Latest news with #careerDevelopment
Associated Press
2 hours ago
- Business
- Associated Press
Ascend Partners Launches CLIMB Program: A Groundbreaking Initiative in the OneStream Ecosystem
Ascend Partners' CLIMB program sets a new standard in career development for the OneStream ecosystem. NEW YORK CITY, NEW YORK / ACCESS Newswire / June 3, 2025 / Ascend Partners, a leading OneStream Diamond Partner, is proud to announce the launch of the CLIMB (Consultants Learning IT, Management, and Business) program. This innovative career development initiative is the first of its kind in the OneStream ecosystem, designed to bridge the gap between academic learning and professional CLIMB Program Ascend CLIMB Program The CLIMB program equips new graduates and professionals with hands-on expertise in Enterprise Performance Management (EPM) within the OneStream ecosystem. Through a 12-week paid apprenticeship and a two-year associate program, participants receive immersive training, personalized mentorship, and real-world business experience. This comprehensive approach prepares them to excel as in-demand OneStream implementation experts and future industry leaders. As the fastest-growing EPM platform with an extensive customer base across various industries, OneStream offers businesses a comprehensive, unified solution designed to optimize financial processes, improve decision-making, and drive organizational growth. By streamlining close & consolidations, reporting, and financial planning & analysis, OneStream is reshaping finance operations-making specialists proficient in this technology more sought after than ever. 'The launch of the CLIMB program marks a significant milestone in our commitment to fostering talent and driving innovation within the OneStream ecosystem,' said Peter Popalis, Managing Partner at Ascend Partners. 'We are excited to provide aspiring professionals with the tools and opportunities they need to excel in their careers and contribute to the growth of the platform.' Colin Sawford, Managing Partner of Ascend Partners, added, 'As a leading OneStream Diamond Partner, Ascend is dedicated to the continuous development of our industry. The CLIMB program is a testament to our mission of bridging the gap between technical skills and functional knowledge, ensuring that our cohorts are well-equipped to meet the demands of the evolving EPM landscape.' Key Highlights of the CLIMB Program: Several prestigious higher education institutions have partnered with the CLIMB program to provide their students with unparalleled career development opportunities. The CLIMB program is ideal for recent graduates, career changers, and professionals with a passion for financial technology and business consulting. Applications are now open for the first cohort of the CLIMB program which is set to begin in September 2025. To learn more, visit or email [email protected] About Ascend Partners Ascend Partners, a trusted advisor in EPM consulting, proudly serves our clients globally from our headquarters in New York, NY. Ascend focuses exclusively on the OneStream platform and, as their most trusted Diamond partner, we have delivered 60+ successful go-lives for a growing portfolio of clients across many industries including mining, real estate, manufacturing and more. With a global presence and over a decade of industry experience, Ascend Partners is committed to developing the next generation of OneStream professionals through the CLIMB program. About OneStream OneStream is the fastest-growing EPM platform, transforming financial processes for over 1,200 customers around the world. Recognized as a Top Quadrant leader by Gartner, OneStream empowers businesses across industries like mining, manufacturing, real estate, higher education, and retail. Contact InformationOralia Spriggs CLIMB +1 (647) 957-6000 SOURCE: Ascend Partners Inc. press release
Forbes
3 days ago
- Business
- Forbes
6 Reasons Employers Are Unprepared To Support Your Career Goals
Young Asian businesswoman leading getty The rules of career management are being rewritten. You can no longer rely on your employer to place a premium on your professional development and career advancement, not only due to budget cuts but also because of the lack of knowledge employers have about their employees' specific needs. As such, this responsibility now lies directly in the hands of employees themselves. While organizations may offer training, resources, and guidance, the days of one-size-fits-all career development programs are long gone. And that's a good thing. This shift is both a challenge and an opportunity. Understanding why it has occurred and how to leverage the following six alarming realities employers are unprepared to support your career goals will determine whether you thrive or put your future at risk. Even the most well-intentioned employers struggle to design a personal development path perfectly aligned with your ambitions. Why? Because no one knows your inner world as well as you do. Organizations often operate at a macro level, focusing on company-wide industry trends and group goals. While these frameworks serve the greater organization's growth objectives, they cannot address the nuances of your unique strengths, aspirations, and challenges. Employers can't read your mind, nor is it their responsibility, it's yours. Yet, most employees are not willing to boldly share their career goals for fear of derailing the