1   
  • No give him more chances

  • Seek counseling because that’s a very shallow way of thinking instead of understanding how hard the job market has been on everyone and that you’re... gambling on the fact that it will potentially get better when you can very well still be struggling in the end. You didn’t think this one through and it shows. more

    1

'Jobs Are Limited': Indian Woman Sparks Viral Discussion About The Harsh New Zealand Job Market


An Indian woman in New Zealand shares the harsh realities of job hunting as a migrant, sparking widespread online discussions about local work opportunities

An Indian woman living in New Zealand has sparked widespread discussion after sharing her struggles finding work as a migrant. Her candid social media post highlighted the challenges newcomers face in the job market. This topic resonated with... many online, prompting others to share their own viewpoints.

Starting life in a new country often comes with high hopes of better opportunities, but reality can be more complex. For many migrants, securing that first job is the toughest hurdle, especially in markets that prioritise local experience. The woman, who recently moved from the US to New Zealand, explained the situation candidly in a video posted on Instagram.

"Ever since I moved from the US, a lot of my friends from both the US and India have asked me about the job market here," she said. "Honestly, right now, it's pretty tough. Jobs are limited, and companies often prefer people with New Zealand experience over newcomers. It's not impossible, but it does take patience and persistence."

Alongside her video, she shared a caption reflecting her mindset during this period of uncertainty, "Not every chapter is picture-perfect. Right now, it's about patience, consistency, and believing in myself even when things feel uncertain.

Job hunting in a new country isn't easy, but I know this phase is shaping me into someone stronger. Better days are coming."

Her post struck a chord with many viewers, leading to numerous comments sharing similar struggles. One user wrote, "5000 applications and got one." Another mentioned, "The job market is really bad, 110+ applications in over 5 months."

Others highlighted the importance of local experience, with one noting, "If there's one job in New Zealand, there are 10 jobs in Australia, 100 in the UK, 1000 in the USA."

Some commenters offered a more nuanced perspective, emphasising that opportunities exist depending on skills and approach.

One explained, "From a recruiter's perspective, this isn't entirely true. New Zealand faces a skills shortage. It depends on what you've studied, where, and how you present yourself. The market is tough, but patience can pay off."
 
more
  • What you are doing is truly admirable. It shows that you genuinely care about others. However, it is important to remember that not everyone shares... the same beliefs or way of thinking, and it is not possible to impose your perspective on others.

    Give because it reflects who you are, not because you expect something in return.

    God gives us a gift everyday “life” “breath” but we fail to say thank you to Him but still He gives everyone the same oxygen even those that do evil. He asks us to also do the same.

    Love those that don’t love you back.
    Return bad with good.

    So check your act of giving
    Is it based on the unlimited God or its something that you are doing from your own human heart and for your own glory and praise.

    If it’s from the love of God = unconditional
    If it’s from your own human heart = conditional

    So continue…..
    The world needs more people like you.
     more

3   
  • Interesting situation. Boss prefers an experienced person, because he may get up to speed faster and might stay longer. The young person has a good... personality but lacks experience. She may need a lot of hand holding and may move on sooner. If the department is small, I would go with the man. In a larger department, training the new recruit may not appear to be a big burden and you could go either way. Do not be swayed by personality alone. more

  • Experience is always better, always. If you get into a car accident and they have to cut you out of the car, do you want someone who’s first day is... today, helping you or do you want a veteran with experience?  more

2   
  • What about the question on relationships with my boss if granted the job

  • J M

    4d

    Thank them for being honest and open. Your salary answer may have put you over the existing pay scale. Feel free to ask for advise - now that my... interview is over what would you suggest I do on my next interview? Wait for an answer and leave. If I am not a fit now better to know it now.
    As far as salary range lossdog.com is working on a program to help in this area
     more

50-Year-Old Unemployed Woman Who Has Sent In 4,000 Job Applications May Have To Move In With Her Mom After 'Relentless' Rejections


In an interview with The Independent, Tina Chummun, who has sent out a total of 4,000 job applications with no luck, admitted that due to not being able to get a job, she's had to make some hard decisions regarding her living situation.

Job hunting is nothing but stressful, especially in this current market where unemployed people are having to fight tooth and nail just to get an interview. Some... people are spending months and even years without success and feeling incredibly defeated. For individuals in midlife, however, the situation is particularly volatile.

For the past two years, Chummun has sent out thousands of job applications, but because she hasn't heard back or had much success getting hired, she's now thousands of pounds in debt to her mortgage lender and is facing the possibility of having to move in with her mom. After losing her job in April 2024, Chummun has been working part-time selling her counseling and marketing services, but has been unable to earn enough to cover her bills.

Despite having an undergraduate degree, two master's degrees in marketing and psychotherapy, and being in her third year of a health and social care doctorate, none of her impressive qualifications are paying off at all. She insisted that the U.K. government needs to step in and help older people like her struggling to find a job because the job market isn't particularly kind to people her age.

Gladskikh Tatiana | Shutterstock

"I love working; it gives me a sense of purpose and meaning. I don't want to retire. It's so frustrating, and I'm trying everything... I want to get up and go to work. I don't want to claim benefits. I can't claim benefits because I'm self-employed, but I don't want to," Chummun told The Independent.

