 Leader-Member Exchange (LMX) Model 41

REFLECTIVE REPORT 41

3.1 Introduction 41

3.1 Description 42

3.2 Feelings 43

3.3 Evaluation 43

3.4 Analysis 44

3.5 Conclusion 44

3.6 Action Plan 45

REFERENCES 49

APPENDIX 49

Appendices A: Results of the Least-Preferred Co-Worker Test of Sport Direct 49

Appendices B: Least-Preferred Co-Work Scale 50

https://meziesblog.com/how-to-achieve-competitive-advantage-by-improving-employees-working-condition/

My heartfelt condolences to the popular blogger. Libel and fines are some of the risks in blogging business that call for professional ethics.

THE COVID-19 PANDEMIC HAS BEEN A MAJOR DISRUPTOR OF NURSE RETENTION AND CONTRIBUTES TO INCREASED BURNOUT AND RELATED RISKS OF HIGHER NURSE TURNOVER.
Employers must respond to nurse burnout and retention challenges because they
have a duty of care for their workforce, and because it is in their own interests.

Any pre-existing nurse understaffing and resource limitations have been exposed and
amplified by the pandemic, and have added to the stress and workload of the nurses
who are at work. In addition, the pandemic has directly impacted on nurses as people
— they have suffered higher than average incidence of infection, illness, and mortality
rates.
Analysis of the impact of the pandemic on nurse retention is growing, with extremely
worrying findings. There will be reduced nurse retention because of COVID-19 driven
ill health, burnout, reduced working hours and early retirement, which will exacerbate
existing nurse workforce shortages.

Employers and organisations must therefore take responsibility and provide supportive
conditions, and policy interventions should be focused on improved work
environments; ensuring adequate staffing levels; and providing attractive working
conditions, pay and career opportunities.

One vital policy intervention that will improve retention, and will demonstrate that
employing organisations are supporting their staff is to ensure that nurses have
priority access to full vaccinations.

Second, sustained success in improving nurse retention is likely to be related to planned,
sequenced, multi- policy intervention – so called “bundles” of linked policies, rather
than single interventions. Identifying the most effective balance of policies to improve retention of nurses is in part about taking account of the pandemic impact, experiences and motivations of the nurses. This is why a nurse workforce impact assessment approach is an important underpinning of effective nurse workforce retention and sustainability.

An Action Agenda and Plan for 2022, and Beyond: Recommendations for sustaining and retaining the nurse workforce during the COVID-19 pandemic

The nursing workforce has been central to COVID-19 response effectiveness in all countries. This brief highlights that the effects of COVID-19 are increasing the demand for nurses, but are also having a damaging direct and indirect effect on individual nurses, and on overall nurse supply. There was a global nurse shortfall of almost six million as the pandemic hit in early 2020. COVID-19 has exposed the vulnerabilities of nurse supply flows, domestically and internationally. At the time of publishing this brief in January 2022, it is all too evident that the latest Omicron variant is surging around the globe, and having further severe impacts on an already understaffed and overstretched global nursing workforce.

The growing risk is that COVID-19 is driving up significantly the pre-pandemic 5.9 million
global shortfall of nurses, and may also increase the unequal distribution of nurses, and push up international flows of nurses from low/middle-income countries to high-income countries. This will undermine both country-level progress towards rebuilding after the pandemic shock, and could prevent the attainment of universal health coverage in some countries, as well as compromising the overall global response to the Omicron variant and any future pandemic waves.

To mitigate these damaging effects, and to improve longer-term nurse workforce
sustainability, there is an urgent need for effective and co-ordinated policy responses both at national level, and internationally. This response must include both immediate action to meet the urgent challenges set out in this brief, and the development of a shared longer-term vision and plan for the global nursing workforce, to ensure that the world is better placed in the future to meet major health shocks.

