Career development

 22h

I got laid off from IBM over 2 years ago and I'm still unemployed. I don't want my kids to feel like anything is wrong.


This as-told-to essay is based on a conversation with Fatema Ali, a job seeker in her 30s who lives in Texas. She previously worked for IBM as a project manager before being laid off in 2024. The following has been edited for length and clarity.

In early 2024, I began to worry that my time at IBM could be coming to an end.

I was a delivery project manager based in the Dallas area and had been... working remotely since joining IBM in 2018. That January, IBM announced that all US managers would be required to report to an office or client location at least three days a week or risk losing their jobs. There was an office about 15 minutes from my home, and I started going in regularly.

In February, my manager started warning me that broader layoffs could be on the horizon. By the time I was laid off in April, I wasn't completely surprised.

More than two years later, I'm still looking for full-time work.

My husband and I were suddenly both out of work at the same time

What made the layoff more difficult was that a few months earlier, my husband had left his job to pursue a startup idea that wasn't yet generating income. We had three children to support, and suddenly neither of us had a traditional full-time job.

One thing working in our favor was that we had already paid off our house. That gave us some breathing room and relieved some financial pressure.

Even so, there was a lot of financial uncertainty. We cut back where we could and tried to live more simply, including traveling less with the kids. For a period, we were largely living off savings and the severance I received, which amounted to about three months of salary.

I started looking for work immediately, both inside and outside IBM. There was one promising internal opportunity I applied for, but it would've required me to move to North Carolina. I had recently bought a home in Texas, had family nearby, and didn't want to uproot my three children.

Instead, I focused on finding opportunities closer to home, primarily in project and program management, while also applying for roles in higher education, nonprofits, and government.

The job search feels harder than it did during the Great Recession

When I graduated from college in 2008 during the Great Recession, the job market was difficult. Looking back, it almost feels like a walk in the park compared with what I've experienced over the last two years. Back then, I was getting more interview opportunities.

One of the most frustrating parts of the process has been dealing with applicant tracking systems. I have dozens of résumé versions for different roles because I know résumés can be filtered out if they're missing the right keywords. It feels like strong candidates can be overlooked before anyone has a chance to review their experience.

I can spend hours tailoring an application and never speak with a human recruiter. It's become a nightmare.

I try to reach out to people in my network. If I see a mutual connection who works at an organization where I'm applying, I'll try to reconnect with them directly. Simply applying online without a referral has become one of my least effective job-search strategies.

I've landed a few interviews over the last two years and have made it through multiple rounds with some employers. In many cases, companies ultimately chose an internal candidate or someone with more experience in a specific area. Occasionally, I check LinkedIn to try to figure out who ended up getting the role based on their title and start date.

I've tried to make the most of my time away from work

While I've been looking for work since my layoff, I haven't always been consistent with my applications. I spent time helping my husband with his startup and devoted a lot of time to caring for my youngest child.

Last year, my husband decided to focus less on his startup and return to the workforce, landing a new job in November. That provided some financial relief for our family.

As my children have gotten older, I've also had more freedom to focus on my career again. By the middle of last year, I became much more consistent with my job search.

While I'm still looking for work, I've scaled back my job search somewhat in recent months to spend more time pursuing projects with my husband, notably P1loop, an app we launched together. My husband used his experience as an iOS developer to help build it.

The app is designed to help teams communicate about urgent operational issues. It isn't generating any income yet, but we're hopeful. My layoff experience has forced me to rethink stability, take a risk, and try to build something meaningful from scratch.

The biggest lesson I've learned is patience

I've been working since I was 19, and I'm looking forward to returning to work.

My job search has been stressful, but I didn't want that pressure to show on my face. I don't want my children to feel like there is anything wrong. I want to carry on with the day and stay grounded as best as I can.

Being unemployed hasn't felt like much of a break. When you're dealing with financial uncertainty, caring for children, looking for work, and trying to build something new, your mind is always racing.

My best advice to anyone going through this is to stay patient, whether you've worked really hard and things are going exactly the way you hoped, or things aren't falling into place yet.

While I'm still looking for the right opportunity, I've learned the importance of staying the course. more
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  • Debbie Satterfield

    3h

    I am in the same unemployed, physical, mental and financial situation for greater than a year. I've become numb to the rejection emails. Some days I... think it would be easier to get admitted to a mental institution.  more

  • Christine Toma

    2
    10h

    Continue being patient for it pays.

    1
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Career development

 1d

Common interview questions and how to answer them


Knowing what to expect in a job interview is half the battle. Here is how to answer 10 of the most common interview questions with confidence.

