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Desi HR in a foreign land: Five tips to succeed

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Managing HR in a foreign land is not an easy task, especially for people who have majorly spent their time working in homeland. So, what does it take to become a successful as an expat HR leader? Well, unless one actually steps into the shoes of one, it is difficult to tell what exactly are the qualities that help one succeed in a this new role.

Jacob Jacob, global CHRO, Malabar Group, who has worked in a global environment, in countries, such as Dubai and Malaysia, describes his experience as one that ‘opens up one’s mind to see the many possibilities and the ability to view things from a different perspective’.

Definitely, an HR leader who has worked in his homeland for 15 to 18 years, would understand the cultural nuances, working styles, habits and language of the workforce. However, if such a leader who is all too familiar with the people and workings of a domestic workforce or market, is expected to take up an HR role or work in a foreign market, some level of preparation will be required.

“I had to implement the rewards system in seven different countries, taking into account the differences of each country. Initially, this presented many challenges. After all, the concept had to be sold and people had to be made to believe how it would help them. A while later, the system was accepted by all and successfully implemented as well.”

Jacob Jacob, global CHRO, Malabar Group

We asked some of the HR leaders, who have worked in foreign land, to share some tactics and tips that can prepare a person for a global HR role and achieve success.

I. Understand the labour laws of the land

Every nation will have its own set of labour laws. There will be differences, and a fair understanding of the laws of the land where one would be working is extremely important for one to formulate HR policies and frameworks at a global level. For instance, in the UK, the law allows maximum freedom to employers and workers to determine the conditions of work. However, other countries in the Europe have detailed legislative provisions on these matters. Similarly, in terms of collective bargaining, in Sweden, there is a traditional practice of national negotiation covering the whole industry. In the UK, agreements generally cover an industry or an occupation and in the US and Japan, the unit of negotiation is generally the company or plant.

Nisha Verma, CHRO, Apparel Group, who is currently based out of the UAE and has also worked in a global role when she was a part of Capgemini, opines, “Understanding the labour laws and employment regulations of a country is the first step a person can take in preparation, before moving into a global role. It is something which is very basic and hygienic.”

Nisha Verma

“In UAE, the attitude of the government is also very different. It is very much involved in employment matters. In India, she never got an opportunity to interact with bodies, such as the HRD ministry, but in the UAE, in the very first year in the role, she was discussing employee-employer relations with the government bodies.”

Nisha Verma, CHRO, Apparel Group

II. Develop openness towards people from different nationalities

When one moves into a global role, one has to work and deal with a diverse workforce, with members of different nationalities. There will be people from around the world, and one will have to understand and adjust with them. While in India, people may come from different states, they are all of the same nationality.

Jacob shares that when he joined Emirates, the Company had people from almost 100 nationalities and the HR team itself had people belonging to 20 different countries. “Such a diverse environment means more variables and dynamics with respect to team working. It requires an individual to understand the perspective of the team members and work towards the common goal of the organisation,” mentions Jacob.

“There is a lot of trepidation and fear about one’s own acceptance within the team, whether one will be able to deliver, whether one’s ideas will be heard and so on. However, once one adapts to the culture and ethos of the organisation, which is fundamental to everyone’s success, one will be able to see a plethora of options before one,” adds Jacob.

Jacob also shares an experience, where he had to implement the rewards system in seven different countries, taking into account the differences of each country. Initially, this presented many challenges. After all, the concept had to be sold and people had to be made to believe how it would help them. A while later, the system was accepted by all and successfully implemented as well.

Rajendra Mehta

“As one builds relationships, one is able to understand how to navigate conversations in a professional context. One will have to be extra cautious about the kind of language and words one is using with the people around.”

Rajendra Mehta, CHRO, Welspun

III. Understand cultural nuances and behaviours

Understanding the culture of the place and the country helps one to settle in that environment quite easily. Verma also made the effort by adopting the clothing style of UAE, where she dressed herself in an abaya, a traditional dress women wear in the Middle East. “People appreciate the fact that one is respectful of their culture and is making the efforts to understand it,” shares Verma.

