#women returnship program

[home-based-job-women-qween]

Work from Home Jobs Near Me for Women: Find Flexible Opportunities Today

Explore work-from-home jobs near you tailored for women. Find flexible opportunities and build your career from home

[coochiequeens]

Nearly half of women (48%) cited “gender discrimination in recruitment” as one of the major reasons why there aren’t more women in STEM, compared to only 29 percent of men, according to a 2018 gender diversity study from Pew Research. Many women who have left tech jobs, either due to gender discrimination they experienced in the workplace or to care for children or family members, face obstacles getting back into the workforce due to bias over gaps on their resumes. To drive greater diversity in their workforces, and to make the most of this market of skilled IT workers who are often overlooked, some companies are embracing “returnships” — internships for experienced workers who want to make a career change or get back into an industry they left, leaving gaps on their resume.

[fujnblog]

Find Work and Jobs for Women from around the world. Fujn is the best place to find successful and fulfilling jobs for women who want to enjoy their work. They offer Vodafone women's returnship program their women can apply to take part in this fantastic opportunity to upskill and return to work with Vodafone. It is one of the largest telecommunication companies in the world. For more information, visit our website!

[jobsine]

Solution Engineer - Nakshatra Returnship Opportunity - Back to Work - Opportunity for Working Remotely Job For 5-8 Year Exp In Air Watch Bengaluru / Bangalore - 2704651

Solution Engineer – Nakshatra Returnship Opportunity – Back to Work – Opportunity for Working Remotely Job For 5-8 Year Exp In Air Watch Bengaluru / Bangalore – 2704651

Solution Engineer – Nakshatra Returnship Opportunity – Back to Work – Opportunity for Working Remotely Job For 5-8 Year Exp In Air Watch Bengaluru / Bangalore – 2704651 Eligibly Criteria: VMware would be providing a paid 6-month returnship platform for women who are currently on a career break. They would be given on the job training through this program. Our team is looking for women engineers…

[craigbrownphd-blog-blog]

T-Mobile’s returnship program aims to get women back into tech

https://bit.ly/2ONWiJR

[fidelityjobs]

My experience re-entering the workforce

Written by Natalie, an Associate Financial Consultant.

1. Describe your job role.

I am a new participant in RESUME, Fidelity’s Wealth Planning offices career re-entry program. RESUME targets previously-licensed financial professionals who took a career break and want to return as financial planners. We start as Associate Financial Consultants in the RESUME program and have an opportunity to obtain our licenses. We also work side by side with a team of financial services professionals, doing work that has a direct impact on our clients. The program refreshes and reactivates our skills while preparing us for the next phase of our career in financial planning.

2. My favorite thing about my job is…

I enjoy Interacting with my colleagues and absorbing new knowledge so that I can become a successful and valuable member of the team. The skills that I am developing allow me to help our clients plan their financial futures better. The work is gratifying, and I can see that our clients   appreciate our commitment to their financial success.

3. My favorite part of my day is…

To shadow other financial consultants and pick up their best practices with clients is the favorite part of my day. Everyone in our office has been so supportive of me and the RESUME returnship program, and I’m very appreciative. To work full-time again after a career break and making that transition in such a collegial environment is very exciting and rewarding. I love what I do and know it is the perfect fit for me at this time in my life.

4. What is your favorite Leadership Principle and why?  How do you reflect that in your daily work?

I have always felt that the most effective leaders lead by example. Through authentic behavior, attitude and actions, their values are communicated, and they have the greatest positive influence and impact on others. The same principles are used in good parenting. You have to model good behavior. I have always been a highly motivated and disciplined person with a strong work ethic. By setting a collaborative and professional personal example, I think that I have gained the respect of my co-workers and established mutual admiration that helps drive our branch’s success.

5.  What path did you follow to get to your current role?

When my second child was born, I needed more flexibility, so I decided to take a career break. I very quickly became a full-time volunteer and fund-raiser for our church, our son’s schools, and several community outreach organizations. Along the way, I acquired my real estate license and bought, renovated, and sold seven properties.

When I decided that I was ready to return to work full-time, I joined the Irelaunch organization, attended its annual conference at Columbia University and took two boot camp courses.  Also, having lived 30 years in Manhattan, I had developed a large network of contacts that were willing to open many doors for me as I searched for the right job, which was eventually at Fidelity.

