Jarmila O’Neal


Career development 3d
I’m really confused about how to answer the salary question in interviews. After reading a bunch of “tips” online, I said that “a comfortable range for me is from … to ….”. But they told me I wasn’t a good fit because I’m not a straightforward person and give vague answers instead of being clear.
So what’s the right way, should I state an expected salary?

1   

  • Cyndy Robinson

    3h

    I turn it back on them and ask them what is the position budgeted for if it’s an in-person interview. If they ask during the application process, I... write negotiable. If the application requires a number, I put my current salary or no more than 10% less than my current hourly rate.  more

  • A Hill

    13h

    "I'm flexible with in the pay range. I do think that my skillsets and past experience match the requirements of the role closely. I'm confident I... can be an asset to your team." That was my mantra. It's not at all your answer. It's that employers have been given cycles of a global workforce and workforce that have not had job security allowing them demand lower paid workers. I worked on one project where the company built an app to review all the candidates from recruiting firms for the one with the closest matching skillset, not the most skilled, and cheapest bid for the role. They would unseat the existing worker within two weeks. That's now they used the agile methodology. For the cheapest worker first, effective project management second.  more

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Career development

 7h

AI Placement Readiness Platform


I need an AI developer to build a full-stack platform that helps college students, job seekers gauge and improve their placement readiness in the software industry. The engine has to ingest a student's résumé, skills inventory, and mock-interview recordings, then surface clear, actionable feedback. Core feature set * Résumé quality analysis that benchmarks ATS ranking, highlights formatting... issues, pinpoints weak content or grammar, and suggests exact wording or structure changes to lift the score. * Skill-alignment module that runs gap analysis against chosen job roles, generates personalized learning paths, blends in expert recommendations, and overlays current industry outlook so students know which competencies to prioritize. * Interview-performance evaluation -- video or audio -- using NLP, sentiment, and facial-cue detection to score confidence, clarity, and technical depth, followed by improvement tips. Tech expectations I am open to your preferred stack, but you should be comfortable with modern LLMs (OpenAI or similar), résumé-parsing libraries, standard ATS keyword taxonomies, and basic computer-vision / audio-analysis frameworks. A modular microservice design with clean APIs will make future expansion easier. Deliverables 1. Working web application (responsive) with student and admin dashboards 2. Model pipelines for résumé, skills, and interview analysis, each exposed via REST or GraphQL 3. Clear documentation and a hand-off session Acceptance criteria * Résumé module returns an ATS-style score and at least three concrete fixes per upload * Skill module maps current profile to target role within 10 seconds and outputs a learning path * Interview module processes a five-minute video in under two minutes and produces a scored report If you have shipped ed-tech or HR-tech AI products before, please share a link or brief description. I am ready to start as soon as we finalize milestones and timeline. more

Career development

 10h

Revamp My LinkedIn Experience


I'm refreshing my LinkedIn presence and want the Experience section to read like an engaging story -- not a dry résumé. My background spans several corporate roles; the raw facts are there, but the copy needs tightening, reorganising and infusing with a conversational, approachable voice while still sounding credible to senior‐level audiences. Here's what I need from you: * A rewritten Experience... section for each role (currently five positions, 100-150 words per role) that highlights key achievements, impact, and metrics where I provide them. * Concise, keyword-aware phrasing that aligns with LinkedIn's search algorithm yet feels natural to human readers. * A short headline sentence for every position to hook visitors immediately. * Two rounds of revisions after the first draft so we can fine-tune tone and clarity. I'll supply my current profile text, dates, responsibilities, and any measurable results. You transform that information into compelling, on-brand copy ready to paste straight into LinkedIn. If you've crafted standout corporate profiles before, especially using a friendly storytelling style, I'd love to see samples when you respond. more

Career development

 14h

What 3 AI startup CEOs say they look for when hiring a candidate


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

For some AI startup CEOs, hiring is about finding people who can evolve alongside rapidly changing technology moreso than pedigree.Amid an increasingly brutal job market for white-collar workers across sectors, three CEOs and cofounders of... AI startups in San Francisco recently shared with Business Insider what they're looking for in candidates and how AI is reshaping those expectations.

Rather than focusing solely on the résumé or job description, these companies say that they most value genuine excitement about AI and often screen candidates based on how well they can embrace new tools.From testing whether applicants instinctively use AI to solve complex problems to seeking out those energized by startup intensity, here's what it would take to get hired in these three AI companies.Arvind Jain, cofounder and CEO of Glean, an AI-powered enterprise search and workplace productivity platform, told Business Insider that he rarely hires people to do a very specific task and always asks whether AI could fill that role first before adding to the head count."For example, we are looking to hire an engineer, a product manager, or a human resources person, and they have a very large range of tasks that they're going to be doing," said Jain, adding that their exact roles will keep changing over time, so adaptability is key."So the hiring is done at a bit higher level," said Jain. "And one of the key things that we look at is, are we hiring a person who's curious and who has started to use AI in their personal lives or in their previous job?"To differentiate those who are proficient in using AI from those who aren't, Jain said that during the interview process, candidates are given a task so hard and time-consuming that they couldn't complete it within the one hour they had, without being told whether they could use AI.Daniel Yanisse, the cofounder and CEO of Checkr, which uses AI to conduct background checks, told Business Insider that he is looking for people who would thrive in startup culture."We're over 900 people, so we're not a small startup, but I'm a startup guy," said Yanisse. "People who come here -- they need to be OK with uncertainty, be self-driven, adaptable, flexible, willing to do new things, and solve new problems without too much guidance or structure.""Some people might be reticent and say, 'I don't want it to change,'" Yanisse added. "Or you can say, 'Hey, this is the future. These are the technologies available. Let's work together to reimagine what a product manager and a designer can do with all of these AI tools and assistance.'"Yanisse said the company is "hiring across the board" in San Francisco, Denver, and San Diego. The company has a hybrid schedule that requires three days in the office, and people often bring their dogs to work.Vipul Ved Prakash, the cofounder and CEO of Together AI, which enables developers to train generative AI models, told Business Insider that, when it comes to candidates, passion comes before the technical demands of each role."We look for excellence -- and it doesn't have to be a specific kind of excellence," said Prakash. "It's just like folks who are really interested in what they're doing.""We look for folks who are excited by AI because it's who we are, and some people are more excited about the possibilities of AI than others," Prakash added. "We look for folks who are startup intense, who are excited about working hard and building something consequential, and then at last we look at what the role is and what the fit is for that role."

Hiring Careers

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Career development

 16h

Academic Resume & Achievement Analysis


I am preparing to apply for an entry-level academic post (Research Assistant or Lecturer) and I need a focused, professional résumé that showcases my potential in a concise, compelling way. My publications are the strongest proof of my capability, so they must take centre stage; research projects or teaching experience can be mentioned only where they reinforce that narrative. Here is what I... expect from you: * A clean, ATS-friendly academic résumé delivered in both editable Word and PDF formats. * A short analytic memo (1-2 pages) explaining why each highlighted achievement was selected, how it aligns with typical hiring criteria for entry-level academic roles, and suggestions on presenting those achievements in cover letters or interviews. Please structure the résumé to meet standard academic conventions -- clear sections for education, publications (with proper citation style), skills and relevant honours -- yet keep it succinct enough to resonate with hiring committees that skim quickly. If you have insights on layout best practices or citation managers (e.g., LaTeX, EndNote, Zotero), feel free to weave them in. I will supply raw career data and publication details once we start. Drafts are welcome; final files are expected within one week of acceptance so I can start sending out applications promptly. more

Career development

 19h

Custom Recruitment Agency Website


I need a complete, production-ready website tailored for my recruitment agency. The build must revolve around core functions: a searchable job board that lets applicants submit applications directly through the site, and a secure section where they can upload or update their résumé/CV for our internal database. Smooth, professional candidate flow is critical, so the job listing module should... support keyword search, category filters, and an easy-to-use application form that ties every submission to the résumé on file. A simple back-end dashboard where I can post, edit, and archive roles is a must. The site also has to talk to LinkedIn for automated role sharing and, where possible, simple one-click LinkedIn apply. In parallel, connect the site to my preferred email marketing service so that every new candidate or newsletter opt-in lands straight into the mailing list without manual export/import hassles. Modern, mobile-first design, quick page loads, and clean code are non-negotiable. I'm flexible on the tech stack -- WordPress with a custom theme, Laravel, or a headless approach are all fine as long as you outline why it's the right fit and keep future feature additions in mind. Deliverables: * Fully functional website with static pages about the services we provide, each service page, home, contact, FAQs, Why we, etc. job listings, application workflow, and résumé upload * Admin dashboard for vacancy management * LinkedIn integration for job sharing and one-click apply * Seamless hook-up to my email marketing platform (e.g., Mailchimp, Sendinblue, etc.) * Responsive UI, basic SEO setup, and launch support Hand-over includes all source files, documented setup instructions, and a short run-through so I can manage posts myself once we go live. more

AJ Rosso


Career development 2d
Did I do something wrong by asking my boss for a raise? I’ve been doing the whole project alone for two months since my coworker left. But instead of answering, my boss said I should just be grateful to work in such a nice team. He even said my questions could hurt trust in the company. Should I tell him I might quit so he’ll think about raising my salary?