At country level:

• Act: Commitment to support for safe staffing levels. Based on consistent application
of staffing methods, necessary resource allocation, and health system good
governance;

• Act: Commitment to support for early access to full vaccinations programmes for all
nurses;

• Act: Nurse workforce impact assessments, conducted regularly in order to generate
evidence and develop a better understanding of pandemic impact on individual nurses
and the overall nursing workforce;

• Plan: Reviewing/ expanding, the capacity of the domestic nurse education system
which should be based on data generated from impact assessments and from a
regular and systematic national nurse labour market analysis;

• Plan: Assessing/ improving retention of nurses and the attractiveness of nursing as
a career, by ensuring that the damaging effect of COVID-19 burnout of nurses is
addressed, and by the provision of fair pay and conditions of employment, structured
career opportunities, and access to continuing education;

• Plan: Implementing policies to enable the nursing workforce contribution to
pandemic response to be optimised through supporting advanced practice and
specialist roles, effective skill mix and working patterns, teamworking, and provision
of appropriate technology and equipment, as well as training in its use;

• Plan: Monitoring and tracking nurse self-sufficiency by using the self-sufficiency
indicator of level of % reliance on foreign-born or foreign-trained nurses.

Get well soon, bro. You'll live long to tell stories of our Lord's doings in your life.

Depression and mental issues are real.

What a sad story. Violence and murder has become a common occurrence in this part of the world. People are frustrated, and many of them have anger management issues. To stay alive here in Nigeria, avoid arguments and fights. Apologize even when you're right and stay away from trouble, if possible.

It's always fine when God leads the way.

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What is a Consulting Project?

A consulting project is a multi-week, project between a client and a consultant/ team of consultants whose goal is to solve a key problem faced by the firm.

The project is created to provide the client with an external expert opinion on a matter of an operational or strategic importance. The project may target long term strategic planning (for example, a ten-year product strategy plan), or more immediate goals such as cost reduction, mergers or acquisitions, or corporate restructuring. The value a consulting team provides not only includes an in depth and external analysis of the problem but also an assessment on the ramifications associated with implementing a particular plan.

Stages of engaging in a consultancy project using design thinking processes:

Defining the Problem

One of the most critical stages in a project’s life cycle is defining the problem that needs to be solved. An erroneous definition, or misalignment of expectations during the early stages of a project may lead to months of futile work. Although a client will hire a consultant with a defined problem in mind, a good consultant can quickly differentiate problem symptoms from causes and work with the client to expand or redefine the project scope. Moreover, at the outset of a project it is very important to define what questions need to be addressed, what work methods will be employed, what data sources and corporate resources are available, and what ultimately will be the final work deliverable.

Data Gathering and Research

During the project’s early stages, the consultant’s primary objective will be to familiarize themselves with the organisation, the challenges it faces and the market context of the organisation. Research will help define the key strategic problems that need to be addressed. In parallel, in-depth research regarding industry and market trends will be conducted alongside a review of previous projects of a similar nature. A strong consulting team will leverage its research skills to identify similar projects in order to obtain a larger perspective, and apply best-practice from the academic literature.

Presenting Findings

Upon completing the data gathering and analysis exercise a final presentation will be composed summarizing the efforts, results, implications, and recommendations. One of the core assets consultants develop, and make them highly prized in industry, is the ability to take complex information and analyses and boil them down to straightforward presentations with recommendations.

https://meziesblog.com/what-is-a-consultancy-project/

Module: Social Psychology
Assignment Type: Essay 2000 words
Module Leader:

Theories of attributions suggest that people are constantly looking to explain the events they encounter. Drawing on relevant research studies, critically analyse the contributions and limitations of 1 or 2 attribution theories.

The notion of the ‘self’ encompasses a broad set of research. Drawing on relevant research studies, discuss how the nature of selfhood differs across cultures.

Drawing on relevant research studies, critically evaluate how well social psychological theories explain intergroup conflict.

% of Final Grade: 100%
Word limit: 2,000 words
Submission Instructions
Submission is via Turnitin only.

Resources Draw upon the lectures and readings from this semester, as well as relevant background reading identified through independent research.
Core reading resources:
Week 1 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapters 4 and 7.

Week 2 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapter 5.

Week 3 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapter 2.

Week 4 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapter 2. Hogg, M. & Vaughan, G. (2011). Social Psychology, 6th Edition, Harlow: Pearson Education Ltd. Chapter 4.

Week 5 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapter 10.