She also says how crucial it is to understand the behaviours of people. “I have noticed that people are quite reserved in the Middle East as compared to other geographies, such as Europe.

“In UAE, the attitude of the government is also very different. It is very much involved in employment matters. In India, she never got an opportunity to interact with bodies, such as the HRD ministry, but in the UAE, in the very first year in the role, she was discussing employee-employer relations with the government bodies.”

IV. Master professionalism and accurate communication

Rajendra Mehta, CHRO, Welspun, has worked in various locations such the UK, Sweden, Amsterdam and the UAE. He recommends utmost professionalism in terms of behaviour, and high ethical standards. One should definitely go through an orientation on what kind of language, words and gestures to be used when one moves into different geographies. For instance, a thumbs-up sign can be an ‘Okay’ in countries, such as the US or India, but in the Middle Eastern and West African regions, it is highly offensive as it is considered to be equivalent to a middle finger in the US!

“As one builds relationships, one is able to understand how to navigate conversations in a professional context. One will have to be extra cautious about the kind of language and words one is using with the people around,” explains Mehta.

V. Appreciate diversity and inclusion

While working in a global role, one will have to show inclusivity in every approach, while recruiting and making policies. “One will have to accept the fact that one is working in a global environment, and approach every employee as ‘talent’ and appreciate what they bring to the table, rather than bucket them into categories,” opines Verma.

As per the experts, possessing the willingness to learn and accept new ideas, to empathise and understand people and to appreciate the view point of everybody at the global level matters a lot when it comes to being successful.

“Having a high emotional quotient as a global HR leader is very important, which helps one to empathise with others and communicate with them effectively,” mentions Mehta.

So, for all those out there, aspiring to be successful global HR leaders, these insights from our experienced leaders can help you achieve your goals and understand the dynamics and challenges that come with an international HR position.

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Source: https://www.hrkatha.com/culture/desi-hr-in-a-foreign-land-five-tips-to-succeed/

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Mental health concerns spike among half of UK employees

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More than half (51%) of employees experienced an increase in worries about their mental health due to the pandemic, according to new findings from Close Brothers. While 41% had experienced a rise by May 2020, the additional months of lockdown restrictions have seen this catapulted upwards to more than half. This represents a percentage increase of 24% over the time period.

The new report, ‘Expecting the unexpected: a spotlight on preparing for a crisis’, highlights the extent to which the past 12 months have changed the financial plans of employees across the UK. The findings confirm not just that the mental health of employees has been severely impacted by the pandemic, its impact has significantly increased as a result of the year of numerous lockdowns. Over the past 12 months, the percentage of 18-34 year olds experiencing mental health worries has risen to 63% and among those 55+ it has rocketed by more than a third to 37%. 

Increased mental health worries due to the pandemic
  May 2020 Feb 2021 12 months % increase
Overall 41% 51% 24%
Men 36% 45% 25%
Women 46% 56% 22%
18-34 y/o 56% 63% 13%
35-54 y/o 42% 52% 24%
55+y/o 27% 37% 37%

Worries about financial and physical health have also been hit by a year of lockdown. Around two in five (39%) employees have experienced an increase in worries about their financial health. Female employees (44%) have been significantly more impacted than their male colleagues (34%), while it’s those aged 18-34 that are the age demographic which has felt it hardest, with more than half of them (51%) experiencing greater money worries. Worries about physical health have been a significant issue too, but the number experiencing this (46%) has remained steady since the start of the pandemic. Digging into the data we find that among male employees and 18-34 year olds, these worries have in fact decreased slightly since May 2020. 

Mental health and finances worries are often co-dependent, with money worries being a significant cause for stress and anxiety.

One of the positive outcomes of the last year is that many of those impacted are taking steps to build back with greater resilience on all fronts. More than half (57%) of employees either have made or plan to make changes to their financial preparedness – notably almost three quarters (73%) of 18-34 year olds and around two thirds (65%) of 35-44 year olds. This appears to already be paying dividends when it comes to financial confidence. Around a third (30%) of UK employees are now more confident in their ability to weather a fresh financial storm compared to when the pandemic hit, rising to 36% among those 18-34 years old.