3   

  • Virginia Maina

    21h

    I believe there are so many opportunities out there, do not resign but also look for another job and leave to where you will be appreciated.
    You have... build your CV and experience through that project. This may be the reason why your colleagues also left the company  more

    1

  • Uma Aggarwal

    1d

    It appears that the project is still a work in progress. Once it is finished and gets accolades, you become more marketable and your boss will have to... promote you or give you a raise if he wants to be able to keep you. If you mention now that you might quit, be prepared to be fired. It is generally best to have an offer in hand, share it with your boss and, if you like the company and would rather stay, let him know that you are not keen on leaving. Then the ball is in his court and , even if you quit, you would still have amicable relations. more

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Career development

 21h

How Fashion Shapes Student Identity & Confidence


Walk into any college cafeteria at noon and you'll see it immediately. The engineering students clustering near the windows in their hoodies and sneakers. The art majors scattered by the coffee bar, dressed in thrift store finds and vintage band tees. The business students sitting upright in their pressed shirts, already practicing for job interviews that are still two years away.

Fashion isn't... just about looking good. For students navigating the messy transition between who they were in high school and who they're becoming as adults, clothing becomes a language. It's how they signal belonging, reject norms, or test out different versions of themselves before committing to any particular identity.

The connection between fashion and personality students develop during their college years is more deliberate than it appears. According to research from the Journal of Fashion Marketing and Management, 68% of undergraduate students report consciously using clothing to project specific aspects of their personality to peers. This isn't vanity. It's strategy.

Dr. Karen Pine, a psychologist at the University of Hertfordshire, found that students who wore clothing aligned with their self-perception performed better academically and reported higher confidence levels. The research showed measurable differences in cognitive performance based on what participants wore during testing sessions. Jeans and a t-shirt produced different results than business casual. The clothing literally changed how students thought about themselves and their capabilities.

But here's where it gets complicated. Students are simultaneously trying to fit in and stand out. They're joining communities while asserting individuality. A sophomore at NYU might adopt the all-black uniform common in downtown Manhattan not because she lacks creativity, but because that shared aesthetic grants her entry into a specific social world. Within that framework, she'll find smaller ways to differentiate: a particular vintage jacket, unconventional jewelry, or how she styles her hair.

Students face constant evaluation. Papers, exams, group projects, internship applications. Much of their lives exists under someone else's judgment. Self-expression through clothing offers one arena where they maintain complete control.

When deadlines pile up and a student is struggling with a challenging dissertation or research paper, sometimes the only decision they can make freely that day is what to wear. WriteAnyPapers provides dissertation writing support that helps students manage their academic workload, but fashion remains the most immediate form of self-determination available. It requires no approval, no rubric, no grade.

This explains why college student style tips proliferate online, but students rarely follow them exactly. They're not looking for instructions. They're looking for permission to experiment. The rise of platforms like TikTok and Instagram has made fashion more accessible but also more performative. Students curate outfits for their daily lives the way previous generations only dressed up for special occasions.

The same outfit produces different psychological effects depending on context. Research published in Social Psychological and Personality Science demonstrated what students already know intuitively: clothing that makes them feel confident in one setting can feel completely wrong in another.

The disconnect between these contexts creates real stress. Students who excel at one presentation of self struggle when forced into another. The art student who feels confident in paint-splattered jeans faces anxiety when required to dress conservatively for a corporate internship. The finance major who's perfected business casual might feel like an imposter at a creative industry networking event. In moments of pressure, some students may even consider shortcuts, such as deciding to pay for a research paper at KingEssays.com to keep up with expectations. This is a practical solution and it can help with performance.

Here's what nobody mentions in glossy fashion articles aimed at students: most of them are broke. Federal student loan data shows the average undergraduate has roughly $1,000 in discretionary spending per month, and that's before factoring in food, transportation, and textbooks.

Yet fashion remains a priority. A 2023 survey by the National Retail Federation found that college students spend an average of $976 annually on clothing and accessories. They're making sacrifices elsewhere to fund their self-expression through clothing.

This creates interesting patterns:

Note: Percentages exceed 100% because students use multiple strategies

The rise of secondhand shopping among Gen Z isn't purely environmental consciousness, though that factors in. It's economic necessity merged with desire for individuality. At schools like Brown University or Oberlin College, thrifting has become the dominant fashion culture. Students compete to find the most unique vintage pieces, turning financial constraint into creative opportunity.

Watch a student's fashion choices evolve across four years and you're watching them figure out who they are. Freshman year often brings either dramatic reinvention or tentative continuation of high school patterns. By sophomore year, after some experimentation and social feedback, students usually settle into more defined style territories.

The relationship between fashion and personality students develop isn't static. A student who arrives on campus dressing like everyone from her high school might spend sophomore year in vintage dresses and doc martens, junior year in minimalist basics, and senior year in some hybrid that finally feels authentic.

This evolution isn't random. It maps onto identity development theories psychologists have studied for decades. Erik Erikson's stages of psychosocial development place identity formation squarely in the late teens and early twenties, exactly when students are making daily decisions about self-presentation through clothing.

Some students approach fashion as serious identity work. They follow specific influencers, develop coherent aesthetic visions, and think deeply about what their choices communicate. Others treat it more casually, grabbing whatever's clean and comfortable. But even the most fashion-indifferent student is making a statement. Choosing not to care about appearance is still a choice that projects identity.

Not all students experience fashion as liberating self-expression. For some, it becomes another source of anxiety and inadequacy. Social comparison runs rampant on campuses where economic diversity means some students show up in designer labels while others are stretching their limited budgets.

At elite institutions, the pressure intensifies. A student at Stanford or Georgetown might feel compelled to maintain appearances that match their peers' financial resources even when they're on significant financial aid. The psychological toll of this performance rarely appears in discussions about how fashion affects confidence.

There's also the issue of cultural and religious dress navigating predominantly Western fashion norms. Muslim students wearing hijab, Sikh students maintaining their articles of faith, or students from cultures with different beauty standards often face pressure to conform that goes beyond typical fashion choices. Their clothing carries meanings that extend past personal style into identity, faith, and cultural heritage.

Student fashion identity serves as a rehearsal space for adult life. The experimentation happening in dorm rooms and campus quads is how young people learn to use clothing as communication. They're developing a skill set they'll use throughout their lives: reading social contexts, making strategic self-presentation choices, and using external appearance to support internal identity.

But it's worth questioning whether we've made fashion too important in these years. When students feel their worth is tied to their appearance, when they're spending limited resources on clothing instead of experiences or savings, when they're more focused on curating Instagram outfits than actual learning, something's off balance.

The healthiest relationship with student fashion identity probably lies somewhere between complete indifference and total preoccupation. Fashion can be a tool for self-discovery and confidence without becoming a source of stress or debt. Students who figure out that balance, who use clothing to support their goals rather than define their worth, seem to navigate the college years with more ease.

They're the ones who dress well for the presentation because it helps them perform better, not because they need external validation. They're the ones who experiment with style because it's fun and interesting, not because they're desperate to fit in. They're the ones who eventually graduate with a sense of personal style that actually reflects who they are rather than who they thought they should be. more

Career development

 3d

Turning Online Internship Into Job Offer: Step-by-Step Guide


How to Turn Your Internship Into a Full-Time Job Offer: The Essential Step-by-Step Guide

The future of career development is being shaped by a revolution in online internships and digital workplace experiences. Gone are the days when internships were simply a way to pass the summer or pad a résumé. Today, internships are often the golden ticket -- your direct pathway to a full-time job offer and... permanent position within the company. It's not just about learning the ins and outs of the business; it's about demonstrating your value to influence hiring decisions and turning an internship into a full-time role in a competitive job market.

Internship programs have become a transformative bridge between education and employment. In many industries, digital internships and remote work experiences are as valuable as traditional programs -- sometimes even more so, thanks to artificial intelligence and advanced educational technology tools. Whether you're a student, a recent graduate, or an early-career job seeker, your internship experience can help you achieve meaningful career goals, develop a strong skill set, and significantly boost your chances of landing a full-time job. In this actionable guide, you'll learn the academic evidence, insider strategies, and step-by-step process to turn your internship into a job offer -- before, during, and after your assignment ends.

Let's explore how you can go above and beyond to turn the internship into your next big opportunity.

A proactive attitude and planning are critical if you want to turn your internship into a full-time job. Many employers use internship programs not just as on-the-job training, but as an "extended interview" to identify candidates for full-time positions. By starting strong and treating your internship like the first chapter of your career path -- not just a temporary job -- you stand out to your supervisor and the whole team.

Start by treating every day during your internship like it directly influences hiring decisions. Arrive punctual, dress appropriately for the company culture, and display a strong work ethic. Consistent professionalism signals to the hiring manager and colleagues that you would be easy to work with as a full-time employee -- someone who will fit seamlessly into permanent teams.