If Chummun is unable to find a job within the next year, she might have to move back in with her mom, who is currently supporting her financially.

RELATED: Hiring Managers Say These 4 Interview Questions Decide Who Gets The Job -- Here's How To Answer Them Confidently

Even in America, recent college grads are struggling to find employment. Although graduates from the Class of 2025 submitted more job applications than their 2024 counterparts, 10 and six, respectively, they received fewer job offers on average than did the previous class, according to the National Association of Colleges and Employers.

In a separate report by education technology company Cengage Group, only 30% of 2025 graduates said they had secured a full-time job in their field, and only 41% of the Class of 2024 said they had done so.

"For the first time in modern history, a bachelor's degree is no longer a reliable path to professional employment," Gad Levanon, chief economist at the Burning Glass Institute, told CNBC.

RELATED: Research Shows Most High School Students Have No Idea What Their Options Are After Graduation Other Than Get A Job Or Go To College

Findings from a study laid out the difficulties older workers have holding onto a job so they can retire on their own terms, even when the economy is doing well. Over the last several decades, more than half of the older Americans who had been employed in stable jobs have been pushed out of employment at some point late in their careers.

TheCorgi | Shutterstock

AARP found that older adults are facing a plethora of reasons why it's hard for them to find jobs, and one of those reasons is age discrimination. Over the past three years, the number of age discrimination complaints filed with the federal Equal Employment Opportunity Commission (EEOC) has steadily increased. During 2024, there were a total of 16,223 complaints, up from 14,144 in 2023 and 11,500 in 2022.

RELATED: The Often Overlooked Job That's Actually Hiring & Not Being Replaced By AI -- And It Doesn't Even Require A College Degree

AlexandrMusuc | Shutterstock

Since she's consistently heard that she's overqualified or unsuitable for roles, Chummun would like to see similar efforts by the government to encourage older people back into the workforce. But in order for that to happen, companies need to be reminded that everyone deserves a fair wage for their efforts. That's exactly why so many Gen Zers are struggling to find work, as well. Entry-level jobs are disappearing, and the few that are available pay peanuts.

"Unemployment is rising, and wage growth is declining for young adults, which could have a long-term scarring impact," said Grace Zwemmer, associate economist at Oxford Economics and author of the Cengage report. Ultimately, the job market is a mess unless you are at the top

She explained that digital marketing is a particularly difficult field to get work in for older people, as it is "quite a young industry, and also there are lots of stigmas and lots of stereotypes about older people not being digitally savvy."

The reality Chummun has to face is disheartening, and it can surely feel next to impossible after probably hearing "no" so many times. Like so many others, both in the U.K. and the United States, she's simply waiting for something to turn around in her favor.

RELATED: Unemployed Woman Describes What It's Like To Be 'So Poor That You Can't Afford To Get To A Job Interview'

Nia Tipton is a staff writer with a bachelor's degree in creative writing and journalism who covers news and lifestyle topics that focus on psychology, relationships, and the human experience.
 
more
1   
  • They were looking for something in you .. you could have dodged the bullet easily but saying so long as it falls within your qualifications you are... okay  more

  • They are looking for a slave for hire

    2

I work in Big Tech and always dress up for the office. My rule? No crop tops, but tight dresses are on a case-by-case basis.


She believes a certain level of polish signals competence, even in casual tech settings.

This as-told-to essay is based on a conversation with Crystal McDuffy, a 28-year-old marketing manager based in New York. The following has been edited for length and clarity.

I've always known that I wanted to work in tech. I felt that tech would bring me closer to the people and energy I wanted to be... around -- exciting, innovative, and interesting.

Although the dress code in tech is generally lax, my mom, who works in human resources, taught me about corporate culture and appropriate dress from a young age. I also felt that, as a Black woman, I couldn't get away with dressing casually in the same way some of my colleagues could.

My level of polish isn't typical for people entering tech, but it feels necessary to me. I've found that the way you dress definitely shapes your outcomes.

I've been promoted twice, and my first rating ever at the company was a Superb, the highest rating the company offered at the time.

When I was in college, a Big Tech company had a recruitment event on my campus. Afterward, I immediately applied for an internship with the company. I showed my application and résumé to a few mentors who had worked at similar companies, and after a bit of tweaking, I sent everything in. I had three behavioral and case interviews, all virtual, and then got an offer a few weeks later.

After the internship ended in 2018, we were first in line to interview for full-time roles. There was a similar interview process as for the internship, but this time with the addition of a writing assignment and an in-person interview.

A few weeks later, I found out I'd gotten the job. Going into my senior year of college with a job offer was a huge relief. After graduating, I started as an associate product marketing manager at the company in September 2019.

I started dressing up because I really like office wear. I grew up watching my parents wear office clothes, and I thought it was the coolest thing ever. I couldn't wait to be in a blazer and a pointed pump.

While my colleagues typically wear jeans and sneakers, I usually wear slacks, nice jeans, or a skirt with a button-down shirt and block heels or polished flats. This tends to read more mature, which is what I'm going for.

