example essay about part time job

Should Students Have Part-Time Jobs? Essay

Introduction.

The supreme desire of every parent to take their children to school is for them to get the best education and excel at their studies. Despite this fact, there comes a point in time when the student needs to supplement the income from their parents or rather source funds to even cater for their education (Sloman, 652).

As a result, most students end up engaging in part-time jobs. It can be due to the necessity or desire to have some extra money to spend. The decision to engage in part-time jobs is entirely the student’s choice. Some get support from their parents, tutors, and friends, while others don’t.

But should students have part-time jobs? This essay tries to answer this question.

Before any decision to engage in part-time jobs is reached, three things have to be critically considered. These are the students themselves, their financial situation, and, finally, the type of work. The listed factors will allow a person to make decisions that they will not live to regret.

Therefore, this part-time job essay is an in-depth analysis of the advantages of students having jobs and a little discussion on the disadvantages.

Advantages of Part-Time Jobs for Students

Part-time jobs are of great essentiality since students are able to earn while at the same time studying. Most part-time jobs require that one works for about three to four hours a day, something that is manageable by almost every student, given the fact that lessons don’t take the entire day. Some of the benefits associated with part-time jobs for students include the following;

Relief of financial burden

Students who engage in part-time jobs get paid for the services offered; hence the earnings obtained can be used to partly relieve the students’ financial burden they could have.

This is because the cost of education has in the recent past sky-rated, making students from poor families not able to afford yet the banking systems have also failed to loan such students; therefore, engaging in part-time jobs makes such students meet their education expenses (Somoski 1). In addition, part-time jobs give students pocket money that they can spend on their own without nagging their parents with money.

Promotion of education

Students who undertake part-time jobs are able to upgrade their studies, making them understand whatever they learn in school even better. For instance, an accounting student who gets a part-time job in an accounting firm will be able to experience the theory learned in school practically hence having a better understanding of the course. The same applies to medicine, engineering, law, and biology students, among others (Pickett 1).

Accumulation of work experience

Engaging in part-time jobs enables the students to gain experience in their field of work hence boosting their resumes. This is important when it comes to job hunting after completion of studies.

Research has shown that students that have undertaken part-time jobs and gained relevant experience have the upper hand when it comes to getting jobs, unlike those that are just fresh from school. On the other hand, working part-time for recognized organizations increases one’s chances of landing a better job.

Time Management Skills

Having a part-time job helps students to acquire time management skills in the sense that they treasure every time they get and use it efficiently. This happens because their study time is now preoccupied with the job, thus having to restructure their schedule to fit in the study time, work time, leisure time, etc.

Learn the value of money

Most parents have complained that their children who are students do not know the value of money until they get jobs. Therefore, students who take part in part-time jobs while in school are in a position to understand the value of money, thus using it well in the future (Pickett 1). For instance, they are now able to refrain from impulse buying and resulting in smart shopping hence making their money last longer than before. This, as a result, makes them responsible adults even in the future.

Other benefits associated with part-time jobs are that the students get new ideas while in the workplace (Somoski 1). This happens mostly for challenging courses that need great minds, such as web design, whereby the students learn new technologies as soon as they are generated. Last but not least is the improvement in communication skills since the student interacts with different people at the workplace.

Disadvantages of Part-Time Jobs for Students

As mentioned above, the decision to engage in part-time jobs is wholly dependent on the student. This is because there are disadvantages that come in handy with a student engaging in part-time jobs.

Among them is the effect it has on students’ performance, given the less time allocated for study (Anti Essays 1). Other students may be overwhelmed by their greed for money and end up forgoing their studies to indulge in full-time jobs hence affecting their education.

In a nutshell, it can be concluded that the pros of part-time jobs for students outweigh the cons. From the discussion above, the benefits that a student gets on deciding to engage in part-time jobs are endless. The good thing is that the disadvantages attached to part-time jobs for students are manageable depending on the mind and focus of the students in their education and life.

Works Cited

Anti Essays. Benefits of Part-Time Jobs . 2011. Web.

Pickett, Theresa. What are the Benefits of Part-Time Jobs for Students? 1999-2011. Web.

Sloman, John. Economics . 2004- Penguin.

Somoski, Nick. Should students work part-time during the school year ? 2010-2011. Web.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2023, October 29). Should Students Have Part-Time Jobs? Essay. https://ivypanda.com/essays/benefit-of-students-who-have-part-time-jobs/

"Should Students Have Part-Time Jobs? Essay." IvyPanda , 29 Oct. 2023, ivypanda.com/essays/benefit-of-students-who-have-part-time-jobs/.

IvyPanda . (2023) 'Should Students Have Part-Time Jobs? Essay'. 29 October.

IvyPanda . 2023. "Should Students Have Part-Time Jobs? Essay." October 29, 2023. https://ivypanda.com/essays/benefit-of-students-who-have-part-time-jobs/.

1. IvyPanda . "Should Students Have Part-Time Jobs? Essay." October 29, 2023. https://ivypanda.com/essays/benefit-of-students-who-have-part-time-jobs/.

Bibliography

IvyPanda . "Should Students Have Part-Time Jobs? Essay." October 29, 2023. https://ivypanda.com/essays/benefit-of-students-who-have-part-time-jobs/.

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Part-time jobs essay sample, example.

My first job, and the first jobs of countless people, was a part-time position. I think this is partly because full-time jobs are more difficult to obtain, and they require less responsibility in general. Employers also like to hire people for part-time gigs, as they often do not require them to hand out benefits. But anyways, my initial job was freelance work on people’s yards: mowing their lawn, weeding, digging out stumps, and other lawn maintenance occupations. However, my first official (on paper) job was working at my community college as a writing and English tutor. I believe it was not only a great step forward towards full-time office work, but it also taught me that I love teaching and interacting with people of various backgrounds. In addition, I learned the joy of working around my own schedule.

What was perhaps the most intriguing about me obtaining this position is that I got poor grades in English and writing in high school. It was only in college that I began to flourish with a pen and paper. By my second year of college, I was often getting “A” grades or hearing praise from my professors. I think this transformation happened due to my passion for the written word, and this excitement assisted me in overcoming my obstacles. Anyways, when I got the job as a tutor for my college, I was excited to help people with their assignments. It was also relieving to know that I could work, and do many other important things during the day.

What astonished me the most was that the ESL (English as a second language) students were often better writers than the native people I tutored. I think this was due to the fact they seriously studied English grammar, punctuation, and composition, whereas the native speakers took English for granted. What also surprised me was how people-friendly I could be. In high school, I was mostly a loner, and found comfort in books, my chess board, and my computer. But in college, my personality began to open up though classes and my job.