Interns who actively network within the company frequently land a job. Take the initiative to introduce yourself to coworkers from other departments, attend team meetings, and don't be afraid to ask thoughtful questions about available positions or the team's long-term goals. Networking within the company can lead to critical job referrals or insider information about openings you might not otherwise find. Interns who genuinely connect are remembered long after the internship ends.

Research shows interns who request and act on feedback during performance reviews are more likely to get hired. Use every opportunity, from a one-on-one meeting with your supervisor to group conversations in team meetings, to ask for actionable feedback on your skills and performance. Demonstrate your eagerness to contribute and willingness to learn -- the very qualities that increase your chances of turning the internship into a job offer.

You've proven you can do the work -- now, show that you can add long-term value to the company. Action is what transforms temporary positions into permanent ones. This stage is about more than just completing assignments; it's about becoming indispensable to your organization through proactive learning, visible contributions, and strategic communication.

Don't settle for simply meeting deadlines or checking boxes. Successful interns deliver work that exceeds expectations and positively impacts the team's results. For example, if you see an inefficient process, propose a new technology tool or method drawing on your educational technology knowledge. If you master a project, ask for more responsibility. Companies offer full-time opportunities to interns who demonstrate initiative and problem-solving skills that make them stand out.

Internship can help you build a résumé loaded with measurable accomplishments. Document your contributions, results, and learning outcomes. During performance reviews or in email updates, highlight how your work ethic, attention to detail, and professional experience improved team performance. Visibility, when done respectfully, helps hiring managers remember you when it's time to make hiring decisions.

Before the end of your internship, don't be afraid to ask for endorsements, references, or specific performance feedback for your LinkedIn profile or future résumé. These genuine testimonials increase your chances in the job market and keep you top-of-mind for job referrals or "alumni" hiring. Staying in touch via LinkedIn or occasional email signals your ongoing interest in a full-time position and keeps the relationship alive.

The data is clear: over 70% of companies offer full-time positions to their top interns. But companies can't read your mind -- if you want to turn your internship into a full-time job offer, you need to be clear about your intentions, even if it feels a little uncomfortable.

When the internship nears completion, request a meeting with your supervisor or the hiring manager. Express your enthusiasm for the team and communicate directly that you want to be considered for a full-time role within the company. Share why the company culture, projects, and ongoing mentorship align with your career development goals.

Don't be afraid to ask specific questions about available positions, expectations for full-time employees, and the next steps in the hiring process. Sometimes, the simple act of expressing interest and asking actionable questions at the end of your internship gives you a leg up. Clarify any uncertainties and show your willingness to continue learning in the role.

If offered a job interview, approach it like you already know the ins and outs of the business. Use portfolio examples, data from your internship, and feedback from your supervisor to explain your fit for the role. Your internship experience gives you a unique advantage in the hiring process, since you can demonstrate your value, cultural fit, and growth trajectory better than external job seekers.

Turning an internship into a full-time job doesn't always happen immediately. Sometimes, companies offer roles months after the original program ends, especially as new projects develop or budgets allow. Staying proactive, building relationships, and maintaining ongoing communication can significantly increase your chances of landing a full-time job offer -- even after the internship is over.

Use tools like email, LinkedIn, and company alumni networks to maintain relationships with supervisors and peers. Share occasional updates on your professional development or educational milestones. Interns who stay in touch are top candidates when new full-time roles appear.

If a full-time position isn't available right away, use volunteering, additional online learning, or professional certifications to show continued growth. Advanced digital skills, artificial intelligence knowledge, or project management certifications can significantly boost your chances when new opportunities arise. Leverage industry trends and learning platforms to stay competitive.

Many industries have fluctuating hiring cycles. A single internship can help you build the reputation, résumé, and professional network that give you a leg up well after the official program ends. Stay in the loop, remain willing to learn, and build strong relationships to increase your chances of getting that long-awaited job offer.

Transforming your internship into a full-time job offer is no longer just a hopeful possibility -- it's a proven career pathway in today's education and employment ecosystem. The academic evidence, industry data, and practical experience all agree: internships have become much more than a checkbox on your résumé. They're a springboard to professional achievement, a bridge to permanent positions, and a showcase for your work ethic and eagerness to contribute.

By being proactive, demonstrating value, building relationships, and leveraging every opportunity, you can significantly boost your chances of turning an internship into a job offer. The future of accessible, merit-based career advancement is being shaped by motivated interns like you. Treat your internship as more than a temporary assignment -- it's your launchpad for landing a full-time job and achieving your career goals.

Let's keep pushing the boundaries of what online education and internships can deliver. Stay inspired, keep learning, and explore more career development resources to give yourself every advantage in the evolving job market. more

  • George W. K. Yarngo

    21h

    I will be seeking employment in the US at the age of 70. I have served in the capacity of Chief Executive Officer for a public entity responsible for... regulating the delivery of drinking water services to all classes of clients in Liberia. What chances do I have for permanent employment? more

Career development

 1d

WE NEED BIASES


WE NEED BIASES

Hiring Bias: The reason why you are not hired yet.

"Every hiring decision is made twice, once by the brain in the first ninety seconds, and once on paper for HR records."

Jerry: Since we are talking about biases, I would like to share on the biases that are present in the corporate world.

Antonella: That's nice. I just remembered that you are the hiring manager of a new... construction outfit.

Jerry: Before I got to the level I am currently, I was always wondering why I was always getting rejection emails even after seeming to ace the aptitude tests and interviews.

Antonella: Ok. In hindsight, what did you think you did wrong?

Jerry: Firstly, the room reads you before you speak.

Every hiring decision is made twice, once by the brain in the first ninety seconds, and once on paper for HR records. The second decision is largely a rationalisation of the first.

Antonella: Wow. So many things are happening in hiring rooms that an average man is unaware of. There are strong biases in the corporate world. These biases are stubbornly persistent but they sometimes turn out to be accurate predictions.

Jerry: Consider this hypothetical situation: Two men walk into the same building for the same job interview on the same morning. They hold identical degrees from the same university with the same GPA. They are, on paper, the same candidate. One walks out with an offer. The other gets a polite rejection email three days later. Neither man knows exactly why.

Now the background of the story is that the one hired comes from a well educated and comfortable family while the rejected candidate comes from barely educated parents that are just scraping by.

Antonella: I think I have heard this story on a TikTok video.

Jerry: I think that video went viral on TikTok. That video that circulated on TikTok captured something that career coaches rarely say plainly: the child of educated, financially comfortable parents enters an interview with invisible advantages that no résumé can list. They know how to dress not just formally, but correctly. They know that a pointed Oxford shoe signals a certain cultural literacy; that an oval-toed loafer from the wrong shelf at the wrong store sends a different message entirely to a trained eye. The other candidate whose parents never sat in a boardroom, never coached him on how to navigate small talk with a hiring panel, never told him which fork to use at a business lunch buys what looks formal to him. He arrives dressed, but not coded. And in the first ninety seconds, before he has answered a single question, the panel's System has already filed him under a category.

This is not about shoes. It is about the fact that every professional environment has a costume, a script, and a set of unwritten social rules and access to that knowledge is itself a product of class. The bias that punishes him is real, it is widespread, and this is the uncomfortable part. It frequently predicts something true about cultural fit, even when it shouldn't.

Antonella: This is eye opening. It is intriguing to realise that even your family background follows you to places you wouldn't expect.

Jerry, can you break this concept piece by piece?

Jerry: Sure. There is something we call the Halo effect. It shows up in impressive attributes - an elite university, a confident handshake, a prestigious former employer and so on. All these cause the employer's brain to assume competence in every other area. The candidate is subconsciously granted the benefit of every doubt from that moment forward.

Antonella: Guess what? It is often self-fulfilling.

Jerry: There is also the affinity or similarity bias.

Antonella: Ok...I don't think I have heard of this before.

Jerry: Now wait for it. People hire people who remind them of themselves. It could be a shared university, similar accent, same golf reference, same cultural touchpoints. This is the most common and least acknowledged bias in professional hiring and it is the primary engine of class reproduction in the workplace.

This is extremely common.

Antonella: This means that people love to form tribes wherever they are. This still depicts the primordial nature of man that creates tribes to foster cooperation, emotional warmth and security. This is sociological evolution.

Jerry: Yes. Bosses take note of these things because they affect boardroom conversations.

Then we have the appearance and grooming bias. Studies consistently show that candidates judged physically attractive, well-groomed, and appropriately dressed receive higher competence ratings before they have said anything. The brain reads appearance as a signal of self-discipline, social awareness, and professional seriousness and is frequently right, because appearance at an interview is a form of deliberate communication.

Antonella: I think that has been emphasized a lot.

Jerry: There is the confidence or presence bias. Candidates who speak with assurance, maintain eye contact, take up space physically, and pause before answering are rated more capable than those who speak tentatively, even when their answers are identical in content. Confidence is read as competence. This rewards those raised in environments where speaking to authority was normalised.

Antonella: This is where family upbringing really plays a role. If you had abusive or over controlling parents, you might fall victim to this. However, it is often inaccurate.