political capital or momentum they have created. To determine your growth path, you as an individual must develop a deep understanding of what you need professionally and personally to thrive. Ask yourself: 'Have I invested enough time understanding my own strengths, weaknesses, and capabilities to chart my path forward?' Before you point fingers at your employer, take a moment to reflect on yourself. Do you know who you are and what you truly want? Many employees chase external validations, such as promotions or salaries, without understanding if these align with their personal values or beliefs. Personal growth begins with introspection. In fact, when I've asked mid-career professionals the question, 'What are you chasing?', some of the most common responses include: happiness, survival, belonging, security, harmony, peace, respect, validation, self-trust, calmness, regaining faith in my abilities, and self-worth. Yet, while they know what they are chasing, they don't know who they are or what they stand for. As a result, they struggle to act confidently toward what they really want because much of what they have achieved has been the result of following a predefined path for years. I've learned that it takes time and immense focus for someone to uncover their unique passions and strengths. This requires an intensive process of unraveling internal and external factors, something an employer is not responsible for, especially when their priority is on financial goals and objectives. Now that employees are consumers with options, one of their most important choices begins with investing in themselves to understand the skills and capabilities they bring to the table. Employers are under immense pressure to drive growth, shareholder value, innovate, navigate volatility, and survive in highly competitive landscapes. Most career development initiatives are designed to address organizational priorities, not individual aspirations. For example, your employer might provide training programs to adapt to new technologies or meet immediate skill gaps. While these programs are valuable, they may not align with the long-term, personalized vision you might have for your career. In fact, as employers invest more in AI as a professional development tool to offset the cost of third-party vendors, employees must be aware of the risks of AI-driven standardization. This could dilute one's unique skills, capacities, and talents if the sole purpose of the tool is to emphasize skills that primarily benefit the organization—not the employee. The management of an employee's career goals is more complex than any organizational blueprint, especially when you consider a company with thousands of employees. It's reflective, adaptive, and deeply personal. To succeed, you must go beyond company resources and create your own plan for growth. When items 1-3 are at play, it's hard to enforce personal accountability for one's career goals. Yet, this is the world we now live in—if your objective is to get ahead of change before circumstances force it upon you. Gone are the days of waiting for your performance evaluation to discuss your career goals. By the time that happens, hundreds of growth opportunities may have already passed you by. Those with thriving careers are the ones who take matters into their own hands. They hold themselves accountable by continuously evaluating: Accountability makes you the owner of your career, especially when the workplace and its demands are evolving faster than ever. An important aspect that oftentimes goes overlooked is one's diligence to budget for personal growth and career goals. Investing in your career is no longer an option, it's a non-negotiable priority. We can no longer assume the degree you earned 10 years ago has a distinct competitive advantage anymore. I've learned time and again that the talent spectrum is getting flatter. It's no longer just about years of experience; it's about whether one has the skills, the will, and new ideas to solve today's challenges and realize growth opportunities for the present and future. Consider creating a dedicated line in your personal budget for career growth. When you make a financial commitment to yourself, it reinforces the idea that your growth is a top priority. It also solidifies that you are finally investing in yourself for the greater good. Owning your career goals doesn't mean navigating them all on your own. To continuously grow and evolve, you need the right people around you. It means using resources wisely and thinking strategically about the growth opportunities you pursue. Surround yourself with mentors, peers, friends, and family members who inspire and challenge you. The people you choose to associate with can either propel you forward or hold you back. Your circle of support should align with your goals and aspirations and share your hunger for growth. Stay close to the leaders and lifters and move away from the loafers and leeches. Growth requires you to assemble the right ecosystem of resources. Don't limit yourself to 2-3 resources you need at least 10-12 to continuously fuel your momentum and keep moving forward. Owning your career goals is neither simple nor fast, but it can be an incredibly rewarding journey if you put your mind to it. Never ask yourself again, 'What is my employer doing to support my career goals?' Instead, ask yourself, 'What am I doing to sustain the career path I desire?'