Week 6 – Dickerson, P. (2012). Social Psychology: Traditional and Critical Perspectives. Harlow: Pearson Education Ltd. Chapter 9.

Week 7 – Hogg, M & Vaughan, G (2011). Social Psychology, 6th Edition, Harlow: Pearson Education Ltd. Chapter 11. Simon, B., & Klandermans, B. (2001). Politicized collective identity: A social psychological analysis. American Psychologist, 56(4), 319-331. doi:10.1037/0003-066X.56.4.319

Week 8 – Berry, J.W., Poortinga, Y.H., Breugelmans, S.M., Chasiotis, A., & Sam, D.L. (2011). Cross-Cultural Psychology: Research and Applications (3rd ed.). Cambridge: Cambridge University Press, Chapter 1. Shiraev, E.B., & Levy, D.A. (2013). Cross-Cultural Psychology: Critical Thinking and Contemporary Applications (5th ed.). New Jersey: Pearson Education, Inc., Chapters 1-2.

Week 9 – Shiraev, E.B. & Levy, D.A. (2013). Cross-Cultural Psychology: Critical Thinking and Contemporary Applications (5th Ed.). New Jersey: Pearson Education, Inc. Chapters 10 and 11.

Week 10 – Chun, K.M. (ed.) (2003). Acculturation: Advances in Theory, Measurement, and Applied Research. Washington, DC: APA. Chapters 1 and 3.

Berry, J.W., Poortinga, Y.H., Breugelmans, S.M., Chasiotis, A., & Sam, D.L. (2011). Cross Cultural Psychology: Research and Applications (3rd ed.). Cambridge: Cambridge University Press, Chapters 13-14

[center]“If you’re going to sin, sin against God, not the Bureaucracy.
God will forgive you but the Bureaucracy won’t.”
- Admiral Hyman G. Rickover[/center]

1. INTRODUCTION
Leadership incompetence and apathy among members of a democratic society are the bane of good corporate governance. Moreover, autocracy and rigidity of management process in bureaucracies limit involvement of employees in decision-making . This gags employees from sharing their concerns about perceived or actual wrongdoing, thus, creating room for unethical and illegal practices. According to the 19th century British politician Lord Acton, “Power corrupts, and absolute power corrupts absolutely.” Every responsible government should therefore provide motivational tools—such as monetary rewards and protection—for employees to effectively act towards promoting moral values and preserving accountability and probity.

On this backdrop, evidence-based reports on COVID-19 management in the United Kingdom and USA indicate widespread corruption and fraud. But whistleblowing activities against government contractors, financial institutions, government agencies, multinational corporations and other powerful organizations harming public health, safety and security with corrupt practices highlight employees’ level of awareness and the commitment to achieve good corporate governance. Therefore, any employee who blows the whistle without fear of retaliation and mistreatment—contrary to Admiral Hyman G. Rickover’s statement which immortalises bureaucracies and threatens whistleblowers—should be handsomely rewarded to encourage others.

A whistleblower is someone who divulges information about wrongdoing. The act of whistleblowing is also known as “making a disclosure” and is usually—but not necessarily—about illegal or unethical practices witnessed at work. But to gain protection from the Whistleblower Act (2017), anyone making a disclosure must prove, beyond reasonable doubts, that the action is hinged on protecting public interest. This implies that personal grievances and complaints don’t fall under areas covered by whistleblowing law. Basically, a whistleblower has to ensure that the disclosure exposes past and present wrongdoings which may likely occur in the future within the following categories: (a) miscarriages of justice (b) disobedience to lawfully constituted authorities (c) negligence of obligations set out in the law (d) criminal offenses which may include financial fraud and bribery (e) and abetting wrongdoing in the above categories.