Jerry: You are right. There is the name or accent bias. Audit studies across the US, UK, and Europe consistently find that CVs with "white-sounding" names receive significantly more callbacks than identical CVs with foreign or ethnic names. Accents trigger class and origin assumptions within the first fifteen seconds of a call screen. These biases predict perceived cultural fit, not actual job performance.

Antonella: Damn! This is why Blacks in this country just want to sound White.

Jerry: It makes things easy, Antonella.

Antonella: What about the names? Bearing names like Clay, Bill, Harvey just to fit in the society to make a living. This is clearly identity erasure. Anyways, let's move to the next, like you said, it does not measure actual job performance.

Jerry: We also have the address or postcode bias. Where you live tells the hiring manager what neighbourhood you belong to, what school you likely attended, and what your network probably looks like. Candidates from prestigious postcodes are unconsciously granted higher social capital.

Antonella: This is class bias operating through geography.

Jerry: Yes. There is also the communication style bias. Vocabulary range, sentence structure, the ability to code-switch between formal and casual registers, knowing when to be brief and when to elaborate. These are read as intelligence proxies. They are actually proxies for educational exposure and class background.

Antonella: That's fair enough.

Jerry: The inference is often wrong. Ok, on to the next which is the last and very controversial of them all.

Antonella: And what is it?

Jerry: It is the Cultural fit bias. It is the most elastic and therefore most dangerous phrase in hiring. It means: does this person feel like us? It allows interviewers to reject candidates for reasons they cannot and legally should not articulate. It is the container into which almost all other biases pour themselves.

Antonella: This explains the reason why you are sent with a rejection mail with no accompanying reason whatsoever even though you must have been told by the interviewer that you performed well at the interview stage.

Jerry: Immediately you enter an organisation, you are starting to get judged already. There are biases that are already speaking against you.

Antonella: With all you have said, for a young Black adult coming from the hood who had to struggle all his life to get to his present station or a young adult from a third world country, the odds are stacked way too high against him.

Jerry: It is the sad truth. However, you can beat the system.

Antonella: How?

Jerry: Since you cannot remove bias from the hiring room, you must enter the hiring room as the answer to the questions the bias is already asking. That is how to make hiring bias work for you.

Antonella: Are there tips or rules that can help?

Jerry: Sure. I would start with this: decode the costume before you dress.

Research the specific company and sector, not just "formal." A startup interview and a banking interview are different costumes. Look at the LinkedIn profiles and Instagram of people who work there. What are they wearing in professional photos? What grooming signals do you see? Match the culture, not a generic idea of professionalism. For instance, in tech and creative industries, the over-dressed candidate loses points, not gains them.

Secondly, engineer the halo in the first ninety seconds.

Antonella: How?

Jerry: The halo effect means that one early impressive signal colours everything that follows. Identify your strongest credential and lead with it not in a boastful way, but by ensuring it is visible before the formal interview begins. The walk from reception to the room, the greeting, the small talk, these are not preamble. They are the interview. Use them.

Next, manufacture shared ground deliberately. Affinity bias rewards similarity. Before the interview, research your interviewer on LinkedIn. What is their background? What university? What are their interests? You are not looking to fake a connection, you are looking to surface genuine common ground that you might not otherwise have mentioned. Mentioning a shared interest naturally in small talk activates the affinity response before the formal evaluation begins.

Antonella: I think this helps when you are being asked your hobbies, your favourite restaurant, your favourite slangs and the rest.

Jerry: As an interviewee once it seems that you and your interviewer are steering in a direction, it is best to take the cruise as far as it can go. Interviewers cannot forget people they shared ideas with or sensitive memories. Remember, the goal is to be too obvious to be forgotten.

Next on the list is to practice confidence as a skill. Confidence in an interview is not about how you feel. It is a set of behaviours: measured pace of speech, deliberate pausing before answering (which reads as thoughtfulness, not hesitation), sustained but not aggressive eye contact, controlled hand gestures, and taking up the appropriate amount of physical space. These can be practised. Record yourself. Watch it without sound first. What does the body language say before you hear the words?

Antonella: This is not taught in colleges. You have to step up and work yourself. Emotional IQ plays an integral part in all of this, you have to be able to read the room. Study the room to observe reactions when certain remarks or jokes are being made.

Jerry: Also, expand your vocabulary without losing your voice. Read widely in your field not just technical knowledge, but the essays, opinion pieces, and books that senior people in your industry reference.

I would also say this: neutralise name and accent bias at the screening stage.

Antonella: I don't like this.

Jerry: This is the bluntest reality: audit studies show that non-Western names receive fewer callbacks. Anglicising a name for applications is a personal decision that nobody should be required to make but it is a documented strategy that some candidates choose for pragmatic reasons. Separately, if your accent is a barrier in phone screenings, push for video or in-person meetings where full context is visible. Your presence will override the phone-voice assumption.

The last tip I would give is to understand cultural fit and answer it provocatively.

Cultural fit means: will you make us comfortable, will you understand our unspoken norms, will you represent us well in rooms we are not in? Answer this by demonstrating situational awareness about the company's culture, referencing specifics from their public communications and stated values, and showing through the way you conduct yourself in the interview that you already operate at the social register they expect. This is not flattery. It is fluency.

Antonella: That was a whole lot to take in.

Jerry: Yeah. Like they say job application is a full time job.

Antonella: Jerry, there are some people who don't even get to reach the interview stage. They just submit CV and they don't get any reply. It is just radio silence.

Jerry: There is a proven strategy to handle that.

Antonella: Which is?

Jerry: Get into the room through a side door.

Antonella: Hmm...interesting. I haven't heard anything like this before.

Jerry: The strongest counter to CV-stage bias is bypassing it entirely. A referral from inside the organisation means your name arrives with a pre-existing endorsement which is the affinity bias of the person who referred you now works in your favour before you have been seen. Industry events, informational interviews, LinkedIn engagement with people at your target company, volunteering in professional associations, these are the side doors. The front door is the application portal. It has the longest queue and the highest bias exposure.

Antonella: Isn't that nepotism?

Jerry: Not really. This is using social media platforms and leveraging on networking to put your name out into the public so that you need no introduction when you finally step in to seek the role.

Life rewards visibility.

Antonella: I really had a nice time talking to you. I have to release you. I really enjoyed this conversation. Next time we meet, we will talk on the promotion aspect. As a new employee, the battle might have been won but the war has just begun. more

Career development

 1d

She Went On A Date With A Guy Who Stared At Her Chest And Asked Her If She Could Be Consistent If She Had The Opportunity To Be With A Man Like Him


Last month, TikToker Jacki (@asdfghjacki) went out to get drinks with a guy she matched with on a dating app. He seemed a little nerdy since he had glasses, wore clear aligners, and was growing a beard that didn't connect. He wasn't really her type, but she was willing to give him a chance.

He had picked an elevated cocktail bar to go to for their date, so she thought that was a good sign. When... she walked up to the bar, he was waiting for her outside.

He was super excited to the point where he was shouting, and she never got to clarify exactly what he was so enthusiastic about.

Once they got inside and sat down, he couldn't stop looking at her chest. He was also talking very loudly. He ended up ordering a beer, even though the bar served cocktails almost exclusively.

"I order my own cocktail, and he serves up the question: if you got the opportunity to be with a man like me, would you be able to remain consistent?" Jacki recalled.

She told him that the question made her feel like she was at a job interview. He retorted that a job interview question would be something more like, "What's your favorite color?"

It was ironic because that was actually the type of question to ask on a first date. Obviously, he had never been to a job interview before. He continued speaking at a very high volume for the rest of the date.

After having drinks, they decided to go for a walk. Jacki suggested that he walk her home. Throughout the walk, she could tell that he thought they were going to hang out at her place, which made her a little uncomfortable. So, she wanted to set the record straight.

About halfway through the walk, she asked him how far away he had parked because she wanted him to be able to walk back to his car easily. He was visibly confused as to why he would need to return to his car.

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She told him that he was not invited over to her house, so he said that they could go to his place. She stated that she was not going home with him, and he was not going home with her. This clearly upset him, and he was silent for the first time that night.

When he finished sulking, he started playing a song on his phone. He sang at the top of his lungs as they walked down the street. Jacki felt embarrassed by him.

By the time they reached her house, he was wrapping up a political tangent. He even had the audacity to try to kiss her, which she successfully dodged.

She proceeded to have a lovely night alone with her Taco Bell food delivery and has vowed to stay off the dating apps. more

Career development

 1d

More Americans Are "Unretiring" -- And It's Not Always by Choice


Retirement used to be a well-deserved and earned achievement. Work hard, save money, clock out for good, and finally enjoy the freedom that decades of effort earned. That idea still sounds great, but reality has started to rewrite the script in a big way. A growing number of Americans now find themselves dusting off résumés, relearning workplace software, and stepping back into jobs they thought... they left behind for good. That shift isn't a quirky trend or a niche lifestyle choice -- it's a major economic signal that deserves attention.

This rise in "unretiring" doesn't come from one single cause. It pulls together inflation, longer lifespans, shifting job markets, and sometimes plain old boredom. Some people choose to go back because they want structure and purpose, while others feel forced into it by rising costs and shrinking savings. The result creates a complicated, deeply human story about money, identity, and survival in a changing world.