What I enjoyed besides interacting with many different people and learning styles was the fact that I could schedule my day around my students, or the students could schedule their appointments around my plans. This made me believe in the power of part-time jobs. With a full-time job, I would have to dedicate a huge block of time every day to a single task. With a part-time job, I could focus on my studies and my creative output on the side with concentration. Working at a full-time job now, I can see how much freedom I had while working at part-time jobs. I tried to imagine those who had full-time work while studying, and I could not. I considered myself lucky.

For instance, when I began working at a writing center at a university after I graduated college, I had a lot of time after work to dive into my creative writing at the university’s library, and to go home and enjoy my day before it got dark. Most times when we work at a full-time job, we cannot enjoy the day outside. We only see the morning and the evening, and the beauty of the day is lost to us. I think this is a sad fate. In this perspective, I think an ideal working day is at most six hours a day. I believe it is not healthy for people to not see the day in all its glory. It also makes sure we are vitamin D deficient from a lack of sun, and feel unhealthy due to a lack of fresh air. Most offices are heavily air conditioned and most full-time workers do not get a chance to take a walk outside during their working hours.

It seems, in the case of my life, to have a proper work-play balance, we should not be working eight hours daily, five times a week. A 30-hour work week seems much more healthy and will allow workers to feel more motivated to get projects completed. In fact, it has been shown by various studies that working a five- or six-hour workday is more effective. Workers get less work done while working eight hours a day due to feeling tired and restless. With less hours, staff members feel more focused on the tasks at hand.

In my life, through having multiple part-time jobs, I can say that this type of work allows one to be happier, healthier, and have a better outlook on one’s assignments. Ultimately, it seems that the 40-hour work week is unnatural for a person—in the least, for me.

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Part-time Job During High School Essay Example

There are numerous teenagers today who have part-time jobs at fast-food restaurants, grocers, or retail stores. These students have taken advantage of genuine experiences and have discovered how to excel in social environments because of the hands-on experiences that they gained from working. Every teenager should have a part-time job because they get the opportunity to earn their own money, apprehend how to be more responsible, and offer them real-life experiences.

Additionally, teenagers should work part-time jobs because it will give them the chance to earn their own money. There is no need to depend on your parents or ask them for money for that new watch you wanted to buy on Amazon. By students making their own money, they will learn how precious it is and how hard it is to earn; they will come to understand that money does not grow on trees, and they have to watch what they buy because no one wants to see large withdrawals from their bank accounts. In the long-term, these part-time jobs will support teens if or when they decide to go to college or university. The extra money that they make will benefit them. If their parents are paying for school, then the extra cash made will pay for their dorm and food expenses. Also, this income would be used to put teenagers through school if their guardians are not able to afford their post-secondary education. By students receiving a well-earned paycheck after every week, teens will feel accomplished and be proud of their efforts; they will work harder. 

Moreover, teenagers should work part-time jobs because it will help them be responsible. When one has a job, they must show up on time for work and call in when sick. Teens can no longer depend on their parents to make the necessary arrangements, as they are responsible for themselves, as an employee to your employer. When someone is on the clock, they are responsible for their actions because they represent the company. This means that one must not do things or say inappropriate things that will poorly influence the business; you must not "drag the company's name into the mud". When a teenager is working part-time, they need to be responsible by packing their own lunches, in order to not starve while on break and wake up at the necessary times in the morning, afternoon, or evening to be able to attend their work; they will learn time management skills. By students working part-time jobs, they will develop into responsible adult figures instead of being dependable children.

Furthermore, teenagers should work part-time jobs because it will give them real-life experiences. Life is not always bright and lustrous, as many portray it to be. In a work environment, teens will encounter different types of personalities of customers and get a better understanding of society. In this setting, students will meet co-workers that they like and don’t. They will comprehend how to adapt to tough situations and how to deal with individuals who require more attention. An example of this is when one is working at a fast-food restaurant and a customer orders something that the kitchen has run out of. The customer complains about the fact that the store has run out of this specific item. That employee cannot leave the customer furious because it is customer service to please all, ignoring one's ego. In addition, professionalism and realistic situations are the upsides of teens working part-time because of the challenging judgments that they will encounter; they will expand their skills in problem-solving. 

To conclude, there are many benefits of having a part-time job as a student in high school. Teenagers will learn the importance of working hard for a paycheck, being responsible for themselves, and learning how society and community works by encountering different customers. Work will provide them with another unique social environment aside from school, where not everyone thinks the same, talk the same or is the same age. Overall, if a student wants to go beyond education, a part-time job is the place to start, to increase themselves in developing a student's strengths and weaknesses. For example, if they believe that their communication skills are weak, then this part-time job will help further develop their struggling skill. Working will open the eyes of many teenagers and guide them into their futures; experience is key!

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• Band 8 Essay Samples

Band 8 essay sample | Part time jobs make students stressed out

by Manjusha Nambiar · November 5, 2016

Some students work while studying. This often results in lacking time for education and constantly feeling under pressure. What do you think are the causes of this?

What solutions can you suggest?

The following is an essay submitted by one of our students. 

Education, especially long term courses or studies at prestigious universities can be very costly. To still be able to study, a lot of young adults decide to find a part time job. But often their studies and quality of life suffer from the additional responsibility. Symptoms linked to stress and work overload are known medical problems amongst students.

Multiple reasons might oblige a student to work while studying. First of all, it is the simple lack of financial support from his family. It is true that really poor families will be supported by the government to be able to send their kids to university. But this is often not the case with middle class families. Yet, middle class families do not necessarily have a lot of money to finance long studies. Another reason can be the choice of place. Some universities are better than others, but might be in a more expensive city or have higher fees. Some courses are indeed very long and it can be difficult for a family to finance long studies especially when they have more than one child. Finally, finding a part time job can also be the personal choice of a young adult seeking financial independence.

As can be seen, the motivations are various. But there are solutions to help students manage the combined burden of studies and financial commitments. Scholarships are one of them. Another solution can be to offer students job possibilities in a field linked to their studies. This will not only make them earn money but also give them experiences useful for their studies and exams. In a way, a student can work and learn at the same time.

So it seems to me that the reasons to take a part time job are diverse, inevitable and often fully understandable. I think solutions – such as scholarships and intelligent and qualifying job possibilities – should be implemented by universities in order to help the students and to increase the quality of education.