2. ANALYSIS OF RELEVANT LITERATURES
2.1 Scheetz A M and Wall J "Making Crime Pay: Timing of External Whistleblowing" 2019

Dr Joseph Michael Wall (a professor of Accounting who joined Marquette University in 2015) and co-author Scheetz Andrea M., who holds a PhD. in Management (Accountancy) and lectures at Case Western Reserve University, USA, examined the relevance of employees’ understanding of the Whistleblower Act, particularly the time gap between discovery of fraud and external reporting . The scholars relied on the 2010 Dodd–Frank Wall Street Reform and Consumer Protection Act to analyse circumstances under which employees are eligible for rewards after exposing wrongdoing to the Securities and Exchange Commission (SEC). The research by Scheetz and Wall was inspired by a 2018 report from the Association of Certified Examiners (ACFE) which collaborated claims that fraud-related cases increased significantly between 2015 and 2016 as stated in the 2017 Global Fraud Survey of Certified Fraud Examiners.

On this backdrop, the Whistleblower Protection Act (2017) was promulgated to regain public trust, especially when it comes to investigating large-scale fraud. The statute has—to some extent—ensured accountability and probity in both public and private enterprises. Basically, Section 922 of Dodd-Frank established the Investor Protection Fund (IPF) and Securities & Exchange Commission’s Office of the Whistleblower (OWB) to enhance prosecution of wrongdoers as well as encourage individuals to step up and report wrongdoing in a timely manner. In 2017, SEC presented a yearly report to Congress on the Dodd-Frank Whistleblower Program, noting that a total of 46 whistleblowers received $160 million as reward between 2011 and 2017. Despite this huge amount awarded to encourage whistleblowing activities, the number of reported cases of fraud is quite low. However, Scheetz and Wall commended the Act for closing the time gap between when fraud was noticed and when a disclosure was made, although the commission has a right to consider “some relevant factors” when making decisions on what amount should be awarded to whistleblowers. But a major flaw of whistleblowing provisions in Dodd-Frank is the assumption that disclosures on securities law violations are usually made faster. Moreover, U.S. lawmakers failed to test this assumption before implementing Dodd-Frank. Unfortunately, the 2017 SEC report to Congress included clauses that may significantly limit the value of financial rewards to whistleblowers. This is contrary to the main objective of Dodd-Frank which is to encourage whistleblowing with attractive compensations. Scheetz and Wall investigated whether financial rewards might be discouraging people from making disclosures.

Perhaps, this debate on the relevance of compensations is why the SEC—since 2014, when it awarded three whistleblowers with a whopping $83 million—has been more explicit about how financial rewards are calculated. In line with Dodd-Frank provisions, individuals assisting the authorities to recover at least $1 million are entitled to 10-30% reward although this compensation applies only to employees in the financial sector—not all sectors of the economy. The reward percentage is, however, determined by whether making a disclosure was culpable or involved in the wrongdoing, for example, by interfering with internal compliance systems or purposely delaying the time of reporting violation to the Commission. The scholars tested the impact of Dodd-Frank on whistleblowing intentions—especially when the fraud is below or above the monetary sanction threshold which makes individuals eligible for financial rewards. They also examined whether there should be some unexpected consequences for delayed reporting of fraud to SEC.

Findings from Scheetz and Wall show that knowledge and understanding of the Dodd-Frank Act increase whistleblowing intentions among individuals and, to a great extent, influence their decision to delay reporting. However, a major discovery in the research is that employees are confused on whether SEC uses the amount of fraud or amount of sanction to calculate financial rewards. Results from open-ended interviews with accountants/auditors who are conversant with Dodd-Frank show they are more likely to detect fraud which might be reported for huge compensations. Thus, Dodd-Frank/s $1,000,000 threshold for monetary award eligibility has significant influence on timing intention. But the attractiveness of whistleblowing under the Act tends to encourage external reporting rather than internal reporting therefore reporting intentions are mostly hinged on compensation. This raises the question of bias. Additionally, organizations have different internal reporting policies so whistleblowers may unknowingly infuse their personal grievances against internal control structures while making reporting a wrongdoing.