6. What advice would you give to other women (or women and men) re-entering the workforce after a gap?

Network, network, network! It is also important to be comfortable expressing one’s strengths and to talk about the experience and maturity that one brings to the workforce.

7. What’s been the most surprising thing about returning to work? The easiest? The most difficult?

I actually believe that having had a career break is a huge advantage! First, I now can call upon so many varied professional and personal experiences that are invaluable in relating to our clients.  Second, the career break makes me more appreciative, dedicated, and enthusiastic about this new opportunity.  The easiest part of returning to work is that it feels as if I never left, it’s like getting back on the bicycle.  The most difficult is adapting to all of the new technology, finding time for regular exercise and staying in touch with friends.

8. One interesting thing many people don’t know about me is…

My father was career Army, and I have lived all over the United States and spent six years growing up in Germany. One college summer job, I worked for Revlon traveling to all the military post exchanges in Germany and Italy restocking and selling Revlon products.

If you're interested in joining the Resume program, view the job posting here: https://go.fidelity.com/n3u25.

[payprosalaska]

Returnships Can Help Unemployed Ease Back into the Workforce

​Like many members of the Fortune 100, United Technologies Corp. (UTC) hires hundreds of people a month. This month, however, three have something unique in common. They are entering the company’s Re-Empower Program, which aims to bring back into the workforce those who put their careers on hold.

The 16-week paid “returnship” is open to people who’ve been out of the workforce for at least two years. They may have taken a career break to raise a family, care for elderly parents or go back to school. UTC, which makes products for the aerospace, defense and building industries and is headquartered in Farmington, Conn., started its initiative last year. Eighteen of the 22 people who completed the program were hired on either a full-time or contract basis. The program is open to anyone, but some participants have been former UTC employees.

“We are always looking for ways to attract experienced talent,” said Shanda Hinton, global diversity talent attraction leader at UTC. “This is an unexplored talent pool.”

More employers are paying attention to it now, however. Thirty-eight corporate programs were launched in the United States between 2016 and 2018—roughly 13 a year. That’s up from one in 2013 and three in 2014, according to iRelaunch, a Boston-based firm that helps companies set up the returnship initiatives. The company said there are about 90 global corporate programs, although it hasn’t been involved in all of them.

[HR Q&A: Diversity Initiatives: How can HR help introduce more people with disabilities into the workforce?]

Apple and investment manager The Vanguard Group announced this month that they would start re-entry initiatives.

Such arrangements are flourishing due to their success rates, the tight labor market and companies’ attempts to diversify their workforces.

Returnship programs were largely started by Wall Street firms. Early adopters included Goldman Sachs, Morgan Stanley and JPMorgan Chase. In 2015, iRelaunch joined forces with the Society of Women Engineers to encourage technology firms to establish returnship programs. The conversion rate from internship to full-time employment in the tech sector averaged 85 percent over the last two years, according to iRelaunch.

“We see the proliferation [of returnships] continuing because of the stellar hiring results these programs are producing,” said Carol Fishman Cohen, chair and co-founder of iRelaunch. “They are even more attractive when you are in a full labor environment.”

The U.S. unemployment rate was 3.9 percent in December, up slightly from 3.7 percent in November. Talent is getting harder to keep. Last year, an estimated 42 million people voluntarily quit their jobs, up 11 percent from 2017, according to the Work Institute, a Franklin, Tenn.-based consulting firm. The institute predicts that, if the trend continues, the number will jump 14 percent to 48 million by 2020, or 1 in 3 workers.

To replace those workers, companies launch returnship programs to draw in applicants who may want to come back to work but have been out of the office for some time. Women who have halted their careers are a huge pool of untapped talent. There are 2.6 million women who are not in the workforce, hold bachelor’s degrees, are between ages 25 and 54, and have children under age 18. Eighty percent of those women are interested in returning to work, according to Cohen. She added that 93 percent of the people who attend iRelaunch’s conferences are women.

Yet, even in a tight labor market, recruiters often overlook individuals with career gaps.

“You get 100 applicants, and often those with a career break go to the bottom of the pile or off to the side. Either consciously or unconsciously, there are biases,” Hinton said. “We are missing out on a source of talent. ”

Initiatives like Re-Empower can help eliminate such biases, experts said. Details vary between company programs, although the basic structure is similar. Typical programs require applicants to have been out of work for around two years and to have several years of work experience. Those selected are paid to work between 12 and 16 weeks; a few programs last from only eight weeks to as much as six months. Participants are usually assigned a mentor and a buddy to help steer them through the experience. Members of the same returnship class join regular meetings, often virtual, to learn about various workplace issues and exchange information about their experiences.

