Getting old is not a problem (6)

The Power Of Mindset: How To Fight Against Laziness

Life is a journey that presents us with both challenges and opportunities. It can be difficult to navigate at times, but with the right mindset, we can make the most of our experiences. One of the most important aspects of living a fulfilling life is overcoming laziness and becoming more productive.

Recently, I had the privilege of discussing life with my mentor, Mr. Gemunu Wijesena from Sri Lanka. During our conversation, he imparted to me a simple yet effective formula for leading a fulfilling life. The formula consists of five powerful words: Active, Skilled, Money, Friends, and Happy. Each of these words holds a connection to the next, and by focusing on one, we can positively impact the others. This formula has greatly helped me comprehend the significance of productivity and the interdependence of various aspects of life.

The purposeful life’s formula is simple,

  • Being Active will make you SKILLED!
  • Skills will help you earn MONEY!
  • Money will get you, FRIENDS!
  • Friends will make you HAPPY!

On the other hand, if we look at it from the opposite perspective, the formula for an unsatisfying life can be described as follows:

  • Laziness will keep you inefficient!
  • Inefficiency will make you worthless!
  • Worthless life will make you friendless!
  • Life without friends will make you unhappy!

The ultimate lesson from this formula is that our mindset plays a crucial role in shaping our lives. Our creator almighty Allah has provided us with the capability to operate our lives in the right direction, but it is up to us to utilize the resources given to us effectively, or risk having a meaningless, hopeless, and unproductive existence.

So, how do we fight against laziness and live a fulfilling and meaningful life? Here are a few ways:

  1. Set goals: Having a clear and specific goal in mind will give you a purpose and something to work towards.
  2. Create a schedule: Set aside specific times for different activities and stick to them.
  3. Surround yourself with positive influences: Spend time with people who inspire and motivate you.
  4. Take care of your physical and mental health: Get enough sleep, exercise regularly, and take care of your mental well-being.
  5. Practice gratitude: Appreciate what you have and be thankful for the blessings in your life.

To sum up, the five-word formula shared by my mentor, Active, Skilled, Money, Friends, and Happy, is an effective way to comprehend the connection between various elements of life. It highlights the significance of being active and efficient as the foundation for a satisfying and purposeful life. By managing our mindset and actions, we can conquer laziness and accomplish our aspirations

 

Author

K M Hasan Ripon, Executive Director, BSDI

Getting old is not a problem (5)

From Shouting to Leading: The Impact of Leadership Style on Employee Retention

In today’s society, it is not uncommon for professionals to work in offices without maintaining a high level of professionalism. Unfortunately, some professionals may not even realize that they are engaging in unprofessional behavior during their professional activities. This is a problem that I have personally encountered in my own career.

I had a reporting boss who was highly trained and experienced, but his behavior was consistently unprofessional. For example, he never took responsibility for his mistakes and refused to see areas for improvement. He had a tendency to blame others, shout and engage in misbehavior. As a result, the organization had a very high employee turnover rate. On the other hand,

I also had a boss who was very cooperative and helpful. He was always open to identifying areas for improvement and provided constructive feedback and suggestions for the future. He was polite, and calm and took ownership of his responsibilities. This type of leadership helped to improve employee retention in the organization.

I also want to share another example of my early day’s professional experience. I was assigned to lead a small marketing team and one of our responsibilities was to hang street banners. However, my boss noticed that the banners were not placed in the right places or in the right way. Instead of scolding us, he inspired and guided us on what to do next.

The following day, we again hung the banners but the results were the same. This time, my boss didn’t say anything but joined us the following day with the team to show us how to do it. With this positive attitude, he taught us how behavior can help inspire a team. After this incident, the team learned the idea of what the boss wanted us to do.

Being a boss or a manager is a challenging task that requires a combination of skills, knowledge, and experience. However, even the most experienced managers can make mistakes that can negatively impact the performance of their team. In this blog, we will discuss some of the common mistakes that most bosses make and how to avoid them.

  1. Not going into detail: One of the most common mistakes that bosses make is not providing enough details to their team members. This can lead to confusion and a lack of understanding of the task at hand, which can result in poor performance. To avoid this mistake, it’s important to clearly explain the task, the objectives, and the expected results.
  2. Only defining, no description of the task: Another common mistake is giving only a definition of the task without providing a clear description of what needs to be done. This can lead to confusion and lack of understanding among team members, who may not know how to proceed. To avoid this mistake, it’s important to provide a clear and detailed description of the task, including the steps that need to be taken.
  3. Just instruction, no demonstration: A boss may give instructions on how to perform a task, but not demonstrate it, which can lead to mistakes and misunderstandings. It’s essential for a manager to show how the task is done, and also to answer questions or doubts that the team may have.
  4. Only seeing others’ mistakes, never correcting by doing himself: A common mistake of a boss is only seeing the mistakes of others and never correcting them by doing them himself. This can lead to resentment and a lack of motivation among team members. To avoid this, it’s important for a boss to lead by example and to be willing to correct his own mistakes.
  5. Not sharing a clear vision and goals with team members: A boss may have a clear vision and goals for the team but not share them with the team members. This can lead to confusion and a lack of direction among team members. To avoid this, it’s important for a boss to share his vision and goals with the team and to ensure that they understand and are aligned with them.
  6. Only providing orders: A boss may only give orders to the team without providing the necessary support and guidance. This can lead to poor performance and a lack of motivation among team members. To avoid this, it’s important for a boss to provide guidance and support to the team, and to be open to feedback and suggestions.
  7. No proper evaluation and monitoring: A boss may not evaluate and monitor the performance of the team, which can lead to poor performance and lack of motivation. To avoid this, it’s important for a boss to regularly evaluate and monitor the performance of the team, and to provide feedback and support as needed.
  8. Lack of delegation and unawareness of biases: A boss may not delegate tasks properly or may not be aware of his own biases. This can lead to poor performance and a lack of motivation among team members. To avoid this, it’s important for a boss to delegate tasks properly, be aware of his own biases, and take steps to mitigate them.

This is a common scenario where the boss only gives advice but does not show how to do it and if the result is not as expected, they start shouting again. In my experience, I found that employee retention depends on a leader’s approach, behavior, and professional positive personality traits. A positive attitude and guidance can inspire the team to improve and learn. It’s important for a boss to lead by example and to be patient, understanding, and supportive. By fostering a culture of professionalism and positivity, organizations can improve employee satisfaction, retention, and ultimately, productivity and profitability.

In conclusion, being a boss or a manager is not easy, but by avoiding these common mistakes, you can create a positive and productive work environment for your team. By providing clear instructions, leading by example, sharing your vision and goals, and providing proper evaluation and monitoring, you can inspire your team to achieve success. Additionally, it is important to delegate tasks, be aware of biases and provide necessary support and guidance.

 

Author

K M Hasan Ripon,

Executive Director, Bangladesh Skill Development Institute (BSDI)

Email: [email protected]

Getting old is not a problem (4)

Rise and Shine: The Benefits of Waking Up Early

I used to be a night owl, staying up late to work and believing that it was the best time for me to be productive. However, after deciding to make a change and go to bed early, wake up early, and start my day early, I have seen a significant improvement in my lifestyle and an increase in my productivity after consistently following this routine for a month.

Waking up in the morning has many benefits, including refreshing the mind and starting the day with energy and focus. Additionally, morning light exposure can help regulate circadian rhythms and improve sleep quality, and physical activity in the morning can improve overall health and fitness.

Starting the day with prayer and showing gratitude to Allah can provide spiritual strength and a sense of peace and connection. Many people find that incorporating spiritual practices into their daily routine can help them feel more grounded and focused, and can provide a sense of purpose and direction. Moreover, expressing gratitude can help shift one’s focus from negative thoughts and feelings to positive ones, which can lead to an overall sense of well-being.

