Shanghai Jawha

All of the product type and application segments of the Natural and Organic Personal Care Products market included in the report are deeply analyzed based on CAGR, market size, and other crucial factors. The segmentation study provided by the report authors could help players and investors to make the right decisions when looking to invest in certain market segments.

The Essential Content Covered in the Natural and Organic Personal Care Products Market Report :

* Top Key Company Profiles. * Main Business and Rival Information * SWOT Analysis and PESTEL Analysis * Production, Sales, Revenue, Price and Gross Margin * Market Share and Size

By Product:

The report is a compilation of different studies, including regional analysis where leading regional Natural and Organic Personal Care Products markets are comprehensive studied by market experts. Both developed and developing regions and countries are covered in the report for a 360-degree geographic analysis of the Natural and Organic Personal Care Products market. The regional analysis section helps readers to become familiar with the growth patterns of important regional Natural and Organic Personal Care Products markets. It also provides information on lucrative opportunities available in key regional Natural and Organic Personal Care Products markets.

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Table of Content

1 Introduction of Natural and Organic Personal Care Products Market

1.1 Overview of the Market 1.2 Scope of Report 1.3 Assumptions

2 Executive Summary

3 Research Methodology

3.1 Data Mining 3.2 Validation 3.3 Primary Interviews 3.4 List of Data Sources

4 Natural and Organic Personal Care Products Market Outlook

4.1 Overview 4.2 Market Dynamics 4.2.1 Drivers 4.2.2 Restraints 4.2.3 Opportunities 4.3 Porters Five Force Model 4.4 Value Chain Analysis

5 Natural and Organic Personal Care Products Market, By Deployment Model

5.1 Overview

6 Natural and Organic Personal Care Products Market, By Solution

6.1 Overview

7 Natural and Organic Personal Care Products Market, By Vertical

7.1 Overview

8 Natural and Organic Personal Care Products Market, By Geography

8.1 Overview 8.2 North America 8.2.1 U.S. 8.2.2 Canada 8.2.3 Mexico 8.3 Europe 8.3.1 Germany 8.3.2 U.K. 8.3.3 France 8.3.4 Rest of Europe 8.4 Asia Pacific 8.4.1 China 8.4.2 Japan 8.4.3 India 8.4.4 Rest of Asia Pacific 8.5 Rest of the World 8.5.1 Latin America 8.5.2 Middle East

9 Natural and Organic Personal Care Products Market Competitive Landscape

9.1 Overview 9.2 Company Market Ranking 9.3 Key Development Strategies

10 Company Profiles

10.1.1 Overview 10.1.2 Financial Performance 10.1.3 Product Outlook 10.1.4 Key Developments

11 Appendix

11.1 Related Research

Get Complete Report

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About Us:

Market Research Intellect provides syndicated and customized research reports to clients from various industries and organizations with the aim of delivering functional expertise. We provide reports for all industries including Energy, Technology, Manufacturing and Construction, Chemicals and Materials, Food and Beverage and more. These reports deliver an in-depth study of the market with industry analysis, market value for regions and countries and trends that are pertinent to the industry.

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Mr. Steven Fernandes

Market Research Intellect

New Jersey ( USA )

Tel: +1-650-781-4080

Tags: Natural and Organic Personal Care Products Market Size, Natural and Organic Personal Care Products Market Trends, Natural and Organic Personal Care Products Market Growth, Natural and Organic Personal Care Products Market Forecast, Natural and Organic Personal Care Products Market Analysis Sarkari result, Government Jobs, Sarkari naukri, NMK, Majhi Naukri,

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Natural and Organic Personal Care Products Market Development, Trends, Key Driven Factors, Segmentation And Forecast to 2020-2026 - Cole of Duty

Casella

All of the product type and application segments of the Personal Dosimeter market included in the report are deeply analyzed based on CAGR, market size, and other crucial factors. The segmentation study provided by the report authors could help players and investors to make the right decisions when looking to invest in certain market segments.

The Essential Content Covered in the Personal Dosimeter Market Report :

* Top Key Company Profiles. * Main Business and Rival Information * SWOT Analysis and PESTEL Analysis * Production, Sales, Revenue, Price and Gross Margin * Market Share and Size

By Product:

The report is a compilation of different studies, including regional analysis where leading regional Personal Dosimeter markets are comprehensive studied by market experts. Both developed and developing regions and countries are covered in the report for a 360-degree geographic analysis of the Personal Dosimeter market. The regional analysis section helps readers to become familiar with the growth patterns of important regional Personal Dosimeter markets. It also provides information on lucrative opportunities available in key regional Personal Dosimeter markets.