Looking at health holistically, nearly two thirds of employees (61%) have either already started or are planning to exercise more and more than half (55%) are planning to eat a healthier diet and other activities to improve overall wellbeing and mental health.

Jeanette Makings, Head of Financial Education at Close Brothers said: “Understandably, the pandemic has had a direct impact on employee wellbeing and specifically on their mental and financial health. Tackling this, and providing the support needed, even as the majority of employees continue to work remotely, is an area of growing importance for organisations.

“Mental wellbeing has always been impacted by poor financial wellbeing but over the last 12 months this has touched more people and some have been particularly badly affected. Sectors have been hit at all levels and so it has never been so critical to ensure that everyone understands and is confident about the choices they have so they can make the absolute best decisions with the money they have. This is where employer can help. An employer-led financial wellbeing strategy with hyper-personalised guidance and insight, can play a key role in enhancing the mental and financial wellbeing of their employees.”

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Source: http://hrnews.co.uk/mental-health-concerns-spike-among-half-of-uk-employees/

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How to Manage a Newborn while Working from Home

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Working from home with a baby below 3 months of age is mostly like getting a big picture done piece by piece. Though it may sound great to carry on productive work hours alongside caring for your baby at home, striking the right balance is always a tricky venture. Nonetheless, a few tips can help you prepare a better strategy in managing a newborn while you work from home.

1. Work while your Baby Sleeps

No matter how obliged you feel to multitask by entertaining the baby right by your side while getting a few important emails answered- just Don’t do it! The matter that you have left a 9 to 5 job for working at home should make the work hours flexible enough for you to prioritize one task at a time. Giving your baby the time that he/ she needs in the non-sleepy hours is crucial in developing the bond with your baby.

The best time to get the heavy workloads off is when your baby sleeps. You can be benefitted from the multiple naps that babies tend to take in their early years. Cherish the time you spend with your baby when he/ she is awake and then sleeve up to get the presentations done after you have fed the baby and put him/ her to sleep

2. Work while the other parent manages the Baby

Unless you are a single parent, let your partner have some sharing of roles if you have urgent work on the table right when your baby needs care. You can’t be a professional businessperson and a careful parent all in the same minute so switch the roles and let the other parent play with the baby if your professional role needs you to respond immediately. Not only for emergency tasks, but you must also seek the help of your partner for getting yourself that much-needed coffee or meal break.

Taking shifts with your partner shall help both of you focus and manage your work with the parenting role. If you are a single parent, seek the help of any of your family members. It is better to attend to your work responsibilities when your baby is playing with siblings, the other parent to family members.

3. Use Breastfeeding Sling

A baby carrier or a breastfeeding sling can be extremely useful in keeping your baby closer to your chest without having to put both hands in use. A breastfeeding sling is not only for new parents who find it difficult to hold the baby all the while but it is also the most versatile equipment for working parents.

Breastfeeding Slings can deliver your body’s warmth to your baby, helping him/ her feel secure, as if in a womb, and at the same time give you the flexibility to type using both hands. Another benefit of a baby sling is that it makes food accessible to the baby if you are occupied in the baby’s feeding hours. However, the sling can be used by the mother as well as the father since it gives a comfortable environment and bonding to your baby. You can check the Best Baby Slings for Breastfeeding guide on Two in Mind to get the best one for yourself.

4. Engage your Baby in some Activities

As your children grow, you can guide them into occupying themselves with several interactive games and toys. Don’t hand over a smartphone to your toddler- give them toys to play with or at best get a baby bouncer, swing, or rocker which helps them play and develop their motor skills. See what type of activities engage your child better and help them learn as well. Plan certain playful activities for their awake hours in such a way that they mostly don’t demand your attention through the sessions.

Beware not to perpetually engage the baby in tiring activities or compromising on the time that your baby essentially requires with you. Moreover, you must attend to your baby at regular intervals just to ensure that they are safe. You may also ask other adults in the house to keep an eye on the baby’s movement without leaving them unattended for a long period of time.

