06Jun

A career in alternative assets can be personally rewarding in a way few other jobs are. Besides meeting and working with remarkably smart go-getters and learning an industry that can influence global economic policy, it is also one of the most financially lucrative.

Getting in the door, however, can be as difficult as being accepted at an Ivy League school. Investopedia understatedly describes it as “no cakewalk.”

For those committed to exploring a career in hedge funds, the website has helpfully put together a 10 step plan to landing an entry-level position. It also applies to anyone considering a mid-career change.

The first step is to make sure it’s a career you want. “If you really want to work for a hedge fund, it will show in your self-discipline, networking, knowledge of the industry, passion, and actions,” says Investopedia. “Go all in and learn as much as you can. Make the decision to change focus, commit to it for three to five years, and see what comes of it.”

Even at the entry-level, the pressure to succeed and the personal investment can be intense.

You’ll need to learn the basics. To get a feel for the industry and how it works, step two is to study. Subscribing to the several free industry newsletters is a start; many will also list career moves and discuss the moves and shakers, helping you to begin building a contact list. Join investing clubs that include hedge funds. You’ll learn from other members who will become part of your network.

Investopedia’s strategy is to next narrow your options to “consider only positions in which you can be passionate about your work, that draw upon your education and natural strengths, and that have the potential to be highly profitable.” That certainly helps you focus, but by going too granular at this stage you might miss what you don’t yet know. We suggest that as you begin to zero in, you also keep an open mind.

An important step is to find mentors. “It takes time to develop mentoring relationships, but many successful people are happy to help others out if they can,” Investopedia acknowledges. Your club members and the speakers at your meetings are a place to start. Career counselors also advise having more than one mentor. Your relationship will change as you advance in knowledge, so start at a lower level and make new connections that will open career opportunities for you.

The other steps in this program include developing your personal brand and getting noticed. You’ll also want to seek out internships to give you some real-world experience. There are some research internships that will allow you to work remotely or at times that don’t conflict with your job or school. These opportunities, as well as your mentors and network, can also alert you to job openings, Many go unadvertised.

Landing that first job in a new industry is never easy. Following the Investopedia strategy is no guarantee of success. But for those who are dedicated and disciplined, the 10 steps will vastly improve your chances of a hedge fund door opening.

Image by Arek Socha

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Productivity Is a System Problem

Productivity is about systems, not people, says the Harvard Business Review.

Sure, there are hacks and techniques each of us can use to filter out the noise, but in the end, writes Daniel Markovitz, “The most effective antidote to low productivity and inefficiency must be implemented at the system level, not the individual level.”

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“94% of most problems and possibilities for improvement belong to the system, not the individual,” he says, citing the case made by W. Edwards Deming in his book Out of the Crisis. “I would argue that most productivity improvements belong there as well.”

This is a particularly telling point for human resources professionals who are often tasked with providing training on time management. Markovitz says there’s nothing wrong with teaching techniques like Pomodoro, Inbox Zero or one of the many others. What’s necessary is to also address system inefficiencies.

That’s where he focuses his article, offering what he calls “four countermeasures.”

Tier your huddles

Whether you call them stand-ups, check-ins or huddles, Markovitz shows us how to use these meetings to avoid the inefficiency of “scattershot emails about a variety of problems.” Instead of kicking problems up the hierarchy, address problems at the lowest possible level. Problems that can’t be resolved at the staff huddle are the ones, and the only ones, to escalate to the next level huddle.

Make work visible

Because so much of office work is done by individuals working alone, it becomes invisible. Implementing a physical or virtual task board where every task is represented along with who is handling it not only makes a more equitable distribution of work, it also eliminates status check emails and the need to cover that topic in meetings.

Markovitz suggests making downtime equally as visible. Instituting “predictable time off” allows workers to know when someone is unavailable and react accordingly.

Define the “bat signal”

Pointing out that Batman knew flashing the symbol of a bat in the sky meant a crisis, Markovitz suggests companies adopt something similar to indicate when an issue is a real emergency.

“With no agreement on what communication channel to use, workers are forced to check all digital messaging platforms to ensure that nothing slips through the cracks. That’s toxic to productivity. Companies can make work easier for people if they specified channels for urgent and non-urgent issues.”

Align responsibility with authority

“If an employee is responsible for an outcome, they should have the authority to make the necessary decisions without being forced into an endless string of emails, meetings, or presentations,” writes Markovitz.

“The pursuit of individual productivity is healthy and worthwhile,” he agrees, though the value is limited because of all the pulls and tugs by others.

“To make a real impact on performance, you have to work at the system level.”

Photo by Carl Heyerdahl | Image by Gerd Altmann

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Why Is the Cybersecurity Gap Growing?

In 2016 Cisco estimated there were a million unfilled cybersecurity jobs worldwide. Last November, (ISC)2, the International Information System Security Certification Consortium, said the world was short 4 million cybersecurity professionals.

Why has the gap widened?

Dice.com, the tech careers site, says the reasons are numerous. Two, though, stand out, Dice says in a recent post:

  1. “Many cybersecurity workers feel constrained by a lack of career development and training offered to them.”
  2. “Enterprises that need highly-skilled and motivated employees to ensure the business is secure are not taking the right steps to nurture the talent needed to make that happen.”

To explain that, Dice cited a survey by Enterprise Strategy Group (ESG) and the Information Systems Security Association (ISSA), which revealed that 68% of the cybersecurity professionals feel they have no well-defined career path. Most moved into security because of a personal interest after first working in different IT areas.

Steve Durbin, managing director of the Information Security Forum, told Dice there’s a disconnect between human resources and security teams. HR doesn’t understand what skills are important, nor does it recognize the mental and physical toll cybersecurity takes.

“This hinders the organization’s ability to identify relevant talent and provide adequate support for the professional development of the security workforce,” Durbin said.

It’s easy to get “pigeonholed,” Morgan Mango, a cybersecurity researcher, says. As an example, she says someone working in PKI early in their career might get tagged as a specialist, limiting their options.

“I would always suggest people to find a job in cybersecurity that’s very flexible and very broad in terms of job description and tasks,” Mango told Dice.

Organizations have a responsibility to encourage development of their security professionals.

“To build a sustainable security workforce,” Durbin said, “Organizations should adapt to market demands by seeking candidates with diverse competencies and skill sets coupled with providing competitive benefits and structured career development. For some these changes are already underway but for the majority, the approach is still new and untried.”

Photo by Adi Goldstein on Unsplash

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