Crop tops are a no for me -- this is a hill I'll die on. Tight dresses are on a case-by-case basis. My rule is that you shouldn't be able to see the "shelf" of your butt -- where your butt stops and your hamstring starts. If the outline is visible, I feel that the dress is both too tight and probably made of some sort of thin stretchy polyester material, neither of which is acceptable for work.

I occasionally wear sneakers, often paired with something more formal to balance them out, which I feel is fine since I work in a smart-casual office, rather than a business-casual or business-professional one.

I tend to wear light-to-medium makeup, but nothing too glamorous or distracting. On a regular day, putting together my hair, makeup, and outfit takes about 40 to 45 minutes. If I have a special meeting or am going to be on camera or onstage, then I'll take about an hour and a half.

I'm well aware of the way Black women are perceived, and that it allows much less forgiveness when it comes to certain clothing or grooming choices -- specifically, more casual ones.

However, I dress the way I do for work because I want to. I'm aware of how it differentiates me, but that doesn't mean that I think that everyone -- especially all Black women -- needs to be as formal as I am, if that's not what they want.

People at work have commented on my attire, though never as directly as saying, "You dress well, that's why I promoted you."

Early in my career, I was invited to present at an important meeting that was pretty advanced for my career level. The person who asked me to present told me she trusted I knew how to act, which I took as a reflection of how I carry myself professionally. She trusted that I wouldn't dress inappropriately, like wear distressed jeans or show too much cleavage.

In most corporate environments, many people can technically do the job. Once you've demonstrated basic competence, what starts to matter just as much is how people feel about you. Do you speak with confidence? Do your leaders trust and like you? Are you someone others want in the room?

A certain level of polish helps you look competent, and dressing is a tool to convey the way you want to be.

At the same time, extreme beauty can sometimes work against you. If someone is exceptionally beautiful, their appearance may be top of mind for others, or colleagues may gossip about their looks. When conversations about your appearance start to eclipse your work, that's not ideal.

Focus first on being taken seriously, then layer in your own style and personality. Wear socks with a heart instead of a shirt with a big heart. Avoid overly long eyelashes or too high heels; I'd stick to a nice mascara or natural-looking artificial lashes, and a heel of a medium height instead.

I've been at the company for over six years, and I'm starting to reach the point in my career where I am much more relaxed about how I present myself.

I know the people I work with already perceive me as competent; I'm no longer proving myself. I'm less worried about looking older, but I still put effort into looking put together, as I'm aware of how it can help.

Do you have a story to share about how appearance and beauty standards have shaped your career or workplace experience? Contact this editor, Jane Zhang, at [email protected].

Read the original article on Business Insider
 
more

I work in Big Tech and dress up to stand out and signal competence


Business Insider tells the global tech, finance, stock market, media, economy, lifestyle, real estate, AI and innovative stories you want to know.

This as-told-to essay is based on a conversation with Crystal McDuffy, a 28-year-old marketing manager based in New York. The following has been edited for length and clarity.I've always known that I wanted to work in tech.

I felt that tech... would bring me closer to the people and energy I wanted to be around -- exciting, innovative, and interesting.Although the dress code in tech is generally lax, my mom, who works in human resources, taught me about corporate culture and appropriate dress from a young age. I also felt that, as a Black woman, I couldn't get away with dressing casually in the same way some of my colleagues could.My level of polish isn't typical for people entering tech, but it feels necessary to me. I've found that the way you dress definitely shapes your outcomes.I've been promoted twice, and my first rating ever at the company was a Superb, the highest rating the company offered at the time.When I was in college, a Big Tech company had a recruitment event on my campus. Afterward, I immediately applied for an internship with the company. I showed my application and résumé to a few mentors who had worked at similar companies, and after a bit of tweaking, I sent everything in. I had three behavioral and case interviews, all virtual, and then got an offer a few weeks later.After the internship ended in 2018, we were first in line to interview for full-time roles. There was a similar interview process as for the internship, but this time with the addition of a writing assignment and an in-person interview.A few weeks later, I found out I'd gotten the job. Going into my senior year of college with a job offer was a huge relief. After graduating, I started as an associate product marketing manager at the company in September 2019.I started dressing up because I really like office wear. I grew up watching my parents wear office clothes, and I thought it was the coolest thing ever. I couldn't wait to be in a blazer and a pointed pump.While my colleagues typically wear jeans and sneakers, I usually wear slacks, nice jeans, or a skirt with a button-down shirt and block heels or polished flats. This tends to read more mature, which is what I'm going for.Crop tops are a no for me -- this is a hill I'll die on. Tight dresses are on a case-by-case basis. My rule is that you shouldn't be able to see the "shelf" of your butt -- where your butt stops and your hamstring starts. If the outline is visible, I feel that the dress is both too tight and probably made of some sort of thin stretchy polyester material, neither of which is acceptable for work.I occasionally wear sneakers, often paired with something more formal to balance them out, which I feel is fine since I work in a smart-casual office, rather than a business-casual or business-professional one.I tend to wear light-to-medium makeup, but nothing too glamorous or distracting. On a regular day, putting together my hair, makeup, and outfit takes about 40 to 45 minutes. If I have a special meeting or am going to be on camera or onstage, then I'll take about an hour and a half.I'm well aware of the way Black women are perceived, and that it allows much less forgiveness when it comes to certain clothing or grooming choices -- specifically, more casual ones.However, I dress the way I do for work because I want to. I'm aware of how it differentiates me, but that doesn't mean that I think that everyone -- especially all Black women -- needs to be as formal as I am, if that's not what they want.People at work have commented on my attire, though never as directly as saying, "You dress well, that's why I promoted you."Early in my career, I was invited to present at an important meeting that was pretty advanced for my career level. The person who asked me to present told me she trusted I knew how to act, which I took as a reflection of how I carry myself professionally. She trusted that I wouldn't dress inappropriately, like wear distressed jeans or show too much cleavage.In most corporate environments, many people can technically do the job. Once you've demonstrated basic competence, what starts to matter just as much is how people feel about you. Do you speak with confidence? Do your leaders trust and like you? Are you someone others want in the room?A certain level of polish helps you look competent, and dressing is a tool to convey the way you want to be.At the same time, extreme beauty can sometimes work against you. If someone is exceptionally beautiful, their appearance may be top of mind for others, or colleagues may gossip about their looks. When conversations about your appearance start to eclipse your work, that's not ideal.Focus first on being taken seriously, then layer in your own style and personality. Wear socks with a heart instead of a shirt with a big heart. Avoid overly long eyelashes or too high heels; I'd stick to a nice mascara or natural-looking artificial lashes, and a heel of a medium height instead.I've been at the company for over six years, and I'm starting to reach the point in my career where I am much more relaxed about how I present myself.I know the people I work with already perceive me as competent; I'm no longer proving myself. I'm less worried about looking older, but I still put effort into looking put together, as I'm aware of how it can help.Do you have a story to share about how appearance and beauty standards have shaped your career or workplace experience? Contact this editor, Jane Zhang, at janezhang@businessinsider.com.