5. Be Flexible with Work Hours

Don’t wear yourself out in the process. A sustainable schedule and well-managed work hours are critical to your health and well-being. One thing that the global Pandemic has highly alarmed us about is the importance of maintaining good hygiene and health conditions. The more you crush yourself over perfecting everything and seamlessly managing job and parenting responsibilities, the more impractical it shall get, stealing your sanity.

Therefore, have a flexible schedule and distribute the work hours no matter how odd they might appear. For example, you may pick an hour from the afternoon, two from the late evening, and three from the early morning to meet your international clients or get the most creative work done. Make sure you do justice to what you do regardless of when you do it. The lack of flexible working hours can make you prone to excessive mental burnout. Take a break, nap with your baby, get your coffee breaks, watch your favorite movies or series and enjoy the moment

6. Hire a Babysitter

There should be no hesitation in hiring help to attend to your baby while you are busy with your schedule. What you must avoid at any cost is getting over-consumed by the work so much that you barely realize that your baby has grown past his/ her formative years. As you fall into a situation when you can’t work at some off hours, having a babysitter will assist you in focusing on your work without interruption. The better and sooner you get done with the work for the day, you can get back to your child with some quality time to spend and bond with each other.

It is likely that a newborn shall sleep most of the hours in a day but as they grow, they require less sleep and more playing hours. Forcing the baby into sleeping when they must be playing or learning about the environment, they are in may backfire. Rather than letting the matter get stained between the baby and the parent.

Don’t force yourself to bear a pang of guilt for not managing everything like a robot. We are humans and that is okay if you don’t perfectly sweep every work off seamlessly. Choosing to put your professional foot forward while caring for a newborn is no less than a challenge but definitely worth it if you have the heart to manage them. Also, keep the sensitivity for your own self alive to make anything work for you. Therefore, customize your plan regardless of the frequency of fluctuations while you work from home with a newborn baby.

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Source: http://hrnews.co.uk/how-to-manage-a-newborn-while-working-from-home/

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Employee passports are the way back to the office

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Last March, the Government’s first Covid-19 lockdown had an instant impact on the business community. Millions of employees in organisations across the country were dispatched from their offices to begin working from home. For some businesses, the enforced separation has had some positive benefits. For many others, the effect on productivity and mental health has been highly damaging.  Yet, businesses are struggling to understand wellness issues, longer-term damage, and how best to mentor and develop their workforce in the wake of this pandemic.  As a result, — with rapid vaccine roll out and the end of lockdown in sight — almost every business in the country is assessing how to facilitate a quick, but safe, return to the office.

According to exclusive research conducted by Yonder on behalf of Cignpost ExpressTest, just one in four businesses know how to return to work safely after lockdown, and only half have formulated a plan to return to the office.  While it is true that there are some organisations that will simply wait until every adult has been vaccinated, many others will wish to return some, or all, of their employees to the office sooner. What is not clear are the practical steps to ensure a safe environment. 

While the government has provided detailed guidance for how weddings, night clubs and sporting events can restart, there has been little information on how the vast majority of office-based organisations should proceed, other than the recommendation that working from home should continue as the norm until at least 17th June. After that date, many businesses will be unsure of safe programmes to implement for a phased return.

Moreover, businesses have a legal duty of care to protect their staff from harm. What CEO would want to ask —or even insist— that everyone returns to the office only to see a Covid-19 outbreak that led to massive workforce disruptions, hospitalisations and worse?  Additionally, there is confusion over the merits and costs of different Covid-19 testing that is a critical part the solution.

So, what should businesses do? Many companies have announced that they will wait Covid-19 out, delaying an office return until the autumn. This may suit a few business operating styles, however, if new mutations of the virus appear and modify the efficacy of the vaccine programme, or cause an upsurge in infections and deaths later in the year, businesses could find themselves delaying their return indefinitely.  

Perhaps looking to the experience of the organisations that have already begun to return critical workers to the office is the best way to understand the options available.  For those organisations, the starting point was understanding which employees have been vaccinated and given this, working out how to create a safe working environment for everyone through testing.