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Table of Content

1 Introduction of Personal Dosimeter Market

1.1 Overview of the Market 1.2 Scope of Report 1.3 Assumptions

2 Executive Summary

3 Research Methodology

3.1 Data Mining 3.2 Validation 3.3 Primary Interviews 3.4 List of Data Sources

4 Personal Dosimeter Market Outlook

4.1 Overview 4.2 Market Dynamics 4.2.1 Drivers 4.2.2 Restraints 4.2.3 Opportunities 4.3 Porters Five Force Model 4.4 Value Chain Analysis

5 Personal Dosimeter Market, By Deployment Model

5.1 Overview

6 Personal Dosimeter Market, By Solution

6.1 Overview

7 Personal Dosimeter Market, By Vertical

7.1 Overview

8 Personal Dosimeter Market, By Geography

8.1 Overview 8.2 North America 8.2.1 U.S. 8.2.2 Canada 8.2.3 Mexico 8.3 Europe 8.3.1 Germany 8.3.2 U.K. 8.3.3 France 8.3.4 Rest of Europe 8.4 Asia Pacific 8.4.1 China 8.4.2 Japan 8.4.3 India 8.4.4 Rest of Asia Pacific 8.5 Rest of the World 8.5.1 Latin America 8.5.2 Middle East

9 Personal Dosimeter Market Competitive Landscape

9.1 Overview 9.2 Company Market Ranking 9.3 Key Development Strategies

10 Company Profiles

10.1.1 Overview 10.1.2 Financial Performance 10.1.3 Product Outlook 10.1.4 Key Developments

11 Appendix

11.1 Related Research

Get Complete Report

@ https://www.marketresearchintellect.com/need-customization/?rid=282514&utm_source=COD&utm_medium=888

About Us:

Market Research Intellect provides syndicated and customized research reports to clients from various industries and organizations with the aim of delivering functional expertise. We provide reports for all industries including Energy, Technology, Manufacturing and Construction, Chemicals and Materials, Food and Beverage and more. These reports deliver an in-depth study of the market with industry analysis, market value for regions and countries and trends that are pertinent to the industry.

Contact Us:

Mr. Steven Fernandes

Market Research Intellect

New Jersey ( USA )

Tel: +1-650-781-4080

Tags: Personal Dosimeter Market Size, Personal Dosimeter Market Trends, Personal Dosimeter Market Growth, Personal Dosimeter Market Forecast, Personal Dosimeter Market Analysis Sarkari result, Government Jobs, Sarkari naukri, NMK, Majhi Naukri,

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Personal Dosimeter Market Development, Trends, Key Driven Factors, Segmentation And Forecast to 2020-2026 Cole Reports - Cole of Duty

The present time is always the best time for reflection and attempts at self improvement and personal development.

Below, is a list of great ways to improve self Development and Self Development Skills.

Lets look at when we try personal Development and Self Development Skills!

At new years, we make make promises and resolutions aimed at out personal development.

We often try to quit cigarettes, alcohol and be a better friend.

This is a matter of tradition to try to improve ones self.

If youve already broken all your resolutions for the New Year then now is the perfect time to set yourself some more achievable goals to improve your professional and personal life.

A good CV can make all the difference between landing an interview for that dream job, and being passed over.

Therefore, it can pay to sharpen up your CV writing development skills.

This gives you a better chance to make a good first impression.

In todays globalised business environment, being multi-lingual can be an invaluable personal asset and help with your self development.

While you cant expect to become fluent in another language within a matter of months, even knowing a little bit of another language can be useful in certain situations.

This list of 20 websites can be useful if you want to learn a language for free

Change is constant, and often attempts to resist change can be futile.

Its better to embrace it when it comes along in the interests of personal development, so that you are better positioned to adapt to the new environment and seize the opportunities it presents.

Social media influence is all-important these days, and one of the most reliable measures of this is your Klout score.

To see yours, simply sign up to Klout and connect your social media accounts and then investigate what you can do to improve it.

Presentations are a fact of life in many jobs, and by working on your presentation skills, you can transform this into a valuable professional asset to increase your self development.

This might entail working on your diction (see Clear Speech), your body language, and your public speaking skills.

If you would like to improve your presentation skills you can take a online course such as a MOOCs. Future learn, for example, providers users with fantastic courses.

If you cant sell yourself, how can you expect anyone to believe in you?

While those inclined to modesty might balk at the prospect of bigging themselves up, its a vital skill in a number of scenarios such as job interviews, sales presentations, and pitches.

So its worth getting better at highlighting your strengths without coming across as big headed. Will not making a personal website where you can blog about your expertise ?

Arguments can be terribly destructive and detrimental to your personal development, but if you approach them in the right way, they can be a force for good.

The key is to learn how to argue constructively, which often means keeping emotions in check and showing greater consideration for the views of others.

Job interviews can be harrowing experiences, but you can take great strides towards performing well in them just by brushing up on your interview technique.

The internet is full of tips on how to do this.

Its easy to waste time if you havent got a clear plan of how you are going to assign it to various tasks.

By employing time-management techniques, you can improve your punctuality and professionalism, while making more time for the things that are really important to you.

There are fantastic apps to help you with this, such as this time clock app.

Some believe creativity cant be learned, but everyone has some capacity for it it just might be well hidden.