The Retirement Dream Is Getting Expensive -- Fast

Retirement plans built even ten years ago didn't account for the kind of price increases people see today. Groceries cost more, healthcare expenses climb steadily, and housing refuses to stay predictable. A fixed income struggles to stretch far enough when everyday essentials start eating up larger portions of the budget. That pressure pushes many retirees to reconsider what "living comfortably" actually means in the current economy.

Social Security helps, but it rarely covers everything on its own. Many retirees depend on savings, pensions, or investments to fill the gaps, and those sources don't always perform as expected. Market downturns can shrink portfolios quickly, and once withdrawals begin, rebuilding those funds becomes much harder. That financial squeeze doesn't always hit immediately after retirement, which makes it even trickier. Someone might feel secure for a few years, then suddenly realize the numbers no longer add up.

That moment often sparks the decision to return to work. Not everyone jumps back into a full-time job, but even part-time work can help stabilize finances. Some retirees pick up consulting roles, while others move into retail, customer service, or gig-based work. The goal usually stays simple: bring in enough income to reduce stress and protect long-term savings. That shift turns retirement from a permanent state into something more flexible -- and sometimes more fragile than expected.

Work Isn't Just About Money Anymore

Money plays a huge role, but it doesn't tell the whole story. Retirement removes structure from daily life, and that change can feel unsettling. A career often provides routine, social interaction, and a sense of purpose that doesn't automatically replace itself. Without those elements, days can start to blur together in ways that feel less relaxing and more disorienting.

Many retirees discover that they miss the rhythm of working. They miss conversations with coworkers, the satisfaction of completing tasks, and the feeling of contributing to something larger than themselves. That emotional pull can drive people back into the workforce even when finances remain stable. In those cases, "unretirement" becomes less about survival and more about rediscovery.

That doesn't mean jumping back into the exact same career path. Plenty of retirees choose roles that offer flexibility, lower stress, or entirely new experiences. Someone who spent decades in a corporate office might take on a part-time role at a local shop or explore freelance opportunities online. That shift allows people to reshape their relationship with work instead of simply returning to old habits. It also opens the door to finding enjoyment in ways that traditional careers didn't always allow.

Employers Are Suddenly Paying Attention

This wave of returning retirees hasn't gone unnoticed by employers. Companies across various industries face labor shortages, and experienced workers bring immediate value. Older employees often show strong reliability, communication skills, and problem-solving abilities that take years to develop. That combination makes them incredibly appealing in a tight job market.

Some businesses now actively recruit retirees, offering flexible schedules, part-time positions, and remote work options. These adjustments make it easier for older workers to re-enter the workforce without sacrificing the balance they hoped retirement would provide. In many cases, employers benefit from lower training costs and higher retention rates among these workers. That dynamic creates a win-win situation when handled thoughtfully.

Still, challenges remain. Not every workplace adapts well to older employees, and age bias continues to exist in hiring practices. Technology also presents a hurdle for some, especially in roles that require constant adaptation to new tools and platforms. Those obstacles don't stop the trend, but they do shape how easily individuals can transition back into work. Anyone considering unretirement benefits from brushing up on digital skills and exploring industries that value experience as much as speed.

The Emotional Side of "Starting Over"

Returning to work after retirement doesn't always feel smooth or exciting. It can stir up complicated emotions, especially for people who expected retirement to last permanently. Pride can take a hit when financial pressures drive the decision, and adjusting to a new routine can feel overwhelming at first. That emotional layer deserves just as much attention as the financial one.

Confidence plays a big role too. Someone who hasn't worked in years might question their abilities or worry about fitting into a modern workplace. Those concerns make sense, but they don't reflect reality for many returning workers. Experience carries weight, and the ability to adapt often matters more than knowing every new tool right away. Building confidence again takes time, but it happens through action rather than waiting for perfect readiness.

Support systems help tremendously during this transition. Family members, friends, and professional networks can provide encouragement and practical guidance. Job search platforms, local community programs, and training courses also offer valuable resources for re-entering the workforce. Anyone considering this step benefits from treating it as a new chapter instead of a setback. That mindset shift makes the process feel less like going backward and more like moving forward in a different direction.

Smart Moves for Anyone Thinking About Unretiring

Jumping back into work works best with a clear plan. Start by identifying what kind of role actually fits current needs and energy levels. A high-stress, full-time position might not make sense, but a flexible, part-time job could provide both income and enjoyment. Setting realistic expectations helps avoid burnout and keeps the experience positive.

Updating skills can make a huge difference. Even basic familiarity with modern tools like email platforms, scheduling software, or online communication apps can boost confidence and open more opportunities. Free or low-cost courses online offer an easy way to refresh those skills without a major time commitment. That preparation turns the job search into a more empowering process.

Networking also plays a powerful role. Reconnecting with former colleagues, joining community groups, or exploring industry events can uncover opportunities that don't always appear in job listings. Many positions get filled through connections rather than formal applications. Staying open to different types of work increases the chances of finding something that fits both financial and personal goals. Flexibility becomes a major advantage in this stage of life.

Retirement Isn't What It Used to Be

The idea of retirement as a permanent escape from work continues to evolve, and "unretiring" sits right at the center of that shift. Some people embrace the chance to stay active and engaged, while others feel pushed into it by circumstances they didn't anticipate. Both experiences reflect a broader reality: financial planning, health, and personal fulfillment all shape what retirement actually looks like.

What do you think? Should retirement focus on freedom, financial stability, or personal growth -- or a mix of all three? Share your thoughts, experiences, or strategies in the comments. more

Career development

 5d

Woman refused job at Midland estate agents because car 'too old'


An 18 year old woman was left furious after being denied a job interview at an estate agency - because her CAR was too old.

Alanah Thompson French applied for the position of trainee lettings negotiator but was rejected because she drove a 2014 Citroen C1.

The industrious teenager spent over a year juggling two cafe positions to fund the £2,800 vehicle which she believed would boost her... employment prospects.

However, when she put herself forward for a £20,000 position at haart Estate and Lettings Agents in Nottingham, her aspirations quickly stalled.

She was astonished upon receiving an email from the firm stating she would not be invited for interview.

Alanah was informed: "We regret to inform you that you have not been shortlisted for interview on this occasion as it is a requirement to have access to a vehicle under 10 years old."

The peculiar requirement meant Alanah's cherished Citroen exceeded the age limit by two years despite having clocked merely 33,000 miles, alongside a complete service history and MoT.

Alanah, from Burton Joyce, Notts., said: "I was really shocked when I received the rejection letter saying it was down to my car.

"I worked really hard whilst doing my A-Levels to pay for the car myself and pay the £700 insurance.

"My reason for getting a car was because I wanted to be able to drive for work but now it seems it was the reason I didn't get the job."

Alanah, who resides at home with her mum and dad, submitted her application for the trainee role last December. Despite nailing the application form, it seems she hit a snag when asked "is your car under 10 years old" and she marked "no".

Alanah commented: "If I hadn't got onto the shortlist because I didn't have the skills then fine but to be told it's because of the car I drive is a kick in the teeth.

"It's hardly an old banger and I keep it really clean inside and out.

"I'm only young so an older car was all I could afford. Obviously if I got the job I could save for a newer model but I need the job first.

"I finished my A-Levels and just didn't want to go to university and saddle myself with tens of thousands of pounds of debt.

"I wanted to get out into the world and really want to have a career in property but I've literally crashed at the first turning.

"It's really frustrating."

Danielle Parsons, employment partner at law firm Irwin Mitchell, stated that the car policy highlighted the obstacles young people encounter in the job market.

She expressed: "I'm concerned that this policy may disproportionately exclude younger less affluent applicants from applying for this job, particularly as this is an entry level position and job vacancies are currently few and far between.

"The response from haart doesn't point to any alternatives to this sort of blanket ban."

A spokesperson for haart responded: "It's extremely important that people who work for us use reliable vehicles for their own personal safety particularly where they travel many miles each day and often work alone.

"Evidence from motoring organisations shows that the likelihood of mechanical problems increases as vehicles get older.

"For that reason, and in line with many organisations that require staff to use their own cars for work purposes, our policy is that vehicles should normally be under 10 years old." more

  • Pro essay

    2
    1d

    It's crazy storyline... Worth listening

  • Steward Tony Pacheco

    68
    4d

    The reputation of firm is number one, the vehicle insurance terms is number two, the ability to negotiate an alternative if hired is number three....

    Ask for the position, offer to upgrade vehicle if the position is in line with a positive interview.

    Do this with confidence and commitment. The Boo Hoo story does not resonate well with movers & shakers!

    It never does and it never will!

    The other mistake was to post this drama online, already posing negative views towards a prospective employer (which you named) for all eyes to see.

    THINK! This is business, not a personal attack on you!

    Leave the emotion at home!     more

Career development

 1d

CUNY adds career work to classrooms


When I had the chance to hire a student to work in my research lab at Hunter College, I noticed a trend. While all were prepared to do the work, fewer were prepared to land the job. It wasn't that the students lacked accomplishments. It was that success in the classroom wasn't translating in the interview process.