After morning prayers, doing some light physical activity can help to improve overall physical and mental fitness. Exercise is known to release endorphins which can improve mood and reduce stress and anxiety. A light workout can help to wake up the body and prepare it for the day ahead. Also, incorporating physical activity into the morning routine can help establish a consistent exercise habit which is essential for maintaining overall health and fitness. It is important to note that it’s always best to consult a doctor or a health professional before starting any new exercise routine, especially if you have any health conditions.

After prayers, exercise, breakfast, and a cup of tea, starting the day with creative work such as writing, or tasks that require deep thinking, can be a productive and effective way to begin the day. Engaging in creative activities in the morning can help to stimulate the brain and promote focus and productivity. Deep thinking tasks can also help to get your mind in the right state for problem-solving and decision-making. Furthermore, starting the day with a sense of purpose and accomplishment can help to set a positive tone for the rest of the day.

It is also important to note that waking up in the morning without a goal or plan can be less productive as it can lead to a feeling of aimlessness and lack of direction. Having a clear goal and plan for the day can provide a sense of purpose and motivation, which can help to increase productivity. When you know what you want to achieve and have the plan to get there, you’re more likely to stay focused and motivated throughout the day. Additionally, planning your day in the morning can help you to prioritize tasks, manage your time more effectively, and reduce stress.

Some people believe that waking up early, specifically at 5 am, and starting the day with a set routine, can be beneficial for productivity, focus, and overall well-being. This is known as the “5 am club” and it is based on the idea that the early hours of the morning are less busy and less distracting, which can provide a quiet and focused environment to work, exercise, meditate, or pursue other goals. Waking up early can help to establish a consistent sleep schedule, which is essential for maintaining overall health and well-being.

However, everyone’s sleep needs and schedules are different, and what works for one person may not work for another. It’s best to find a schedule that works for you and your lifestyle.

 

Author

K M Hasan Ripon, Executive Director, BSDI

Email: [email protected]

Getting old is not a problem (3)

Can Soft Skills save humans from Robot/AI

Soft Skills, such as creativity, critical thinking, communication, and problem-solving, are often considered to be unique to humans and difficult or impossible for robots to replicate. As a result, some experts believe that soft skills could help protect human workers from job displacement due to automation.

For example, jobs that require creativity, such as graphic design or writing, may be less likely to be automated because robots currently lack the ability to generate truly original ideas. Similarly, jobs that require critical thinking, such as management or consulting, may be less likely to be automated because robots currently lack the ability to fully understand and analyze complex situations.

Similarly, jobs that require strong interpersonal skills, such as customer service or sales, may be less likely to be automated because robots currently lack the ability to fully understand and respond to human emotions and social cues.

There are many Soft Skills that are considered unique to humans then Robots/AI, including:

  • Understanding and experiencing emotions: Humans have the ability to understand and experience a wide range of emotions, such as joy, sadness, anger, and love, which are critical for social interactions and decision-making.
  • Creativity: Humans have the ability to generate truly original ideas and solve complex problems in unique ways, which is essential for innovation and progress.
  • Empathy: Humans have the ability to understand and share the feelings of others, which is critical for social interactions and building relationships.
  • Decision-making: Humans have the ability to make decisions based on intuition, emotions, and past experiences, which is essential for adapting to new situations and solving problems.
  • Self-awareness: Humans have the ability to reflect on themselves and their actions, which is essential for personal growth and development.
  • Critical thinking: Humans have the ability to analyze and evaluate information, arguments, and ideas, and to form their own opinions and decisions.
  • Adaptability: Humans have the ability to learn and adapt to new situations, cultures, and environments.
  • Intuition: Humans have the ability to make quick decisions based on a combination of past experiences, emotions, and subconscious processing.

However, it’s important to note that while soft skills may make some jobs less vulnerable to automation in the short term, they may not completely protect human workers from job displacement in the long term. With the rapid pace of technological advancements, it’s possible that robots will eventually be able to replicate some or many of the soft skills that are currently considered unique to humans.

Therefore, it’s important for workers to continuously adapt and acquire new skills and knowledge to stay relevant in the job market. This can include not only soft skills but also technical skills in areas such as data analysis, programming, cybersecurity, AI, designing skills, and digital marketing.

 

Author

K M Hasan Ripon, Executive Director, BSDI

Email: [email protected]

Getting old is not a problem (2)

Are Human and Robots Partners or Competitors?

Humans are the most powerful than any robot or artificial intelligence system that has been created so far. Human is capable of performing a wide range of tasks and functions that are not yet possible for robots or AI systems, such as understanding and experiencing emotions, creativity, and understanding and responding to complex social situations.

Human is also capable of multitasking, recognizing billions of patterns, making decisions, and learning from experience, which is still a challenging task for robots and AI systems. Additionally, humans can adapt and learn new things, while robots and AI systems can only perform the tasks they have been programmed to do.

On the other hand, robots and AI systems can perform specific tasks more quickly and efficiently than humans, such as performing calculations and analyzing large amounts of data.

Currently, robots and artificial intelligence systems are capable of performing a wide range of tasks. These tasks include:

  • Understanding and experiencing emotions: Robots and AI systems can mimic basic human emotions and respond to certain social cues.
  • Creativity: Robots and AI systems can perform certain tasks that require problem-solving and critical thinking.
  • Empathy: Robots and AI systems can be programmed to respond to certain situations.
  • Decision-making: Robots and AI systems can be programmed to make decisions based on certain rules and data.

Tasks that are considered unique to humans include:

  • Understanding and experiencing emotions: Humans have the ability to understand and experience a wide range of emotions, such as joy, sadness, anger, and love, which are critical for social interactions and decision-making.
  • Creativity: Humans have the ability to generate truly original ideas and solve complex problems in unique ways, which is essential for innovation and progress.
  • Empathy: Humans have the ability to understand and share the feelings of others, which is critical for social interactions and building relationships.
  • Decision-making: Humans have the ability to make decisions based on intuition, emotions, and past experiences, which is essential for adapting to new situations and solving problems.
  • Self-awareness: Humans have the ability to reflect on themselves and their actions, which is essential for personal growth and development.
  • Critical thinking: Humans have the ability to analyze and evaluate information, arguments and ideas, and to form their own opinions and decisions.
  • Adaptability: Humans have the ability to learn and adapt to new situations, cultures, and environments.
  • Intuition: Humans have the ability to make quick decisions based on a combination of past experiences, emotions, and subconscious processing.

It’s important to note that while the human is currently considered more powerful than robots and AI systems, it does not mean that robots and AI systems do not have their own advantages. With the rapid pace of technological advancements, it’s possible that robots and AI systems will eventually be able to perform many tasks in the future that are currently considered unique to humans.

It is also essential, to recognize that robots and artificial intelligence are tools created by humans to help humans in various tasks and situations. They can improve efficiency and productivity of human, but they should not be viewed as a replacement for human workers. Instead, a partnership between humans and robots/AI can lead to greater overall success and advancements. By combining the strengths of both humans and robots/AI, we can achieve better results and solve more complex problems.

It’s significant to understand the capabilities and limitations of the technology and use it to complement human skills and expertise. By working together, humans and robots/AI can improve efficiency, productivity, and overall performance in various industries. Therefore, it’s important to view robots and AI as a tool, not as a competitor, and to focus on how they can be used to augment human capabilities and augment our lives.

 

Author,

K M Hasan Ripon, Executive Director, BSDI

Getting old is not a problem (1)

Plan Like a King

As an executive, you are a leader in your organization. You are responsible for guiding your company to success and achieving your goals. One of the most important tools you have at your disposal is your ability to plan.

Just like a king planning his next conquest, an executive must also plan in order to conquer their targets. A well-crafted plan can provide direction, focus, and clarity to your team, and it can help you stay on track and achieve your goals.