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Some students work while studying. This often results in lacking time for education and constantly feeling under pressure. What do you think are the causes of this? What solutions can you suggest?

In today’s world, it is common to find many students working in various stores. Every 3 out of 4 employees at a major food outlet, like Dominoes, McDonald, etc., are freshmen. Some of these working scholars, because of their part-time jobs, feel burden; they could not devote sufficient time to their studies. The root cause of this problem is the unavailability of financial assistance and the lack of clear career understanding. Few probable solutions to these issues are discussed in this essay.

In the 21st century, with over 8-billion population, there is tremendous contention for well-paying jobs, and the fees charged by schools and universities skyrocketing. Many working students are those who face monetary crises to fund their education. These pupils either do not have enough funds to support their tuition or to meet the other expenses required during their course of learning, such as rent for accommodation, fund their stationary, etc. Another set of learners, even though financially sound, work to boast in their resume or CV. They feel any work experience in their profile will outshine them from the crowd, therefore, most of them end up enrolling into tedious, exhausting positions.

Higher-education institutions and the government together can alleviate these problems of froshes and coeds. Bursaries, scholarships, and government aids should be provided to monetarily unstable scholars to sponsor their education. Those willing to work should take up positions relevant to their field of study. As they will not only learn more about their subject of choice but also will gain well-sought experience. Various positions, like Graduate research assistants and teaching assistants, are offered by universities.

To conclude, a likely reason for pupils to take up jobs during their learning is the lack of financial support and their unawareness towards the prospective career goals. Support from institutions and the government, both monetarily and psychologically, according to me, will help students to concentrate more on their education and will relieve them of unnecessary pressure.

This seems band 6.5 to me.

These days a lot of students who work while studying is increased drastically. Due to this, it’s negatively impacting on their education, As they are working in their leisure, they do not have enough time for and always come under heavy pressure. This essay will examine the main causes and the solutions to this problem in the following paragraph.

There are plenty of causes for this issue. the main common cause for the problem is lack of money, and because of that, they work while learning. In addition, most of the middle-class families take bank loans for their children’s bright future. Thus scholars focus more on clearing the mortgage than their studies and leads to the negative impact on their education. For example, A survey conducted in India on banks regarding education loans are increased by 60% over the decade and it’s keep growing. Furthermore, when pupils try to study in other states or countries they will have more living and food expenses. For instance, to pursue their career and to have better future, students often try to get into best colleges in different countries like the US, the UK, etc. There accomodation and food prices are high compare to their home town. Therefore, scholars will work for their livelihood.

There are few measures for this problem. Firstly, if government proposes few scholarships to the students like on merit basis or based on their family income etc. In other words, when brilliant student gets a scholarship from a government or some fiem, that person will focus only on learning instead of earning. Secondly, if government or universities or some organisations provide few facilities on accommodation with no or low fees for the students, they can concentrate only on their academics instead of working for their living, For example, In India, there are few universities provide free accommodation for their students.

To conclude, I believe that individuals are in pressure due to lack of funds. The government or some firms or universities could sponsor them to relieve stress.

This seems band 6 to me. There are lots of grammar mistakes.

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Essays on Part Time Job

3 samples on this topic

Crafting a bunch of Part Time Job papers is an inherent part of contemporary studying, be it in high-school, college, or university. If you can do that single-handedly, that's just awesome; yet, other learners might not be that skilled, as Part Time Job writing can be quite challenging. The database of free sample Part Time Job papers exhibited below was put together in order to help embattled learners rise up to the challenge.

On the one hand, Part Time Job essays we publish here distinctly demonstrate how a really exceptional academic paper should be developed. On the other hand, upon your request and for an affordable cost, an expert essay helper with the relevant academic background can put together a high-quality paper model on Part Time Job from scratch.

Good Financial Plan Course Work Example

Thesis on part time employments.

According to Bastelaer (1997), there is no clear definition of a part time job. This is because definitions of part time job are based on either threshold hours or the assessment on the nature of the job, or a combination of the two. Further, threshold number of hours have not been specific, some consider the threshold number of hours to be thirty and others consider the threshold number of hours to be thirty five (Bastelaer 23).

Part Time Job Resume

Dive into a resourceful guide infused with professional insights on creating a compelling part-time job resume. This comprehensive piece not only offers tangible examples to emulate but also provides accessible, step-by-step instructions on crafting your tailored resume. Elevate your application with proven tips and grab the opportunity to download a selection of refined resume samples, meticulously designed to set you apart in the competitive job market. Your journey to securing that coveted position begins here!

What is a Part Time Job Resume? – Definition

A part-time job resume is a tailored document that effectively showcases an individual’s skills, experiences, and qualifications relevant to a part-time position they are applying for. Unlike resumes for full-time roles, these are often more concise and focused on flexibility and efficiency, highlighting the applicant’s ability to contribute value in a part-time capacity. It includes essential elements like contact information, a summary or objective, work history, education, and specific skills aligning with the job requirements.

What is the Best Resume Example for a Part Time Job?

[your name].

Phone: [Your Phone]

Email: [Your Email]

LinkedIn: [LinkedIn Profile] (optional)

Address: [Your Address] (optional)

Enthusiastic and dedicated professional with strong communication, organizational, and multitasking skills. Eager to bring a positive attitude and contribute to [Company Name]’s team while gaining hands-on experience in a [Industry/Field] environment.

[Degree Earned, e.g., High School Diploma, Associate’s Degree in Business]

• [School Name], [City, State]
• Graduated [Month, Year]
• (Include any relevant coursework or achievements if applicable)

Work Experience

Sales Associate | [Previous Employer Name], [City, State] | [Month, Year] – [Month, Year]

• Assisted customers in selecting products, offering recommendations and providing product information
• Handled transactions and provided excellent customer service, increasing customer satisfaction by 30%
• Maintained cleanliness and order in the store, restocking shelves and organizing displays

Volunteer | [Organization Name], [City, State] | [Month, Year] – [Month, Year]

• Organized and participated in community cleanup, collecting over 500 lbs of waste
• Assisted in planning and coordinating events, improving community engagement
• Conducted outreach to increase participation, raising awareness for environmental conservation
• Customer Service
• Time Management
• Communication
• Organizational Abilities
• Basic Computer Skills
• Cash Handling

Certifications (if applicable)

CPR and First Aid Certified, [Month, Year]

[Any other certification relevant to the job]

Extracurricular Activities (optional)

Member, [Club or Organization Name]

Volunteer, [Volunteer Organization Name]

Languages (optional)

English (Native)

[Any other language] (Intermediate)

Available upon request.