Our students needed help presenting their skills, communicating what they had... learned on their résumés and identifying careers they would be qualified for.

To do that, our human biology program received city funding through the CUNY Inclusive Economy initiative to recruit new staff to work closely with our students to improve their career-readiness.

Under the initiative, Hunter's human biology program was assigned two dedicated staff members. The integrated academic and career adviser works with students to determine what skills they're missing -- whether it's interview prep or resume format -- and what they might need in their careers. The industry specialist was tasked with keeping a pulse on the needs of employers.

Almost two years later, and the program has been a gamechanger, one that offers important lessons at a time when higher education is grappling with public skepticism about the value of a college degree. For instance, employers said our students weren't leveraging Microsoft Office software to their full potential so we incorporated use of these tools in class assignments.

Our integrated adviser was able to arrange one-on-one interventions to help students practice their sector-specific interviewing skills and craft their résumés.

The next chance I had to hire a student, it was clear which of them had worked with our integrated career adviser. They could better explain their experience. Since July, our team has connected more than 120 students to jobs and internships, out of a cohort of 200.

My fellow professors appreciate what this work can do for our students. We want to see them succeed, but our roles typically focus on the academics. This can leave a gap between what we teach and preparing students for the workforce.

We have 200 spots in the CUNY Inclusive Economy initiative and more than 600 additional students in our human biology program are interested in being part of it. Demand will only grow as more students hear about how successful this has been. In fact, we've received inquiries from high school students who plan to choose our major at Hunter College because of what we offer.

I was excited when CUNY announced that it will make this kind of support more broadly available across the university system.

CUNY Beyond, as it's called, will integrate career preparation and work experience supports -- much like what we've been able to offer through CUNY Inclusive Economy -- into every undergraduate degree program.

With this new effort, that conversation will start with students as early as high school and leading into freshman orientation. Advisers will be empowered to walk students through the non-academic steps they need to take to be prepared for different jobs in their fields, all the while making sure that they are up to date on their skills.

Expanding access to paid internships and apprenticeships early in students' academic journeys will further set them up for success.

As educators, if we want to make sure that we can continue to meet that demand for talent, initiatives like CUNY Beyond have potential to achieve just that.

Rothman is a professor of anthropology and director of the human biology program at Hunter College. more

Career development

 1d

They Lied To Us About Having It All, And It's Costing Us Our Children


They Lied To Us About Having It All, And It's Costing Us Our Children

The women who followed every rule, hit every milestone, and built every résumé are now the ones crying in fertility clinic parking lots, and it's time someone said why.

I was in elementary school the first time I heard it. "Girls can do anything." The poster in my school hallway showed a little girl, fists on hips, staring... down the world like it owed her something. "Girl power!" "The future is female." The messaging was everywhere -- in my classroom, on merchandise, in the TV shows that told us we were destined for boardrooms, not bassinets.

Love and family? Those were for women who gave up. Who settled. Who betrayed the sisterhood.

I believed it. We all did.

I grew up in the nineties, came of age in the aughts, and hit my twenties during the golden age of the girl boss. Sheryl Sandberg told us to "lean in." Beyoncé sang about running the world. Every magazine cover, every TV show, every commencement speech hammered the same point: your career is your identity. Your womb can wait. Marriage is a trap. Babies are a detour.

So we did what we were told.

We climbed. We hustled. We put off dating "seriously" because who has time for that when there are careers to chase? We dated the wrong men because the right ones wanted families, and families, we were assured, could come later. After the corner office. After the book deal. After we'd become someone.

As I shared in my article last week for Evie, I was twenty-six when I fell in love with a divorced father of three. He was kind, steady, and clear: no more kids. I told myself it was fine. I didn't need to be a mother. I could be the cool stepmom. The career woman who chose differently. I could still be significant. I was very influenced by the modern feminist messaging.

Years passed. Perspectives changed. We realized we were in different life chapters and my fiancé was worried I'd resent him in the future for not giving me children of my own. The relationship ended. Now I'm in my thirties, single, and suddenly, terrifyingly aware that the future I'd dreamed of as a girl might not show up.

Last week the internet lost its mind over Brad Wilcox's piece in Compact. The sociologist laid out the data with the cold precision of a coroner: women who reach thirty without starting a family have roughly a fifty-two percent chance of ever having children. Not great odds. Not the odds we were sold.

The outrage was immediate. "How dare he?" "Misogyny!" "Stop telling women when to have babies!"

But here's the thing no one wants to say out loud: the people sounding the alarm aren't the villains. The villains are the ones who spent decades lying to us.

They lied when they said fertility is a light switch you can flip at thirty-five. They lied when they told us egg freezing was a reasonable Plan B instead of an expensive, low-success Hail Mary. They lied when they painted motherhood as the thing that would limit us instead of the thing that would give us purpose deeper than any title or expensive handbag.

France just did something radical. They're sending letters to every twenty-nine-year-old in the country, men and women, reminding them that biology doesn't negotiate. That the window is real. That "later" has a terrifying habit of becoming "never."

The French are being called fascists for it. I call it mercy, because I've seen what happens when we don't get the memo.

I have a friend who turned forty and decided to freeze her eggs "just in case." At the clinic, the nurse looked at her with something between pity and exhaustion. "Hunny, you should've done this years ago." My friend cried in the parking lot. She'd believed the magazines. The Instagram influencers. The celebrities who announced their first pregnancy at forty-two like it was no big deal. She thought she had time.

Another friend was one of the best editors in Hollywood. By thirty-five she'd won awards, had the big office, the assistant, the recognition. She also had the creeping realization that the life she actually wanted -- a husband, kids, Sunday dinners -- was slipping away. She started dating men she didn't even like, just to try to make it happen. At thirty-nine, her two-year relationship imploded. She called me in tears. "I put my career first because that's what we were supposed to do. Now yeah, I'm at the top of my game, but I've lost the only thing I actually wanted."

A third friend is in her thirties, married, and has been trying to get pregnant for two years. Every failed round, every negative test, every well-meaning "have you tried relaxing?" from people who don't understand. She said to me, voice cracking, "They lied to us. They told us it would be easy. Why did they lie?"

I hear versions of this story constantly. In DMs. In coffee shops. In the group chats where millennial women gather to compare notes on the lives we were promised versus the ones we're living. The successful ones who cry in their luxury apartments. The now-older ones who froze their eggs and have a slimmer shot at a live birth. The ones who say, "I don't regret my career, but I regret believing it was the only thing that mattered."

And here's the part that makes me uncomfortable to say: I'm in that camp too.

I may still get to be a mother one day. But I'm also a realist. The choices I made -- the years I spent telling myself I didn't want children of my own, I'll just be the best stepmom, chasing the wrong kind of significance -- might mean that prayer goes unanswered. And that grief is real. It's not theoretical. It's the empty nursery I walk past in my mind every single day.

For years I've spoken out against the female victimhood mentality. I still do. Believing you're doomed because you're a woman is the fastest way to become exactly what you say you are. But if we're going to talk about victims, let's be honest: a generation of women were victims of the most successful propaganda campaign in modern history. We are victims of "girl boss" feminism.

We were told that traditional womanhood was oppression. That wanting a husband and babies was basic. That prioritizing love over status was weak. That our bodies were inconveniences to be managed, not miracles to be celebrated.

And now we're shocked that so many of us are alone, childless, and devastated.

This isn't about shaming women who chose differently. Some women genuinely don't want children, and that's their business. Women having choice was the supposed goal of women's liberation after all. This is about the millions who did want them -- who still do -- and were never told the truth about what it would cost to wait.

The data is brutal. Fertility declines sharply after thirty. Miscarriage rates climb. The chance of abnormalities skyrockets. Yes, there are miracles. Yes, science can do incredible things. But miracles aren't a business model. And "you can have it all" was never a promise. It was a sales pitch.

I'm tired of watching my friends mourn the children they'll never hold. I'm tired of the gaslighting that says pointing this out is "anti-woman." Telling women the biological reality of their own bodies isn't misogyny. It's the opposite. It's love. It's the kind of love our mothers and grandmothers used to give before we decided feelings mattered more than facts and self, status, money, and power mattered more than nurturing others.

We owe the next generation better. We owe them the truth that career is wonderful but it will never love you back. That status is fleeting but loving your children is eternal. That the most significant thing most of us will ever do isn't closing a deal or becoming famous -- it's raising human beings who know they are loved.

We owe them the warning we never got: the window is real. The clock is ticking. And no amount of girl-boss mantras can stop it.

If France can send letters, we can at least start telling the truth in our culture. In our schools. In our families. In the conversations with our younger sisters and nieces and the girls scrolling TikTok and Instagram thinking they have forever.

Because they don't. And neither did we.

It's not too late to change the story. But it is late. Later than we were ever told. And the women waking up in their thirties and forties with empty arms and full résumés deserve to hear, finally, what no one had the courage to say when it still could have made a difference: We were manipulated and lied to.