2.2 Moore M A, Huxford J and Bethmann J B "National Security Whistleblowers and the Journalists Who Tell Their Stories: A Dangerous Policy Dance of Truth-finding, Truth-telling, and Consequence 2017

In this book, the authors acknowledged that whistleblowers are a crucial part the media’s commitment to achieving accountability in corporate governance, adding that whistleblowers provide checks and balances against those who wield power and exploit it for selfish reasons . Using examples of individuals/organizations who have defrauded the government in recent years, the scholars investigated circumstances under which fraud was committed—and discussed the legal and political consequences of such breaches. But the ignored the role of effective whistleblower protection and rewards—except the recommendation that an effective whistleblower protections mechanism should for instituted for National Security employees. More importantly, the scholars suggested huge benefits for individuals blowing the whistle to control corrupt public office holders and management of private establishment. Yet, the focus on corrupt politicians provided a one-sided analysis.

Basically, the researchers examined the level and frequency of corruption among U.S. politicians, with focus on the negative impact of political stability and public policy on citizens who the politicians/public officials were elected/appointed to serve. Results from the analysis of America’s three-tier government therefore highlight the need to control and investigate public officials who misuse their positions of authority. To achieve this corporate governance objective, the authors suggested use of modern tools for enforcing accountability, thus, highlighting the ethical responsibility and power of the people to monitor their leaders, identify wrongdoing, and take timely action to fight corruption in governance.

2.3 Mintz S "Whistleblowing Considerations for External Auditors under Dodd-Frank: A Blueprint for Future Research" 2015

Congress enacted Dodd-Frank on 5 January, 2010. The statute was eventually implemented on 12 August, 2011 and has set new disclosure standards for both internal and external auditors by ensuring that fraud-related issues are resolved internally between employees and top management. Moreover, the Act changed U.S. regulatory landscape by empowering internal accountants, external auditors and auditing firms to safeguard whistleblower rights thereby motivating individuals to “voluntarily” report wrongdoing to SEC. Information leading to a successful enforcement proceeding on a violation of federal securities law—in line with the United States Code (78a) and Section 21F of the Securities Exchange Act of 1934—must attract monetary sanction of more than $1 million. Dodd-Frank defined a whistleblower as any individual who voluntarily alerts SEC of wrongdoing that has occurred, is ongoing, or about to occur. However, Mintz Stephen notes that the verifiable report must be from whistle-blowers’ independent observation/analysis and not information collated from a government report, judicial/court proceeding, administrative hearing or investigation .

Mintz found the American Institute of Certified Public Accountants (AICPA) altered “Interpretation 102-4” of the Integrity and Objectivity rule in the AICPA Code of Professional Conduct (commonly known as AICPA Code) to contain process to be observed by external auditors when making decision on whether to make a disclosure against their employers (audit firms) for not acting fast to resolve grievances on accounting and financial reporting matters with clients. In its response to the whistleblowing provisions of Dodd-Frank, AICPA included external auditors in a legal process that previously allowed only internal accountants access to Rule 102 of the AICPA Code, which provides guidance to potential whistleblowers. But the major problem is how employees of an accounting company can provide auditing services to public organizations/institutions without blowing whistle on the company for disregarding legal and ethical practices. As outlined in the securities law, accountants under this circumstance, thus, have a responsibility to unlawful conducts—especially financial fraud. But rigorous whistleblowing provisions in Dodd-Frank such as the clause on Interpretation 102 created a gap in the relationship between auditors and their employers (audit firms).

The main objectives of the study by Mintz are: (a) To understand new requirements under the Dodd-Frank Act which laid conditions for external auditors to report unethical and illegal practices to SEC because top management could not resolve fraud-related issues; and (b) to review the Interpretation Code 102-4 which sets the new relationship standards between employers (auditing firms) and external auditors regarding whistleblowing obligations. Further, the scholar elaborated on the characteristics of a whistleblower, Dodd-Frank process for making a disclosure, and whistleblowing responsibilities for every organization—especially the relationships with external auditors. A major aspect of the study is the analysis of auditors’ integrity standards under AICPA Interpretation 102-4 which explains how they avoid subordination of judgment while carrying out their duties in the context of individual responsibility, moral autonomy, and whistleblowing obligation. Findings show that one commonly cited cause of unethical conducts in organizations is the pressure on employees to do “whatever it takes” to increase profits and achieve sustainable competitive advantage. Additionally, employees are usually rewarded for results, with the conviction that “the end justifies the means.” Despite the Mintz’s laudable recommendations, the study was flaws for excluding the Sarbanes Oxley Act (SOX) which is considered the most effective anti-retaliatory whistleblower provisions in the world. The literature will be fully discussed subsequently.

