The Vocational Service Leadership Award from Rotary International and Rotary Kasr El Nile Club

Last Week, Our CEO Hisham El Badawy, was awarded the image4Vocational Service Leadership award by Rotary International President Representative – PDG Nimrod Kapwele, for promoting the advancement of Vocational Service and Rotary’s Commitment to the highest ethical standards in businesses and professions for JOBMASTER’s efforts in organizing the “Mostakbalna في Baladna” Employment Fair.


JOBMASTER has been collaborating with the Rotary Club of Kasr El-Nil in holding the “Mostakbalna في Baladna” Employment Fair for 6 consecutive years, committed to serving society by contributing to social progress and development of youth in Egypt.

JOBMASTER Recruitment Solution Team was awarded by RotaryDSC_0051 Kasr El-Nile Club Last Friday 13th of May 2015, presented by Ms. Nevine Abdel Khalek, the Head of the District Vocational Committee for their extensive efforts to serve the Vocational Needs of the Egyptian Market.


To make sure that the event meets its ultimate goal, part of the event proceeds are channeled to fund the club’s various social and charity projects. These projects include: The Children’s Right to Sight, the Concentrated Language Encounter (CLE), School Renovation Projects, Medical Caravans and more.

“Mostakbalna في Baladna” has become a “mark your calendar” event to which many companies, individuals and Rotary Club members expect each year. This is because we believe that best results are achieved when merging professional goa

DSC_0482ls with charitable events.

Join us Now in our Continuing Success with our 7th Rotary “Mostakbalna في  Baladna” Employment Fair this November, 2015

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Hire Like Google And Facebook: Competency Based Interview Probe Your Candidates Beyond Their Technical Ability

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Hire Like Google And Facebook:

Competency Based Interview Probe Your Candidates Beyond Their Technical Ability

In a recent New York Times interview with Laszlo Bock – the Vice President for People Operations at Google – Laszlo said that GPAs and test scores are worthless criteria for hiring and that almost 14 percent of some Google teams consist of people without any college education. While good grades don’t hurt and specialized skill sets are required for many jobs, there are some hiring attributes – or what we call 21st century skills – that make prospective employees more desirable to employers all over the world: leadership, personal and intellectual humility, the ability to attribute some purpose to your work, and the ability to take ownership of the task at hand. Bock mused that while you can train new employees for many technical abilities, a candidate without these personal characteristics was a non-starter.

This information makes us wonder how companies like Facebook and Google probe for the skills they look for and hire the talent profiles they need?, as the 21st century skills are very difficult to assess, and very difficult to reduce these skills into discrete qualifications and quantifiable metrics in the same way we assess recognized degrees and numerical grades. It’s clear that we need 21st century methods to assess 21st century skills.

Well structured competency based interviews are among the most commonly used style of interviews nowadays. Employers all over the world use competency based interviewing to evaluate a candidate’s level of competence across the key competencies of the role: can a candidate think innovatively? Collaborate with other team members? Assimilate feedback and coaching? Will the candidate be adaptable to new environments and successfully integrate with teams?

Competency based interviews can predict employee performance on the job by providing the employer with certain selection tools and procedures; These tools can be tailored to a particular job in a particular organization, and are statistically calibrated to provide reliable predictive results (i.e., candidates who score highly on these tests also tend to perform well after they’re hired). Also the probing for  21st century skills provide an extremely valuable lens through which companies can define what to teach and not teach a new hire on the job.

We’d like to hear about your experiences hiring for 21st century skills.


Talent Management

I can still vividly remember my first day at my first job says:  “ Thea Green” founder and CEO of Nails Inc. I’d managed to secure work experience at Tatler and I was focused to make a good first impression. It was immediate challenge but one I relished. Eventually I was offered a permanent role but I’ve never forgotten the feeling of hoping someone would recognize how hard I was working and give me a chance.
That’s why when I launched my first Nail Inc bar, I knew I wanted to put recruitment of young people at the heart of my business. Today, our fast growing international business serves more than 10,000 customers a week. That isn’t possible without enthusiastic, passionate and motivated workforce.
My policy is to recruit from a broad background and consider young people from the broadest range of academic achievements. We’ve found that the individual’s outlook and commitment to the company is important. Once you’ve found them, invest in them so they grow their career with you.
But finding the right people can be challenging. Young people are struggling to find employment, and there is a disconnect between their knowledge and the skills that a business needs.
 Often we’ve found that young people don’t have basic skills, from timekeeping and the dress code to knowing how to interact with customers. We’ve also encountered issues with self-confidence. Young people aren’t immune to the constant message that finding and keeping a job is hard and that they might not be prepared. That’s why businesses should encourage and nurture talent. If recruits are confident you trust and need them, they will flourish.
I believe we all have responsibility to help, which is why this year I became an ambassador for lifeskills , a programme created by Barclayswith education professionals to bring together schools, businesses and young people.
One element of the programme I believe in passionately is work experience. Indeed, business can learn as much from having a young person join them as that young person does. From a business perspective you can learn how to manage a young person at entry level. The skills they have could support your growth in the years to come. I’ve hired some of our work experience candidates on a permanent basis and many have gone on to be some of my brightest and best managers. However, business leaders must planto ensure they get the best out of their placements. Think about management, there should be a dedicated person in your team that has the responsibility of delegating tasks and providing feedback. Have tasks ready before the young person arrives to ensure you’re making the most of their time and that the tasks will benefit the wider teams. Expose them to as many as possible and go through their work with them. An exit lunch or meeting can benefit both parties.
Growing talent is a key strategy for Nails Inc, which is why it should be thought about from the top down. I work closely with work experience candidates. It’s an investment of time, but it pays for itself in the insights and infectious enthusiasm of those just starting out. Ensure this commitment is reflected throughout your business including working with work experience candidates as part of staff evaluation. I understand that the idea of offering work experience can feel like a distraction from everyday business. But for me, the benefits of work experience can outweigh any negative. Not only will you be doing your part to help the next generation, but you could learn ways of unlocking growth for your business.

Thea Green, founder and CEO, Nails, Inc.   Source: HR Magazine