And the cost could be our children. more

Anonymous member


Career development 1w
Hi! People at work look at me like I’m crazy or from another planet. When we collect money for someone’s birthday, people usually ask for simple things like a toaster or a frying pan. But I said I’d like an art book. I’ve wanted one for a long time, but I can’t usually afford it, so I thought it would be a nice group gift.
Some people didn’t like that. They said it’s a waste of money and now they... look at me strangely.
Should I try to change their minds, or just let them keep dreaming about frying pans? Thanks

 more
1   

  • Steward Tony Pacheco

    1d

    Gee, who's the ringleader of that committee? HR issue for hostile environment?Get Them Your Own Gift. 1/2 price books, good will, etc. It's Not Part... Of Your Job Description.  more

  • Michelle Bolton

    3d

    In that case, everyone should be able to add their opinion on what type of gift to purchase. Maybe writing on a piece of paper your thoughts on a gift... idea and pull from a hat, basket, jar or whatever is available. Especially with a group of people. No stale gifts desired. Thought (It would be great if we switched up the thought process of gift giving for the employees. Everyone writes their idea and someone who is voted on to pick, picks the best maybe 2 out of three choices and gifts should be under a certain amount. How does that sound? It would give others an opportunity to feel their gift ideas are special and meaningful.) This is something I would say. Or I would say it a different way but still have the chance to switch the gift ideas received.  more

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Career development

 2d

A Woman Was Called 'Inconsiderate' For Trying To Shake A Job Interviewer's Hand


A woman had a strange experience when she tried to shake a job interviewer's hand, but was told she did not have consent to do so. Now, she is trying to make sense of the bizarre experience and if, in fact, shaking hands is an act that requires consent.

Interviewing for a job is incredibly stressful. There's a lot on the line, and you want to put your best foot forward. One woman believed she... was doing just that until the interviewer let her know that her completely normal behavior was apparently unacceptable.

The woman named Lauren, known as @scratchqueenlauren on TikTok, shared her bizarre job interview experience."I just had the craziest thing happen to me in a job interview that's, like, ever happened to me," she said in a video.

She described the job as a "pretty simple full-time office job." She stated that she had already completed one interview over the phone and was asked to come into the office for a second, but things felt off from the beginning.

"It's a lady. When I go to meet her, she's very, like, standoffish," she said. The two then had an awkward conversation in which the interviewer asked Lauren questions about how she handles workplace drama.

At the end of the interview, Lauren prepared to do the customary thing and shake the other woman's hand, but it didn't go well."I go to, like, put my hand out to shake her hand, like, 'Thank you for meeting me,' and she goes, 'Don't touch me' ... She's like, 'I don't give consent for you to touch me,'" Lauren said.

She tried to explain that she didn't actually touch the woman and just wanted to extend a kind gesture. "'I didn't touch you,'" she said. "'I'm just trying to shake your hand to thank you for meeting with me.'" The woman's response shocked Lauren. "She was like, 'That's very inconsiderate of you.'"

Lauren was so upset by the interview that she decided she no longer wanted the job, although she doubted the woman would call her about it anyway.

Lauren made a second video to update viewers and answer some questions she had received. "The position I was applying for was actually for a construction company," she explained.

Lauren stated that many people commented on her first video and recommended that she report what happened to her to the company's human resources department. However, that might have led to an even stickier situation.

"When I researched the company on who I needed to reach out to regarding what happened, the HR director has the same last name as the woman I interviewed with yesterday," Lauren said.

At first, she ignored the strange coincidence and sent the email anyway. Then, she decided to do a bit of sleuthing and discovered the HR director was the daughter of the woman she had interviewed with. "My email is probably going to be laughed at and disregarded completely," she lamented.

Handshakes are a regular part of job interviews, even used by recruiters to gauge candidates. According to Indeed, "When you first meet a professional employer, you often greet them with a handshake ... Your handshake can actually leave a significant impression on a hiring manager."

If handshakes are such a typical part of the interviewing process, it seems exceptionally strange that this woman would not want to shake hands. And, even if she did not wish to, there was probably a kinder way she could have informed Lauren of that.

This interaction was undoubtedly a red flag, and she's probably better off looking for a job elsewhere. more

  • Steward Tony Pacheco

    68
    1d

    It's Pretty Simple Corporate Etiquette To Always Wait For The Interviewing Manager To Offer Their Hand First If You're Coming In Like An Employee. If... You are Dynamic & Will Be Contributing As A Team Member Than By All Means Offer Your Hand Because You Are A Professional, Not A Subordinate.

    When Remarks Like What Was Shared With You Pop Up, Just Smile & State, "Well I Am Interviewing Your Company As Well. I Am Sure You Understand?"

    You Are A Leader & Another Leader Will Recognize That Tid-bit About You. A Manager Would Not And Unfortunately Could Not.     more

James Savitsky


Career development 4d
Hi everyone! I was recently promoted to head of a department and I think I’m a pretty easygoing boss. I always listen to my team and try to help them. The only thing I really expect is that the work is done perfectly by the deadline. Is that so hard? Am I asking too much? Why do my employees work so slowly and poorly?
1   

  • Steward Tony Pacheco

    1d

    That Is The Difference Between A Manager Mindset And A Leader's Mindset. Your Employees Will Jump Hoops If You Lead Them, Not Manage Them. Start On... You Personal Development Training ASAP.

    John C. Maxwell Material Is Available In Books, Video & Training. Share What You Learn In Meetings With Your Team. Get Everyone Involved In The Growth Of Their Work Ethic & Corporate Pride. Anyone Can Manage, But Team Members Follow Leaders.
     more

    1

  • Anthony Wambua

    2d

    As a former PM. I learnt by engaging with my expectations, work systems, staff and internal programmatic deadlines, you get a complete picture.... Through dialogue, consultations, and brainstorming, seek to understand the operational rationale of each of the quadrants mentioned above. If not, you will become a bully. Expectations will be met but at a cost of staff morale, discontentment, discomfort, etc etc. Seek to understand the system first before setting standards.  more

    1
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Career development

 2d

Experts share 5 ways to come out of a job interview rejection feeling like a winner


Job interviews can be equal parts anxiety-inducing and exciting. A new opportunity, and possibly a different future, can await. Then, after the interview, you check your inbox: "We regret to inform you..." "Unfortunately, while your qualifications were impressive..." "We've decided to go in another direction at this time." Rejection after an interview can feel defeating. However, there are ways... (and reasons) to feel like you've won anyway.

Several career experts and job search professionals spoke to Upworthy to share their advice on managing the emotions that come with job rejection. They also offered tips and data to boost your confidence and help you return to the job search feeling like a winner. Here are five of their recommendations.

"Give yourself permission to feel how you feel," said career coach Dante Rosh. "If you're feeling rejected, feel rejected. Acknowledge the feeling, but don't allow yourself to sit in it too long. Put a timer on your pity party. This may sound like, 'I'm going to feel bad for the rest of today, but tomorrow is a new day and I'm going to continue my search.'"

"Rejection after a job interview can be challenging, but the most important thing you can do is protect your mindset," said Jasmine Escalera, a career expert for LiveCareer. "Take a moment to pause, breathe, and step away instead of rushing right back into applications. So many candidates push through without processing it, but giving yourself that space supports your mental and emotional health. And when you do that, you come back stronger, more grounded, and more resilient for the remainder of your search."

Ellen Raim, a former chief human resources officer turned career advisor, said the job market is difficult. She shared data showing that it can take 50 applications to get a job interview and 200 interviews to land a job. She encouraged new job seekers to keep going.

"In today's market looking for a job is like being in sales. Good salespeople know they won't close every deal," said Raim. "On the hard days, remember: every effort you have made counts; you're closer than you were yesterday. You have a great product. You will make the sale; keep going."

"Rejection has a finite time frame," said Lacey Kaelani, CEO of job search engine Metaintro. "According to our data, the average number of applications received for any position is in the approximate excess of over 250. Reaching the interview stage could mean that an applicant is in the top 2% of all applications. That in itself is a win."

"Reframe your negative thoughts," said Rosh. "While we can't always control what thoughts pop into our heads, we can control the power and energy we give them. Instead of accepting 'I'm unhireable' as fact, try reframing it. 'My mind is telling me I'm unhireable and I'm working on not buying into that.'"

Peter Franks, a former executive search firm headhunter who's currently the editor at No Latency, said to focus on the facts of the situation rather than ruminate on the rejection.

"As humans, we're naturally competitive and want to succeed," said Franks. "Being rejected hurts our pride but it's worth remembering that only one person can win any recruitment process. If you apply for a role and get invited for an interview, you've already beaten 80%+ of the market. If you make it to the second or third interview, you've probably surpassed 90% of the candidate pool."

In short, if you don't get a job offer after a third interview, you didn't lose 0-1 -- you won 2-1. This reframing could lead to a 3-0 win in the future.

Lucas Botzen, a human resources manager and CEO of Rivermate, recommended writing down three moments in which candidates felt confident, thoughtful, or had a strong rapport with the interviewer. Botzen said this shifts the focus from what could have gone wrong to what went right. He also recommended keeping a log after every interview.

"Write a skills success log for each interview," Botzen said. "This is a log that should record not only what worked but also what [the interviewee] learned about themselves and their skills."

Writing down what you did right helps you see the wins you've achieved and offset any feelings of loss.