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more
1   
  • They can't push you to be rude, that is a choice you make. Perhaps you should criticize them for their behavior.

    1
  • Read about the work strike by British sewerage workers in the 1970s, then you will realize how the so called dirty job workers are important in our... lives just like any other white collar jobs are. We should learn to respect any profession irrespective at what level they are. more

    1

Job seeker in late 30s removes one detail from résumé, triples interview calls


A post on Reddit claims a mid-career jobseeker tripled interview calls after removing their graduation year from a résumé, sparking debate about age bias in hiring. The viral discussion in r/jobsearchhacks has prompted other professionals to reconsider how much career history to reveal during job applications.

A simple tweak to a résumé may be helping experienced professionals overcome an... invisible barrier in the job market, and it's sparking a wider debate about age bias and hiring practices. In a post on Reddit's r/jobsearchhacks, a user claimed their callback rate "tripled" after removing their graduation year from their résumé. The poster, who said they have more than 15 years of experience, described months of silence despite applying for roles they believed they matched perfectly.

"I started to suspect that recruiters were looking at my graduation year from 2008 and immediately putting me in the overqualified or too expensive category before even reading my skills," the user wrote.

The user appeared to be a mid-career professional, likely in their late 30s or early 40s, based on a 2008 graduation year and more than 15 years of experience.

The experiment involved deleting education dates, keeping only degree and university details, and limiting listed work experience to the past decade. Older roles were moved into a short "additional" section without specific timelines.

Also Read: 'A $50 loyalty tax': HR pressured staff to fund CEO's lavish birthday or risk being labeled 'poor cultural fit'

"The result was insane," the user wrote. "I went from maybe one automated rejection email a week to three actual interview invites in the first seven days."

The post quickly gained traction among Redditors, drawing thousands of upvotes and comments. Some users said the strategy highlights how résumés often function less as credentials and more as screening tools.

One commenter reacted by pointing specifically to the situation in the United States, noting that applicants around age 40 already fall under protections against age discrimination. "Assuming US, you already qualify for age discrimination claims if it comes up." They wrote. They suggested that, depending on the length of one's career, removing older dates could be a practical way to avoid early bias in screening.

Sharing their experience, the user said they had started trimming résumé timelines by excluding years before 2016, focusing instead on more recent experience. The comment expressed cautious support for the strategy, presenting it as a means to highlight relevant skills while addressing potential age-related assumptions in hiring.

One commenter wrote, "Resumes are not just about showing your background, they are about removing excuses for someone to screen you out early." They added that focusing on current work "instead of assumptions" may help experienced candidates get their foot in the door.

Others were more critical of the hiring process itself. Another user argued, "If this is the level of granularity required to get a job then the system is totally broken," comparing the job hunt to "a poker game" where candidates must strategically withhold information.

For job seekers, the takeaway remains unclear: is removing older dates a smart strategy to highlight relevant skills, or a sign that the hiring system still filters candidates based on assumptions rather than ability?
 
more

I dress up for my Big Tech job every day. My fashion rules have helped me get ahead in my career.


This as-told-to essay is based on a conversation with Crystal McDuffy, a 28-year-old marketing manager based in New York. The following has been edited for length and clarity.

I've always known that I wanted to work in tech. I felt that tech would bring me closer to the people and energy I wanted to be around -- exciting, innovative, and interesting.