That extra support is key to making the programs successful.

“A huge reason people never even attempt to come back to work is that their skills aren’t up-to-date,” said Jennifer P. Howland, pathways program executive at IBM, which launched its Tech Re-Entry Program in 2016. She said that participants are each assigned a mentor who, along with the managers, can identify gaps in individuals’ skills and recommend ways to close them. “It is critical they work with the mentor,” she added.

Seventy individuals have participated in IBM’s program since it started, and 92 percent of them were recommended as hires. Not all of them were hired, and some did not accept the positions they were offered, Howland said.

Selecting the right positions for program participants is also vital, especially in fast-changing industries like technology, where skills quickly become outdated. For example, Hind said that software development isn’t the best arena for those re-entering the workforce because the specialty is constantly transforming. Areas like product engineering and project management are a better fit.

Finding managers committed to the project is paramount. “These [re-entering] individuals take a little more hand-holding,” said Bobbie Davis, director of talent enablement at Mastercard, which piloted its program in 2017. Davis said that many of the candidates have been out of the workplace for a while, and returning is a significant change in their lives. “They are going to need to be more closely monitored.”

Last year, Mastercard welcomed 31 individuals into its program, up from eight in 2017. This year, the company plans to include more than 50 people. It hired six of the eight individuals in its first class and more than half of those from the second year, although that may increase. She hopes the conversion rate to full-time hires will reach 75 percent. There will always be individuals who don’t fit with the company or decide they’d rather not accept a position. “I know we will never be 100 percent,” she said. “[But] it is still a new program, and it has given us a pipeline into a diverse workforce.”

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[zarkopalankovdc]

Returnships could help women recover from the career setbacks of COVID-19

Amazon is pledging to hire up to 1,000 women through the re-entry and re-training programs. Read More from Fortune https://ift.tt/3chzNcg via IFTTT

[csrgood]

T‑Mobile Offers a Welcome “Returnship” for Women in Tech

By Marissa Mancini

“I took a break relatively early in my career, and each time I navigated to an online application, it began with two choices: either ‘I am a recent graduate’ or ‘I am a seasoned professional.’”

That left Emilie Davidson feeling a little out of place. “With no local or recent professional contracts, I applied to dozens of positions each month and heard absolutely nothing back. It was easy to see how women in my situation fell through the cracks of the recruitment system,” Davidson explains. 

Talking through the challenge with Sara Culjan, a friend, fellow mom and business analysis manager at T-Mobile, convinced Davidson to take a new approach to her job search. “Sara really supported me through my return-to-work journey,” says Davidson. “She encouraged me to apply for a few jobs at T-Mobile and helped update my resume to fit the T-Mobile culture. She suggested filling the career gap’s space on my resume with ‘stay-at-home parent’ as my current role, including business jargon-y descriptions of the parenting role.”

Davidson’s effort generated some call backs, and, though no interviews followed after, reworking her resume offered something else: “Writing those descriptions actually helped me see how my time as a stay-at-home parent was practical experience, and surprisingly relevant to many paid jobs.”

Then, a few months after their initial conversations around her career hunt, Culjan forwarded information to Davidson about T-Mobile’s TechX Returnship pilot. The description of the need for the program — “to create more on- and off-ramps in the workforce” — resonated. “I felt like I had taken an exit ramp from the workforce and this created clear direction and some space to get back up to interstate speed.”

The TechX Returnship Program​​ — a partnership with reacHIRE, which helps facilitate paths to leadership roles for women returning to the workforce in technology roles — provides opportunities for women who’ve taken a long professional career break to care for family members, raise children and/or for other personal reasons. Seeking openings to return to the workforce after a significant period of time can prove challenging — but the company knows crucial team members are out there, and taking such a break doesn’t diminish their contributions to T-Mobile’s various teams.

The initial Returnship Pilot, which ran from November 2019 until May 2020, announced six impressive roles, including engineering, project management and analyst positions within T-Mobile's Technology Service Delivery & Operations (TSD&O) organization. 