The first step in the planning like a king is to set clear and specific goals. These goals should be aligned with the overall mission and vision of your organization, and they should be measurable so that you can track your progress.

Once you have set your goals, it’s time to develop a strategy. This is where you map out the steps you need to take in order to achieve your goals. A good strategy should be flexible and adaptable to changing circumstances, and it should be communicated clearly to your team.

Next, you need to assemble your team. Just like a king needs his loyal subjects to help him conquer new territories, an executive needs a team of talented and motivated individuals to help achieve the goals. It’s important to assemble a diverse team with different skills and perspectives, as this will help to ensure that all angles are covered.

As you move forward with your plan, it’s important to stay focused and stay the course. Just like a king must remain focused on his goal of conquest, an executive must also remain focused on their goals in order to achieve success. This means that you need to be willing to make tough decisions and take calculated risks.




Finally, it’s important to measure and track your progress. This will help you to identify areas where you need to improve and adjust your plan. It will also help you to stay motivated and on track.

In conclusion, planning like a king is essential for any executive who wants to conquer their targets. By setting clear and specific goals, developing a strategy, assembling a team, staying focused, and measuring progress, you can position yourself and your organization for success.

Getting old is not a problem

Getting OLD is not a problem, Thinking OLD is a Problem!

It is true that getting older is not a problem in and of itself, but rather it is the tendency to think and act in a way that is rooted in the past that can become a problem. When individuals or organizations become too focused on the past and become resistant to change, it can limit their ability to adapt to new circumstances and opportunities.

When individuals or organizations adopt a “thinking old” mindset, they may become resistant to change, which can limit their ability to adapt to new circumstances and opportunities. This can lead to stagnation, a lack of progress, and missed opportunities. Furthermore, it can also limit the ability to innovate and create new ideas.

On the other hand, if individuals or organizations can maintain a growth mindset, they can continue to learn, grow, and adapt as they age. By staying open to new ideas and perspectives, embracing change, and fostering a culture of innovation and learning, they can continue to be successful in the long term.

We can put a sample case here:

This can be seen in the examples of companies like Nokia and General Motors, who, despite being well-established and successful brands, were ultimately left behind in the market due to their inability to adapt and evolve.

Nokia, for example, was once the dominant player in the mobile phone market. However, as the market shifted towards smartphones, Nokia failed to adapt and was overtaken by companies like Apple and Samsung, who were able to capitalize on this new technology.

Similarly, General Motors was once one of the world’s largest and most successful car manufacturers. However, as the market shifted towards electric and autonomous vehicles, General Motors failed to adapt and invest in these new technologies, ultimately leading to its decline.

In both cases, these companies were unable to adapt to changes in the market and failed to innovate, which ultimately led to their decline. This illustrates the importance of organizations being open to new ideas and perspectives, embracing change, and fostering a culture of innovation in order to stay competitive and succeed in the long term.

Thinking old can lead to a number of negative consequences, such as:

  1. Motionlessness: When individuals or organizations become too focused on the past, they may stop learning and growing, which can lead to motionlessness and a lack of progress.
  2. Inability to adapt: When individuals or organizations are too focused on the past, they may be unable to adapt to new challenges and opportunities, which can make it difficult for them to be successful in the long term.
  3. Lack of innovation: When individuals or organizations become too focused on the past, they may lose their ability to think creatively and develop new ideas, which can limit their ability to innovate.
  4. Missed opportunities: When individuals or organizations become too focused on the past, they may miss out on new opportunities that could benefit them.

It is important for individuals and organizations to stay open to new ideas and perspectives, even as they get older. This can be done by actively seeking out new information and experiences, embracing change, and fostering a culture of innovation and learning. By doing so, they can continue to grow, adapt, and evolve to meet the ever-changing needs of the world around them.

In summary, growing older is not a problem, but thinking old can be. It is important for individuals and organizations to actively work to overcome the tendency to think and act in a way that is rooted in the past and to adopt a growth mindset in order to stay innovative and competitive in today’s fast-paced world.

Building-positive-workplace-relationships

What should be the relationship with colleagues in the workplace?

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āĻ¯ā§‡ ā§§ā§§āĻŸāĻŋ āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻāĻŦāĻ‚ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻ†āĻĒāĻ¨āĻžāĻ•ā§‡ āĻ¸āĻŦāĻžāĻ° āĻĨā§‡āĻ•ā§‡ āĻāĻ—āĻŋā§Ÿā§‡ āĻ°āĻžāĻ–āĻŦā§‡!

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āĻ¨āĻŋāĻ°ā§āĻĻāĻŋāĻ§āĻžā§Ÿ āĻŦāĻ˛āĻ¤ā§‡ āĻĒāĻžāĻ°āĻŋ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛ āĻ¸āĻŦ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻĒā§āĻ°āĻ¯ā§‹āĻœā§āĻ¯āĨ¤ āĻšā§ŸāĻ¤ā§‹ āĻŦā§āĻ¯āĻŦāĻšāĻžāĻ°ā§‡āĻ° āĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻ•ā§āĻˇāĻžāĻ¨āĻŋāĻ•āĻŸāĻž āĻĒāĻ°āĻŋāĻŦāĻ°ā§āĻ¤āĻ¨ āĻšāĻ¤ā§‡ āĻĒāĻžāĻ°ā§‡ āĻ•āĻŋāĻ¨ā§āĻ¤ā§ āĻĒā§āĻ°ā§Ÿā§‹āĻœāĻ¨ā§‡āĻ° āĻĻāĻŋāĻ• āĻĻāĻŋā§Ÿā§‡ āĻ…āĻ¤ā§āĻ¯āĻ¨ā§āĻ¤ āĻ—ā§āĻ°ā§āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖāĨ¤ āĻĒā§āĻ°āĻĢā§‡āĻļāĻ¨āĻžāĻ˛āĻĻā§‡āĻ° āĻŽāĻ§ā§āĻ¯ā§‡ āĻ…āĻ¨ā§‡āĻ•ā§‡āĻ‡ āĻāĻ• āĻ¸ā§‡āĻ•ā§āĻŸāĻ° āĻĨā§‡āĻ•ā§‡ āĻ…āĻ¨ā§āĻ¯ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡ āĻ¨āĻŋāĻœā§‡āĻ•ā§‡ āĻ¸ā§āĻĨāĻžāĻ¨āĻžāĻ¨ā§āĻ¤āĻ° āĻ•āĻ°ā§‡āĻ¨āĨ¤ āĻ¯ā§‡ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ‡ āĻĨāĻžāĻ•ā§āĻ¨ āĻ¨āĻž āĻ•ā§‡āĻ¨ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ° āĻ•āĻŋāĻ¨ā§āĻ¤ā§ āĻ•ā§‹āĻ¨ āĻĒāĻ°āĻŋāĻŦāĻ°ā§āĻ¤āĻ¨ āĻšāĻšā§āĻ›ā§‡ āĻ¨āĻžāĨ¤ āĻŽā§‚āĻ˛āĻ¤ āĻĒā§āĻ°āĻ§āĻžāĻ¨ ā§§ā§ĻāĻŸāĻŋ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ° āĻ•āĻĨāĻž āĻ†āĻŽāĻ°āĻž āĻļā§āĻ¨āĻ¤ā§‡ āĻĒāĻžāĻ‡ āĻŦāĻŋāĻļā§‡āĻˇ āĻ•āĻ°ā§‡ āĻšāĻ¤ā§āĻ°ā§āĻĨ āĻļāĻŋāĻ˛ā§āĻĒā§‡āĻ° āĻāĻ‡ āĻ¸āĻŽā§ŸāĻŸāĻžāĻ¤ā§‡ āĻ¯ā§‡āĻŽāĻ¨āĻƒ