Although the dress code in tech is generally... lax, my mom, who works in human resources, taught me about corporate culture and appropriate dress from a young age. I also felt that, as a Black woman, I couldn't get away with dressing casually in the same way some of my colleagues could.

My level of polish isn't typical for people entering tech, but it feels necessary to me. I've found that the way you dress definitely shapes your outcomes.

I've been promoted twice, and my first rating ever at the company was a Superb, the highest rating the company offered at the time.

When I was in college, a Big Tech company had a recruitment event on my campus. Afterward, I immediately applied for an internship with the company. I showed my application and résumé to a few mentors who had worked at similar companies, and after a bit of tweaking, I sent everything in. I had three behavioral and case interviews, all virtual, and then got an offer a few weeks later.

After the internship ended in 2018, we were first in line to interview for full-time roles. There was a similar interview process as for the internship, but this time with the addition of a writing assignment and an in-person interview.

A few weeks later, I found out I'd gotten the job. Going into my senior year of college with a job offer was a huge relief. After graduating, I started as an associate product marketing manager at the company in September 2019.

I started dressing up because I really like office wear. I grew up watching my parents wear office clothes, and I thought it was the coolest thing ever. I couldn't wait to be in a blazer and a pointed pump.

While my colleagues typically wear jeans and sneakers, I usually wear slacks, nice jeans, or a skirt with a button-down shirt and block heels or polished flats. This tends to read more mature, which is what I'm going for.

Crop tops are a no for me -- this is a hill I'll die on. Tight dresses are on a case-by-case basis. My rule is that you shouldn't be able to see the "shelf" of your butt -- where your butt stops and your hamstring starts. If the outline is visible, I feel that the dress is both too tight and probably made of some sort of thin stretchy polyester material, neither of which is acceptable for work.

I occasionally wear sneakers, often paired with something more formal to balance them out, which I feel is fine since I work in a smart-casual office, rather than a business-casual or business-professional one.

I tend to wear light-to-medium makeup, but nothing too glamorous or distracting. On a regular day, putting together my hair, makeup, and outfit takes about 40 to 45 minutes. If I have a special meeting or am going to be on camera or onstage, then I'll take about an hour and a half.

I'm well aware of the way Black women are perceived, and that it allows much less forgiveness when it comes to certain clothing or grooming choices -- specifically, more casual ones.

However, I dress the way I do for work because I want to. I'm aware of how it differentiates me, but that doesn't mean that I think that everyone -- especially all Black women -- needs to be as formal as I am, if that's not what they want.

People at work have commented on my attire, though never as directly as saying, "You dress well, that's why I promoted you."

Early in my career, I was invited to present at an important meeting that was pretty advanced for my career level. The person who asked me to present told me she trusted I knew how to act, which I took as a reflection of how I carry myself professionally. She trusted that I wouldn't dress inappropriately, like wear distressed jeans or show too much cleavage.

In most corporate environments, many people can technically do the job. Once you've demonstrated basic competence, what starts to matter just as much is how people feel about you. Do you speak with confidence? Do your leaders trust and like you? Are you someone others want in the room?

A certain level of polish helps you look competent, and dressing is a tool to convey the way you want to be.

At the same time, extreme beauty can sometimes work against you. If someone is exceptionally beautiful, their appearance may be top of mind for others, or colleagues may gossip about their looks. When conversations about your appearance start to eclipse your work, that's not ideal.

Focus first on being taken seriously, then layer in your own style and personality. Wear socks with a heart instead of a shirt with a big heart. Avoid overly long eyelashes or too high heels; I'd stick to a nice mascara or natural-looking artificial lashes, and a heel of a medium height instead.

I've been at the company for over six years, and I'm starting to reach the point in my career where I am much more relaxed about how I present myself.

I know the people I work with already perceive me as competent; I'm no longer proving myself. I'm less worried about looking older, but I still put effort into looking put together, as I'm aware of how it can help.
 
more

Strategic Career Development Goals For Leaders


Career development is a crucial aspect for any professional, especially for those in leadership positions. Leaders must continuously improve themselves to better lead their teams and achieve organizational goals. Setting clear career development goals is essential for leaders to stay motivated, focused, and constantly evolving. In this article, we will discuss some strategic career development... goals for leaders to help them excel in their roles.

1. Enhance Leadership Skills:

One of the primary career development goals for leaders is to continuously enhance their leadership skills. This includes improving communication, decision-making, problem-solving, and conflict resolution abilities. Leaders should seek opportunities to attend leadership training programs, workshops, and seminars to refine their skills. They can also consider working with a mentor or coach to receive personalized guidance on how to become more effective leaders.

2. Develop Emotional Intelligence:

Emotional intelligence is a crucial trait for successful leaders. It enables them to understand and manage their emotions effectively, as well as connect with and influence others. Leaders should focus on developing self-awareness, self-regulation, empathy, and social skills to enhance their emotional intelligence. They can engage in activities such as mindfulness practices, active listening, and receiving feedback to improve in this area.

3. Cultivate a Growth Mindset:

Leaders with a growth mindset believe that their abilities can be developed through dedication and hard work. They embrace challenges, learn from failures, and persist in the face of setbacks. Cultivating a growth mindset is a valuable career development goal for leaders as it helps them adapt to change, innovate, and continuously improve. Leaders can challenge themselves to step out of their comfort zone, take on new responsibilities, and seek feedback to foster a growth mindset.