The Independent
5 days ago
- Business
- The Independent
Astronaut one day, artist the next: How to help children explore the world of careers
When Angelina Rivera was a third grader, she wanted to be a scientist and was excited by bugs, rocks and everything in the natural world. But a family trip to visit relatives in Honduras changed her perspective. Police stopped her family's car and aggressively questioned her father about a crime someone else committed the night before. The experience left Rivera, then 8, shaken but also realizing that people may be treated differently based on their appearance and location. Over time, that pivotal experience evolved into an interest in politics. After studying international relations in college, Rivera, now 22, works as an assistant at the Consulate General of Japan in Detroit. 'The more I tried to explore different interests(,) ... I found that it was hard for me to ignore that urge, that calling, to go into diplomacy,' she said. Sometimes career paths follow a straight line, with early life ambitions setting us on a clear path to training or a degree and a specific profession. Just as often, circumstance, luck, exposure and a willingness to adapt to change influence what we do for a living. Developmental psychologists and career counselors recommend exposing children to a wide variety of career paths at a young age. 'It's not so that they'll pick a career, but that they will realize that there's lots of opportunities and not limit themselves out of careers,' said Jennifer Curry, a Louisiana State University professor who researches career and college readiness. Sometimes children assume they can't work certain jobs because of their gender, race or background, Curry said. 'That's what we're trying to avoid, because kids do start limiting very young, like age 5,' she said. Here's what experts have to say about how to talk with kids about careers. Start young Toddlers begin making sense of occupations while visiting a pediatrician's office or waving to garbage truck crews. Encourage their curiosity by pointing out the people working at a post office or bakery, or appearing in books or on television. You can ask young children, 'What jobs do you see? What kids of things do they do?' advised Curry, who consults on career content for the PBS show 'Skillsville,' which is geared toward children ages 4-8. Once kids identify different jobs in the community, they can try those roles while playing at home. If children enjoy pretending to be a doctor, explain that nurses, X-ray technicians and receptionists also work in hospitals. If they love building with Legos, talk about how architects, construction workers, brick masons and welders all played a part in building a certain bridge, Curry said. "If we were to give kids lots of exposure and access, and ask them, 'What do you think of yourself in that career? It seems to me you enjoy this kind of thing,' that can really open the door for kids to see themselves and those possibilities.' Curry said. There are many occupations that children don't learn about in early reader books, which frequently portray police officers, firefighters or doctors. After finding no children's books about public relations, Curtis Sparrer wrote one, placing a 10-year-old at the center of the action. Sparrer, who co-founded a public relations agency, Bospar, wanted to help young readers avoid the confusion he felt growing up, when movies made him think being an actor meant flying around on spaceships. Before he found his niche in PR, he worked in television production but didn't enjoy the late-night shifts. 'Once you figure out what you really liked and why you liked it, you can really zero in on your passion,' Sparrer said. Aside from topic interests, there are personality traits to consider. Children know from an early age whether they like to be around a lot of people or by themselves, whether they prefer using their hands or enjoy reading, according to Jobs for the Future CEO Maria Flynn. 'Very early you can start helping kids get a sense of what are they drawn to, and make that connection, how those skills and attributes show up in jobs,' said Flynn, whose nonprofit organization focus on education and workforce initiatives that advance economic opportunities. When her daughter played video games with friends, Flynn noticed strong communication skills and pointed out that providing clear direction to teammates and solving problems together were skills she could apply in future jobs. Exploring careers through school Some U.S. high schools offer elective courses in fields like marketing, computer science and health care. They also are again investing in vocational classes such as wood shop, welding and mechanics, which fell out of fashion as school systems came under criticism for not preparing enough students for college. Meanwhile, some middle schools are offering career exploration courses. 'Really help them see — at an earlier age, even in middle school — what is the apprenticeship option? How does that work?' Flynn said. 'How does the pay work on things like that? What are different trade school options?' Some young people have questioned the value of four-year degrees because of spiraling costs, student debt loads and difficulty finding jobs. Many want to be able to earn and learn at the same time, Flynn said. Enrollment in two-year and four-year college programs remains below where it stood before the COVID pandemic, according to the National Student Clearinghouse Research Center. By contrast, enrollment in two-year vocational programs that emphasize learning skilled trades has grown, surpassing pre-pandemic levels, the non-profit organization said. 