A good lesson for the kindhearted, but bad luck for the "innocent and helpless." Mankind wasn't created for wickedness, but sadly, evil and violence have become the new order in this part of the world. Makes one begin to wonder if showing kindness to strangers in Nigeria is SUICIDE

Scary mermaid Looks more like an artwork.

Importance of Dodd-Frank Act to Whistleblowers by Irobiko Chimezie Kingsley

Dodd-Frank Wall Street Reform and Consumer Protection Act (also known as “the Act’ or “Dodd-Frank”) was enacted on 21 July, 2010 under President Barack Obama’s regime for the purpose of revitalising US financial regulatory system. Dodd-Frank aimed at restoring public confidence during the global financial crisis. But despite the existence of competent investigators and an array of statutes to reduce fraud, corruption in both government and non-government agencies has been a major challenge to economic growth and corporate governance. Basically, the Act safeguards US economy from corrupt or unethical practices in public/private establishments .

Although Dodd-Frank has been a success story, the increasing number of fraud cases before and during COVID-19 as well as their huge financial cost to the government indicates whistleblowers are still a critical part of the solution to good corporate governance. Importantly, government employees vested with the responsibility of uncovering fraud are ineligible as whistleblowers, thus, they are not entitled to compensations. Dodd-Frank therefore shows that the US government understands the importance of whistleblowers in exposing fraud in private/public corporations and is taking measures to properly reward as well as protect whistleblowers in line with Section 922 of the Act.

The statute also provides job protection through its anti-retaliation provisions which allow for a jury trial when whistleblowers feel their employment has been wrongfully terminated. A successful “qui tam” lawsuit usually attracts reinstatement and back pay, including attorney fees. Public corporations and their private subsidiaries are subject to these Dodd-Frank whistleblower laws. On this backdrop, employees in public and private corporations who notice wrongdoings should consult an attorney for professional advice on the best approach to air their concerns, and for proper legal actions if employers take retaliatory actions against them.

6. Research gaps to be filled
Most people identify unethical practices in organisations but lack appropriate knowledge of the specific law that should apply, including whistleblower rights, protection and remedies. But whistleblowing policies and protection differ among countries, and is sector/industry specific, depending on whether the employee works in a private or public establishment. However, if employees understand the appropriate steps to take when reporting suspected wrongdoing, it is most likely that companies/employers will follow when they believe you are taking the ethical route. On this premise, and in line with findings from reviewed literatures, the researcher will attempt to:
(i) Simplify Whistleblower Directives for both employers/companies and employees to ensure understanding of whistleblowing policies and knowledge of protected disclosures, including how coming forward with evidence of fraud, waste, or abuse by a government agency can improve corporate governance.
(ii) Prove that results from Scheetz and Wall are invalid and inapplicable on a global basis due to lack of insufficient country-specific data used in the study. Additionally, differences in governance structures, efficiency of legal frameworks and level of understanding/commitment from employees make generalization of findings unacceptable.
(iii) Furthermore, the research by Moore et al was flawed because the authors failed to scrutinize the link between good corporate governance and whistleblowing. This is a focal point in this proposed research.
(iv) Despite the results from Mintz’s study, his choice of a holistic approach limits the thoroughness of the investigation, thus, raising questions on its validity. This comparative study on the UK and USA safeguards against such avoidable erroneous outcomes.
(v) Additionally, the use of qualitative research enhances understanding of corporate governance phenomena, particularly because both governance theory and governance reform are best analysed with qualitative research data. This study will add to the body of knowledge by adopting a qualitative research approach on whistleblowing and corporate governance.
(vi) This research will also analyse different types of disclosures, explain who can be considered a whistleblower, and present procedures to be followed while making disclosures or filing claims for retaliatory actions from employers.
(vii) Lastly, results from the hypotheses testing will provide a new ground for further inquiries in the field of corporate governance and whistleblower legislations.