4. Build a Strong Professional Network:

Networking is essential for leaders to expand their knowledge, gain new perspectives, and access opportunities for career advancement. Leaders should proactively build and nurture relationships with colleagues, mentors, industry peers, and other professionals. They can attend networking events, join professional organizations, and engage in online networking platforms to grow their network. Building a strong professional network can provide leaders with support, advice, and potential collaborations that can benefit their career growth.

5. Pursue Continuing Education:

Leaders should commit to lifelong learning and pursue continuing education to stay relevant in their field and industry. They can enroll in advanced degree programs, certification courses, or attend conferences and seminars to expand their knowledge and skills. Continuing education not only enhances leaders' expertise but also demonstrates their commitment to professional growth and development. Leaders should seek learning opportunities that align with their career goals and interests to maximize the benefits of continuing education.

6. Lead by Example:

As leaders, it is essential to lead by example and set high standards for behavior, ethics, and performance. Leaders should demonstrate integrity, accountability, and professionalism in their actions and decisions. Leading by example inspires trust and respect among team members and motivates them to excel. Leaders should regularly reflect on their own behavior and seek feedback from others to ensure they are living up to the expectations they set for their team.

7. Foster a Culture of Innovation:

Innovation is key to staying ahead in today's rapidly changing business environment. Leaders should strive to foster a culture of innovation within their teams and organizations. They can encourage creativity, experimentation, and risk-taking among team members to generate new ideas and solutions. Leaders should create a supportive environment where team members feel empowered to share their ideas and collaborate on innovative projects. By fostering a culture of innovation, leaders can drive positive change and achieve sustainable growth for their organizations.

In conclusion, setting strategic career development goals is essential for leaders to enhance their leadership skills, grow professionally, and achieve their full potential. By focusing on areas such as enhancing leadership skills, developing emotional intelligence, cultivating a growth mindset, building a strong professional network, pursuing continuing education, leading by example, and fostering a culture of innovation, leaders can position themselves for success and make a significant impact in their organizations.
 
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Mastering Certification Exams with Effective Study Techniques and Reliable Resources


The modernized technological society of the current world has seen career development in the form of professional certifications. The certifications are supposed to identify what you know irrespective of your experience and opens new horizons...

The modernized technological society of the current world has seen career development in the form of professional certifications. The certifications are... supposed to identify what you know irrespective of your experience and opens new horizons to you as either an inexperienced or experienced professional.

Notwithstanding, the certification process of exams can turn out to be burdensome due to the overflow of the information and the intricate mode of exams. To succeed, the applicants must rely on effective modes of studying and have credible materials that would be relevant to their goals.

This paper will in the course of the paper discuss strategies that have obtained success in assisting you prepare well without falling into the traps likely to sabotage you during the certification exams.

Certifications has ceased being a luxury and it is becoming a requirement in most industries. Employers would be inclined to hire those whose competence and up-to-date information is proven.

Overcoming these challenges requires a well-planned approach.

Define what certification you want to achieve and create a timeline for preparation.

Divide the syllabus into smaller sections and focus on one topic at a time.

Engage with the material through quizzes, flashcards, and practice questions.

Revision helps reinforce your knowledge and improve retention.

Monitor your performance and adjust your study plan accordingly.

Practice exams are crucial for:

Regular practice ensures better performance in the actual exam.

Staying motivated is essential for long-term success. Here are some tips:

The choice of appropriate resources may be a great contributor in your preparation process. Find sites that are updated with information, and simulated exam situations, and explanations.

During your preparation, you may explore platforms like ExamLabs.com, which are often mentioned by learners seeking structured practice materials.

Time management is critical both during preparation and on exam day.

Confidence comes from preparation. To boost confidence:

It depends on the exam and your experience level, but typically 1-3 months is sufficient.

Yes, if they are reliable and up-to-date.

They are essential for understanding exam patterns and improving performance.

A study plan significantly increases your chances of success.

Analyze your mistakes, improve weak areas, and try again with better preparation.

Passing on certification exams is not only a matter of hard work, but it is a matter of right strategies and tools. Any person can pass even the most difficult exams with the help of good preparation, diligence, and the ability to concentrate on the task.

Reliable study materials are considered to be one of the most crucial aspects. There is a lot of diversity in the available platforms and it is essential to select those platforms providing relevant and up to date information. This takes care of the fact that you are preparing in line with the real exams.

Another major component is consistency. Continuous learning, rehearsing questions and reviewing concepts are some of the ways of establishing a good foundation. Consistent candidates have better chances of retaining information and do not fail under pressure.

Time management is also of great importance. It is not always easy to find a balance between study time and other actions, but with a schedule in place, it will be easy enough. It is possible to set aside time on each topic and practice on a timed basis to enhance efficiency.

It is also important that motivation is achieved. Cramming in time to pass the certification exams may be a strenuous process and one has to keep themselves motivated all through. Goal setting, monitoring this, and congratulating yourself whenever you do something small can help you stay on track.
 