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Dive into our “Part-Time Job Resume Example,” a guide tailored for professionals eyeing part-time positions. Showcasing strategic formatting and keyword optimization, this example illuminates your pertinent skills and experiences. Adapt and personalize to narrate your career story effectively, making a lasting impression on potential employers in the part-time job market.

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Discover “Part-Time Job Resume with Experience,” a template crafted for seasoned professionals. Highlighting significant achievements and advanced skills honed over the years, this resume is your key to standing out. Tailored to encapsulate your journey and potential, it’s engineered for those seeking to make a marked impact in part-time roles.

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Explore our “Part-Time Job Resume Guide Example,” your roadmap to crafting an impactful resume. This comprehensive guide, infused with examples, navigates each resume section, offering insights to articulate your skills and experiences compellingly. Step into the part-time job market armed with a resume that speaks volumes about your potential and readiness.

10. Part Time Sample Resume Example

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Delve into our “Part-Time Sample Resume Example,” a blueprint for job seekers eyeing part-time opportunities. Balancing conciseness and comprehensive detail, this example underscores key skills and accomplishments. Tailor it to your journey, ensuring your application not only meets employer expectations but exceeds them, securing your spot in the part-time workforce.

11. Part Time Job Resume Format Example

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Unveil our “Part-Time Job Resume Format Example,” engineered for aspirants desiring impactful part-time roles. This format highlights precision and aesthetic, ensuring your skills and experiences are showcased efficiently. Every section is optimized for readability and appeal, making your application a standout in the crowded part-time job market. Elevate your application’s potency now!

Job Description Example for Part Time Job Resume

Sales associate (part-time).

[Company Name] – [City, State]

Duration: [Month, Year] – Present

Key Responsibilities:

• Customer Service: Assist customers in a friendly and professional manner, addressing queries and offering solutions based on their needs.
• Product Knowledge: Maintain up-to-date knowledge of store products to offer accurate information and current promotions to customers.
• Sales Transactions: Operate the cash register, handle cash and card payments efficiently, and provide receipts.
• Store Upkeep: Restock shelves as needed, organize displays to maintain an appealing store environment, and assist with inventory counts.
• Team Collaboration: Work closely with team members to meet daily sales targets and participate in team meetings to discuss strategies and improvements.
• Returns and Exchanges: Handle customer returns and exchanges by ensuring company policies are followed and customers leave satisfied.
• Safety and Cleanliness: Ensure the store environment is clean and safe for both customers and staff, reporting any potential hazards to management.

Achievements:

• Recognized as “Employee of the Month” in [Month, Year] for outstanding customer service.
• Assisted in achieving store’s highest monthly sales record in [Month, Year].
• Introduced and implemented a product display technique that increased product visibility and sales by 20%.

Skills on Resume Required for a Part Time Job

Customer service skills:.

Communication: Clearly conveying information and ideas to individuals or groups to ensure that they understand and retain the message.

Listening: Paying attention to others, understanding, and acknowledging their points, and responding appropriately.

Problem Solving: Identifying and resolving issues promptly and effectively.

Technical Skills:

Computer Literacy: Basic understanding of computer operations, including the use of word processing and spreadsheet software.

POS Systems: Experience with handling Point Of Sale systems (if applicable).

Organizational Skills:

Multitasking: Handling multiple tasks simultaneously and effectively.

Time Management: Efficiently managing your time and the time of others.

Interpersonal Skills:

Teamwork: Collaborating with others to achieve common goals.

Adaptability: Being open to change and adjusting to new environments or work structures.

Sales Skills (for retail or sales roles):

Persuasion: Convincing others to change their minds or behavior.

Negotiation: Bringing others together and trying to reconcile differences.

Numeracy Skills (for cash handling roles):

Mathematical Reasoning: The ability to choose the right mathematical methods or formulas to solve a problem.

Number Facility: The ability to add, subtract, multiply, or divide quickly and correctly.

Other Soft Skills:

Initiative: Taking on responsibilities and challenges willingly.

Dependability: Being reliable, responsible, and dependable in fulfilling obligations.

Part Time Job Resume Objectives Examples

1. retail sales associate.

“Motivated retail professional with over 2 years of experience in fast-paced environments. Adept at customer service and upselling, aiming to leverage skills to contribute to the success of [Company Name] as a Part-Time Sales Associate.”

2. Waitstaff/Server

“Friendly and detail-oriented server with 3 years of experience in busy restaurant environments. Seeking to provide exceptional customer service and enhance the dining experience at [Restaurant Name] as a part-time server.”

3. Administrative Assistant

“Organized and results-driven administrative professional with excellent communication and multitasking skills, eager to support [Company Name] with administrative and organizational tasks as a part-time assistant.”

4. Customer Service Representative

“Customer-centric individual with a strong background in solving problems and promoting positive customer experiences. Aspiring to support [Company Name] in maintaining excellent customer service standards as a part-time representative.”

5. Library Assistant

“Detail-oriented and organized student with a passion for literature and education. Looking to assist [Library Name] in offering top-notch services to the community as a part-time library assistant.”

“Enthusiastic and knowledgeable tutor experienced in assisting students improve academic performance. Eager to contribute to [Learning Center Name] by offering individualized support to students as a part-time tutor.”

“Creative and customer-oriented barista with a passion for crafting memorable coffee experiences. Seeking a part-time role at [Café Name] to contribute to a warm and inviting atmosphere for customers.”

How do I write a good resume for a part-time job?

1. understanding the job requirements.

Research: Thoroughly read the job description to understand the skills and experiences the employer values.

Keywords: Identify specific keywords and phrases in the job description and integrate them into your resume where applicable.

2. Formatting and Structure

Layout: Choose a clean, professional layout. Online templates can be helpful.

Length: Keep it concise; one page is typically sufficient for part-time job applications.

3. Contact Information

Include your name, phone number, email address, and optionally, a LinkedIn profile or personal website.

4. Objective Statement (optional)

Write a brief statement mentioning the job you’re applying for, your main skills, and how you aim to benefit the employer.

5. Experience

• Relevance: List past jobs, focusing on the most relevant tasks and accomplishments.
• Action Words: Start bullet points with action verbs to demonstrate what you’ve achieved.
• Quantify: Use numbers to highlight your achievements, such as “increased sales by 25%.”

6. Education

Include your most recent educational achievements, along with relevant coursework or honors if applicable.