Job interviews can be both exciting and nerve-wracking. Most of the time, you walk in not knowing what to expect. While every interviewer has their own style, most draw from the same pool of questions.

We looked through leading job boards and career... platforms to bring you the ten most common interview questions, plus a bonus, and how to answer each of them well.

One piece of advice came up consistently across every source: use the STAR method. It stands for Situation, Task, Action, and Result, and is a simple but effective framework for structuring answers to behavioural questions. Here is your study guide.

"Tell me about yourself"

The undisputed number one question. Interviewers are not looking for your life story, and they do not want you to recite your entire resume either. The purpose of this question is to understand, quickly, why you are the right person for the role.

Tailor your answer to this position, highlight relevant experience and skills, and touch on personality traits that suggest you would fit well into their culture.

A useful formula for answering this question is to follow the "present, past, and future" order. Start by talking about your current role, what you do and one notable achievement, then give some background on how you got there and any other relevant experience. Finally, talk about what you are looking for and why this specific role interests you.

"What are your greatest strengths?"

An employer wants to hire someone who knows what they bring to the table, so this is your chance to show you are capable of self-reflection. Narrow it down to at most three strengths. Pick one or two skills that will help you excel at the job and one or two personal traits that speak to who you are as a team member.

Every strength should be backed by a specific situation or story that shows how you have applied it at work.

It is not enough to just say you are great at problem-solving without any evidence. Talk about a time you faced a real challenge, how you stayed composed, the steps you took, and how you still delivered what was needed.

"What is your greatest weakness?"

Similar to the previous question, but this one requires a little more careful thought. Your weakness should be truthful, but it should not be something that would affect your performance in this role or be a poor reflection of your character.

Like your strengths, every weakness should be backed by a specific, self-aware narrative, followed immediately by what you are doing to address it. If you have a tendency to overcommit, explain how you have improved by prioritising tasks and delegating when needed.

If public speaking makes you nervous, acknowledge that it is an important skill in most careers and share that you have been building confidence by volunteering to lead internal team updates. Showing active growth is what matters most.

"Why do you want to work here?"

This question reveals whether you have done your homework. Interviewers want to know if you understand the specifics of the position, have genuinely considered whether your skills and experience are a good fit, and that their company is truly somewhere you want to be.

Saying you admire the brand is not enough. Name something specific about the company's mission, values, or product that genuinely resonates with you, and connect it to your own experience and expertise.

A strong candidate does not just explain why the company is a good fit for them. They use this question as an opportunity to show what they can bring to the organisation.

"Why should we hire you?"

This is your pitch moment. Describe your personal value proposition, how you can contribute to the company and why you are well-equipped to do so. Tie your answer to the company's needs rather than your own career goals, and tailor it to the specific role you are applying for.

A useful structure is to combine a creative skill, an analytical skill, and a proven result. Together, these three things can make a strong case for why you are the right person for this team.

"Where do you see yourself in five years?"

Your answer here has to be anchored to the role you are interviewing for. Avoid talking about moving into a completely different field, starting your own business, or anything too personal, as it signals low commitment.

Interviewers want to see a willingness to learn, grow within the company culture, and develop relevant skills over time.

A good formula is to describe a short-term goal tied to excelling in this role, followed by a longer-term vision, such as a leadership or more senior position in the field. Weave the company you are interviewing for into that vision, so it feels like a natural next step rather than just another job.

"Why are you leaving your current job?"/"Why did you leave your last role?"

This is a favourite question amongst interviewers as it reveals a candidate's true motivations and provides genuine insight into what drives them. Be honest if you left due to company restructuring or had to take time off, but keep it brief and move quickly into why you are excited about this next step.

The most important rule is to never speak negatively about a former employer, manager, or team, no matter the circumstances.

It reflects more negatively on you than them. Frame your departure as an opportunity to seek growth and new challenges, and focus on what you are moving towards rather than what you are leaving behind.

"Tell me about a challenge or conflict you've faced at work, and how you handled it"

The STAR method is key here, as it keeps your answer focused and results-oriented. Set the scene and explain the problem quickly, but spend more time on how you resolved it.

Include a concrete result if relevant, and mention what you would do differently next time, as it shows an openness to learning.

Interviewers are mostly looking for evidence that you are willing to face difficult issues head-on, that you have a clear train of thought when it comes to problem-solving, and that you make an attempt at resolution rather than avoiding conflict altogether.