'The public has really started to get the message about the benefits' and is seeing career and technical education as a viable option, said Catherine Imperatore, research and content director at the Association for Career and Technical Education, a nonprofit organization that advocates for career-readiness initiatives. Programs offering certificates in fields such as information technology and health care are providing another path to a stable job and decent salary, she said. Preparing for a world of AI In addition to exposing children to career routes through early conversations and school courses, experts recommend teaching children about artificial intelligence and how it is reshaping the world and work. Employers are looking for people who can leverage AI to make their workplaces more efficient, but many employees don't know how to comfortably use the technology, said Hadi Partovi, founder and CEO of a nonprofit that works to expand K-12 access to computer science education. Partovi encourages parents and teachers to help children learn about artificial intelligence at a young age. For example, they can speak with first and second graders about the benefits and drawbacks of self-driving cars, he said. Children also would benefit by learning to write computer programs, ideally when they've learned to read, although even preschoolers can learn some skills, Partovi said. If parents are unfamiliar with AI, they can learn about it alongside their children while also encouraging enduring skills such as resiliency, curiosity, collaboration and teamwork, Flynn, of Jobs for the Future, said. 'We are living in an ever-changing world, and I think it's important for kids at a young age to start getting used to the fact that things are moving and changing quickly,' Partovi said. 'Teaching kids how to harness AI is going to be the most important thing after reading and writing.' __ Share your stories and questions about workplace wellness at cbussewitz@ Follow AP's Be Well coverage, focusing on wellness, fitness, diet and mental health at
Forbes
6 days ago
- General
- Forbes
How To Feel Better After Crying At Work: Advice For Strong Women
You're reading this because you probably want to disappear right now because you lost control and cried at work. You might even be considering quitting and changing industries entirely to start anew because you believe everyone is thinking about it as much as you are. First of all, they are not thinking about you, and you're not weak. You just got hit with something at the worst time, while unfortunately probably wearing mascara, and you're not alone. A survey from Accountemps found that nearly 45% of workers have cried at work, and women were more likely than men to admit it. That's a lot of tears. So how do you feel better about crying at work? It begins with recognizing why it is not such a bad thing. Your first thought might be that crying will destroy your career. It feels like that because it catches you off guard in the worst way. One minute you're having a normal conversation, the next you feel it coming on and tell yourself to STOP and maybe even pretend you suddenly developed seasonal allergies. It can be so sudden, then when the tears come, crying at work feels like you lost control in a place where control is everything. You might think being 'the strong one' is your entire brand. You've built a reputation on grace under pressure. You're the person who sends calm emails when everyone else is in chaos. And now, after one shaky conversation or performance review gone sideways, you feel like you've just shattered your own image. No. You're the only one replaying it on endless repeat with a mental slow-motion effect. Most people are way too wrapped up in their own nonsense to remember that your voice cracked or your eyes welled up. And those who do remember? They probably feel compassion. They've likely cried at work too. If they are a man and especially if they are older, they probably already forgot about it. I've talked to a lot of CEOs about this and most of them have had women cry in their office. When I ask them for more specifics, they don't even remember because they didn't think much about it. Research has shown that women tend to display greater empathetic responses than men, which may be why women are more likely to respond supportively when someone cries. With all the people I have interviewed and asked how they feel about seeing someone cry at work, not a single one told me they even really gave it much thought, unless that person crying was them. In the short term, crying might seem like a shot to the perception of your competence. In reality, crying has nothing to do with how well you can do your job. If you show up, deliver results, and act like this isn't your defining moment, others will too. Crying doesn't cancel out years of being a rock star. It's just a bad moment that everyone but you has forgotten about. Instead of obsessing about your embarrassment, get curious. Not about what others thought. About what the moment revealed to you. Use questions to guide yourself forward. What triggered that reaction in you? Was it frustration, feeling unheard, something unresolved? What does this moment say about what matters to you? What boundary was crossed? What story did you tell yourself about what happened? How can you communicate better next time if this situation repeats? What would you say to a friend if this happened to her? Did this moment teach you anything about what you want more or less of in your work life? If you can answer even a few of those honestly, you will grow from it and see that there will be less to cry about. You get up. You wash your face. You give yourself a moment in a bathroom stall like a pro. Then you send an email, check something off your list, or walk to get coffee. Action is your antidote. You're not erasing what happened. You're reminding yourself that you still run the show, even if it doesn't feel like it today. It will feel a