HALIFAX —
Nova Scotia has announced seven new COVID-19 cases on Tuesday. Five previously reported cases are now considered resolved, increasing the total number of active cases in the province to 40.
Four of Tuesday’s new cases were identified in the province’s Northern Zone and are close contacts of previously reported cases.
The other three new cases were identified in the Central Zone and are related to travel outside of Atlantic Canada.
The province says all new cases are self-isolating as required.
“COVID-19 is still here and wants us to let our guard down. But we are not going to let that happen after all the hard work and sacrifice by Nova Scotians,” said N.S. Premier Stephen McNeil in a release. “We will contain the virus over the holiday season by keeping our gatherings small, wearing a mask and following all of the other public health protocols.”
“I’m encouraged to see that our case numbers have remained low as we get closer to the holiday season,” said Dr. Robert Strang, Nova Scotia’s chief medical officer of health. “Let’s keep up the good work by continuing to follow all the public health measures – adhere to the gathering limits, keep a consistent social group, stay home if you are feeling unwell, wash your hands and self-isolate if required.”
N.S. COVID-19 CASE DATA
The Nova Scotia Health Authority’s labs completed 1,795 tests on Monday.
Since Oct. 1, Nova Scotia has done 101,394 tests. There have been 365 confirmed cases of COVID-19, and no deaths.
Since the pandemic began, there have been 1,454 cumulative confirmed cases, and 65 deaths. 1,349 cases are considered recovered, leaving 40 active cases in the province.
There is currently no one in hospital due to COVID-19.
The province’s confirmed cases range in age from under 10 to over 90.
Fifty-six per cent of cases are female, and 44 per cent are male.
There are cases confirmed across the province, but most have been identified in the Central Zone, which contains the Halifax Regional Municipality.
The provincial government says cumulative cases by zone may change as data is updated in Panorama, the province’s electronic information system.
The numbers reflect where a person lives and not where their sample was collected.
Western Zone: 82 cases
Central Zone: 1206 cases
Northern Zone: 94 cases
Eastern Zone: 65 cases
The provincial state of emergency, which was first declared on March 22, has been extended to Dec. 27.
NEW RESTRICTIONS IN EFFECT
New measures meant to prevent any possible surge of COVID-19 over the holiday period have come into effect across Nova Scotia.
Starting Monday and until Jan. 10, in-person dining at restaurants in the Halifax area will remain closed, while restaurants and licensed establishments in the rest of the province will have to stop service by 10 p.m. and close by 11 p.m.
Indoor gatherings provincewide are capped at 10 people and retail stores across Nova Scotia are required to limit the number of shoppers to 25 per cent of legal capacity.
“I’m sorry for the gathering limits, I know it’s difficult to manage, but Dr. Strang has said 10 is 10,” McNeil said. “The fact that we can gather at all is a blessing. Look at what’s happening in other parts of our country. (It) is because of your hard work and the commitment to following the protocols in this province that we’ve had any resemblance of a Christmas. So, rather than thinking about what we don’t have or what we can’t do, maybe this is a Christmas to focus on the moment and find creative ways to celebrate.”
Long-term care residents are allowed two designated caregivers while seniors facilities can permit limited visits by family members.
The province is asking citizens to avoid any unnecessary travel throughout the province and is recommending that if people need to travel, that they go directly to their final destination and stay there.
POTENTIAL EXPOSURE AT STELLARTON RESTAURANT
Late Monday, the Nova Scotia Health Authority warned of potential COVID-19 exposure at a restaurant in Stellarton, N.S.
The exposure warning was issued for Andre’s Pizza, located at 243 S Foord St. in Stellarton, from Dec. 10 to 14.
Those who were at the location during those days should monitor for symptoms, which may develop up to and including Dec. 28.
Nova Scotians now have the option to choose either an email or automated phone calls to notify them of negative COVID-19 test results.
“We recognize that it’s stressful to wait for test results and it can have an impact on the ability to go to work, school and daycare, so anything we can do to make that process more efficient for those being tested is a big win,” said Catherine Hebb, director, Public Health, Nova Scotia Health.
Upon receiving an automated call, Nova Scotians will be asked to enter the last four numbers of their health card or identification number to receive their result. Email results may be received 24 hours a day. Auto-calls may occur daily between noon and 5 p.m.
“It’s very important that people keep their phones with them and on if they are expecting a test result,” said Hebb. “The caller ID will indicate unknown name, unknown number; we ask people to answer those calls. They’ll also need to have their health card or identification ready.”
If a patient cannot be reached after receiving an email and two auto-calls, they will contacted by staff from Public Health or Service Nova Scotia. Nova Scotia Health has partnered with Service Nova Scotia to help deliver negative test results.
COVID ALERT APP
Canada’s COVID-19 Alert app is available in Nova Scotia.
The app, which can be downloaded through the Apple App Store or Google Play, notifies users if they may have been exposed to someone who has tested positive for COVID-19.
LIST OF SYMPTOMS
Anyone who experiences a fever or new or worsening cough, or two or more of the following new or worsening symptoms, is encouraged to take an online test or call 811 to determine if they need to be tested for COVID-19:
Speaking from personal experience, a bad hire isn’t a good look. The last thing you want is to hear, “Who the hell hired Bob?” and have your hiring judgment questioned.