"Describe a time you were successful on a team"

The STAR method is useful here again. Interviewers are looking for structured answers that demonstrate your ability to communicate, delegate, and collaborate effectively. Come prepared with a specific example that does all three.

A good answer should name the team and the shared goal, then explain your specific role and contribution. Describe how you maintained clear communication across the group, and close with a concrete result that the team achieved together. more
1   

  • Amos Sichamba

    10h

    Insightful information to build confidence in the interviews and how to answer the questions. Thank you

Career development

 1d

HR expert urges people to always lie about 1 thing in job interviews


Anna Papalia has shared the one question you should always lie about when interviewing for a job

An author who specialises in successful job interview techniques has revealed precisely what to say when posed with a very particular question - but people remain unconvinced.

It's crucial to bear in mind when attending a job interview that, while the employer is attempting to determine if you're... suitable for the position, you are also assessing them.

One aspect that frequently catches people off guard is when the conversation shifts to whether you've applied to any other firms. It may appear that the correct strategy is to tell them they're your only choice - even if this isn't accurate - but an interviewing expert has revealed that this isn't the wisest approach.

Anna Papalia, an author and public speaker, routinely shares guidance on TikTok about how best to present yourself when applying for jobs. She told her one million followers: "When you're asked in an interview, 'Are you actively interviewing?' or, 'Are you interviewing anywhere else?', there is only one thing to say."

She continued: "There is only one good answer to this question. This is the most important concept when it comes to job interviews so if you forget everything else I've ever taught you I want you to remember this one thing. The less you want it the more they want you.

"If in a job interview, you act as though you're desperate and you need this job and you want this position, it's going to pull them back a little bit. I can't explain it, it's humans, right? We want what we can't have. So the next time someone asks you 'are you actively interviewing, are you interviewing anywhere else?' You say 'yes, I am actively interviewing'. And when they ask where, you say 'I would prefer to keep that confidential'"

She added in the comments: "If you're in final rounds with another company or multiple companies, you should let that be known in the interview process. Because the principle of scarcity applies. The less your skill set is available the higher the salary you can demand. Pro tip, have a skill set that is unique and desirable if you want to get the best offer and whatever you do keep all your options open until you sign that offer letter."

Commenters were swift to share their own views, with many stating they disagreed with Anna's guidance.

One person posted: "My fav is: 'No, I'm happy with my current position. I love what I do and my team. When I saw this opening, I thought my skills matched and it was worth exploring if it's a good fit both.'"

Another user commented: "Have hired dozens of people over the years. If a candidate appears lukewarm about a position, that's a red flag."

While a further respondent added: "As a recruiter, the more a person seems to want the job, the more we give them the attention if they have the skillset and attitude." more
1   

  • ROGGERS TUMUSIIME

    13h

    I think this would not be the wisest idea you could have while on a job interview, a lot of companies seek men and women of character, lying might... boomerang in the process. besides, no one wants to be taken as a second or third option. more

  • Shem Ngatia

    1d

    HR value enthusiasm to role, less risk of flight risk so lying will only backfire

Career development

 13h

The Student Job Search Is Broken. AI Is Changing That


Imagine spending months searching for jobs, creating profiles on multiple platforms, filling out the same information repeatedly, and still feeling like you're missing opportunities.

For millions of students and fresh graduates, that's exactly what job searching looks like today.

The problem isn't a lack of jobs.

It's the way students are forced to search for them.

Every year, lakhs of... students graduate and enter a job market that is more competitive, fragmented, and fast-moving than ever before. Opportunities are scattered across dozens of platforms. Recruiters are moving faster. Hiring processes are becoming increasingly data-driven.

Yet most students are still approaching job search the same way they did years ago: opening multiple tabs, checking multiple portals, and hoping the right opportunity appears.

In 2026, that approach is starting to change.

Artificial intelligence is reshaping how students discover opportunities, connect with recruiters, and navigate their early careers.

The Reality of Student Job Search Today

Consider a final-year engineering student.

Between classes, projects, exams, placement preparation, and internships, they are expected to manage multiple job portals, tailor resumes, track applications, prepare for interviews, and stay updated on recruiter communications.

The average student is often active on several job platforms simultaneously. LinkedIn, Naukri, Internshala, Unstop, company career pages, and various referral groups all become part of the process.

The challenge isn't the effort students put in.

The challenge is that these platforms operate independently.

A role posted on one platform may never appear on another. A recruiter searching for candidates may never discover a qualified student simply because they are looking elsewhere.

As a result, students spend countless hours searching while still worrying about the opportunities they might be missing.