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Undressing Durham fashion: Is Durham style actually just class signalling?


Our clothes tell our story, and offer insight into our lives, showing our age, personality and even financial and social status - or better put, class signalling. Is it just fashion, or is it a subtle way of saying 'I belong here'?

Think about the initial scene of Durham fashion. Long coat, baggy jeans, sambas, longchamp, maybe a quarter zip. Did everyone dress this way before they came to... Durham? Is it just fashion, or is it a subtle way of saying "I belong here"? People bother over what to wear for the first day of class, a job interview, or maybe a first date. This is because we all subconsciously understand that others' first impressions of us matter, as the meaning behind our clothes is heavily culturally dependent.

Our clothes tell our story, and offer insight into our lives, showing our age, personality and even financial and social status - or better put, class signalling. Class signalling is the use of cultural consumption by individuals that signal their social class identity, often influencing our behaviour. For instance, you may unknowingly not go up to someone and talk to them on the first day of class depending on how they dress, as you perceive them to have a different livelihood compared to you.

Looking at it in the microcosm of Durham, there is a sense of "perceived privilege" from the private school pipeline to college culture, with a pressure to fit into your surroundings despite not being from that background. The most common "Durham brands" are pricey but coded as "not flashy", as people wish to be more "understated" about their look. Once you start dressing to fit in, you notice a larger acceptance into some communities and groups that would have otherwise not given you a second thought, all because you look the part.

Now this is not to say everyone is doing it consciously, many of these trends spread naturally through general student culture (i.e seeing people around campus) or though TikTok or Pinterest in which people fund most of their outfit inspiration. Some students may genuinely like the look of that aesthetic and aren't doing it to signal class, but that doesn't take away from the fact that many people do. Thrifting clothes and buying off Vinted is a ritual that can help blur the class lines, especially as second-hand clothes culture is currently "trending."
 
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Thought Leader Q&A: Talking Human-Centered Recruiting And Talent Management With Dominika Probola


Exploring Agile L&D Staff Augmentation That Goes Beyond Talent Matchmaking

Driven by the belief that the strongest professional relationships are built on empathy and understanding, Dominika Probola is a Talent Manager at SweetRush dedicated to supporting the people behind exceptional performance. With over 15 years of experience spanning hospitality, talent acquisition, and talent management,... Dominika brings a service-oriented, people-first perspective to the Learning and Development industry. As part of SweetRush's Talent Solutions team, she manages the full consultant engagement lifecycle -- from identifying and recruiting exceptional talent to providing ongoing mentorship and dedicated support for professionals working on client projects. Today, she speaks with us about her role as a bridge between elite talent and client partners, ensuring consultants feel empowered to grow while organizations receive the high-quality, trusted expertise they need to succeed.

Let's be real: what we do for work matters deeply, on so many levels. It's how we make a living, support the people we love, and build something meaningful over time. And right now, more than ever, people are feeling exposed. Behind every resume is a person quietly asking, "Will what I know still matter tomorrow?" There's a real undercurrent of fear out there -- about job security, but also about identity. About whether the thing you've spent years becoming good at still has a place.

In my conversations with candidates, I try to create room for those feelings to actually exist. We call our approach "relationship recruiting," meaning we don't just screen people; we listen to them with empathy, take to heart what they're going through, not just what's on their profile.

What I keep hearing is uncertainty, for sure, but also something I find genuinely moving: resilience. People are adapting, experimenting, and leaning into the parts of their work that feel most human. And that's exactly where I try to meet them. My job isn't to minimize the fear, but to acknowledge it honestly, and then help them see that their creativity, their judgment, their ability to connect with other humans -- those aren't going anywhere. That's not something you can automate.

When a client comes to us, they're not browsing; they have real work to do, and they need someone who can walk in and contribute almost immediately. So we're not looking for people who are capable of adapting. We're looking for people genuinely wired for it -- agile, consultative, comfortable with independence. That's a specific profile. Not everyone fits it, even if their résumé is impressive.

We approach every client and every candidate relationship from what we think of as a priori love: an intentional decision to assume the best of the people we're serving, even before we've earned reason to. We're not processing a job order. We're trying to understand the team on the other side: how they communicate, what their manager values, and what kind of person has thrived there before.

One lesson I carry from my background in hospitality into this work is that the highest form of service is anticipating a need before it's spoken. By the time we present a candidate, that work is already done. From day one, it should feel less like an introduction and more like they were always supposed to be there.

AI is a powerful engine, but it still needs a skilled driver. What we've developed over time is a real instinct for spotting high performers.

The trait that keeps rising to the top for me is ownership. You know this person when you meet them. They take a brief and run with it. They deliver work that's complete, considered, and done with obvious care. They make your life easier just by being on the project. That quality is rare, recognizable, and nearly impossible to train into someone who doesn't already have it.

So yes, we vet for Instructional Design fundamentals, for how someone navigates a stakeholder conversation, for genuine consultative thinking. AI can accelerate a skilled practitioner; without that foundation, it's just fast-moving noise. But I'm always listening for ownership underneath everything else. When something went wrong on a project, what did they do? That answer tells me more than anything on a résumé.