little better tomorrow when you show up at work and see no one cares and eventually you might even laugh at it. If you're a man who cries at work, you're not weak either. Emotions don't disqualify you from leadership or respect. They show you're human. Acknowledge the moment, recover your footing, and continue with what matters. Most people respect vulnerability far more than a robotic performance. If you're a man witnessing someone else cry, especially a woman, resist the urge to fix it or make it awkward. Just hold the space. Ask if they're okay. Don't jump into advice. Sometimes saying 'I see you're upset and I'm here if you need anything' is enough. Presence is powerful. And remember, no one is keeping score of your most emotional day. What matters more is how you show up afterward. What If Crying At Work Happens Again? getty If it happens again, it just means you're human. If anything, it shows you care deeply and have come back to work for more. It didn't break you. If it happens again, you'll survive again. And someone else might see it and feel less alone because of you. Tell yourself this: 'That was rough, but it's over. I'm allowed to have feelings. I'm still competent, still respected, and still the person who gets things done.' Then do something small that feels like control, create something powerful at work, text a friend who's cried mid-presentation and lived to tell the tale. You didn't lose your strength. You just proved you care and that means a lot. Does Crying At Work Mean You Care Too Much? getty For many women, the only time they've experienced crying at work because they cared deeply and were frustrated. Or because they had to make a hard decision, like quitting a job they once loved. That kind of emotional response tells you that something matters to you, maybe more than you realized. For example, quitting is one of the hardest moments to avoid tears. That was true for many of us when we were younger. Now, for some, crying seems almost impossible. As you age, for this one situation, lack of hormones might actually help you. Or just time and perspective helps too. The truth is, the older you get, the less likely you are to cry at work. Not because you're tougher, but because fewer things rattle you. And while that might sound like growth if you don't cry anymore, it's also kind of sad because that was passion that made you cry. You felt something real. You showed that you're not hardened. Not yet. You still care, and that's a good thing. Ask yourself this: Do you want to be the cold fish who never cries? Or the person who has enough empathy to feel something and still move forward? If you're the latter, welcome to the club. You'll be just fine.
Forbes
7 days ago
- Business
- Forbes
How AI Affects The Socioeconomic Order Of The Workplace
It is becoming increasingly evident that AI could – and already has started to – upend entry level jobs and the young workers who fought so hard to get them to start their careers. In the long run, we could see AI propelling more well-situated employees, while impeding the progress of those not so well positioned. That was considered an interesting theory – until it turned out to be reality. Beginner programmers and coders, data analysts, junior paralegals, retail sales associates, content writers, copy editors, graphic artists, and grant writers are among the many who will deal with this reality – and who should be joined and supported by the senior people who structure the organizations they all work for. From my vantage point as an independent career coach and job market observer, organizations build bench strength and create succession plans by developing talent. This starts with the new employees who have been hired not for their experience (none) or network (scant), but for their skills and potential. The idea was to develop those entry-level skills through usage, equipping these employees to move upward. But how are we to develop these skills in our new employees if we increasingly give assignments that use them to AI, which is getting better at these skills faster than our employees can? Do you see the problem? A year ago, I wrote a prescient column on this: 'AI's First Unintended Consequence – And It's Huge.' At the time, it was limited to communication and team building, but now it's ubiquitous. The urgency of this threat cannot be overstated. It's the fire burning at the other end of the oil drilling rig, And who's creating this conflict? The very executives who have been pulling their hair out in quest of skilled and trainable employees are falling all over themselves, attempting to be ahead of the AI game. Go figure. The monster they're creating is the looming threat of an empty bench when they're addressing their succession plans. The tacit approval of AI doing what we should be developing our new employees to do, insidiously undermines the quest for skills development, and we continue to see it as progress. And the The problem and the solution So that's the problem. Who gets affected and in what way(s)? And what's the fix? One doesn't need much data to arrive at these answers. If the lower-level tasks are now in AI's purview, then the young employees with already developed skills will find themselves up the ladder. These workers correlate with degrees from elite schools or prior experience: privileged backgrounds, in other words. This is not a level playing field and the divide will only widen. The fix should be obvious. Employers, in an earnest effort to build not only strong organizations, but strong employees, must counterintuitively look at this issue not in AI terms, but through a staff and talent development lens, reverting to the tedious but rewarding job of building the skills which will, in turn, lay the foundation for others. Right now, though, we are building castles in the air.