For just those six roles, the program attracted almost 400 applicants quickly. But the unique pilot offered the opportunity to expand the traditional HR recruitment model, and focus on problem solving and critical thinking over existing skills or platform proficiencies — and hiring managers easily found top talent for their teams.

Managers and mentors were hand-picked for the pilot program based on proven leadership and commitment to other technology career programs. After Returners attended a week-long onboarding and training session to equip them with skills they needed to be successful, managers provided their Returners with challenging projects and plenty of opportunities to build their professional network, plug into relevant training and connect frequently with people in their TSD&O community.

The TechX Returners quickly adapted to the new working environment — with the initial transition back into work, and then having to work remotely due to COVID — and exceeded all expectations on their assignments and projects.

One thing was clear: each Returner ​brought refreshing, exciting and unique perspectives to the business.

“​​The other five women in my cohort are incredible, and it’s just baffling to see so clearly what would have been a huge missed opportunity if we had given up,” Davidson says. “I also look back at the time I had at home with my daughter and see the incredible missed opportunity it would have been if I had not chosen what felt best for my little family at that stage in our lives for fearing the challenge of a comeback.” 

The TechX Returnship’s program has roots in the intersection of T-Mobile's commitment to professional development and diversity, equity and inclusion (DE&I) initiatives. A few engineers attending a session about returnships at the Grace Hopper Celebration of Women in Computing conference as part of the Women & Allies DE&I subgroup, Women in Technology, were inspired to text Brian King, SVP & Chief Operations Officer, Technology. As King  recently explained to CIO Magazine, the idea of the TechX Returnship Pilot was born out of this outreach.

“We wanted to learn through the pilot,” King told the magazine. “We wanted to make sure that we have the right managers and mentors and that they were set up to be successful. We now have a formula that works. And we have a formula that we can scale within the rest of technology and make sure that we’ve got the right level of champions within each of the departments.”

When the pilot program concluded this spring, all six Returners successfully landed full-time roles — five within T-Mobile, and one externally — placements the team (understandably) considers a 100 percent success rate.

“T-Mobile has lived up to its reputation for supporting employees and having a wonderful business culture,” says Davidson, who landed a job as a program manager in the Technical Training & Development department. “I am so grateful that ReacHIRE was able to bridge the gap between an eager and qualified workforce and a fantastic company, and would encourage other companies and individuals to participate in the program.”

And thanks to that ​incredible success, TechX is expanding the Returnship program, and now seeking 20 talented Returners for a six-month program that will run from​ November 2, 2020 to May 14, 2021​.

Applications are now open for a wide variety of roles, including project management, product management, software engineering and business analyst positions. Returners will be hired as paid Non-T-Mobile Workers​ (NTW) and will work full-time hours (40 hours per week). Returners may be eligible to receive an employment offer at T-Mobile at the end of the program.

To be eligible for the program, applicants should:

Be able to work in a full-time role.

Have at least two years of professional work experience.

Have taken a two-year (or more) career break.

Have authorization to work for any employer in the United States without sponsorship now or in the future.

Interested parties can apply here.

source: https://www.csrwire.com/press_releases/45589-T-Mobile-Offers-a-Welcome-Returnship-for-Women-in-Tech?tracking_source=rss

[theapkshowbox]

T-Mobile’s returnship program aims to get women back into tech – CIO https://t.co/dxLmooOfsb

T-Mobile’s returnship program aims to get women back into tech – CIO https://t.co/dxLmooOfsb

— Business Promotion (@BusinessPromo11) July 23, 2020

from Twitter https://twitter.com/BusinessPromo11 July 24, 2020 at 01:06AM

[brianlichtig]

T-Mobile’s returnship program aims to get women back into tech

Women make up 47 percent of all employed adults in the U.S., yet as of 2015 they held only 25 percent of computing roles, according to data from the National Center for Women & Information Technology (NCWIT). Representation for BIPOC women is even worse, with Asian women representing just 5 percent of the tech workforce while Black and Hispanic women account for 3 percent and 1 percent, respectively.

To read this article in full, please click here

(Insider Story) from CIO https://www.cio.com/article/3567348/t-mobiles-returnship-program-aims-to-get-women-back-into-tech.html#tk.rss_all Baltimore IT Support

[catalyyze-blog]

Women Career Returnship Program

[alexjosephalex-blog]

The New-Age Talent Strategies For A Never Normal Economy

Talent is everything – The key enabler, a vital catalyst, and an inevitable component in the success narrative of organizations – big and small.

