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> Which Direction For My Career

There comes a time for most people when they ask themselves about which direction they should take for their career. For some, this question is asked before their career even begins, perhaps even before entering college.

In most cases, the sooner you can decide on the direction that you would like to take your career, the better. Forethought and planning can help make the decision making process easier earlier on in your career. The first thing you need to remember is that you will likely not start off at the top of the ladder, but rather that you will need to work your way up to your goal career position.

One of the primary considerations when deciding on the directionality of your career is education requirements. Are there special degrees or certificates that you will need to advance your career and where are they available? Time may be a factor, especially if you are already working in the career field of your choice. There may be options of night schools or correspondence courses to get the degrees and certificates necessary to advance your career.

By defining your goals as clearly as possible, armed with information, you can set a course for career fulfillment and find a time frame that will suit your needs and career advancement.

Deciding on the direction you would like to take your career in is not an easy decision to make, nor one you should make hastily. Take your time and clearly define where you want to be in one year, three years, five years and ten years. Research for information to help you understand what you will need to accomplish to meet these goals.
Career Planning and Me

Career planning is exactly what it sounds like: planning a career that makes the most of your interests and goals, suits your temperament, and maximizes your education. Traditionally done once at the beginning of adulthood, today this is a process that has become a lifelong endeavor as those in the workforce must keep up with the constant changes of the economy and the demands of our society.

It begins with assessing your current situation, not just financially or at work, but your personal state of mind as well. Do you enjoy organizing things or working within a certain time period and leaving it there when you go home? Are you better at leading people or working alone? Do you prefer to be outside or inside? Do you have political, religious, or moral beliefs that compel you to get involved in a certain field? Anything, absolutely anything that truly inspires you can be made into a career. But first you have to identify what it is that inspires you and why.

Next, take a look around. Is there a name for the job that you want to do or are you a pioneer in the field? Is there a company who is hiring or do you need to create your own? Research what is available, what is lacking, and what is related to what you want to do. Now take your research a step further. Try out an internship or a volunteer position, read books about those who have succeeded in your field, ask to shadow someone who does the job you’re aspiring for. Find out what others had to do to get to where you want to be: other jobs, experience, education. And then decide if it’s something that still interests you.

It’s best to follow these steps for more than one possible career choice, but not more than a few. Unless all of them bombs, you may very well find something that you’d like to try. Enroll in courses if need be or get your resume, interview outfit, and list of companies ready and start applying for entry level positions. Or both. And remember, nothing is ever set in stone. If this doesn’t work out after a few months or you decide you no longer like the career you’ve chosen a year later or 20 years later you can always go back to the drawing board and start again.
10 Questions an Interviewer May Ask

Once upon a time job interviews were comprised of a conversation between interviewer and interviewee and based on this conversation, the job seeker was either hired or sent on their way. Within the context of this conversation, questions were asked, but today much of the conversation has disappeared as more and more interviewers are using custom made interview forms. Some of the questions you may encounter include:

1. What is your greatest strength?

2. What is your greatest weakness?

3. Why did you leave your last job?

4. What did you like most about your last job?

5. What did you like least about your last job?

6. How did you solve a problem regarding an angry or dissatisfied customer?

7. How do you handle stress?

8. What would your previous co-workers say about you?

9. Give an example of your ability to make decisions under pressure.

10. Why do you want to work for this company?

There are many variations on the above questions but most of these are pretty standard. Of course, work experience is a given and some employers want to know if you smoke. Often, employers ask questions they are not supposed to ask but it is usually career suicide if you bring up that fact.

The best thing you can do to prepare yourself for any interview is to find out everything you can about the company you are applying for. In addition, make sure you have all the dates clear as to where you worked and how long you worked there. Even if you have already sent a resume take one to the interview with you so that you can glance at it if you need to. Above all, be on time and be prepared!