Why Traditional Job Search Is Reaching Its Limits

Job search platforms were originally built to function as databases.

Students searched using keywords. Recruiters posted jobs. Applications were submitted. Matches happened when both sides happened to find each other.

Today's hiring environment is far more complex.

Many opportunities are distributed across different platforms. Recruiters increasingly search for talent proactively rather than waiting for applications. Skills, projects, certifications, and demonstrated ability often matter just as much as academic qualifications.

This shift has created a new challenge: visibility.

In a crowded market, finding opportunities is important. Being discoverable is equally important.

Students who can improve both gain a significant advantage.

How AI Is Changing the Job Search Experience

This is where AI-powered career platforms are beginning to make a difference.

Instead of relying solely on manual searches, AI helps students discover opportunities that align with their skills, interests, and career goals.

Platforms like Redrob AI are designed to simplify this process.

Rather than requiring students to search across multiple websites, AI-powered systems can aggregate opportunities from numerous sources into a single experience. They can identify relevant roles even when job descriptions use different terminology than the student's search query.

More importantly, they help shift job search from a purely active process to a combination of active and passive discovery.

Students no longer have to rely entirely on finding recruiters.

Recruiters can find them as well.

What Students Are Looking For in 2026

The expectations students have from career platforms are changing.

They want:

- Better visibility into relevant opportunities

- Faster discovery of jobs and internships

- Smarter matching based on skills and interests

- Resume guidance and career insights

- Reduced time spent managing multiple platforms

The focus is no longer on applying to more jobs.

The focus is on finding better opportunities.

AI helps make that possible by reducing the manual work involved in searching and filtering through thousands of listings.

Beyond Job Listings

One of the most interesting shifts happening in career technology is that platforms are evolving beyond simple job boards.

Students increasingly expect support across the entire job search journey.

That includes:

- Resume building and optimization

- Career guidance

- Skills assessment

- Recruiter visibility

- Interview preparation

- Personalized recommendations

The goal is not simply to help someone submit an application.

The goal is to help them become a stronger candidate.

For fresh graduates entering the workforce, that distinction matters.

The Future of Student Job Search

The next generation of job search tools is not focused on helping students apply to more jobs.

It's focused on helping them discover opportunities earlier, become visible to recruiters, and spend less time navigating fragmented systems.

AI is making that possible.

As hiring continues to evolve, students who leverage smarter tools will likely gain an advantage over those relying solely on traditional methods.

Finding the right opportunity has never been easy.

But finding it shouldn't feel like a full-time job.

The future of job search isn't about opening more tabs.

It's about using technology to make better connections between talent and opportunity.

And for millions of students preparing to enter the workforce, that future is already beginning to take shape.

Smarter job search starts with better visibility.

See how Redrob AI helps students get discovered. more

Career development

 13h

People today want more than a job; they want a purpose


Mauritius is confronting a tightening labour shortage, rising workforce mobility and intensifying competition for skilled professionals, forcing companies to rethink the foundations of talent management. Recently certified Great Place To Work, Cim Finance views the challenge as extending far beyond recruitment and compensation. Kannen Packiry Poullé, Group Chief Human Resources Executive, argues... that the organisations best positioned to navigate this shift will be those capable of building cultures rooted in trust, development, wellbeing and belonging. In an interview with Bizweek, he explains why workplace culture has become a strategic differentiator in an increasingly complex and technology-driven labour market.

Mauritius is facing increasing labour and skills shortages in several sectors. How do you assess the current state of the Mauritian labour market?

Mauritius is undergoing a significant structural shift in its labour market. Skills shortages remain a tangible challenge, particularly in finance, technology and specialised professional services. However, the issue extends well beyond talent availability. We are witnessing greater workforce mobility, rapidly evolving career aspirations and intensifying competition for skilled professionals, both locally and, increasingly, on an international scale.

"What appears to be a talent shortage is often an environment and experience problem."

Employees today are placing greater weight on purpose, career development, job security, flexibility and workplace culture when making employment decisions. With over 1,200 colleagues, 46% from Generation Z and 37% Millennials, we experience this shift directly and continuously. The challenge for organisations is no longer simply attracting talent, but creating an environment compelling enough that people choose to join, remain and grow. That demands a forward-looking people strategy built on continuous learning, meaningful career pathways, inclusive culture and authentic leadership that people genuinely trust.

In your view, are companies struggling more with a shortage of talent or with the changing expectations of employees regarding work, salary, flexibility, and career growth?