  • Communication (āĻ¯ā§‹āĻ—āĻžāĻ¯ā§‹āĻ—),
  • Self-Motivation (āĻ¸ā§āĻŦ-āĻĒā§āĻ°ā§‡āĻ°āĻŖāĻž),
  • Leadership (āĻ¨ā§‡āĻ¤ā§ƒāĻ¤ā§āĻŦ),
  • Self-Responsibility (āĻĻāĻžāĻ¯āĻŧāĻŋāĻ¤ā§āĻŦāĻŦā§‹āĻ§,
  • Problem Solving (āĻ¸āĻŽāĻ¸ā§āĻ¯āĻž āĻ¸āĻŽāĻžāĻ§āĻžāĻ¨),
  • Team Work (āĻŸāĻŋāĻŽāĻ“āĻ¯āĻŧāĻžāĻ°ā§āĻ•),
  • Critical Thinking and Creativity (āĻ¸ā§ƒāĻœāĻ¨āĻļāĻ˛āĻ¤āĻž),
  • Decision Making (āĻ¸āĻŋāĻĻā§āĻ§āĻžāĻ¨ā§āĻ¤ āĻ—ā§āĻ°āĻšāĻ¨),
  • Ability to Work Under pressure ‍and Time Management (āĻšāĻžāĻĒ āĻāĻŦāĻ‚ āĻ¸āĻŽāĻ¯āĻŧ āĻŦā§āĻ¯āĻŦāĻ¸ā§āĻĨāĻžāĻĒāĻ¨āĻžāĻ° āĻ…āĻ§ā§€āĻ¨ā§‡ āĻ•āĻžāĻœ āĻ•āĻ°āĻžāĻ° āĻ•ā§āĻˇāĻŽāĻ¤āĻž)
  • Flexibility (āĻ¨āĻŽāĻ¨ā§€āĻ¯āĻŧāĻ¤āĻž)
  • Adaptability (āĻ…āĻ­āĻŋāĻ¯ā§‹āĻœāĻ¨āĻ¯ā§‹āĻ—ā§āĻ¯āĻ¤āĻž)
  • Negotiation and Conflict Resolution (āĻ†āĻ˛ā§‹āĻšāĻ¨āĻž āĻāĻŦāĻ‚ āĻĻā§āĻŦāĻ¨ā§āĻĻā§āĻŦ āĻ¸āĻŽāĻžāĻ§āĻžāĻ¨)

āĻ¯ā§‡āĻšā§‡āĻ¤ā§ āĻ†āĻŽāĻŋ āĻļā§āĻ°ā§āĻ¤ā§‡āĻ‡ āĻŦāĻ˛ā§‡āĻ›āĻŋ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛ āĻ¸āĻŦ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ° āĻ•āĻžāĻœā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ…āĻ¤ā§āĻ¯āĻ¨ā§āĻ¤ āĻœāĻ°ā§āĻ°ā§€ āĻ¤āĻžāĻ‡ āĻāĻ‡ āĻĻāĻ•ā§āĻˇāĻ¤āĻžāĻ—ā§āĻ˛ā§‹āĻ° āĻĒā§āĻ°āĻ¤āĻŋ āĻāĻ•āĻŸā§ āĻŦā§‡āĻļā§€ āĻ—ā§āĻ°ā§āĻ¤ā§āĻŦ āĻĻāĻŋāĻ¤ā§‡ āĻĒāĻžāĻ°āĻ˛ā§‡ āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻ¸āĻ•āĻ˛ā§‡āĻ°āĻ° āĻ¸āĻžāĻĨā§‡ āĻŽāĻŋāĻ˛ā§‡ āĻ•āĻžāĻœ āĻ•āĻ°āĻžāĻŸāĻž āĻ…āĻ¨ā§‡āĻ• āĻ¸āĻšāĻœ āĻšā§Ÿā§‡ āĻ¯āĻžā§ŸāĨ¤ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻ…āĻŦāĻļā§āĻ¯āĻ‡ āĻļā§‡āĻ–āĻž āĻ¯āĻžā§ŸāĨ¤ āĻĒā§āĻ°āĻ¤āĻŋāĻˇā§āĻ āĻŋāĻ¤ āĻ•ā§‹āĻ¨ āĻĻāĻ•ā§āĻˇāĻ¤āĻž āĻ‰āĻ¨ā§āĻ¨ā§ŸāĻ¨ āĻĒā§āĻ°āĻ¤āĻŋāĻˇā§āĻ āĻžāĻ¨ āĻŦāĻž āĻ•ā§‹āĻ¨ āĻāĻ•ā§āĻ¸āĻĒāĻžāĻ°ā§āĻŸā§‡āĻ° āĻŽāĻžāĻ§ā§āĻ¯āĻŽā§‡ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ° āĻ‰āĻĒāĻ° āĻŦāĻŋāĻļā§‡āĻˇ āĻ•ā§‹āĻ°ā§āĻ¸ āĻ¸āĻŽā§āĻĒāĻ¨ā§āĻ¨ āĻ•āĻ°āĻž āĻ¯ā§‡āĻ¤ā§‡ āĻĒāĻžāĻ°ā§‡āĨ¤

āĻ¤āĻŦā§‡ āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ° āĻ‰āĻĒāĻ° āĻĻāĻ•ā§āĻˇāĻ¤āĻž āĻŦā§ƒāĻĻā§āĻ§āĻŋāĻ° āĻ¸āĻŦāĻšā§‡ā§Ÿā§‡ āĻ—ā§āĻ°ā§āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖ āĻŦāĻŋāĻˇā§Ÿ āĻšāĻ˛ā§‹ āĻ†āĻ¤ā§āĻŽāĻ¸āĻšā§‡āĻ¤āĻ¨āĻ¤āĻž āĻāĻŦāĻ‚ āĻĒāĻ°ā§āĻ¯āĻŦā§‡āĻ•ā§āĻˇāĻ¨ā§‡āĻ° (Observation) āĻŽāĻžāĻ§ā§āĻ¯āĻŽā§‡ āĻļā§‡āĻ–āĻžāĨ¤ āĻ†āĻĒāĻ¨āĻžāĻ° āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻāĻŽāĻ¨ āĻ…āĻ¨ā§‡āĻ• āĻ¸āĻšāĻ•āĻ°ā§āĻŽā§€āĻ° āĻ¸āĻžāĻ¨ā§āĻ¨āĻŋāĻ§ā§āĻ¯ āĻ†āĻĒāĻ¨āĻŋ āĻĒā§‡āĻ¤ā§‡ āĻĒāĻžāĻ°ā§‡āĻ¨ āĻ¯āĻžāĻ°āĻž āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻ•ā§‡ āĻ…āĻ¨ā§āĻļā§€āĻ˛āĻ¨ āĻ•āĻ°āĻ›ā§‡āĻ¨āĨ¤ āĻ¤āĻžāĻĻā§‡āĻ° āĻ¸āĻžāĻĨā§‡ āĻŽā§‡āĻ˛āĻžāĻŽā§‡āĻļāĻž āĻŦāĻžā§œāĻŋā§Ÿā§‡ āĻĻāĻŋāĻ¨, āĻĻā§‡āĻ–āĻŦā§‡āĻ¨ āĻ†āĻĒāĻ¨āĻžāĻ° āĻ¨āĻŋāĻœā§‡āĻ° āĻ¸āĻĢā§āĻŸāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ°āĻ“ āĻĒāĻ°āĻŋāĻŦāĻ°ā§āĻ¤āĻ¨ āĻ¸āĻžāĻ§āĻŋāĻ¤ āĻšāĻšā§āĻ›ā§‡āĨ¤



āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡āĻ° āĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻŦāĻŋāĻˇā§ŸāĻŸāĻŋ āĻāĻ•āĻŸā§ āĻ­āĻŋāĻ¨ā§āĻ¨āĨ¤ āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻŽā§‚āĻ˛āĻ¤ āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ° āĻŦāĻž āĻ¨āĻŋāĻ°ā§āĻĻāĻŋāĻˇā§āĻŸ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ° āĻ‰āĻĒāĻ° āĻ¨āĻŋāĻ°ā§āĻ­āĻ° āĻ•āĻ°ā§‡āĨ¤ āĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚, āĻ¸ā§‡āĻ˛āĻ¸, āĻĢāĻžāĻ‡āĻ¨ā§āĻ¯āĻžāĻ¨ā§āĻ¸ āĻŦāĻž āĻāĻ‡āĻšāĻ†āĻ° āĻ¨āĻŋā§Ÿā§‡ āĻ¯āĻžāĻ°āĻž āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āĻ¨ āĻŽāĻžāĻ˛ā§āĻŸāĻŋāĻ¨ā§āĻ¯āĻžāĻļāĻ¨āĻžāĻ˛ āĻŦāĻž āĻ†āĻ¨ā§āĻ¤āĻ°ā§āĻœāĻžāĻ¤āĻŋāĻ• āĻĒā§āĻ°āĻ¤āĻŋāĻˇā§āĻ āĻžāĻ¨ā§‡ āĻ•āĻ°ā§āĻŽāĻ°āĻ¤ āĻ¤āĻžāĻĻā§‡āĻ° āĻĒā§āĻ°āĻ¤ā§āĻ¯ā§‡āĻ•ā§‡āĻ‡ āĻ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ¨āĻŋāĻ°ā§āĻ§āĻžāĻ°āĻŋāĻ¤ āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ā§‡ āĻĒāĻžāĻ°āĻĻāĻ°ā§āĻļā§€ āĻšāĻ¤ā§‡āĻ‡ āĻšāĻŦā§‡āĨ¤ āĻ¤āĻŦā§‡ āĻŦāĻ°ā§āĻ¤āĻŽāĻžāĻ¨ā§‡ āĻšāĻ¤ā§āĻ°ā§āĻĨ āĻļāĻŋāĻ˛ā§āĻĒ āĻŦāĻŋāĻĒā§āĻ˛āĻŦā§‡āĻ°

āĻāĻ‡ āĻ¸āĻŽā§Ÿā§‡ āĻ•āĻŋāĻ›ā§ āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻ†āĻ›ā§‡ āĻ¯āĻž āĻāĻ•āĻœāĻ¨ āĻĒā§āĻ°āĻĢā§‡āĻļāĻ¨āĻžāĻ˛āĻ•ā§‡ āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻŦāĻŋāĻ°āĻ¤ā§āĻŦ āĻ…āĻ°ā§āĻœāĻ¨ā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ…āĻ¤ā§āĻ¯āĻ¨ā§āĻ¤ āĻĒā§āĻ°ā§Ÿā§‹āĻœāĻ¨ āĻāĻŦāĻ‚ āĻ¸āĻ•āĻ˛ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ—ā§āĻ°ā§āĻ¤ā§āĻŦāĻĒā§‚āĻ°ā§āĻŖ āĻšāĻŋāĻ¸ā§‡āĻŦā§‡ āĻ•āĻžāĻœ āĻ•āĻ°ā§‡āĨ¤ āĻŽā§‚āĻ˛āĻ¤ ā§§ā§§āĻŸāĻŋ āĻšāĻžāĻ°ā§āĻĄāĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸ āĻĒā§āĻ°āĻ¤ā§āĻ¯ā§‡āĻ• āĻĒā§āĻ°āĻĢā§‡āĻļāĻ¨āĻžāĻ˛ā§‡āĻ° āĻœāĻ¨ā§āĻ¯ āĻ…āĻ¤ā§āĻ¯āĻ¨ā§āĻ¤ āĻœāĻ°ā§āĻ°ā§€ āĻ¯ā§‡āĻŽāĻ¨āĻƒ

ā§§. āĻŸā§‡āĻ•āĻ¨āĻŋāĻ•ā§āĻ¯āĻžāĻ˛ āĻ¸ā§āĻ•āĻŋāĻ˛:

  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ•ā§‹āĻĄāĻŋāĻ‚ (āĻ¸ā§āĻ•ā§āĻ°ā§āĻ¯āĻžāĻš āĻĒā§āĻ°ā§‹āĻ—ā§āĻ°āĻžāĻŽāĻŋāĻ‚),
  • āĻ¸āĻŋāĻ†āĻ°āĻāĻŽ āĻĒā§āĻ˛ā§āĻ¯āĻžāĻŸāĻĢāĻ°āĻŽ (āĻ•āĻžāĻ¸ā§āĻŸāĻŽāĻžāĻ°āĻĻā§‡āĻ° āĻ¸āĻžāĻĨā§‡ āĻ¨āĻŋā§ŸāĻŽāĻŋāĻ¤ āĻ¯ā§‹āĻ—āĻžāĻ¯ā§‹āĻ— āĻ°āĻ•ā§āĻˇāĻžāĻ°ā§āĻĨā§‡ āĻŦā§āĻ¯āĻŦāĻšāĻžāĻ°āĻŋāĻ¤ āĻ“ā§Ÿā§‡āĻŦ āĻŦā§‡āĻ‡āĻœāĻĄ āĻ¸ā§‹āĻ˛ā§āĻ¯ā§āĻļāĻ¨),
  • āĻ°āĻŋāĻ¸āĻžāĻ°ā§āĻš āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸,
  • āĻŸā§āĻ°āĻžāĻŦāĻ˛āĻ¸ā§āĻ¯ā§āĻŸāĻŋāĻ‚ (āĻ•āĻŽā§āĻĒāĻŋāĻ‰āĻŸāĻžāĻ°, āĻ˛ā§āĻ¯āĻžāĻĒāĻŸāĻĒ, āĻŽā§‹āĻŦāĻžāĻ‡āĻ˛, āĻŦā§‡āĻ¸āĻŋāĻ• āĻ¨ā§‡āĻŸāĻ“ā§ŸāĻžāĻ°ā§āĻ•) āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§¨. āĻ•āĻŽā§āĻĒāĻŋāĻ‰āĻŸāĻžāĻ° āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻŽāĻžāĻ‡āĻ•ā§āĻ°ā§‹āĻ¸āĻĢā§āĻŸ āĻ…āĻĢāĻŋāĻ¸ (āĻ“ā§ŸāĻžāĻ°ā§āĻĄ, āĻāĻ•ā§āĻ¸ā§‡āĻ˛, āĻĒāĻžāĻ“ā§ŸāĻžāĻ° āĻĒā§Ÿā§‡āĻ¨ā§āĻŸ)
  • āĻŽāĻžāĻ‡āĻ•ā§āĻ°ā§‹āĻ¸āĻĢā§āĻŸ āĻĒā§āĻ°āĻœā§‡āĻ•ā§āĻŸ,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ‡āĻŽā§‡āĻ‡āĻœ āĻāĻĄāĻŋāĻŸāĻŋāĻ‚,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ—ā§āĻ°āĻžāĻĢāĻŋāĻ•ā§āĻ¸ āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ­āĻŋāĻĄāĻŋāĻ“ āĻāĻĄāĻŋāĻŸāĻŋāĻ‚,
  • āĻ—ā§āĻ—āĻ˛āĻŋāĻ‚,
  • āĻ‡āĻŽā§‡āĻ‡āĻ˛, ‍
  • āĻ¸ā§‹āĻ¸ā§āĻ¯āĻžāĻ˛ āĻŽāĻŋāĻĄāĻŋā§ŸāĻž,
  • āĻ“ā§Ÿā§‡āĻŦ āĻ¸āĻžāĻ‡āĻŸ āĻ°āĻŋāĻ­āĻŋāĻ‰āĻ‚,
  • āĻŸāĻžāĻ‡āĻĒāĻŋāĻ‚ āĻ¸ā§āĻ•āĻŋāĻ˛,
  • āĻ…āĻ¨āĻ˛āĻžāĻ‡āĻ¨ āĻ¸ā§āĻŸā§‹āĻ°ā§‡āĻœ (āĻ—ā§āĻ—āĻ˛ āĻĄā§āĻ°āĻžāĻ‡āĻ­) āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§Š. āĻā§āĻ¯āĻžāĻ¨āĻžāĻ˛āĻžāĻ‡āĻŸāĻŋāĻ•ā§āĻ¯āĻžāĻ˛ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻĄāĻžāĻŸāĻž āĻā§āĻ¯āĻžāĻ¨āĻžāĻ˛āĻžāĻ‡āĻ¸āĻŋāĻ¸,
  • āĻĄāĻžāĻŸāĻž āĻŽāĻžāĻ‡āĻ¨āĻŋāĻ‚,
  • āĻĄāĻžāĻŸāĻž āĻĒā§āĻ°ā§‡āĻœā§‡āĻ¨ā§āĻŸā§‡āĻļāĻ¨,
  • āĻāĻ¸āĻĒāĻŋāĻāĻ¸āĻāĻ¸,
  • āĻĄāĻžāĻŸāĻžāĻŦā§‡āĻœ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻ°āĻŋāĻĒā§‹āĻŸāĻŋāĻ‚ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸, ‍
  • āĻ¸ā§āĻŸā§āĻ°ā§āĻ¯āĻžāĻŸā§‡āĻœāĻŋ āĻ¸ā§āĻ•ā§‡āĻšāĻŋāĻ‚ āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§Ē. āĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻ¸ā§‡āĻ˛āĻ¸ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸,
  • āĻā§āĻ¯āĻžāĻĄāĻ­āĻžāĻ°āĻŸāĻžāĻ‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻ•āĻ¨āĻœā§āĻŽāĻžāĻ¨ āĻ°āĻŋāĻ¸āĻžāĻ°ā§āĻš,
  • āĻĄāĻŋāĻœāĻŋāĻŸāĻžāĻ˛ āĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚ āĻŦāĻŋāĻļā§‡āĻˇ āĻ•āĻ°ā§‡ āĻŦā§‡āĻ¸āĻŋāĻ• āĻāĻ¸āĻ‡āĻ“ (SEO),
  • āĻĒā§‡ āĻĒāĻžāĻ° āĻ•ā§āĻ˛āĻŋāĻ• (PPC),
  • āĻ¸ā§‹āĻ¸ā§āĻ¯āĻžāĻ˛ āĻŽāĻŋāĻĄāĻŋā§ŸāĻž āĻĒā§‡āĻ‡āĻĄ āĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚,
  • āĻ•āĻ¨āĻŸā§‡āĻ¨ā§āĻŸ āĻĄā§‡āĻ­ā§‡āĻ˛āĻĒāĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻ‡āĻŽā§‡āĻ‡āĻ˛ āĻŽāĻžāĻ°ā§āĻ•ā§‡āĻŸāĻŋāĻ‚,
  • āĻ‡āĻ‰āĻāĻ•ā§āĻ¸/āĻ‡āĻ‰āĻ†āĻ‡ āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨ (UX/UI Design),
  • āĻ—ā§āĻ—āĻ˛ āĻā§āĻ¯āĻžāĻ¨āĻžāĻŸāĻŋāĻ•ā§āĻ¸,
  • āĻ•ā§āĻ¯āĻžāĻŽā§āĻĒā§‡āĻ‡āĻ¨ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§Ģ. āĻĒā§āĻ°ā§‡āĻœā§‡āĻ¨ā§āĻŸā§‡āĻļāĻ¨ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻŦāĻŋāĻœāĻ¨ā§‡āĻ¸ āĻĒā§āĻ°ā§‡āĻœā§‡āĻ¨ā§āĻŸā§‡āĻļāĻ¨,
  • āĻ¸ā§‡āĻ˛āĻ¸ āĻĒā§āĻ°ā§‡āĻœā§‡āĻ¨ā§āĻŸā§‡āĻļāĻ¨,
  • āĻ¸ā§āĻŸā§‹āĻ°āĻŋ āĻŸā§‡āĻ˛āĻŋāĻ‚,
  • āĻ—ā§āĻ°āĻžāĻĢ/āĻšāĻžāĻ°ā§āĻŸ āĻĒā§āĻ°ā§‡āĻœā§‡āĻ¨ā§āĻŸā§‡āĻļāĻ¨,
  • āĻĒā§āĻ°ā§‹āĻ—ā§āĻ°āĻžāĻŽ āĻŽāĻĄāĻžāĻ°ā§‡āĻŸāĻŋāĻ‚ āĻ“ āĻ‰āĻĒāĻ¸ā§āĻĨāĻžāĻĒāĻ¨āĻž āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§Ŧ. āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻŦāĻŋāĻœāĻ¨ā§‡āĻœ āĻĄā§‹āĻŽā§‡āĻ‡āĻ¨ āĻ¨āĻ˛ā§‡āĻœ (āĻ¯ā§‡ āĻ¸ā§‡āĻ•ā§āĻŸāĻ°ā§‡ āĻ•āĻžāĻœ āĻ•āĻ°āĻ›ā§‡āĻ¨, āĻ¸ā§‡āĻ‡ āĻ¸ā§‡āĻ•ā§āĻŸāĻ° āĻ¸āĻŽā§āĻĒāĻ°ā§āĻ•ā§‡ āĻœā§āĻžāĻžāĻ¨),
  • āĻŦā§āĻ¯āĻŦāĻ¸āĻžāĻ¯āĻŧāĻŋāĻ• āĻœā§āĻžāĻžāĻ¨,
  • āĻŦāĻžāĻœā§‡āĻŸāĻŋāĻ‚,
  • āĻĒā§āĻ°āĻ•āĻ˛ā§āĻĒ āĻŦā§āĻ¯āĻŦāĻ¸ā§āĻĨāĻžāĻĒāĻ¨āĻž,
  • āĻ¨āĻŋāĻ¯āĻŧā§‹āĻ— āĻŦā§āĻ¯āĻŦāĻ¸ā§āĻĨāĻžāĻĒāĻ¨āĻž,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ†āĻ°ā§āĻĨāĻŋāĻ• āĻĒāĻ°āĻŋāĻ•āĻ˛ā§āĻĒāĻ¨āĻž,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻ…āĻĢāĻŋāĻ¸ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻĒā§āĻ°āĻ•āĻŋāĻ‰āĻ°āĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻ¸āĻžāĻĒā§āĻ˛āĻžāĻ‡ āĻšā§‡āĻ‡āĻ¨ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§­. āĻĒā§āĻ°ā§‹āĻœā§‡āĻ•ā§āĻŸ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻĒā§āĻ°āĻœā§‡āĻ•ā§āĻŸ āĻ¸āĻŋāĻĄāĻŋāĻ‰āĻ˛āĻŋāĻ‚,
  • āĻĒā§āĻ°āĻœā§‡āĻ•ā§āĻŸ āĻ˛āĻžāĻ‡āĻĢ āĻ¸āĻžāĻ‡āĻ•ā§‡āĻ˛ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ,
  • āĻā§āĻ¯āĻžāĻœāĻžāĻ‡āĻ˛ āĻ¸āĻĢā§āĻŸāĻ“ā§Ÿā§āĻ¯āĻžāĻ° (Agile Software),
  • āĻĒāĻžāĻ°āĻĢāĻ°āĻŽā§‡āĻ¨ā§āĻ¸ āĻŸā§āĻ°ā§āĻ¯āĻžāĻ•āĻŋāĻ‚,
  • āĻĢāĻžāĻ‡āĻ¨ā§āĻ¯āĻžāĻ¨ā§āĻ¸āĻŋā§ŸāĻžāĻ˛ āĻŽāĻĄā§‡āĻ˛āĻŋāĻ‚,
  • āĻ¸ā§āĻ•ā§āĻ°ā§āĻ¯āĻžāĻŽ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸ (Scrum Management) āĨ¤