There are plenty of exercises and activities that can be employed to foster a more creative mindset, which can be valuable in a number of professional and personal situations.

Never forget how business is linked with creativity.

What can you do to foster it and bring it to your work environment?

Being able to speak clearly, making sure that words are properly enunciated and given the right energy, is an underrated talent, and one that can be especially useful when giving presentations or attending interviews.

By learning a few tricks, and doing a bit of practice on your own time, you can improve on this vital aspect of your communication skills.

There is a definite art to dressing well, and if you can master it, it will help to create a much more positive first impression when you meet influential people, such as potential employers or clients.

You dont need to splash out on expensive suits its often simply a case of finding clothes that fit you well, and have a degree of colour co-ordination.

As the saying goes, you are what you eat, and if you dont give yourself the right fuel, you wont be in the right shape to achieve your personal and professional goals.

You dont need to go on a crazy diet just take a few steps to improve the nutritional quality of the food you do eat, and cut down on unhealthy snacks.

Energy is the key to productivity, and by exercising regularly, you can boost your energy levels significantly.

Start by setting achievable goals, such as walking 10,000 steps per day or getting out of breath at least twice a week.

Playing an instrument can be a lot of fun, and can certainly help you to unwind and focus after a long day at the coalface.

Also, it can improve your brain function, especially spatial awareness and co-ordination, so you may find it has a beneficial knock-on effect on your professional performance.

If your job involves sitting in a chair all day, you need to do something to get those joints flexing and the blood pumping.

Yoga is one of the most effective, and beneficial forms of exercise, and it can be done easily at home using free instructional videos.

No matter what your skill level as a writer, everyone has room to improve their written communication skills.

This is especially important in an age where text-based communication via email.

Social media, and SMS has become a lot more important in many cases than verbal communication.

Being stuck in a rut can be bad news for your motivation levels.

The key to self-motivation is to find things that genuinely excite you, and pursue them.

This involves being honest with yourself about the things that you really find stimulating, and trying to gear your professional life towards including more of these aspects.

Everyone makes mistakes, and at the very least you can always learn from them.

Also, in many lines of work, its more important to have the freedom to make mistake.

This is rather than erring on the side of caution all the time .

Although this advice obviously doesnt apply if you drive or operate heavy machinery for a living!

Optimism can be a huge energising force, both for yourself and the people around you.

By cultivating a relentlessly positive attitude, you can make yourself more productive, more approachable, and more productive.

After all, positive things happen to positive people.

The New Year is often a time when people attempt to give up bad habits via New Years Resolutions .

But, only to break them shortly after which inhibits your personal development and lowers your confidence.

In general, its better to make small improvements to your lifestyle one at a time, rather than trying to cut out several bad habits at once.

Becoming self-aware is a long process, but by knowing yourself.

You will be much better placed to make the right decisions about your professional and personal life.

This enables personal development on the highest levels.

There are lots of things you can do to promote self-awareness in yourself.

For example, by filling out personality tests or brainstorming.

Being a good listener is the key to successful verbal communication.

Yet, many of us drift off when others are talking, fail to give our full attention, and even talk over people when one of our own thoughts bubbles to the surface.

By getting good at listening, you can markedly improve the quality of your communications with others, and be better positioned to respond when it is your turn to speak.

I am a writer based in London, specialising in finance, trading, investment, and forex. Aside from the articles and content I write for IntelligentHQ, I also write for euroinvestor.com, and I have also written educational trading and investment guides for various websites including tradingquarter.com. Before specialising in finance, I worked as a writer for various digital marketing firms, specialising in online SEO-friendly content. I grew up in Aberdeen, Scotland, and I have an MA in English Literature from the University of Glasgow and I am a lead musician in a band. You can find me on twitter @pmilne100.

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25 Personal Development / Self Development Skills To Learn ...

Back in 1997 I had just completed an MSc in Finance in the UK and was in London looking for a banking job. I couldnt find any work for six months, despite applying for more than 30 positions. A few banks granted me interviews but they all rejected me.

Then I ran out of money, having burned through all I had saved up before my Masters. With no chance of getting a job in London, I returned to Singapore. Soon after I got back, however, the Asian financial crisis hit! The job market suddenly changed for the worse, and my hopes of landing a role as a derivatives structurer disappeared.

So I changed tack and decided to apply for risk management vacancies instead. Before too long Standard Chartered offered me a risk control position, which wasnt my ideal job but came as a great relief after several months of searching. My boss then, Prasanna Thombre, always believed in me. He even seconded me to London and Hong Kong so that I could develop myself further. He was the reason I went on to build a successful front-office banking career and eventually became an MD.

The point of this story is that its possible, with the right approach, for junior banking professionals to adjust their career strategies and successfully navigate the tough times. Here are some lessons I learned during the Asian crisis (and throughout the ups and downs of my career) that are just as relevant to young people today during the Covid-19 pandemic.