Job-Related: List skills that are directly applicable to the job, like “customer service” for a retail position.

Transferable Skills: Identify skills from other experiences that are relevant.

8. Volunteer Work and Extracurricular Activities

Highlight experiences that demonstrate relevant skills and a strong work ethic.

9. Tailoring Your Resume

Customization: Adjust your resume for each job application, emphasizing the most relevant skills and experiences.

Company Culture: Research the company’s culture and values, and reflect similar language in your resume.

10. Proofreading and Editing

Attention to Detail: Proofread meticulously to avoid typos or grammatical errors.

Feedback: Consider seeking feedback from mentors or peers.

11. Digital Optimization

File Format: Save your resume in a widely accepted file format, like PDF.

ATS Friendly: If applicable, ensure your resume is optimized for Applicant Tracking Systems.

12. Cover Letter

Although not always required, consider including a tailored cover letter to expand on your suitability for the job.

Example Part-time Job Resume

Here’s a basic template, including essential elements for a strong part-time job application:

• Contact Information: Clearly listed at the top.
• Objective Statement: Tailored to the specific role and company.
• Experience: Chronological listing, with emphasis on relevant skills and achievements.
• Education: Concise, including relevant accolades or coursework.
• Skills: A mix of hard and soft skills, tailored to the job description.
• Volunteer Work/Extracurriculars: Demonstrating character, skills, and work ethic.

How do I write a part-time CV with no experience?

Positive mindset.

Focus on Strengths: Concentrate on your skills and strengths. Everyone starts somewhere, and employers understand that.

2. Professional Layout

Readability: Use a clean, easy-to-read layout. Make use of online templates if necessary.

Clearly list your name, phone number, email address. Consider adding a LinkedIn profile if you have one.

4. Objective Statement

Clarity: Clearly state your career objective. Be specific about the role you’re applying for and how you can contribute.

5. Education

Details: Include your schooling and any relevant coursework, projects, or achievements.

List Skills: Include both hard and soft skills. Focus on those that are transferable to the workplace.

Examples: Provide examples of where you’ve applied these skills, perhaps in a school or volunteer setting.

7. Volunteer Work

Experience: List any volunteer experience. Focus on roles and responsibilities that align with the job you’re applying for.

8. Extracurricular Activities

Involvement: Include clubs, sports, or other group involvements. Highlight leadership roles and team collaborations.

9. Personal Projects

Showcase: If you have personal projects that demonstrate your skills, include them. They can be blogs, art, coding projects, etc.

10. Certifications and Awards

Include: Any certificates or awards, even those not directly related to the job, can demonstrate your skills and commitment.

11. Language Skills

Multilingual: If you’re multilingual, list the languages you speak and your proficiency levels.

12. Tailoring Your CV

Adapt: Adapt each CV to the specific job. Emphasize the most relevant skills and experiences.

13. Professional Tone

Language: Use professional language. Avoid slang and maintain a formal tone.

14. Proofread

Errors: Proofread meticulously. Consider using online grammar tools or seek feedback from others.

Example CV for Someone with No Experience:

• Contact Information: Clearly listed.
• Objective Statement: Tailored, concise, focusing on what you can offer.
• Education: Emphasized, including relevant projects or achievements.
• Skills: A comprehensive list, with examples of application.
• Volunteer Work: Detailed, focusing on applicable skills and achievements.
• Extracurricular Activities: Highlighting leadership and teamwork.
• Certifications and Awards: Listed to show achievement and initiative.

Crafting a resume for a part-time job involves highlighting your relevant skills, experiences, and education. Be concise, tailor content to the specific role, and showcase transferable skills. Use a professional format, incorporate keywords from the job description, and proofread for a polished, error-free presentation. Each tailored resume is your personal marketing tool for potential employers.

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Part-Time Employees: The Plight of the Mistreated

Readers discuss a novelist’s guest essay about how the retailers benefit but the workers struggle.

To the Editor:

Re “ Part-Time Work Has a New, Predatory Logic ,” by Adelle Waldman (Opinion guest essay, Feb. 20):

This essay resonated with me. After retiring from academia and relocating to Maine, I took a part-time seasonal position at one of Maine’s iconic retailers. The seasonal employees comprised two distinct groups.

Many, like me, were retirees whose employment was a diversion, perhaps even recreational. A way to get out of the house — and out of a significant other’s way a few days a week. The other group was consistent with the employees described in Ms. Waldman’s essay: people who needed the income and who juggled more than one part-time job, always desperate for more hours. After getting to know them, I sometimes felt guilty taking any hours for myself.

We were assigned shifts through a smartphone app. The system scheduled in two-week blocks. We could make plans only two weeks into the future unless we had used the software to list ourselves as unavailable for any upcoming day. For my group that meant no social plans beyond two weeks. For the other group, their income hung on that two-week window.

In retail environments, the seasonal, part-time sales representatives are the public face of the company. It is in employers’ self-interest to understand that and create a more supportive workplace.

I did the work for only two seasons, and then reminded myself why I’d retired in the first place. My colleagues who need the job don’t have that option.

Andrew J. Grant Scarborough, Maine

In our quest for efficiency and profitability, millions of part-time workers have become trapped in a cycle of low-quality jobs.

Beyond fair compensation, workers deserve reliable hours. Wages shouldn’t be a gamble, and every worker deserves the stability to set and achieve long-term goals, with work enabling their long-term success, never standing in their way.

At the very least, employers should provide all workers with their schedules and work locations three-plus weeks in advance and develop policies to prevent last-minute changes. They should also automatically enroll all part-time workers in a comprehensive benefits plan upon hire.

But the onus isn’t all on employers, or at least the responsibility for fixing this problem isn’t. Many companies are accountable to their shareholders, regulated by policymakers and subject to the will of their customers. And right now, we’re incentivizing them to prioritize profits over worker well-being. We can change that.

Policymakers must hold employers accountable, advocating policy changes and enforcement that protect workers’ rights. All work has value, and all workers deserve dignity on the job.

Molly Blankenship Chattanooga, Tenn. The writer is a director at the nonprofit Jobs for the Future.

I worked a store manager at one of the big companies mentioned in this article for over 25 years. To suggest that retailers could hire and guarantee the same number of hours each week of the year to anyone is not a sustainable business model. Sales and freight flow vary wildly throughout the year.

If a majority of employees are already working full time, who can be called in to take their shifts when they are sick? Would you be OK with waiting longer at checkout because I couldn’t replace an absent cashier? Fluctuating hours are part of the reality of running a retail business of any size.