And when we find that person, we don't let go. A high-performer who feels seen and advocated for comes back. They refer people from their trusted network. Over time, that becomes something much more valuable than a talent pool -- it becomes trust.

When you bring in a SweetRush consultant, you're not hiring a solo freelancer; you're opening a portal to an organization that has been at the forefront of L&D for over two decades. Our core team includes creative directors, senior project managers, learning strategists, and AI specialists, to name a few -- genuine experts who are actively doing this work. And our placed consultants have direct access to them.

Here's what that looks like in practice: someone is deep in a client project and hits a wall. I'll connect them with a creative director or learning strategist: someone who has lived that exact problem before. Sometimes all it takes is getting the right two people in a room. I've watched a consultant walk into a conversation stuck and walk out with a completely different relationship to the problem and with clear action steps.

But I don't wait for someone to get stuck. I stay close to our consultants throughout every engagement -- checking in, sensing how things are going, staying ahead of the friction before it becomes a problem. What we've built is really a connected loop: client, consultant, and SweetRush, all tied together by a shared commitment to the craft. The client gets the agility of an individual and the depth of an industry leader behind them.

So, you're never just getting one person. You're getting the best of all of us.

The clients we work best with share something in common: they genuinely care about the people placed on their teams, not as a policy, but as a practice. They check in. They include. They make someone feel that they belong, even if the engagement is temporary.

One of our consultants told me about her first check-in with a new client. She was braced for the usual project rundown: status, deliverables, timeline. Instead, the client asked how her kids were doing. She wanted to know their names! The consultant told me she almost didn't know what to say. That small, human moment changed everything about how she felt as a consultant on this project.

What we bring on top of that is a layer of support that travels with every consultant we place. They're not alone once they step into a client's world. They have a community behind them: people who know their work, believe in their potential, and want to see them succeed.

We all know what it feels like to work somewhere that actually cares about you. How it changes your energy, your commitment, the quality of what you produce. That's what we're building on both sides of the relationship. A client who values their people, a consultant who feels supported and seen, and SweetRush holding that connection together.

Consulting can be lonely. You move from project to project; you're always the new person; you're expected to perform from day one, and there's no built-in team to decompress with at the end of a hard week. That's real, and we don't pretend otherwise.

What I try to be, genuinely, is a constant for our people. Someone who knows your name, knows your work, knows what kind of week you've had. I reach out not because something is wrong, but because staying connected is the whole point. That consistency matters more than people realize.

I've had consultants tell me that knowing I'm there -- that there's someone paying attention, someone who will pick up the phone -- changes how they show up. There's a confidence that comes from feeling backed. You take the creative risk. You push back thoughtfully when something isn't right. You do your best work instead of your safest work.

Burnout usually doesn't announce itself. It accumulates quietly in the small frustrations nobody asks about, in the isolation of never quite belonging anywhere. Part of my job is noticing those signals before they become a problem. A conversation at the right moment can do more than a policy ever could.

I think job searching is one of the most vulnerable things a person does. You're putting yourself out there: your skills, your worth, your next chapter -- and how you're treated in that process leaves a mark. People remember it.

When we represent a client in the market, we carry their reputation with us into every conversation. A candidate who feels rushed, reduced to a checklist, or ghosted after an interview doesn't just have a bad experience with us; they also have a bad experience with the client's brand. That stays with them. They tell people.

The inverse is equally true. When someone goes through a process that feels human -- where they're listened to, given honest feedback, treated with dignity even when the answer is no -- they walk away with respect for the organization, regardless of the outcome. That's brand protection in the most practical sense, but this isn't a recruitment strategy for us. It's just how we believe people deserve to be treated. We take time with candidates. We're honest about fit. We don't string people along. And when someone isn't right for a role, we say so kindly and -- whenever we can -- we stay connected and coach them because the wrong fit today might be exactly right tomorrow.

It looks easy when it's done well!

When a placement goes smoothly -- when someone walks into a client's environment and just clicks, performs from day one, elevates the team around them -- it can feel almost effortless. Like it was obvious. Like we just found the right person and made an introduction.

What's invisible in that moment is everything that happened prior. The conversations that went deeper than a skills assessment. The instinct developed over years of knowing what "right" actually looks like for a specific culture, a specific team, a specific manager's working style. The quiet work of staying connected to a consultant so that when the right opportunity appears, you already know not just what they can do, but who they are, how they handle pressure, what environment brings out their best.

The other thing clients sometimes underestimate is what happens after the placement. The ongoing presence, the check-ins, the early signals of friction that -- when caught -- never become real problems. That layer of care is what separates a successful engagement from one that quietly unravels three months in.

When it works, it looks like magic. But I'll tell you a secret: it's not magic. It's attention. It's awareness. It's relationships built over time. It's genuinely caring about the outcome for everyone involved and doing the quiet, consistent work that makes that possible.

Thanks so much to Dominika Probola for sharing her insights on people-first talent management, relationship recruiting, and building high-level partnerships that drive L&D innovation. If you'd like to apply, you can see current openings here. Companies interested in SweetRush's staffing services can check out their L&D staff augmentation solutions to learn more.

Also, congratulations to SweetRush for being No. 1 on our list of Top eLearning Staff Augmentation Services!
 
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