Work for bosses who believe in you

When I got the job offer from Stan Chart back in 1997, I also received a similar offer from a much bigger European bank. I chose SCB because I believed my manager there would be great for my personal development. If you cannot get your ideal job in your desired bank, try to work for a boss who believes in you. During this current period of uncertainty, the last thing you need is a boss micromanaging you and asking you to submit your activities report on a daily basis.

Be adaptable in your choice of job

There are many loan and bond defaults in the current market, so credit structuring and credit risk management roles at banks will be in demand during the Covid-19 outbreak. But hiring in some parts of front-office investment banking has slowed down because capital market investors are now more selective when it comes to investing in IPOs and new bond issuance. If you cannot join an investment bank as a junior, perhaps consider joining a corporate in the TMT or real estate space to build up your knowledge in order to become an investment banker specialising in that sector later on.

Build your personal brand

With a personal brand, you can win trust, attract opportunities and charge a premium. When you go to the supermarket to buy a carton of milk, it is very unlikely that you will choose one that has no brand. When there is no brand, there is no trust. And trust is most important for our careers because nobody is going to hire us until they can trust us.

In psychology, there is a well-known cognitive bias called availability heuristic, a mental shortcut that relies on immediate examples that come to a persons mind when making a decision. If a fellow MD asks me to recommend a junior banker, for example, I will most likely recommend someone I know and have seen on LinkedIn recently. A strong personal brand attracts opportunities.

If you look at the big brands around us say, Apple, Audi, or Grand Hyatt they all have one thing in common: they charge a premium and yet customers still willingly pay for their products and services. When you have a personal brand, you can also command a premium. Build your brand on social media, especially on LinkedIn.

Make high quality connections

During this time when hiring is slow, banks may not advertise as much to get the candidates they want. So it is crucial to build relationships with people who can refer jobs to you. There are three types of relationships: friends, acquaintances and high-quality connections (HQC).

Friends can be high maintenance if you dont invite them to your parties, they get upset. Although acquaintances are low maintenance, they dont add much value to your career. But HQC are like-minded people who shared common values, so they are low maintenance and add a lot of value. They can initially be found on LinkedIn, but you then need to offer them something in return, so spend time engaging with them before you actually need a job.

Be ready for the most frequently asked question

Tell me about yourself will soon be taken over by What did you do during the lockdown/circuit breaker? as the most frequently asked interview question in banking. Interviewers want to see how you dealt with uncertainty and made use of the downtime. Spending time with family and taking the opportunity to slow down to reflect about life are good answers, but are unlikely to get you the job. You have a higher chance to ace the interview if you say you picked up a new skill for example, you did a video editing course or became a Zoom master.

With 2 million followers on Linkedin, Eric Sim, CFA, PRM, is one of the most followed finance professionals globally. A successful career coach, Eric is the founder of Institute of Life (IOL), whose mission is to help young professionals be more successful at work and in life. He currently guest lectures at the National University of Singapore and Queens University (Canada). Previously Eric was a managing director at UBS Investment Bank based out of Hong Kong.

Photo by Drew Graham on Unsplash

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How I got a job in the Asian Financial Crisis. And how you can get one during Covid-19 - eFinancialCareers

Director of Contracts and Procurement Annual salary range: $149,062 to $223,592 Application deadline: Open until filled. First review of resumes: Monday, June 8, 2020.

The San Mateo County Transit District (District) is the administrative body for the principal public transit and transportation programs in San Mateo County and serves nearly 100,000 customers each weekday on its SamTrans buses, Redi-Wheel paratransit vehicles, Caltrain commuter rail cars and shuttles, as well as a robust capital program. The District, which is in the heart of the San Francisco Bay Area, is also the managing agency for the San Mateo County Transportation Authority (TA). Caltrain and the TA have contracted with the District to serve as their managing agency, under the direction of their appointed boards.

The Director, Contracts and Procurement reports to the Chief Financial Officer and is responsible for direction of the contracts and procurement department for the District (SamTrans), the Peninsula Corridor Joint Powers Board (Caltrain), and the San Mateo County Transportation Authority (TA). This position will oversee all phases of procurement of supplies, equipment, rolling stock, materials, services, professional services, construction, other public works projects, and asset disposition.

Candidates should enjoy a fast-paced environment that is rarely boring with a diverse portfolio of projects and services. Organizational investment in transportation infrastructure will be in the billions of dollars and the professional staff is eager and ready to support the new Director in managing critical procurements. Staff members enjoy a dynamic organization that fosters personal development and professional advancement. The Districts core values include integrity, customer focus, respect, quality, teamwork, leadership, and accountability the successful candidate will champion these values and foster a culture of customer service, both inside and outside of the organization.

To be considered, please submit a cover letter, list of six work-related references, and resume to: https://executivesearch.cpshr.us/JobDetail?ID=651

For additional information, contact:

Josh Jones CPS HR Consulting 916-471-3301

To view an online brochure for this position visit: executivesearch.cpshr.us San Mateo County Transit District website: http://www.smctd.com

The San Mateo County Transit District is an equal opportunity employer.