"After being rejected for a job, the best thing you can do is send the hiring manager a brief thank you note with a question about how you can improve your resume or skills to 'hopefully' land a job at that company one day," said Kaelani. "You might end up receiving an answer that provides insight."

While this advice is typically recommended as a courtesy, it's not just about professionalism. It also allows you to get the last word.

"By sending a thank you note to the interviewer in which you reference an idea that you discussed during the interview, you are taking control of the situation," added Botzen. "This gives you a sense of power and professionalism, even if the company decided to go in another direction."

Rejection is common. While it hurts, these insights can help job seekers feel better, knowing that landing a job is not a question of "if," but "when." more

Career development

 2d

The AI Startup That Wants to Kill the Job Interview -- And Rebuild Hiring Around DNA Tests and Vibe Coding


Anton Osika doesn't believe in résumés. He doesn't believe in traditional job interviews either. The 28-year-old founder and CEO of Lovable, a Stockholm-based AI startup that lets users build software applications by describing what they want in plain English, has constructed a hiring system so unusual it reads like a manifesto against conventional talent acquisition.

His company is growing at a... pace that makes most venture-backed startups look sluggish. And the way he's building his team is as unconventional as the product itself.

Lovable reached $25 million in annual recurring revenue within just three months of launching, according to Business Insider. It hit $50 million ARR by month five. The company now has roughly 100 employees and continues to hire aggressively -- but on terms that would make most HR departments deeply uncomfortable.

Osika's hiring philosophy centers on what he calls "founder DNA." Not a metaphor. He means it almost literally. Every candidate goes through a process designed to identify a specific psychological and behavioral profile: people who think like founders, act like founders, and -- critically -- don't need to be managed like employees.

Founder DNA: The Personality Test That Replaces the Interview

The concept is deceptively simple. Osika wants every person at Lovable to operate as if they own the company. Not in the equity-vesting, stock-option sense that Silicon Valley has long used as a carrot, but in the operational sense -- taking initiative without permission, making decisions without consensus, and treating the company's problems as their own.

To find these people, Lovable has built a multi-stage hiring process that filters ruthlessly. Candidates don't just submit applications. They complete what the company describes as "founder-mode assessments" -- open-ended challenges that test how someone thinks when there's no clear instruction, no rubric, and no right answer.

One example: candidates might be given a vague product problem and 48 hours to come back with a solution. Not a presentation. Not a slide deck. A working prototype, a strategic plan, or a concrete proposal that demonstrates they can move from ambiguity to action without hand-holding.

The interviews themselves, when they happen, are structured around behavioral signals that Osika and his team have identified as predictive of founder-like behavior. Have you started something from scratch? Have you failed publicly and kept going? Do you default to asking for permission or forgiveness?

Short answers matter more than polished ones.

"We're not looking for people who are good at interviewing," Osika has said. "We're looking for people who are good at building."

This philosophy extends to how the company is structured internally. Lovable operates with minimal hierarchy. Teams are small, autonomous, and expected to ship fast. There are no lengthy approval chains. The assumption is that if you've passed through the hiring filter, you don't need oversight -- you need runway.

It's a model that borrows heavily from the ethos of companies like Stripe and early-stage Shopify, but pushes the concept further. Where those companies maintained traditional management layers as they scaled, Lovable is betting it can maintain a flat, founder-driven culture well past 100 employees.

Whether that bet pays off at 500 or 1,000 employees remains an open question. Flat organizations have a well-documented tendency to develop shadow hierarchies -- informal power structures that are often less transparent and less equitable than the formal ones they replace. Valve, the gaming company, famously operated without managers for years before quietly acknowledging that the system created its own problems.

But Osika appears unconcerned with precedent. His company is building a product that challenges fundamental assumptions about who can create software. It makes sense that he'd challenge fundamental assumptions about who can build a company, too.

Vibe Coding and the Collapse of the Technical Hiring Moat

Lovable sits at the center of what Andrej Karpathy, the former Tesla AI director and OpenAI researcher, dubbed "vibe coding" -- the practice of building software not by writing code line by line, but by describing desired functionality to an AI system that generates the code for you. The term, which Karpathy coined in early 2025, has become shorthand for a broader shift in how software gets made.

The implications for hiring are profound. If AI can generate functional code from natural language prompts, the traditional premium on deep technical expertise -- years of experience in specific programming languages, computer science degrees from elite universities -- starts to erode. What matters instead is taste. Product instinct. The ability to articulate what should exist and why.

This is precisely the kind of person Lovable's hiring process is designed to surface. Not the best coder. The best thinker.

The vibe coding movement has accelerated rapidly in recent months. Tools like Lovable, Bolt, and Replit have gained significant traction among non-technical founders, designers, and product managers who previously couldn't build software without hiring engineers. Y Combinator reported that a notable percentage of its recent batch included startups where much of the initial codebase was AI-generated.

For Lovable specifically, this creates a fascinating recursive loop: the company's own product reduces the need for traditional software engineers, and its hiring process reflects that same philosophy internally. Osika has been open about the fact that not everyone at Lovable is a traditional engineer. Many come from product, design, or even non-tech backgrounds -- people who understand what users need and can work with AI tools to build it.

This doesn't mean Lovable has no engineers. It does. But the engineering team's role looks different from what you'd find at a conventional SaaS company. They're building the AI infrastructure, the underlying models, the platform architecture. The product surface -- what users interact with -- is increasingly shaped by people whose primary skill is judgment, not syntax.

It's a division of labor that may preview how many software companies will operate within a few years.

The broader industry is watching closely. Cursor, another AI-powered coding tool, has also seen explosive growth. GitHub Copilot, backed by Microsoft, continues to expand its capabilities. Amazon's CodeWhisperer, Google's Gemini Code Assist -- the list of entrants grows monthly. But Lovable's positioning is distinct: it targets people who have never written code at all, rather than augmenting existing developers. That's a different market with different dynamics.

And it demands a different kind of team.

The Risks of Building a Company Like a Cult

There's a fine line between a high-performance culture and an exclusionary one. Critics of founder-mode hiring argue that it systematically disadvantages people who don't fit a narrow archetype -- typically young, unattached, willing to work extreme hours, and comfortable with ambiguity to the point of chaos.

That profile skews male. It skews toward people without caregiving responsibilities. It skews toward those with financial safety nets that allow them to take risks without catastrophic consequences. When you select for "founder DNA," you may be selecting for privilege as much as aptitude.

Osika has pushed back on this characterization, arguing that founder DNA is about mindset, not demographics. He points to the diversity of backgrounds among Lovable's hires -- people from different countries, different industries, different levels of formal education. The company is headquartered in Stockholm but hires globally, and Osika has emphasized that geographic and educational pedigree are irrelevant to his process.

Still, the proof will be in the data. As the company scales, the composition of its workforce will either validate or undermine the claim that founder-mode hiring can be genuinely inclusive.

There's also the question of sustainability. Companies built around intense, founder-like energy from every employee tend to burn bright and fast. The early returns at Lovable are extraordinary -- $50 million ARR in five months is a number that would make most enterprise software companies envious. But maintaining that velocity requires maintaining that culture, and culture is the first thing to fracture under the pressure of rapid scaling.

Osika seems aware of this. In interviews, he's spoken about the importance of hiring slowly even when growth demands speed -- a tension that every fast-scaling startup confronts but few resolve gracefully. His solution, so far, has been to make the hiring bar so high that the people who clear it are self-sustaining. They don't need culture to be maintained for them. They are the culture.

It's an elegant theory. The next 18 months will determine whether it's also a practical one.

The AI-powered development tool market is projected to grow substantially through the end of the decade, with some analysts estimating it could reach $30 billion or more by 2030. Lovable, with its early traction and unconventional team-building approach, is positioned as one of the most closely watched companies in this space. But position isn't destiny. Execution is. And execution, ultimately, comes down to people.

Which brings everything back to hiring.

Osika is making a bet that the best way to build a company in the age of AI is to hire people who don't need a company -- people who would build something on their own if they weren't building with you. It's a philosophy that inverts the traditional employer-employee relationship. The company doesn't offer stability. It offers leverage -- in the mechanical sense, not the corporate jargon sense. A place where individual effort gets multiplied by AI tools, small teams, and minimal bureaucracy.

Whether that model can sustain itself through the inevitable challenges of scaling -- competition, regulation, market shifts, internal politics -- is the central question hanging over Lovable's future. So far, the answer has been an emphatic yes. But "so far" is a short timeline in a fast-moving market, and the companies that look invincible at $50 million ARR are not always the ones that reach $500 million.

What's undeniable is that Osika has articulated a vision for hiring that resonates deeply with a generation of builders who feel constrained by traditional corporate structures. The founder DNA concept, for all its potential blind spots, captures something real about what it takes to build in uncertain conditions with imperfect information and limited resources. That's not just a startup skill. Increasingly, it's the baseline requirement for anyone working in technology.

And if Lovable's growth trajectory holds, the company won't just be a case study in AI-powered software development. It'll be a case study in whether you can scale a company by refusing to hire anyone who thinks like an employee. more