The job seeker who’s empathetic to the employer’s side of the hiring desk, which controls the hiring process, is rare.
One of the best things you can do to enhance your job search is to practice perspective-taking, which involves seeing things from a different perspective.
It’s natural for employers to find candidates who have empathy and an understanding of their challenges and pain points more attractive. Candidates like these are seen as potential allies rather than individuals only looking out for themselves. Since most job seekers approach employers with a ‘what’s in it for me’ mindset, practicing perspective-taking sets you apart.
“If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own.” – Henry Ford.
Perspective-taking makes you realize that from an employer’s POV hiring is fraught with risks employers want to avoid; thus, you consider what most job seekers don’t: How can I present myself as the least risky hiring option?
Here’s an exercise that’ll help you visualize the employer’s side of the hiring process.
Candidate A or B?
Imagine you’re the Director of Customer Service for a regional bank with 85 branches. You’re hiring a call centre manager who’ll work onsite at the bank’s head office, overseeing the bank’s 50-seat call centre. In addition to working with the call centre agents, the successful candidate will also interact with other departments, your boss, and members of the C-suite leadership team; in other words, they’ll be visible throughout the bank.
The job posting resulted in over 400 applications. The bank’s ATS and HR (phone interview vetting, skill assessment testing) selected five candidates, plus an employee referral, for you to interview. You aim to shortlist the six candidates to three, whom you’ll interview a second time, and then make a hiring decision. Before scheduling the interviews, which’ll take place between all your other ongoing responsibilities, you spend 5 – 10 minutes with each candidate’s resume and review their respective digital footprint and LinkedIn activity.
In your opinion, which candidate deserves a second interview?
Candidate A: Their resume provides quantitative numbers—evidence—of the results they’ve achieved. (Through enhanced agent training, reduced average handle time from 4:32 mins. to 2:43 minutes, which decreased the abandon rate from 4.6% to 2.2%.)
Candidate B: Their resume offers only opinions. (“I’m detail-oriented,” “I learn fast.”)
Candidate A: Looks you in the eye, has a firm handshake, smiles, and exudes confidence.
Candidate B: Doesn’t look you in the eye, has a weak handshake.
Candidate A: Referred by Ariya, who’s been with the bank for over 15 years and has a stellar record, having moved up from teller to credit analyst and is tracking to become a Managing Director.
Candidate B: Applied online. Based on your knowledge, they did nothing else to make their application more visible. (e.g., reached out to you or other bank employees)
Candidate A: Well educated, grew up as a digital native, eager and energetic. Currently manages a 35-seat call center for a mid-size credit union. They mention they called the bank’s call centre several times and suggest ways to improve the caller experience.
Candidate B: Has been working in banking for over 25 years, managing the call center at their last bank for 17 years before being laid off eight months ago. They definitely have the experience to run a call centre. However, you have a nagging gut feeling that they’re just looking for a place to park themselves until they can afford to retire.
Candidate A: Has a fully completed LinkedIn profile (picture, eye-catching banner) packed with quantifying numbers. It’s evident how they were of value to their employers. Recently, they engaged constructively with posts and comments and published a LinkedIn article on managing Generations Y and Z call centre agents. Their Facebook, Instagram, and Twitter/X accounts aren’t controversial, sharing between ‘Happy Birthday’ and ‘Congratulations’ messages, their love of fine dining, baseball, and gardening.
Candidate B: Their LinkedIn profile is incomplete. The last time they posted on LinkedIn was seven months ago, ranting about how the government’s latest interest rate hike will plunge the country into a deep recession. Conspiracy theories abound on their Facebook page.
Candidate A: Notices the golf calendar on your desk, the putter and golf balls in the corner, and a photograph of Phil Mickelson putting on the green jacket at the 2010 Masters hanging on your wall. While nodding towards the picture, they say, “Evidently, you golf. Not being a golfer myself, what made you take up golf, which I understand is a frustrating sport?”
Candidate B: Doesn’t proactively engage in small talk. Waits for you to start the interview.
Which of the above candidates presents the least hiring risk? Will likely succeed (read: achieve the results the employer needs)? Will show your boss, upper management, and employees you know how to hire for competence and fit?
Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.
Though I have no empirical evidence to support my claim, I believe job search success can be achieved faster by using what I call “The Job Seekers’ Trinity” as your framework, the trinity being:
The power of focus
Managing your anger
Presenting evidence
Each component plays a critical role in sustaining motivation and strategically positioning yourself for job search success. Harnessing your focus, managing your anger, and presenting compelling evidence (read: quantitative numbers of achieved results) will transform your job search from a daunting endeavour into a structured, persuasive job search campaign that employers will notice.
The Power of Focus
Your job search success is mainly determined by what you’re focused on, namely:
What you focus on.
Your life is controlled by what you focus on; thus, focusing on the positives shapes your mindset for positive outcomes. Yes, layoffs, which the media loves to report to keep us addicted to the news, are a daily occurrence, but so is hiring. Don’t let all the doom and gloom talk overshadow this fact. Focus on where you want to go, not on what others and the media want you to fear.