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Director of Contracts and Procurement - MassTransitMag.com

I see them before me, as they were. I remember their seating arrangement, adopted as routine. In the back row, Simranjeet Kaur sat next to Cathy Ho sat next to Marchella Prado. In the front, Tiana Frederick sat next to Ayshe Kerim sat next to Emilio Lopez sat next to Edwin Almanzar. To my right, Nora Osman is raising her hand to share a textual interpretation and Oscar Aguirre is nodding in affirmation. In the center of the room, Abigail Thomas, an LGBTQIA+ activist with venerable expertise, is only jumping in with exposition when needed. In the rear corner, Kaylah Mack and Ana Gil are respectfully building on peer contributions; in the middle, Jennifer Deane is conferring with Mehrangiz Abduhabibova, Arafat Miah, and Andy Chantes; Lesley Trujillo is inadvertently spilling a huge quantity of pretzels, and Jacqueline Meza is laughing.

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In defense of the classroom: Understanding the kind of learning that only takes place in person - New York Daily News

By Jessica Thiefels3 minute Read

Out of sight, out of mind. As you settle into working from home, even if temporarily, it can be scary to think that if youre not in front of your boss each day it will be harder to grow in your position and career. The good news is if youre still dedicated to developing your career, and you openly communicate about the work youre putting in when chatting on virtual communication channels or during reviews and meetings, you can still grow in your position.

Here are a few simple ways to make the most of your opportunities, regardless of location.

If you agree with the 62% of employees who feel their companys performance review is often incomplete, dont wait for another boring and structured review session. Instead, ask for feedback. Not only does asking for feedback innately help you grow in your position because youre learning whats working and whats not; its also an opportunity to show your manager that youre being proactive about growing and learning.

When asking for feedback, be clear about what you want to know and what time you have available to speak about it. This avoids back-and-forth emails about timing and allows your boss to prepare for the conversation.

Dont get complacent with personal development now that your couch and Netflix are a few steps away from your office. If you want to grow in your position, continual personal learning is critical. With more time than ever to go through some professional development books thanks to quarantine, you can build your skill set on a budget and grow in your position as a result. Here are a few good book lists to help you find your next read:

Once youve read the book, dont forget to share what youve learned with your boss and coworkers. You can mention the book in a meeting, refer to something you learned when working on a project, or even post a short review in a group chat.

When working virtually, your digital communication becomes a focal point because its one of the only formats for connecting with managers and colleagues. During a stressful time when work is uncertain and youre adjusting to a new working situation, its easy to overlook mistakes. But getting into a habit of consistently sending poorly written messages and emails reflects poorly on you and is harder to overlook when its the only way youre communicating.

In my recent article about improving your writing skills, I shared a few key tips Ive learned as a longtime writer that can be applied to your chat and email efforts:

Show your boss and coworkers that you take your work seriously by adding value when you werent asked or expected to do so. For example, when working on a team project, you can take your part of the work one step further by collecting extra data or research or sending your talking points for a brainstorm meeting ahead of time.

Take proactive steps to show that youre willing to give more to the team at the expense of your own time. This is a key trait of great leaders, so if you want to move into a management position, the little extra work will go a long way toward securing that promotion youve been hoping for.

You can show your boss and the people you work with that youre learning and willing to go the extra mile, even when working from home. Use these simple tips to keep growing your position and career, no matter where youre located.

Jessica Thiefels is the founder and CEO of Jessica Thiefels Consulting, an organic content marketing agency for midsized B2B businessesoutsourcing content marketing. Shes been writing for more than 10 years and has been featured in top publications includingForbes, Entrepreneur,andFast Company.She also regularly contributes to Glassdoor, Score.org, and more. Follow her onTwitterand connect onLinkedIn.

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4 easy ways to grow in your current job while working from home - Fast Company

Paid Political Content

Joyce Stone is an excellent choice for Representative for House District 33. Joyce is fair, open-minded, and dedicated to her family, her job, and her community. I have known Joyce for many years and am so pleased that she is not only a good friend but my daughter-in-law.

Joyce Stone is a smart, energetic individual that continues to pursue her education and personal development. She is an excellent nurse and understands the stress that Covid-19 has put on our medical facilities and Montana's economy. Joyce's dedication to our community and state are shown by the fact that she is willing to take unpaid leave to serve as our representative in Helena.

As a business owner of Cottonwood Inn & Suites in Glasgow, I am confident that Joyce Stone will represent the business community and make the right decisions for Montana citizens. Joyce and her husband, Ryan, also own a small business in Glasgow (RS Construction) and Joyce has managed the licensing, accounting, payroll and other paperwork involving that business.

She is also a strong supporter of our agricultural community and a passionate advocate for improved trades educations in our school systems. Joyce and her family are outdoor recreationists and enjoy boating, camping, fishing, hunting, hiking, and all the opportunities Montana has to offer. As a member of the Montana State Parks and Recreation Board, I am confident that Joyce will make the right decisions to protect and provide for this vital part of our economy.