Although Dodd-Frank has been a success story, the increasing number of fraud cases before and during COVID-19 as well as their huge financial cost to the government indicates whistleblowers are still a critical part of the solution to good corporate

It used to be that resume gaps of several months or longer concerned both job seekers and hiring managers. Some hiring managers believed longer periods of unemployment signaled a candidate wasn’t hirable. Alternatively, they might have been out of touch with trends in the field.

However, this attitude towards periods of joblessness was falling out of favor even before the pandemic. The Wall Street Journal found that 76 percent of workers aged 24 to 38 took at least a month of voluntary leave at some point in their careers.

But the pandemic has encouraged hiring managers to be even more open to candidates who have gaps in their work histories. The New York Times recently profiled a boss who was skeptical of candidates with resume gaps – wondering why they weren’t able to find jobs for so long – but recently hired six employees who had been out of work for six months or more.

The newspaper argues that candidates who have been jobless for months or years in the pandemic era are being more thoughtfully considered for positions.

“That’s a break from the last recession, when long-term unemployment became self-perpetuating for millions of Americans. People who had gone without a job for months or years found it very difficult to find a new one, in part because employers avoided them,” writes Sydney Ember.

Part of the reason that the so-called “resume-gap” stigma is fading is because of labor shortages during the pandemic. What’s more, companies are more willing to recognize all the factors contributing to long-term unemployment.

For instance, quality candidates could have been laid off in the travel industry simply because of pandemic constraints, not because there was anything lacking in their job performance.

So, if you have been out of work for a significant amount of time, what can you do to make yourself more desirable to hiring managers? Here are some ideas.

Use “relevant experience” rather than a chronological format to highlight your skills
A chronological resume emphasizes an employment gap in a way that an alternate resume style does not. Instead, use a “Relevant Experience” header to replace the more common “Work History” subheading on your resume. Then, include the most relevant positions at the beginning of the resume. You can also add more bullets to describe your successes in these positions.

Later in the resume, you can include a “Related Experience” section where you can list other positions with less connection to the job you’re applying for.

Explain the reason for your resume gap
At the same time, you’re not trying to arrange your resume so hiring managers won’t notice your resume gap. Rather, you want to explain why you might have been out of work for several months or longer, likely in your cover letter.

“Personally, it depends on the span of the gap on the resume or CV, and if there was a brief explanation given. The hardest challenge for me is when no reason is offered by job candidates on their resume or CV as to WHY they were unemployed,” said HR Executive Phidelia Johnson.

You don’t want to be apologetic in this section either. Instead, share what you learned or the skills you acquired that will help you be a stronger candidate.

Identify the skills you have for the job you want
If you have been unemployed for a longer period, some hiring managers may be concerned that you have let your skills lapse. Make sure that you are keeping up with the competencies necessary in your field by reading LinkedIn profiles or job listings for the types of positions you want.

Then, decide if there are skills you need to develop or practice while you’re job seeking. Perhaps you could volunteer somewhere to keep your competencies fresh, or take a class to develop an ability that has become more important in your field than it was before.

With these skills under your belt, you’ll not only be more confident – you’ll be able to use the jargon and focus on key competencies when writing your cover letter and interviewing for the position.

Finding Employment After a Job Hiatus
Managers and bosses are more sympathetic to job candidates with significant employment gaps in their resumes. The pandemic has created a cultural shift where companies are more sympathetic to circumstances in candidates’ lives – from getting laid off to caring for an ailing spouse. At the same time, labor shortages encourage hiring managers to focus more on the skills candidates can bring to the table, rather than on time away from the workforce.

So, if your resume gap has been a cause for concern, recognize that you don’t have to bring a deficit mindset to your next job interview. Rather, focus on maintaining your skills with part-time or volunteer work, consider taking a class to stay abreast with trends in your field, and submit employment applications with confidence.

Recruiter Taryn Stastny took a yearlong sabbatical when she had a baby, and now she appreciates when candidates have taken time off to care for family.

“I will never, ever consider a family gap, a mental health gap, a travel year gap, and especially a parenting gap a ‘problem.’Take that time and be a human,” she shared.

Irobiko Chimezie Kingsley https://meziesblog.com/having-employment-gap-on-your-resume-is-not-a-barrier/