It is also important to have a complete understanding of the different types of tests available.  According to our research, four out of 10 businesses currently lack that knowledge. At one end, there are lateral flow tests that are cheap and produce results in minutes. The issue with lateral flow tests is that they miss a very significant proportion of positive cases and can only give a red light not a green light to a safe working environment, meaning masks, social distancing and viral hygiene remain in place. The alternative is the gold standard PCR test. These can produce results within a few hours. They are more costly but have significant advantages, in that they offer the highest level of certainty.

Twice-weekly testing regimes have been introduced effectively across major banks and film sets and in elite sporting events, as a practical and sensible way to give staff and their families continuous protection. Consistent testing allows companies to create their own Employee Passports: a document that provides details of testing history and vaccination. This then allows those testing negative the ability to work normally in the office again and provides employers confidence in their duty of care provision in terms of COVID and wellness.  The added benefits to employee retention, mental wellness and competitive advantage are yet to be estimated.

However, it is not enough just to test employees and send those testing positive back into isolation. Companies will also need to provide those testing positive and their line managers and contacts with an assessment of risk. The person with COVID will also need to be provided with immediate access to medical advice regarding their condition and, potentially, rapid follow-up COVID tests, before they can return to work.  Retesting those who have been in contact with the individual is also necessary to ascertain that all can continue to work safely.

Companies don’t exist in a vacuum. Even when businesses have created safe bubbles within the office, visitors or contractors are still a real consideration and possible threat. To deal with this, a number of companies are developing different regimes for those tested, allowing them to return to work normally, and a separate regime for anyone else, where social distancing, mask wearing and access to strictly limited parts of the buildings is required.

The economic and social damage caused by COVID-19 has been immense, but with the successful roll out of the vaccine, it is becoming possible to imagine a brighter future. Now, businesses need a plan that brings their employees back to the office, thereby helping them return to normality as soon as possible.

Professor Denis Kinane is a Professor in Immunology and a co-founder of Cignpost Diagnostics.

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Source: http://hrnews.co.uk/employee-passports-are-the-way-back-to-the-office/

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Six tips for writing a CV for dissertation supervisor jobs

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A dissertation portion is used in all the College’s instructed programs, at both postgraduate and undergrad. That will usually occur in the last year of undergraduate study or after a postgraduate degree, generally consisting of 60 or more credits. A dissertation aims to allow students to conduct independent research on a subject relevant to their study programs. Traditionally, each student completing a dissertation will be designated an academic supervisor to help them choose a topic and supervise them as they research on their dissertation.

Regardless of your university career, you must have a professional and respected academic CV. You will have to attach an academic CV if you apply for positions, grants, conferences, or fellowships. This document differs from a corporate summary and has a distinctive style.

The main differences between academic curriculum vitae style and business resume format are long. There is no such cause in restricting yourself to two or three pages when you write an academic CV because as your career advances, the paper can get longer and better. There are also no academic CVs that provide bullet points to extend each position’s duties. For all purposes, the undergraduate curriculum vitae is a collection. This collection must be in chronologically reverse order with specific dates. This format facilitates time measurement of the effectiveness for the person examining your CV.

The most crucial thing that you must keep in mind is to adapt it to any role you request when drafting your academic CV. The most appropriate achievements for the position/subjectivity you are applying for should be given priority. Does teaching or study emphasize the position? It is also important to carefully read and comply with the work posting or applicant requests’ specifications. For instance, specific associations only request a selection of publications instead of your whole history of publishing.

Supervisor’s responsibilities 

As this article is based on the specific position for dissertation supervisors in the College or university, we will briefly discuss the supervisor’s role. Studying the responsibilities of a supervisor briefly before writing a resume or curriculum vitae can help put the specifications required for a job more efficiently.  

The supervisor’s job is to assist the researcher or student in creating, preparing, and improving his dissertation through guidance and advice. That may include suggestions on selecting a suitable topic, drafting an appropriate preliminary bibliography, arranging primary and secondary studies for the dissertation, using proper research methods, and the necessary approvals for research ethics, strategies of improving the representation of a dissertation.