I hope you will join me in supporting Joyce Stone for Representative Montana House District 33.

Betty Stone

District 4

Montana State Parks and Recreation Board

Glasgow, Mont.

*Paid For By Betty Stone

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Stone Is The Right Choice - Glasgow Courier

AN INDEPENDENT school in Whitchurch has been praised for the outstanding personal development of pupils who have experienced trauma.

Physis HeathgatesAcademy has received a glowing report from Ofsted following an inspection February.

Inspectors rated the school outstanding for personal development and good across the other three areas quality of education, behaviour and attitudes, and leadership and management. The overall rating was good, one step up from the schools last inspection in 2017 when it was said to require improvement.

Inspectors said: Support for pupils personal development is excellent and integral to the schoolswork.

Teachers make pupils mental wellbeing a top priority. Staff work hard tocounter the effects of pupils past negative experiences.

The work on dealing withtrauma is a unique aspect of the schools offer.

Gradually, pupils begin to restoretheir self-belief and develop their self-esteem. Over time, pupils grow in confidenceand become more resilient.

The report praised headteacherRebecca Bhageerutty and her staff team for their high expectations and standards, which in turn fostered an ethos of hard work among pupils.

It said: This school is a safe haven for pupils and offers them a fresh start after challengesin previous settings.

Pupils learn to value the importance of education. With goodsupport, they work towards achieving their personal goals. They acquire the skills tobecome more independent and make healthy choices.

The school provides pupilswith hope and alternative pathways to succeed.

Pupils show enjoyment in theirstudies. A wide range of learning opportunities capture pupils interests.

Pupils areexceptionally well cared for. The blend of high-quality care and a good educationenables pupils to do well.

The report recommended that non-specialist subject teachers received more training in all subjects they teach, and that literacy skills be applied consistently across the curriculum.

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Pupils who have suffered trauma 'exceptionally' well cared for at Shropshire school, say inspectors - Whitchurch Herald

Introduction

In December 2019 a novel coronavirus, now termed COVID-19, was reported in Wuhan, China. In early March 2020 it was declared a pandemic by the World Health Organization (WHO) (Huang et al 2020, WHO 2020a, Wu et al 2020) and since then healthcare workers in the UK and across the world have been working in unprecedented circumstances.

Managing workforce stress during a crisis is challenging for leaders as they try to support staff in terms of their mental well-being and resilience (Health Education England (HEE) 2019). Most research on coping with crises in the NHS and other healthcare systems, however, centres on topics such as nurse shortages, an ageing workforce and financial restrictions (Hart et al 2014, Hudgins 2016). Nevertheless, although there is little research on staff resilience during a pandemic, nurse leaders can consider how to support their workforce by looking at other experiences of disasters (Turner 2015).

Resilience involves rebounding and carrying on, self-determination, maintaining positive relationships, self-esteem, self-efficacy and hopefulness, and can support clinicians during stressful events and periods

Nurse leaders can support resilience in themselves and their staff by using healthy coping strategies, positive language and managing their own efficacy

Nurse leaders should focus on skilled communication, collaboration, effective decision-making, appropriate staffing, meaningful recognition of staff, and authentic and transparent leadership to support and improve staff, and organisational resilience

COVID-19 can be a mild illness, but it can also be deadly, causing massive alveolar damage and progressive respiratory failure (Chan et al 2020, Huang et al 2020, Wu et al 2020). At the time of writing there is no consensus on the case fatality rate in the UK due to difficulty in accessing detailed data from hospitals, care homes and the community. There may be factors, such as patient demographics or co-morbidities (Oke and Heneghan 2020), that account for high death rates in different areas and tracking data helps NHS trusts prepare for potential demand on services. There is also as yet no definitive treatment or vaccine (Cascella et al 2020) and treatment of patients with COVID-19 consists of supportive measures, while prevention and control are based on social distancing and strict personal hygiene (Public Health England 2020, Rothan and Byrareddy 2020).

Although this is a recent and at the time of writing ongoing public health crisis, early data on various aspects of the COVID-19 pandemic reveal organisational issues such as concerns about the adequacy of pandemic planning, the effect of redeployment and training new staff to support staffing capacity, and staff concerns such as fear of transmission (Emanuel et al 2020, Wu and McGoogan 2020).

The NHS has used data from Asia and Europe to support planning decisions (Lai et al 2020, Phua et al 2020); healthcare providers in England, for example, have been advised to develop strategies to manage space, staff and supplies of personal protective equipment (PPE) to provide optimum care to patients (Wong et al 2020). However, this has caused additional stress because it has resulted in shortages and rationing of scarce resources (Emanuel et al 2020, The Lancet 2020, WHO 2020b).

Lack of PPE is of particular concern. Lai et al (2020), for example, highlight the traumatising effect on clinical staff in Asia and Italy of the high workload and intermittent lack of protective equipment, while Newman (2020) suggests that staff could leave their jobs, or die, because of the lack of such equipment. In the UK at least 100 healthcare workers had died of complications of COVID-19 as of 20 April 2020 (Marsh 2020).