The two are more closely connected than they might appear. In many instances, what presents itself as a talent shortage is, in reality, an environment and experience problem. The organisations that struggle most to retain people are often those that have not evolved their approach to match what employees genuinely value today.

Compensation remains important, but it is no longer the primary differentiator. Employees, particularly among Generation Z, are increasingly seeking meaningful work, continuous development, genuine flexibility, personal wellbeing and leadership they can trust. They want to work for organisations whose values are visible in day-to-day decisions, and not merely articulated in mission statements.

This is precisely what makes our Great Place To Work certification so significant. Earned entirely through the direct responses of our employees, it affirms that the culture we have been building is both genuine and felt. Talent management must be approached as a long-term relationship, not a transactional process. Organisations that embrace that principle will be the ones best positioned to attract and retain talent in a highly competitive environment.

You have emphasized that companies should prioritise local talent before turning to foreign recruitment. How can businesses strike the right balance between protecting local employment and meeting operational needs?

Local talent is always the starting point. The question is whether businesses are genuinely investing in that talent or simply expecting it to arrive ready-made. Investing means building proper internship pipelines, creating graduate programmes with real substance, offering structured career paths and making sure people have access to learning that prepares them for the future.

"Employees want leaders they can trust and organisations whose values are visible every day."

Our Cim Academy is central to this commitment. It is not a training catalogue. It is a career development ecosystem with structured pathways, coaching and upskilling aligned to where the business is going. Fundamentally, we begin at the foundation. Rather than focusing exclusively on high-potential profiles or senior capability, our approach is designed to build capability at every level, ensuring that colleagues entering the organisation, or transitioning into new roles, have access to the skills, confidence and clarity they need to grow from day one.

Foreign recruitment has a role, when specific expertise is genuinely not available locally and when it comes with a clear commitment to knowledge transfer. But it should never substitute for the harder, more rewarding work of developing local talent. The most sustainable organisations are those that use international expertise to accelerate local capability, not replace it.

What are the biggest mistakes companies make when recruiting foreign workers, particularly SMEs that may be going through the process for the first time?

The most common mistake is approaching foreign recruitment as a rapid solution to a workforce gap. It is neither straightforward nor inexpensive, and organisations that treat it as such tend to encounter significant difficulties. Effective international recruitment requires thorough workforce planning, rigorous candidate assessment, structured onboarding, full compliance with legal and administrative requirements, and genuine attention to cultural integration. When any of these elements is insufficient, the risk of a failed placement, at considerable cost to all parties, increases substantially. Equally, organisations must commit to treating expatriate employees with the same consideration extended to their local colleagues, with equal dignity, consistent standards of care and genuine inclusion from day one.

A second, equally important consideration is the impact on existing teams. Integration does not begin and end with the new hire settling in. It requires preparing the wider organisation, ensuring that local employees understand the rationale behind the recruitment, recognise the value it is intended to bring, and feel respected throughout the process. When that internal communication and preparation is absent, resentment can develop quietly, and trust within teams is eroded. Organisations that manage this well create environments where international and local colleagues complement one another effectively from the outset.

Employee retention has become a major concern globally. What are employees really looking for from employers today?

The evidence, including the findings from our Great Place To Work survey, consistently points to the same core themes: trust, meaningful growth and a genuine sense of purpose. Employees want to know that their contribution matters, that their wellbeing is supported, and that they have opportunities to develop and progress.

"Mental wellbeing cannot continue to be treated reactively in the workplace."

This is reflected in the Talent Trends 2025 data, which identifies work-life balance (85%), job satisfaction (78%), a good salary (76%), mental health (72%) and career success (73%) among the top priorities for professionals today. While compensation remains important, employees are increasingly looking beyond salary. They want leaders who are authentic, workplaces where they feel valued and respected, and organisations whose values are reflected in everyday decisions and behaviours.

Our own experience reinforces this. Through our Great Place To Work process, 88% of employees said they are proud to tell others they work at Cim Finance. These results are not achieved through policies alone. They reflect a culture built over time through trust, inclusion, development opportunities and a shared sense of purpose.

Retention is not driven by compensation packages or benefit structures in isolation. It is driven by the quality of employee experience, the strength of leadership and the authenticity of the culture. Organisations that create environments where people feel genuinely valued, supported and connected to a meaningful purpose will be those best placed to retain the talent they need.

How important are workplace culture, leadership, and employee wellbeing in attracting and retaining talent?