Putting people first is no longer a leadership fad, or a mere fancy vision statement that finds its place in elaborate boardrooms. Talent is not just a support component but the very engine that is at the helm and drives growth in an organization. It is strongly capable of slingshotting organizations to unprecedented heights or make them plummet to hit a new low.

With the ubiquitous digital transformation accentuating the dire need for skilled talent, how are Enterprises blitzscaling their talent strategies to stay ahead in the race? Read on.

The Phoenix Analogy

According to Greek mythology, the fabled phoenix bird is said to live for 500 years or more and is known to cyclically regenerate itself.

Taking inspiration from the mythical creature, Enterprises need to continuously reinvent themselves with respect to their talent strategies to handle the dynamic talent landscape today.

The DRAUP team at Zinnov, in a view to understanding talent which is the fulcrum of businesses today, studied the various trends that are prevalent in the new age talent landscape. Let us delve into what’s in vogue in the talent market, and how reinventing is the way forward.

Aldi – A Case In Point

With an ever-changing economy and a dynamic talent landscape, the incumbents are being forced to reimagine their fundamental business models. An intriguing case in point is Aldi, and how it is disrupting the Retail space.

Aldi, a supermarket chain native to Germany is posing serious competition to the retail giant Walmart in the least expected ways. Aldi does not disrupt Walmart from a technology standpoint, but races past Walmart in an aspect they are best known for – cost savings. (Core business model transformation)

The following are the features of the store which has led them to industry-leading efficiencies and has allowed their customers to save a whopping USD 2.2Bn per year:

• Long conveyor belts to reduce queue • Just-in-time procurement • Multiple enlarged Barcodes on products • Seated employees: Scan and Work Faster • Minimum Staffing • Cross-functional Employees • Vendors’ Supply of 1300 essential items

These aspects have enabled Aldi to cause significant disruption in the retail industry to the extent of Walmart being forced to bring down the prices of 40 common goods by 17% in Houston, to keep pace with them.

What is evident from this case study is the clear inclination of Aldi towards people-focused workforce strategy vis-a-vis the automation stance that most organizations are taking. Even though this approach has worked well for Aldi, Automation is the future and is emerging as an inevitable new-age talent strategy.

Automation – The Dread And The Dire Need

Aldi’s talent strategy is a clear-cut example of how automation is feared, especially by the task-based workforce. But that doesn’t take away the spotlight from the blatant necessity of the day that automation is.

This solicits quoting two researchers who have done visionary work on Automation.

The first one is a research by Carl Benedikt Frey & Michael Osborne who built a machine learning model to predict what percentage of jobs will be automated/disrupted in the future. He analyzed 702 jobs and concluded that about 47% of American jobs can be automated by 2030. What won his paper worldwide recognition and extensive citations is the pathbreaking statement that he made: ‘About 90% of the job roles in Ethiopia can be automated.’

The other notable research on automation as a new-age talent strategy is by Daron Acemoglu & Pascal Restrepo who addressed automation from an opportunity standpoint and not from a fear angle.

The research classified the Western Countries into two clusters. They are:

Countries     aging rapidly like Japan, Germany

Countries     that are aging slightly slower like France and Britain

It was observed that the countries that are aging rapidly are deploying bots faster and are industrializing faster. His research quotes that in a country like China where 124 Million people are moving out of the workforce by 2020, there is a need for approximately 2 Million robots to be deployed by 2040, to bridge the deficit.

With the need for automation etched in stone, is the pace of automation poised to catch up with the requirement? Well, currently the numbers are dismal.

The Gaping Skill Gap & The Automation Deceleration

Automation is clearly not happening fast enough, and the following are the factors that contribute to the slow pace:

• The difficulty in training machines • The complexity of the Automation process • Long Cycle Time • Skill Deficit

The automation process involves preparing the required data, running it through classification models, building the science, and waiting for the science to yield utility. This leads to a greater cycle time of automation projects which leads to most of the initiatives not translating to desired outcomes. An example of one such unsuccessful automation initiative is IBM’s AI-based drug discovery program which was abandoned due to the project not yielding the desired results. The autonomous cars are still a distant dream due to the lack of time and money.

The Skill Deficit

A critical roadblock in the journey towards achieving the automation goals is, however, the striking skill gap. Organizations would need at least 3 times more ML engineers than what’s available today to achieve normal growth in the automation space. An explosive growth will, however, need a much larger skilled workforce.