My part-time staff was largely college students. Each semester I scheduled them around their changing class schedules.

We strove to accommodate our employees’ life needs while serving our business. My company offered legal counsel and psychological counseling and always stepped up when help with groceries or medication was needed, regardless of whether they were full- or part-time.

Retailers hire young, untrained and unskilled workers. They give people a place to start. A place to learn how to be part of a team. To take on greater levels of responsibility. To accept part-time employment and expect it to morph into full-time with benefits, and complain when it doesn’t, is not fair to the company.

Are there bad actors out there? Sure. But Ms. Waldman, the next time you decide to pretend to be a part-time employee, try being a retail manager instead.

Dorreen Daffer Louisville, Ky.

In the 1980s I was a branch manager in a high-end neighborhood bank in Arizona with customers who expected good service. All the tellers were full-time workers, women who had been with the bank for years, knew the customers well and were knowledgeable about bank products and services.

I received orders from higher-ups to let go of all the full-time employees and fill those positions with part-timers. Of course, that meant employees who did not know the customers well, did not stay long enough or had little incentive to really learn the products and policies, which reduced good service overall.

So thanks for the in-depth article about how employers of all types enhance the bottom line at the expense of what they call their most valuable resources — their employees.

Judy J. McDonald Phoenix

I greatly appreciated Adelle Waldman’s comprehensive article about how corporations exploit part-time workers in the name of profits. She explained how companies may pay higher than minimum wage, but then rely on part-time workers to avoid paying benefits.

However, she did not mention how taxpayers are subsidizing these employees. The largest number of employees in several states who receive Medicaid and SNAP benefits (food stamps) work at Walmart and McDonald’s .

Large corporations are making billions in profit by hiring part-time workers; maybe they can pay back the American taxpayers who are subsidizing them.

Anna Sterne Santa Barbara, Calif.

The question is how do workers force their employers to assign regular schedules with reasonable hours. And the answer is unionize.

Being part of a union means having a contract with the employer that stipulates working conditions including wages, hours, schedules, time off, benefits and more. It’s a legally binding document, and when employers renege, employees can take legal action with union backing. It levels the playing field and gives the workers, together, an advantage that a single worker would never have.

No wonder corporations like Walmart , Target and Amazon are so virulently anti-union!

Linda Ferrazzara Randolph, Mass.

Not long ago, I took a part-time job for six months, at a chain supermarket, after decades of working in stable full-time jobs. I still found this article illuminating, such as how wildly variable the workweek hours and days actually are, tempered a bit at my unionized employer. I liked my colleagues and the job, but not the demeaning management.

I would argue that unpredictable job schedules also reduce civic engagement, preventing many citizens from being a school board member or coaching a youth sports team or joining an advocacy movement. With these practices, employers are quietly undermining civic involvement.

James Racine Montclair, N.J.

A generative AI reset: Rewiring to turn potential into value in 2024

It’s time for a generative AI (gen AI) reset. The initial enthusiasm and flurry of activity in 2023 is giving way to second thoughts and recalibrations as companies realize that capturing gen AI’s enormous potential value is harder than expected .

With 2024 shaping up to be the year for gen AI to prove its value, companies should keep in mind the hard lessons learned with digital and AI transformations: competitive advantage comes from building organizational and technological capabilities to broadly innovate, deploy, and improve solutions at scale—in effect, rewiring the business  for distributed digital and AI innovation.

About QuantumBlack, AI by McKinsey

QuantumBlack, McKinsey’s AI arm, helps companies transform using the power of technology, technical expertise, and industry experts. With thousands of practitioners at QuantumBlack (data engineers, data scientists, product managers, designers, and software engineers) and McKinsey (industry and domain experts), we are working to solve the world’s most important AI challenges. QuantumBlack Labs is our center of technology development and client innovation, which has been driving cutting-edge advancements and developments in AI through locations across the globe.

Companies looking to score early wins with gen AI should move quickly. But those hoping that gen AI offers a shortcut past the tough—and necessary—organizational surgery are likely to meet with disappointing results. Launching pilots is (relatively) easy; getting pilots to scale and create meaningful value is hard because they require a broad set of changes to the way work actually gets done.

Let’s briefly look at what this has meant for one Pacific region telecommunications company. The company hired a chief data and AI officer with a mandate to “enable the organization to create value with data and AI.” The chief data and AI officer worked with the business to develop the strategic vision and implement the road map for the use cases. After a scan of domains (that is, customer journeys or functions) and use case opportunities across the enterprise, leadership prioritized the home-servicing/maintenance domain to pilot and then scale as part of a larger sequencing of initiatives. They targeted, in particular, the development of a gen AI tool to help dispatchers and service operators better predict the types of calls and parts needed when servicing homes.

Leadership put in place cross-functional product teams with shared objectives and incentives to build the gen AI tool. As part of an effort to upskill the entire enterprise to better work with data and gen AI tools, they also set up a data and AI academy, which the dispatchers and service operators enrolled in as part of their training. To provide the technology and data underpinnings for gen AI, the chief data and AI officer also selected a large language model (LLM) and cloud provider that could meet the needs of the domain as well as serve other parts of the enterprise. The chief data and AI officer also oversaw the implementation of a data architecture so that the clean and reliable data (including service histories and inventory databases) needed to build the gen AI tool could be delivered quickly and responsibly.

Our book Rewired: The McKinsey Guide to Outcompeting in the Age of Digital and AI (Wiley, June 2023) provides a detailed manual on the six capabilities needed to deliver the kind of broad change that harnesses digital and AI technology. In this article, we will explore how to extend each of those capabilities to implement a successful gen AI program at scale. While recognizing that these are still early days and that there is much more to learn, our experience has shown that breaking open the gen AI opportunity requires companies to rewire how they work in the following ways.

Figure out where gen AI copilots can give you a real competitive advantage

The broad excitement around gen AI and its relative ease of use has led to a burst of experimentation across organizations. Most of these initiatives, however, won’t generate a competitive advantage. One bank, for example, bought tens of thousands of GitHub Copilot licenses, but since it didn’t have a clear sense of how to work with the technology, progress was slow. Another unfocused effort we often see is when companies move to incorporate gen AI into their customer service capabilities. Customer service is a commodity capability, not part of the core business, for most companies. While gen AI might help with productivity in such cases, it won’t create a competitive advantage.