The continual flow of new information to NHS decision-making bodies from countries that are further along the pandemic trajectory is obviously helpful, but it means that quick decisions may have to be made and disseminated rapidly to staff (WHO 2020c), which can further increase their anxieties.

Nurse leaders must therefore support clinical staff who are experiencing high levels of anxiety and stress during the pandemic (WHO 2020d, Xiao et al 2020), as well as non-clinical front-line staff who can be affected by what is known as vicarious traumatisation (Lai et al 2020). To achieve this, they must attempt to strengthen organisational and workforce resilience.

Resilience can be defined as an individuals ability to bounce back despite adverse circumstances (Rutter 2008) and as a process in which someone recovers quickly from a specific event (Zautra et al 2010). Some authors consider it a personality trait (Fredrickson et al 2003, Campbell-Sills et al 2006) while others regard it as a process (Egeland et al 1993, Luthar 2006). Hudgins (2016) has suggested that resilience is an important skill for leaders, and successful leaders understand the difference between being strong in the face adversity and being resilient. Being strong is about enduring a tough situation, while resilience uses this strength as well as experience and intuition to cope effectively with adversity.

McKinley et al (2019) suggest that resilience can be difficult to conceptualise, and found in a systematic review of what influences resilience levels in medical doctors that important points include demographics, personality factors, organisational or environmental factors, social support, leisure activities, overcoming previous adversity and interventions to improve resilience.

The importance of workforce and organisational resilience has been highlighted by Kotze and Lamb (2012), who assert that measures that increase these will help nurse leaders to make sound decisions in critical moments.

Research into previous pandemics and other disasters discusses what resilience means in healthcare workers. For example, Ling et al (2017) identified resilience in staff as a critical attribute of a strong healthcare system following the 2014-15 West Africa Ebola epidemic, but concluded that it requires long-term investment and sustained attention once a crisis abates. Kruk et al (2015), who also wrote about lessons from the Ebola epidemic, suggested that a resilient healthcare system is one that can prepare for and respond effectively to crises, learn from such events and improve services. Admasu (2016) has proposed that such a system is also forward-thinking, problem-solving, innovative and focused on implementing solutions, all of which rely on strong leadership.

An examination of resilience in nurses in the context of the 2011 US tornado disaster in Tuscaloosa, Alabama (Turner 2015) concluded that more research is required on the reasons for increased resilience in nurses. This is important because research shows that nurses can develop post-traumatic stress disorder (PTSD) following events such as the epidemics of severe acute respiratory syndrome (SARS) and the Middle East respiratory syndrome (MERS) (Tam et al 2007, Shih et al 2009, Kim and Park 2017).

Before the COVID-19 pandemic there was already concern about nurses mental health and well-being in relation to depression, anxiety, anger, irritability and burnout (Tahghighi et al 2017, Guo et al 2018). Critical care nurses, for example, are at risk of burnout if they have reduced resilience (Jackson et al 2018) and are at a high risk of developing PTSD (Mealer et al 2012), which is a particular concern for nurse leaders during the COVID-19 pandemic. This shows the need for clear and definitive leadership to determine staffing levels, organise staff rotas that include extra time for rest and recuperation, and ensure adequate provision of equipment (Ross et al 2020, WHO 2020c).

Building resilience in the nursing workforce has long been considered important (Gray 2012), but recently there has been a shift to supporting organisational resilience (HEE 2019). In the current context, organisational resilience is important as the NHS has had little time to prepare for the COVID-19 pandemic (Qian et al 2020). Organisational resilience is defined by McManus et al (2008) as a function of an organisations overall situation awareness, management of keystone vulnerabilities, and adaptive capacity in a complex, dynamic, and interconnected environment. Its components include contextual integrity, strategic capacity and strategic action, and lead to organisational evolvability (Kantur and eri-Say 2012). Resilience is considered a positive organisational factor that results in improved productivity, improved well-being and reduced absenteeism and staff turnover (Andolo 2013), while Di Sipio et al (2012) suggests that positive personal resources or characteristics and organisational well-being are distinct entities that interact, leading to positive outcomes.

The WHO (2020d) recommends that all healthcare staff be protected from developing chronic stress and poor mental health during the COVID-19 pandemic and suggests that leaders focus on long-term occupational capacity rather than short-term crisis responses. Resilience is one of the foundations of good mental health (Lai et al 2020) so building personal resilience in all healthcare professionals across primary and secondary care should be a priority (McAllister and McKinnon 2009, Foureur et al 2013, Matheson et al 2016).

Research into resilience in clinical practice has highlighted the fact that rebounding and carrying on, self-determination, positive relationships, self-esteem, self-efficacy and hopefulness can support clinicians during stressful times (Earvolino-Ramirez 2007, Gillespie et al 2007). This is supported by Hart et al (2014), who found that personal characteristics including hope, self-efficacy, coping, control, competence, flexibility, adaptability, hardiness, sense of coherence, skill recognition and not focusing on deficiencies supported increased levels of resilience in nurses.