Given the growing skill gap in areas like Artificial Intelligence and Data Analytics, it is imperative that organizations reimagine their talent strategies and accelerate in the right direction.

Dichotomous Nature Of The Labor Market

Furthermore, substantiating the skill gap data, there’s the Unemployment-Vacancies ratio indicating the lack of availability of the right skillsets.

In South Africa, the unemployment of youth is around 35% whereas the vacancies account to 15% clearly suggestive of the fact that it is not the lack of jobs that is the pressing issue but the lack of the required skills. The pattern holds good for countries across the globe with fluctuations in the ratio.

Is keeping a major chunk of the workforce out of availability a key reason behind these skewed ratios? The answer is a ‘yes’, which is a war cry for organizations to revisit their inclusion strategy to attract new-age talent, and narrow the supply-demand deficit in the labor market.

The Inclusion Narrative

With the dismal numbers of skilled talent ringing an alarm, one aspect that comes under scrutiny is the percentage of women in the workforce. The waning percentage of women in the Labor Force Participation Rate (LFPR) in India (released by the NSSO) does not paint a favorable picture of an inclusive workforce.

What are the initiatives that can help organizations inch towards the goal of a rich talent pool? Providing reskilling opportunities and avenues for growth enables the women workforce to augment their capabilities and make them contribute significantly to the skilled talent pool.

The journey of Nicole O’Keefe of how she climbed up the career ladder in the highly masculinized electrical engineering job role in a mining company, is a case in point of how 

inclusion initiatives

 can be efficiently orchestrated, and how workforce diversity is emerging as a new-age talent strategy.

The Way Forward

“A Skilled worker regardless of the Job Description, remains a treasure” – Madeleine Kunin.

While skills and its relevance make an employee irreplaceable, a study by DRAUP with Citizens Bank identified 15Mn professionals with a ‘High Digital Replaceable Quotient’. This data substantiates the paucity of skilled, irreplaceable talent and it is a business imperative for organizations to blitzscale their talent strategies and progress towards favorable workforce demographics.

The emergence of technology microhubs, reskilling initiatives, returnship programs to bring the dormant talent into the workforce, hybridization of job roles are some of the key trends that will draft the new-age talent narrative.

The talent trends across the globe accentuate the writing on the wall – Skilled Talent is not just a component but the core of sustainable businesses.

[thepakistanjournal-blog]

Around us, girls aren't raised to be financially independent. But I can give you 4 reasons why 'everyone' - man or woman, married or unmarried - needs to be financially independent: 1. It is a morale booster: You can make your own decisions without having to depend on anyone. It makes you feel in control of your life. I'm sure some of you can relate to the awkwardness (and sometimes even frustration) of having to ask your mom or husband or father for the smallest of things. 2. Cost of living is rising and your husband (or parents) is (are) under immense pressure. To top it off, life is uncertain and you never know when there might be an emergency. You could all benefit from the peace of mind of knowing there is backup. 3. Other women see a strong independent woman and look up to you as a role model. It makes them believe it is possible and inspires them to pursue their dreams. 4. An IMF Report suggests that the country's GDP could go up by 30% if only women participation in the workforce was increased. You've invested in an education, you're a competent women capable of managing a personal and professional life, and most importantly, 'You WANT to!'. So, go for it. Build a career. Live your dreams (and finance them, too!) Fill out this form and an expert will get in touch with you to talk to you about our SheReturns program and how it can help you get back to work: https://goo.gl/forms/uanGifC4xR5lUma82 #FinancialInclusion #WomenInclusion #InclusionandDiversity #WomenEmpowerment #Returnship #ReturnToWork #TalentPipeline #RiseAbove #MeToo #FinancialIndependence #WomenEmpowerWomen #JoinTheMovement #BackToWork #SheReturns#pakistan

[thexbuzz]

Microsoft Expands Programme for Women Returning to Work

Microsoft Expands Programme for Women Returning to Work

Such “returnship” programs, aimed at workers who had paused their careers to raise children or care for loved ones, are gaining popularity in Silicon Valley.

from RSS Feeds : RSS Feed – NDTV Gadgets360.com https://gadgets.ndtv.com/laptops/news/microsoft-expands-programme-for-women-returning-to-work-1863182