To create competitive advantage, companies should first understand the difference between being a “taker” (a user of available tools, often via APIs and subscription services), a “shaper” (an integrator of available models with proprietary data), and a “maker” (a builder of LLMs). For now, the maker approach is too expensive for most companies, so the sweet spot for businesses is implementing a taker model for productivity improvements while building shaper applications for competitive advantage.

Much of gen AI’s near-term value is closely tied to its ability to help people do their current jobs better. In this way, gen AI tools act as copilots that work side by side with an employee, creating an initial block of code that a developer can adapt, for example, or drafting a requisition order for a new part that a maintenance worker in the field can review and submit (see sidebar “Copilot examples across three generative AI archetypes”). This means companies should be focusing on where copilot technology can have the biggest impact on their priority programs.

Copilot examples across three generative AI archetypes

• “Taker” copilots help real estate customers sift through property options and find the most promising one, write code for a developer, and summarize investor transcripts.
• “Shaper” copilots provide recommendations to sales reps for upselling customers by connecting generative AI tools to customer relationship management systems, financial systems, and customer behavior histories; create virtual assistants to personalize treatments for patients; and recommend solutions for maintenance workers based on historical data.
• “Maker” copilots are foundation models that lab scientists at pharmaceutical companies can use to find and test new and better drugs more quickly.

Some industrial companies, for example, have identified maintenance as a critical domain for their business. Reviewing maintenance reports and spending time with workers on the front lines can help determine where a gen AI copilot could make a big difference, such as in identifying issues with equipment failures quickly and early on. A gen AI copilot can also help identify root causes of truck breakdowns and recommend resolutions much more quickly than usual, as well as act as an ongoing source for best practices or standard operating procedures.

The challenge with copilots is figuring out how to generate revenue from increased productivity. In the case of customer service centers, for example, companies can stop recruiting new agents and use attrition to potentially achieve real financial gains. Defining the plans for how to generate revenue from the increased productivity up front, therefore, is crucial to capturing the value.

Upskill the talent you have but be clear about the gen-AI-specific skills you need

By now, most companies have a decent understanding of the technical gen AI skills they need, such as model fine-tuning, vector database administration, prompt engineering, and context engineering. In many cases, these are skills that you can train your existing workforce to develop. Those with existing AI and machine learning (ML) capabilities have a strong head start. Data engineers, for example, can learn multimodal processing and vector database management, MLOps (ML operations) engineers can extend their skills to LLMOps (LLM operations), and data scientists can develop prompt engineering, bias detection, and fine-tuning skills.

A sample of new generative AI skills needed

The following are examples of new skills needed for the successful deployment of generative AI tools:

• data scientist:
• prompt engineering
• in-context learning
• bias detection
• pattern identification
• reinforcement learning from human feedback
• hyperparameter/large language model fine-tuning; transfer learning
• data engineer:
• data wrangling and data warehousing
• data pipeline construction
• multimodal processing
• vector database management

The learning process can take two to three months to get to a decent level of competence because of the complexities in learning what various LLMs can and can’t do and how best to use them. The coders need to gain experience building software, testing, and validating answers, for example. It took one financial-services company three months to train its best data scientists to a high level of competence. While courses and documentation are available—many LLM providers have boot camps for developers—we have found that the most effective way to build capabilities at scale is through apprenticeship, training people to then train others, and building communities of practitioners. Rotating experts through teams to train others, scheduling regular sessions for people to share learnings, and hosting biweekly documentation review sessions are practices that have proven successful in building communities of practitioners (see sidebar “A sample of new generative AI skills needed”).

It’s important to bear in mind that successful gen AI skills are about more than coding proficiency. Our experience in developing our own gen AI platform, Lilli , showed us that the best gen AI technical talent has design skills to uncover where to focus solutions, contextual understanding to ensure the most relevant and high-quality answers are generated, collaboration skills to work well with knowledge experts (to test and validate answers and develop an appropriate curation approach), strong forensic skills to figure out causes of breakdowns (is the issue the data, the interpretation of the user’s intent, the quality of metadata on embeddings, or something else?), and anticipation skills to conceive of and plan for possible outcomes and to put the right kind of tracking into their code. A pure coder who doesn’t intrinsically have these skills may not be as useful a team member.

While current upskilling is largely based on a “learn on the job” approach, we see a rapid market emerging for people who have learned these skills over the past year. That skill growth is moving quickly. GitHub reported that developers were working on gen AI projects “in big numbers,” and that 65,000 public gen AI projects were created on its platform in 2023—a jump of almost 250 percent over the previous year. If your company is just starting its gen AI journey, you could consider hiring two or three senior engineers who have built a gen AI shaper product for their companies. This could greatly accelerate your efforts.

Form a centralized team to establish standards that enable responsible scaling

To ensure that all parts of the business can scale gen AI capabilities, centralizing competencies is a natural first move. The critical focus for this central team will be to develop and put in place protocols and standards to support scale, ensuring that teams can access models while also minimizing risk and containing costs. The team’s work could include, for example, procuring models and prescribing ways to access them, developing standards for data readiness, setting up approved prompt libraries, and allocating resources.

While developing Lilli, our team had its mind on scale when it created an open plug-in architecture and setting standards for how APIs should function and be built.  They developed standardized tooling and infrastructure where teams could securely experiment and access a GPT LLM , a gateway with preapproved APIs that teams could access, and a self-serve developer portal. Our goal is that this approach, over time, can help shift “Lilli as a product” (that a handful of teams use to build specific solutions) to “Lilli as a platform” (that teams across the enterprise can access to build other products).

For teams developing gen AI solutions, squad composition will be similar to AI teams but with data engineers and data scientists with gen AI experience and more contributors from risk management, compliance, and legal functions. The general idea of staffing squads with resources that are federated from the different expertise areas will not change, but the skill composition of a gen-AI-intensive squad will.

Set up the technology architecture to scale

Building a gen AI model is often relatively straightforward, but making it fully operational at scale is a different matter entirely. We’ve seen engineers build a basic chatbot in a week, but releasing a stable, accurate, and compliant version that scales can take four months. That’s why, our experience shows, the actual model costs may be less than 10 to 15 percent of the total costs of the solution.