The mere existence of resources in a country is no guarantee they will contribute to output. Multinational enterprises (MNEs) may enable idle resources to be used. Oil production for instance, requires not only the presence of underground deposits but also the knowledge of how to find them and the capital equipment to bring the oil to the surface. Production is useless without markets and transportation facilities, which an international investor may be able to supply. Access to foreign markets, particularly the investor’s home market, may be particularly important to developing countries that lack the knowledge and resources necessary to sell there. Additionally, another less tangible aspect of Foreign Direct Investment (FDI) is greater resource utilization. Through exposure to new consumer products, the local labor force may develop new wants, which could encourage them to work longer and harder to acquire the additional goods and services.

MNEs’ upgrading of resources may be brought about through educating local personnel to utilize equipment, technology, and modern production methods. Even such seemingly minor programs as those promoting on-the-job safety may result in a reduction of lost worker time and machine downtime. The transference of work skills increases efficiency, thereby freeing time for other activities. Further, additional competition may force existing companies to become more efficient.

Some trade unions have claimed that there are examples of MNEs making investments, which domestic companies otherwise would have undertaken. The result may be the displacement of local entrepreneurs and entrepreneurial drive or the bidding up of prices without additional output. Such trade unions argue, for example, that by their ability to raise funds in various countries, MNEs can reduce their capital cost relative to that of local companies and apply the savings either to attract the best personnel or to entice customers from competitors through greater promotional efforts. However, evidence for these arguments is inconclusive. MNEs frequently do pay higher salaries and spend more on promotion than local companies do, but it is uncertain whether these differences result from external advantages or represent required added costs of attracting workers and customers when entering new markets. Added compensation and promotion costs may negate any external cuts advantages obtained from access to cheaper foreign capital. Additionally, in many instances, the local competition also has access to that cheaper capital.

Trade unions also contend that FDI destroys local entrepreneurial drive, which has an important effect on development. Since the expectation of success is necessary for the inauguration of entrepreneurial activity, the collapse of small cottage industries in the face of MNEs consolidation efforts may make the local population feel incapable of competing. However, the presence of MNEs sometimes may increase the number of local companies in host-countries markets since MNEs serve as a role model that local talent can emulate. Further, an MNE often buy many services, goods, and supplies locally and thus may stimulate local entrepreneurship. For example, automobile producers typically add less than half the value of an automobile at the factory, buying the remaining parts, subassemblies, and modules from suppliers. In fact, true entrepreneurs will find areas in which to compete; consequently, in any country there are success stories that can be emulated.

Another argument trade-unions use is that investors have access to high technology abroad that may use later in their home-countries. This access may prevent original developers from maintaining proprietary advantages. It may also prevent production from remaining in the country where the innovation is originated as the product moves through its life cycle. Taking advantage of the host-country’s progress may result for MNEs in developing competitive capabilities in their home-countries that are based in foreign scientific and technical investments.

Moreover, trade unions observe that MNEs absorb local capital, either by borrowing locally or by receiving investment incentives. This raises the local cost of funds and/or makes insufficient funds available to local companies. Subsidiaries have borrowed heavily in local markets and have exploited investment incentives. For example, more than 53 percent of the value of assets owned abroad by U.S. companies is financed by foreign debt. The link to the ability of local companies to finance expansion is unclear. For MNEs to have a noticeable effect on capital availability in a country, the amount of funds diverted to those investors would have to be larger in relation to the size of the capital market than is probably the case. Further, few MNEs acquire all resources locally; the additional resources brought in usually should yield a gain for the economy.

Host-countries at times have not only prohibited the entry of MNEs believed to inhibit local companies, but also restricted local borrowing by MNEs and provided incentives for them to locate in depressed areas in which resources are idle rather than scarce.

Concluding, of particular concern to many countries is the foreign purchase of local companies. The employment effects continue to be debated because of assumptions about what would have happened had the acquisition not taken place, particularly when it involves a company that is not doing well and is subsequently downsized. It is thus impossible to say for certain whether there was more or less employment because of the acquisition. For these reasons, the employment effects of FDIs have been evaluated as both negative and positive.

About the Author

Jonathon Hardcastle writes articles on many topics including Investing, Business, and Employment

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