Bonus of not focusing on negatives: You’ll be happier.
Focus on how you can provide measurable value to employers.
If you’re struggling with your job search, the likely reason is that you’re not showing, along with providing evidence, employers how you can add tangible value to an employer’s bottom line. Business is a numbers game, yet few job seekers speak about their numbers. If you don’t focus on and talk about your numbers, how do you expect employers to see the value in hiring you?
Managing Your Anger
Displaying anger in public is never a good look. Professionals are expected to control their emotions, so public displays of anger are viewed as unprofessional.
LinkedIn has become a platform heavily populated with job seekers posting angry rants—fueled mainly by a sense of entitlement—bashing and criticizing employers, recruiters, and the government, proving many job seekers think the public display of their anger won’t negatively affect their job search.
When you’re unemployed, it’s natural to be angry when your family, friends, and neighbours are employed. “Why me?” is a constant question in your head. Additionally, job searching is fraught with frustrations, such as not getting responses to your applications and being ghosted after interviews.
The key is acknowledging your anger and not letting it dictate your actions, such as adding to the angry rants on LinkedIn and other social media platforms, which employers will see.
Undoubtedly, rejection, which is inevitable when job hunting, causes the most anger. What works for me is to reframe rejections, be it through being ghosted, email, a call or text, as “Every ‘No’ brings me one step closer to a ‘Yes.'”
Additionally, I’ve significantly reduced triggering my anger by eliminating any sense of entitlement and keeping my expectations in check. Neither you nor I are owed anything, including a job, respect, empathy, understanding, agreement, or even love. A sense of entitlement and anger are intrinsically linked. The more rights you perceive you have, the more anger you need to defend them. Losing any sense of entitlement you may have will make you less angry, which has no place in a job search.
Presenting Evidence
As I stated earlier, business is a numbers game. Since all business decisions, including hiring, are based on numbers, presenting evidence in the form of quantitative numbers is crucial.
Which candidate would you contact to set up an interview if you were hiring a social media manager:
“Managed Fabian Publishing’s social media accounts, posting content daily.”
“Designed and executed Fabian Publishing’s global social media strategy across 8.7 million LinkedIn, X/Twitter, Instagram and Facebook followers. Through consistent engagement with customers, followers, and influencers, increased social media lead generation by 46% year-over-year, generating in 2023 $7.6 million in revenue.”
Numerical evidence, not generic statements or opinions, is how you prove your value to employers. Stating you’re a “team player” or “results-driven,” as opposed to “I’m part of an inside sales team that generated in 2023 $8.5 million in sales,” or “In 2023 I managed three company-wide software implementations, all of which came under budget,” is meaningless to an employer.
Despite all the job search advice offered, I still see resumes and LinkedIn profiles listing generic responsibilities rather than accomplishments backed by numbers. A statement such as “managed a team” doesn’t convey your management responsibilities or your team’s achievements under your leadership. “Led a team of five to increase sales by 20%, from $3.7 million to $4.44 million, within six months” shows the value of your management skills.
Throughout your job search, constantly think of all the numbers you can provide—revenue generated, number of new clients, cost savings, reduced workload, waste reduction—as evidence to employers why you’d be a great value-add to their business.
The Job Seekers’ Trinity—focusing on the positive, managing your anger and providing evidence—is a framework that’ll increase the effectiveness of your job search activities and make you stand out in today’s hyper-competitive job market, thus expediting your job search to a successful conclusion.
Nick Kossovan, a well-seasoned veteran of the corporate landscape, offers “unsweetened” job search advice. You can send Nick your questions to artoffindingwork@gmail.com.
TOKYO (AP) — Japanese technology group SoftBank swung back to profitability in the July-September quarter, boosted by positive results in its Vision Fund investments.
Tokyo-based SoftBank Group Corp. reported Tuesday a fiscal second quarter profit of nearly 1.18 trillion yen ($7.7 billion), compared with a 931 billion yen loss in the year-earlier period.
Quarterly sales edged up about 6% to nearly 1.77 trillion yen ($11.5 billion).
SoftBank credited income from royalties and licensing related to its holdings in Arm, a computer chip-designing company, whose business spans smartphones, data centers, networking equipment, automotive, consumer electronic devices, and AI applications.
The results were also helped by the absence of losses related to SoftBank’s investment in office-space sharing venture WeWork, which hit the previous fiscal year.
WeWork, which filed for Chapter 11 bankruptcy protection in 2023, emerged from Chapter 11 in June.
SoftBank has benefitted in recent months from rising share prices in some investment, such as U.S.-based e-commerce company Coupang, Chinese mobility provider DiDi Global and Bytedance, the Chinese developer of TikTok.
SoftBank’s financial results tend to swing wildly, partly because of its sprawling investment portfolio that includes search engine Yahoo, Chinese retailer Alibaba, and artificial intelligence company Nvidia.
SoftBank makes investments in a variety of companies that it groups together in a series of Vision Funds.
The company’s founder, Masayoshi Son, is a pioneer in technology investment in Japan. SoftBank Group does not give earnings forecasts.