Building for scale doesn’t mean building a new technology architecture. But it does mean focusing on a few core decisions that simplify and speed up processes without breaking the bank. Three such decisions stand out:

• Focus on reusing your technology. Reusing code can increase the development speed of gen AI use cases by 30 to 50 percent. One good approach is simply creating a source for approved tools, code, and components. A financial-services company, for example, created a library of production-grade tools, which had been approved by both the security and legal teams, and made them available in a library for teams to use. More important is taking the time to identify and build those capabilities that are common across the most priority use cases. The same financial-services company, for example, identified three components that could be reused for more than 100 identified use cases. By building those first, they were able to generate a significant portion of the code base for all the identified use cases—essentially giving every application a big head start.
• Focus the architecture on enabling efficient connections between gen AI models and internal systems. For gen AI models to work effectively in the shaper archetype, they need access to a business’s data and applications. Advances in integration and orchestration frameworks have significantly reduced the effort required to make those connections. But laying out what those integrations are and how to enable them is critical to ensure these models work efficiently and to avoid the complexity that creates technical debt  (the “tax” a company pays in terms of time and resources needed to redress existing technology issues). Chief information officers and chief technology officers can define reference architectures and integration standards for their organizations. Key elements should include a model hub, which contains trained and approved models that can be provisioned on demand; standard APIs that act as bridges connecting gen AI models to applications or data; and context management and caching, which speed up processing by providing models with relevant information from enterprise data sources.
• Build up your testing and quality assurance capabilities. Our own experience building Lilli taught us to prioritize testing over development. Our team invested in not only developing testing protocols for each stage of development but also aligning the entire team so that, for example, it was clear who specifically needed to sign off on each stage of the process. This slowed down initial development but sped up the overall delivery pace and quality by cutting back on errors and the time needed to fix mistakes.

Ensure data quality and focus on unstructured data to fuel your models

The ability of a business to generate and scale value from gen AI models will depend on how well it takes advantage of its own data. As with technology, targeted upgrades to existing data architecture  are needed to maximize the future strategic benefits of gen AI:

• Be targeted in ramping up your data quality and data augmentation efforts. While data quality has always been an important issue, the scale and scope of data that gen AI models can use—especially unstructured data—has made this issue much more consequential. For this reason, it’s critical to get the data foundations right, from clarifying decision rights to defining clear data processes to establishing taxonomies so models can access the data they need. The companies that do this well tie their data quality and augmentation efforts to the specific AI/gen AI application and use case—you don’t need this data foundation to extend to every corner of the enterprise. This could mean, for example, developing a new data repository for all equipment specifications and reported issues to better support maintenance copilot applications.
• Understand what value is locked into your unstructured data. Most organizations have traditionally focused their data efforts on structured data (values that can be organized in tables, such as prices and features). But the real value from LLMs comes from their ability to work with unstructured data (for example, PowerPoint slides, videos, and text). Companies can map out which unstructured data sources are most valuable and establish metadata tagging standards so models can process the data and teams can find what they need (tagging is particularly important to help companies remove data from models as well, if necessary). Be creative in thinking about data opportunities. Some companies, for example, are interviewing senior employees as they retire and feeding that captured institutional knowledge into an LLM to help improve their copilot performance.
• Optimize to lower costs at scale. There is often as much as a tenfold difference between what companies pay for data and what they could be paying if they optimized their data infrastructure and underlying costs. This issue often stems from companies scaling their proofs of concept without optimizing their data approach. Two costs generally stand out. One is storage costs arising from companies uploading terabytes of data into the cloud and wanting that data available 24/7. In practice, companies rarely need more than 10 percent of their data to have that level of availability, and accessing the rest over a 24- or 48-hour period is a much cheaper option. The other costs relate to computation with models that require on-call access to thousands of processors to run. This is especially the case when companies are building their own models (the maker archetype) but also when they are using pretrained models and running them with their own data and use cases (the shaper archetype). Companies could take a close look at how they can optimize computation costs on cloud platforms—for instance, putting some models in a queue to run when processors aren’t being used (such as when Americans go to bed and consumption of computing services like Netflix decreases) is a much cheaper option.

Build trust and reusability to drive adoption and scale

Because many people have concerns about gen AI, the bar on explaining how these tools work is much higher than for most solutions. People who use the tools want to know how they work, not just what they do. So it’s important to invest extra time and money to build trust by ensuring model accuracy and making it easy to check answers.

One insurance company, for example, created a gen AI tool to help manage claims. As part of the tool, it listed all the guardrails that had been put in place, and for each answer provided a link to the sentence or page of the relevant policy documents. The company also used an LLM to generate many variations of the same question to ensure answer consistency. These steps, among others, were critical to helping end users build trust in the tool.

Part of the training for maintenance teams using a gen AI tool should be to help them understand the limitations of models and how best to get the right answers. That includes teaching workers strategies to get to the best answer as fast as possible by starting with broad questions then narrowing them down. This provides the model with more context, and it also helps remove any bias of the people who might think they know the answer already. Having model interfaces that look and feel the same as existing tools also helps users feel less pressured to learn something new each time a new application is introduced.

Getting to scale means that businesses will need to stop building one-off solutions that are hard to use for other similar use cases. One global energy and materials company, for example, has established ease of reuse as a key requirement for all gen AI models, and has found in early iterations that 50 to 60 percent of its components can be reused. This means setting standards for developing gen AI assets (for example, prompts and context) that can be easily reused for other cases.

While many of the risk issues relating to gen AI are evolutions of discussions that were already brewing—for instance, data privacy, security, bias risk, job displacement, and intellectual property protection—gen AI has greatly expanded that risk landscape. Just 21 percent of companies reporting AI adoption say they have established policies governing employees’ use of gen AI technologies.

Similarly, a set of tests for AI/gen AI solutions should be established to demonstrate that data privacy, debiasing, and intellectual property protection are respected. Some organizations, in fact, are proposing to release models accompanied with documentation that details their performance characteristics. Documenting your decisions and rationales can be particularly helpful in conversations with regulators.

In some ways, this article is premature—so much is changing that we’ll likely have a profoundly different understanding of gen AI and its capabilities in a year’s time. But the core truths of finding value and driving change will still apply. How well companies have learned those lessons may largely determine how successful they’ll be in capturing that value.

The authors wish to thank Michael Chui, Juan Couto, Ben Ellencweig, Josh Gartner, Bryce Hall, Holger Harreis, Phil Hudelson, Suzana Iacob, Sid Kamath, Neerav Kingsland, Kitti Lakner, Robert Levin, Matej Macak, Lapo Mori, Alex Peluffo, Aldo Rosales, Erik Roth, Abdul Wahab Shaikh, and Stephen Xu for their contributions to this article.

This article was edited by Barr Seitz, an editorial director in the New York office.

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Home — Essay Samples — Geography & Travel — Travel and Tourism Industry — The History of Moscow City

The History of Moscow City

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Published: Feb 12, 2019

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