ā§Ž. āĻ°āĻžāĻ‡āĻŸāĻŋāĻ‚ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻ¨ā§‹āĻŸ āĻŸā§‡āĻ•āĻŋāĻ‚,
  • āĻŦāĻŋāĻœāĻ¨ā§‡āĻ¸ āĻ˛ā§‡āĻŸāĻžāĻ°/āĻāĻĒā§āĻ˛āĻŋāĻ•ā§‡āĻļāĻ¨ āĻ°āĻžāĻ‡āĻŸāĻŋāĻ‚,
  • āĻĒā§āĻ°āĻĢā§‡āĻļāĻ¨āĻžāĻ˛ āĻ‡āĻŽā§‡āĻ‡āĻ˛ āĻ°āĻžāĻ‡āĻŸāĻŋāĻ‚,
  • āĻŦāĻŋāĻœāĻ¨ā§‡āĻ¸ āĻ°āĻŋāĻĒā§‹āĻ°ā§āĻŸ āĻ°āĻžāĻ‡āĻŸāĻŋāĻ‚,
  • āĻĒā§āĻ°ā§‡āĻ¸ āĻ°āĻŋāĻ˛āĻŋāĻœ āĻĄā§āĻ°āĻžāĻĒāĻŸāĻŋāĻ‚,
  • āĻ¸ā§āĻ•ā§āĻ°āĻŋāĻĒāĻŸ āĻāĻĄāĻŋāĻŸāĻŋāĻ‚,
  • āĻĒā§āĻ°āĻœā§‡āĻ•ā§āĻŸ āĻĒā§āĻ°āĻĒā§‹āĻœāĻžāĻ˛ āĻĄā§‡āĻ­ā§‡āĻ˛āĻĒāĻŽā§‡āĻ¨ā§āĻŸ āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§¯. āĻ˛ā§āĻ¯āĻžāĻ™ā§āĻ—ā§ā§Ÿā§‡āĻœ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻŽāĻžāĻ¤ā§ƒāĻ­āĻžāĻˇāĻžāĻ° āĻĒāĻžāĻļāĻžāĻĒāĻžāĻļāĻŋ āĻ¯ā§‡āĻ•ā§‹āĻ¨ āĻāĻ•āĻŸāĻŋ āĻŦāĻž āĻĻā§āĻŸāĻŋ āĻ­āĻžāĻˇāĻžā§Ÿ āĻĒāĻžāĻ°āĻĻāĻ°ā§āĻļā§€āĻ¤āĻž āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻ¸āĻŦāĻ¸āĻŽā§Ÿ āĻāĻ•āĻ§āĻžāĻĒ āĻāĻ—āĻŋā§Ÿā§‡ āĻ°āĻžāĻ–ā§‡ āĻ¯ā§‡āĻ•ā§‹āĻ¨ āĻĒā§āĻ°āĻĢā§‡āĻļāĻ¨āĻžāĻ˛āĻ•ā§‡āĨ¤ āĻŦāĻžāĻ‚āĻ˛āĻž āĻ­āĻžāĻˇāĻžāĻ° āĻ¸āĻžāĻĨā§‡ āĻ¯āĻĻāĻŋ āĻ‡āĻ‚āĻ°ā§‡āĻœā§€ āĻ­āĻžāĻˇāĻžā§Ÿ āĻĻāĻ•ā§āĻˇāĻ¤āĻž āĻ…āĻ°ā§āĻœāĻ¨ āĻ•āĻ°āĻž āĻ¯āĻžā§Ÿ āĻ¤āĻžāĻšāĻ˛ā§‡ āĻ…āĻ¨ā§‡āĻ• āĻ¸ā§āĻŦāĻŋāĻ§āĻž āĻĒāĻžāĻ“ā§ŸāĻž āĻ¯āĻžā§ŸāĨ¤ āĻŦāĻŋāĻļā§‡āĻˇ āĻ•āĻ°ā§‡ āĻŦāĻŋāĻœāĻ¨ā§‡āĻ¸ āĻ•āĻŽāĻŋāĻ‰āĻ¨āĻŋāĻ•ā§‡āĻļāĻ¨ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĨ¤

ā§§ā§Ļ. āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨ āĻ¸ā§āĻ•āĻŋāĻ˛āĻ¸āĻƒ

  • āĻāĻĄā§‹āĻŦāĻŋ āĻĢāĻŸā§‹āĻļāĻĒ,
  • āĻāĻĄā§‹āĻŦāĻŋ āĻ‡āĻ˛āĻžāĻ¸āĻŸā§āĻ°ā§‡āĻŸāĻ°,
  • āĻāĻĄā§‹āĻŦāĻŋ āĻ†āĻĢāĻŸāĻžāĻ° āĻ‡āĻĢā§‡āĻ•ā§āĻŸāĻ¸
  • āĻ‡āĻ¨āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨
  • āĻ‡āĻ‰āĻāĻ•ā§āĻ¸/āĻ‡āĻ‰āĻ†āĻ‡ āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨ (UX/UI Design),
  • āĻ‡āĻ‰āĻāĻ•ā§āĻ¸ āĻ°āĻŋāĻ¸āĻžāĻ°ā§āĻš,
  • āĻĄā§‡āĻŸāĻž āĻ­āĻŋāĻœā§āĻ¯ā§āĻ¯āĻŧāĻžāĻ˛āĻžāĻ‡āĻœā§‡āĻļāĻ¨,
  • āĻŦā§‡āĻ¸āĻŋāĻ• āĻāĻ‡āĻšāĻŸāĻŋāĻāĻŽāĻāĻ˛ (HTML),
  • āĻā§āĻ¯āĻžāĻ•ā§āĻ°ā§‹āĻŦā§āĻ¯āĻžāĻŸ āĻ°āĻŋāĻĄāĻžāĻ°/āĻāĻĄāĻŋāĻŸāĻŋāĻ‚,
  • āĻŸāĻžāĻ‡āĻĒā§‹āĻ—ā§āĻ°āĻžāĻĢā§€,
  • āĻĒā§āĻ°āĻŋāĻ¨ā§āĻŸ āĻ˛ā§‡āĻ†āĻ‰āĻŸ āĻĄā§‡āĻ­ā§‡āĻ˛āĻĒāĻŽā§‡āĻ¨ā§āĻŸ āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤

ā§§ā§§. āĻ­ā§‡āĻ¨ā§āĻĄāĻ° āĻ¸āĻžāĻŸāĻŋāĻĢāĻŋāĻ•ā§‡āĻļāĻ¨āĻƒ āĻŦāĻŋāĻļā§āĻŦā§‡ āĻ…āĻ¤ā§āĻ¯āĻ¨ā§āĻ¤ āĻœāĻ¨āĻĒā§āĻ°āĻŋā§Ÿ āĻāĻŦāĻ‚ āĻŦāĻŋāĻļā§āĻŦāĻžāĻ¸āĻ¯ā§‹āĻ—ā§āĻ¯ āĻŦāĻŋāĻ­āĻŋāĻ¨ā§āĻ¨ āĻĻāĻ•ā§āĻˇāĻ¤āĻžāĻ° āĻ‰āĻĒāĻ° āĻ­ā§‡āĻ¨ā§āĻĄāĻ° āĻ¸āĻžāĻ°ā§āĻŸāĻŋāĻĢāĻŋāĻ•ā§‡āĻŸ āĻĒā§āĻ°ā§‹āĻ­āĻžāĻ‡āĻĄāĻžāĻ° āĻ†āĻ›ā§‡ āĻ¯ā§‡āĻŽāĻ¨ āĻā§āĻ¯āĻžāĻĄā§‹āĻŦāĻŋ āĻĄāĻŋāĻœāĻžāĻ‡āĻ¨ā§‡āĻ° āĻœāĻ¨ā§āĻ¯, āĻŽāĻžāĻ‡āĻ•ā§āĻ°ā§‹āĻ¸āĻĢā§āĻŸ, āĻĒāĻŋāĻāĻŽāĻ†āĻ‡ (āĻĒā§āĻ°āĻœā§‡āĻ•ā§āĻŸ āĻŽā§āĻ¯āĻžāĻ¨ā§‡āĻœāĻŽā§‡āĻ¨ā§āĻŸā§‡āĻ° āĻœāĻ¨ā§āĻ¯), āĻŦā§ƒāĻŸāĻŋāĻļ āĻ•āĻžāĻ‰āĻ¨ā§āĻ¸āĻŋāĻ˛ (āĻ‡āĻ‚āĻ°ā§‡āĻœā§€ āĻ­āĻžāĻˇāĻžāĻ° āĻĻāĻ•ā§āĻˇāĻ¤āĻžāĻ° āĻœāĻ¨ā§āĻ¯) āĻ‡āĻ¤ā§āĻ¯āĻžāĻĻāĻŋāĨ¤ āĻāĻ›āĻžā§œāĻž āĻŦāĻŋāĻļā§āĻŦāĻŦāĻŋāĻ–ā§āĻ¯āĻžāĻ¤ āĻ…āĻ¨āĻ˛āĻžāĻ‡āĻ¨ āĻ˛āĻžāĻ°ā§āĻ¨āĻŋāĻ‚ āĻĒā§āĻ˛ā§āĻ¯āĻžāĻŸāĻĢāĻ°āĻŽ āĻ†āĻ›ā§‡ āĻ¯āĻž āĻ…āĻ§āĻŋāĻ•āĻžāĻ‚āĻļ āĻ•āĻ°ā§āĻŽāĻ•ā§āĻˇā§‡āĻ¤ā§āĻ°ā§‡ āĻ¸ā§āĻŦā§€āĻ•ā§ƒāĻ¤āĨ¤

Black Flatlay Photo Motivational Finance Quote Facebook Cover

Plan like a king! Employability Skills Fact!

  • āĻ†āĻĒāĻ¨āĻžāĻ° āĻœā§€āĻŦāĻ¨ā§‡ āĻ…āĻ¨ā§‡āĻ• āĻŦā§āĻ¯āĻ°ā§āĻĨāĻ¤āĻž!
  • āĻ†āĻĒāĻ¨āĻžāĻ° āĻšāĻžāĻ•āĻ°āĻŋ āĻšāĻšā§āĻ›ā§‡ āĻ¨āĻž!
  • āĻ†āĻĒāĻ¨āĻžāĻ•ā§‡ āĻ¸āĻžāĻšāĻžāĻ¯ā§āĻ¯ āĻ•āĻ°āĻžāĻ° āĻ•ā§‡āĻ‰ āĻ¨āĻžāĻ‡!
  • āĻ†āĻĒāĻ¨āĻžāĻ° āĻŦā§‡āĻ¤āĻ¨ āĻ–ā§āĻŦāĻ‡ āĻ•āĻŽ!
  • āĻĄāĻŋāĻ—ā§āĻ°āĻŋ āĻĒā§‡ā§Ÿā§‡ āĻ˛āĻžāĻ­ āĻ•āĻŋ āĻšāĻ˛, āĻšāĻžāĻ•āĻ°āĻŋ āĻ¤ā§‹ āĻĒāĻžāĻ‡āĻ¨āĻž!
āĻāĻ‡ āĻ¸āĻ•āĻ˛ āĻ•āĻĨāĻž āĻ¸āĻžāĻŽāĻžāĻœāĻŋāĻ• āĻŽāĻžāĻ§ā§āĻ¯āĻŽā§‡ āĻļā§‡ā§ŸāĻžāĻ° āĻ•āĻ°ā§‡ āĻ•āĻŋ āĻšāĻŦā§‡?
āĻ¸āĻŦāĻžāĻ‡ āĻ†āĻĒāĻ¨āĻžāĻ•ā§‡ āĻ¸āĻžāĻšāĻžāĻ¯ā§āĻ¯ āĻ•āĻ°āĻ¤ā§‡ āĻāĻ—āĻŋā§Ÿā§‡ āĻ†āĻ¸āĻŦā§‡?
āĻ•ā§‡āĻ‰ āĻ†āĻ¸āĻŦā§‡ āĻ¨āĻžāĨ¤ āĻŦā§‡āĻļāĻŋ āĻšāĻ˛ā§‡ āĻāĻ•āĻŸāĻž āĻ‡āĻŽā§‹āĻœāĻŋ āĻĻāĻŋāĻŦā§‡ āĻ†āĻ° āĻāĻ•āĻŸā§ āĻŦā§‡āĻļāĻŋ āĻšāĻ˛ā§‡ āĻ•āĻŽā§‡āĻ¨ā§āĻŸ āĻ•āĻ°āĻŦā§‡āĨ¤ āĻ†āĻĒāĻ¨āĻžāĻ°āĻŸāĻž āĻ†āĻĒāĻ¨āĻžāĻ°āĻ‡ āĻ¸āĻŽāĻžāĻ§āĻžāĻ¨ āĻ•āĻ°āĻ¤ā§‡ āĻšāĻŦā§‡āĨ¤ āĻ•āĻŋāĻ¨ā§āĻ¤ā§ āĻĒā§āĻ°āĻļā§āĻ¨ āĻšāĻ˛ā§‹ āĻ•āĻŋ āĻ¸āĻŽāĻžāĻ§āĻžāĻ¨ āĻ•āĻ°āĻŦā§‡āĻ¨? āĻ†āĻ—ā§‡ āĻ¸āĻŽāĻ¸ā§āĻ¯āĻžāĻŸāĻž āĻ¤ā§‹ āĻ¨āĻŋāĻ°ā§āĻ§āĻžāĻ°āĻŖ āĻ•āĻ°āĻ¤ā§‡ āĻšāĻŦā§‡! āĻ§āĻ°ā§āĻ¨ āĻāĻ‡ āĻŽā§āĻšā§‚āĻ°ā§āĻ¤ā§‡ –
  • āĻ†āĻĒāĻ¨āĻžāĻ° āĻšāĻžāĻ•āĻ°āĻŋ āĻšāĻžāĻ‡āĨ¤
  • āĻ­āĻžāĻ˛ā§‹ āĻŦā§‡āĻ¤āĻ¨ āĻšāĻžāĻ‡āĨ¤
  • āĻāĻ•āĻŸāĻž āĻĢā§āĻ˛ā§āĻ¯āĻžāĻŸ āĻ•āĻŋāĻ¨āĻ¤ā§‡ āĻšāĻžāĻ‡āĨ¤
  • āĻāĻ•āĻŸāĻž āĻ—āĻžāĻĄāĻŧāĻŋ āĻ•āĻŋāĻ¨āĻ¤ā§‡ āĻšāĻžāĻ‡āĨ¤
  • āĻāĻ¸āĻŋ āĻ°ā§āĻŽ āĻšāĻžāĻ‡āĨ¤
  • āĻ¸ā§‹āĻļāĻžāĻ˛ āĻŽāĻŋāĻĄāĻŋā§ŸāĻžāĻ¤ā§‡ āĻ˛āĻ•ā§āĻˇāĻžāĻ§āĻŋāĻ• āĻ˛āĻžāĻ‡āĻ• āĻšāĻžāĻ‡āĨ¤ āĻ†āĻ°ā§‹ āĻ•āĻ¤ āĻ•āĻŋ!

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