A high level of emotional intelligence enables individuals to adapt to various adverse conditions while maintaining a sense of purpose, balance and positive mental and physical well-being (Sergeant and Laws-Chapman 2012).

Hudgins (2016) suggested that nurse leaders can support resilience in themselves and their staff by practising healthy coping strategies, using positive language or supporting their self-efficacy. Work-based education programmes that teach resilience techniques and support personal development have also been shown to improve resilience (McAllister and McKinnon 2009, Foureur et al 2013, McDonald et al 2013). Even if these programmes do not focus on resilience specifically during a pandemic, they will still be beneficial for the workforce.

Bonanno (2004), writing about loss, trauma and human resilience, suggested that people develop personal resilience in a number of ways, such as by finding meaningful purpose in life, the belief that one can influence ones surroundings and the outcome of events, and the belief that one can learn and grow from both positive and negative life experiences. In essence, understanding what you are doing, or having a meaningful purpose or a strong belief system, helps people become more resilient during stressful situations (Bonanno 2004). This is important for all healthcare staff, including nurse leaders.

In earlier work, Bonanno et al (2002) suggested that positive emotions and laughter promote resilience, and camaraderie in healthcare teams has been evident on social media during this pandemic. The ability to find positive meaning in adverse situations helps curb negative emotions (Tugade and Fredrickson 2004), and Bright (1997) has noted that emotional awareness and self-care are important in developing resilience in nurse managers, in addition to optimism, autonomy and empowerment. Shimoinaba et al (2015) has further shown that nurses working in palliative care developed resilience through self-nurturing, which included being self-aware, coping adaptively and accepting limitations.

Nurses spend most of their time caring for others, but they must develop self-care as well to improve their personal resilience (Bright 1997). McGee (2006) suggested that nurses can support their own mental and spiritual well-being by sharing their experiences of vulnerability and resilience through reflective journals and debriefing. This can also enhance emotional insight, according to Giordano (1997), and can be done individually or as a team (Siegel and Schraagen 2017).

Nurses and nurse leaders must practise self-care but they must also remember that they are part of a community in which there are social support networks (Uddin et al 2020) that are a significant component of resilience (Tugade and Fredrickson 2004). Building positive and nurturing professional relationships is therefore crucial for nurse leaders as they navigate this crisis. During this pandemic nurses and nurse leaders will undoubtedly struggle to achieve a work-life balance, which supports resilience (Kim and Windsor 2015), so it is important to develop other methods of connectedness to maintain some kind of anchoring force (Giordano 1997).

Nurse leaders should focus on skilled communication, true collaboration, effective decision-making, appropriate staffing, meaningful recognition and authentic leadership (Hart et al 2014, WHO 2020d) and encourage and support debriefing sessions to address the ethical and moral distress, for example about who is and who is not eligible for treatment, that nurses are facing (Rushton et al 2015).

In an article on supporting the healthcare workforce during COVID-19, Adams and Walls (2020) suggest that honest and transparent conversations with front-line caregivers can help to relieve the stress and anxiety they feel. Topics for discussion can include planning for home separation, childcare, protocols for arrival home after duty, and decontamination of surfaces.

There are also significant challenges for leaders as they support newly deployed staff, those returning to work and newly registered nurses. The WHO (2020d) suggests that nurses should regularly rotate from areas of high stress to those with less stress, and that inexperienced staff should be partnered with more experienced colleagues.

Nurses caring for patients with COVID-19 are at risk of developing psychological problems including PTSD, but resilient individuals will cope better (Tam et al 2007, Adriaenssens et al 2012, Mealer et al 2012). Once the number of cases of COVID-19 falls, there needs to be further research on trauma-informed resilience, post-traumatic growth and PTSD in the nursing workforce. Business magnate Bill Gates (2020) has said: In any crisis, leaders have two equally important responsibilities: solve the immediate problem and keep it from happening again. All staff, including nurse leaders, need to be aware of where and how they can access mental health and psychosocial support services (WHO 2020d).

A summary from various sources of how nurse leaders can support organisational and staff resilience is shown in Box 1.

Support organisational resilience during a crisis

Develop personal resilience

Nurse leaders must attempt to support resilience in the nursing workforce and in their organisations during crises such as the COVID-19 pandemic and consider the long-term effects of such crises.

Although there is a wealth of research on resilience in the context of stressors such as staff shortages, the ageing workforce and financial restrictions, there is a need to consider how events such as the COVID-19 pandemic affect the nursing workforce.

Building resilience in healthcare professionals across primary and secondary care should be a priority, while increasing workforce and organisational resilience will help nurse leaders to make sound decisions in critical moments.

Read more:
What the COVID-19 pandemic tells us about the need to develop resilience in the nursing workforce - RCNi