Tips for writing an effective CV

1.            Keep it firm and accurate.

A CV can usually only be two pages.  On average, employers waste just 8 seconds staring at a single CV, and a sure way to fall on the bottom is to give them all your life story. Keep it tight, tangled, and save little information details for interview information.

2.            Incorporate personal statement

Suppose an interviewer won’t just see how your background has to do with your work. Using a brief personal statement instead to clarify why you are the right choice for your job is not a bad idea. That can be shown in your cover letter.

3.            Don’t leave any gaps.

We are a pessimistic group that automatically suspects employers and does not gain the skepticism from leaving apparent holes in your CV. It would concern if you were out of work, so just make a good turn. Have you taken a course, volunteered, or developed soft skills, for example, collaboration, teamwork, and project management? If so, then shout!

4.            Keep it up-to-date

If you are applying for a career or not, you must keep your resume up to date. Any time in your work, something interesting happens, document it to not forget about something important later.

5.            Make the document look pleasing.

We live in a time where illustrations are all about, and that even applies to your cv. Take a moment to make it beautiful. Use bullets and hold brief sentences. Use the graphical style to make the interface simple for attention, providing plenty of space for text and between groups. Alternatively, create your career application innovatively!

6.            Keep it error-free

Employers are looking for CV errors, and they make it sound not very pleasant when they find them. David Hipkin, head of Reed Business Information, Recruiting, and Resourcing, warns that “With most employers currently facing a large number of candidates, it’s not going to help you win an interview to give them the excuse to reject a request. Because of avoidable errors.” Don’t overlook the most common CV errors.

Tip: ResumeCroc is a platform for job seekers. Provide free resume review. You can use their services to get the guarantee of a job interview call.

How to arrange your CV

Below are all things to incorporate in the academic curriculum vitae. Since the order of some sections (especially publishings) may be unique, consult your department’s trustworthy senior advisor on the terms of your conventions.

Name

Curriculum vitae

Contact information, including phone number, address, and email address

Recent or ongoing position

Where are you working now? Enter your name, organization, and details of the office/contact.

Education

This section is important and is often located close to the top. With the department, organization, and year of completion, enter in reverse chronological order. You should add your doctoral thesis title and committee under your Ph.D. submission.

Academic Emplacement

List your appointments and academic records immediately after your graduation. Obviously, you cannot have a previous academic job while you are a new graduate to miss this part. Includes contract jobs such as postdoctoral, training, additional positions, and track tenure positions while listing your work background.

Publications

The subheadings and their order in this section will differ according to your domain. This section can be divided into novels, edited volumes, journal articles reviewed by peers, book chapters and reviews, online publications, and other publications (including some non-academic publications). Many in the STEM areas want to begin with initial, peer-reviewed research papers and then review articles.

Awards and Honors

If that peaks out, you should add this section before publications (otherwise, place it down further). Include the award’s name, organization/institution granting, and year of the award.

Experience

This section can be arranged in many ways, depending on the extent of your experience in teaching. You may organize it by the level of training, organization, or region/field. Enter the title and year(s) of the course. This segment should include courses you TA’ed. If you are the only mentor for your organization’s training, you should identify yourself as an instructor.

Research

This is the spot to mention if you were a research assistant. Details about your fieldwork will also be used here.

Services

This section covers topics such as leadership in societies, journal handbook analysis, and technical organization functions. The departments/universities could also be included, such as membership of the search committee and other committee services.

Optional Classifications

Some types are optional and can be unique to your profession, the level of expertise, and the requirements you qualify for. Languages, academic interests in research, supervised dissertations, expertise, relevant career experience, and media attention should be included.

About the author:

Grace Griffin is a member of the writer’s Team on Essays uk. She has bachelor’s in Law, Masters in Literature, and a PhD in Economics. she wanted to explore all the possible subjects in the world. Still, she is afraid that she couldn’t do so. Grace is a technical writer and writes research-based content. As for her hobbies, she loves reading articles, blogs, magazines, newspapers and books.

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Source: http://hrnews.co.uk/six-tips-for-writing-a-cv-for-dissertation-supervisor-jobs/

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