They are, collectively, among the most significant determinants of an organisation's ability to attract, engage and retain talent. Compensation may bring people to an organisation, but it is culture and leadership that determine whether they stay, develop and perform at their best.

Our Great Place To Work certification reinforced what we have long held to be true: trust, respect and a sense of belonging are powerful drivers of engagement, performance and long-term commitment. Making the human experience a strategic priority means fostering continuous dialogue, recognising individuals not merely as role-holders but as people with distinct aspirations, and holding leaders accountable not only for business outcomes but for the wellbeing and development of their teams.

In practical terms, this translates into investments such as a dedicated full-time Wellness Specialist, the introduction of Flexi Time and Remote Working arrangements, and a network of Culture Influencers; colleagues who embody the organisation's values and help bring them to life in everyday interactions. Grounded in the principle of 'mens sana in corpore sano', we firmly believe that sustainable performance comes from people who feel genuinely supported - physically, mentally and emotionally - and who are empowered to bring their authentic selves to work every day. A strong culture is not simply a people matter; it is a competitive advantage that strengthens engagement, performance and long-term organisational success.

Mental health has become an important workplace issue worldwide. How are Mauritian companies addressing employee stress, burnout, and psychological wellbeing?

There is growing and welcome recognition that mental wellbeing is not peripheral to business performance, but a fundamental driver of it. More organisations are introducing wellness programmes, flexible working arrangements and employee support structures, and the conversation around mental health has become considerably more open than it was even a few years ago.

However, a meaningful gap remains between having initiatives in place and embedding psychological wellbeing into the fabric of organisational culture. Many organisations continue to address mental health reactively, responding when difficulties arise, rather than building environments that proactively reduce the conditions for stress and burnout. The more sustainable approach is to integrate wellbeing into leadership practice, management behaviours and the daily employee experience.

Our approach is structured, proactive and designed for the long term. We have implemented a three-year holistic wellbeing programme that integrates physical health, mental wellbeing, financial wellbeing, social connection and community engagement, recognising that wellbeing extends far beyond the workplace.

Supported by a dedicated Wellness Specialist, the programme is designed to evolve continuously in response to the changing needs of our people. As part of this commitment, we are also expanding our focus on financial wellbeing, with initiatives such as family budgeting workshops, which equip colleagues with practical tools to better manage their personal and household finances.

We have also made a deliberate investment in providing our colleagues with access to an internal doctor and a psychologist; resources that reflect our conviction that physical and mental health support should be readily available, not something employees need to seek externally in difficult moments. Ultimately, however, the most effective safeguard against burnout is the quality of leadership at every level. Managers who listen attentively, create psychologically safe environments and demonstrate genuine care for their teams are the cornerstone of a resilient, engaged workforce. It is for this reason that leadership development and wellbeing are, for us, inseparable.

To what extent do social connection, team cohesion, and a sense of belonging influence employee motivation and productivity today?

The influence is profound, and the evidence is consistent. People perform at a higher level when they feel a genuine sense of belonging. Our Great Place To Work results confirmed this: dimensions relating to camaraderie, the quality of colleague relationships and team pride were among the strongest contributors to our overall certification score.

A sense of belonging is not something that can be generated through periodic team events or structured activities alone. It is built through the quality of daily interactions, through inclusive leadership behaviours, through the rituals and practices that celebrate collective achievement, and through a culture that treats every individual, regardless of seniority or function, with dignity and respect.

Our Cim MoRecognition Awards have been redesigned to reinforce that commitment. More than a recognition programme, they provide a structured way of making appreciation visible, meaningful and felt across the organisation. By celebrating individuals and teams who embody our values and contribute to our shared success, the programme helps strengthen connection, pride and belonging.

We firmly believe that sincere, timely and specific recognition is one of the most powerful drivers of engagement and cohesion. When people feel seen, valued and appreciated for their contributions, they are more likely to feel connected to their colleagues, their purpose and the organisation as a whole.

How has the Human Resources function evolved over the years, particularly in a rapidly changing and technology-driven business environment?

The evolution has been substantial. The HR function has moved decisively from a largely administrative and compliance-oriented role to one that operates as an architect of organisational culture and performance. Where HR once focused primarily on contracts, payroll and regulatory adherence, it now plays a central role in shaping business strategy, strengthening organisational culture, developing leadership capability and leveraging people analytics to inform critical decisions. In many ways, organisations have had no choice but to move beyond the traditional contract of employment towards a psychological contract of employment.

This shift is reflected in how HR is positioned within Cim Finance. With a workforce of over 1,200 - 74% women and 26% men, a composition that reflects deliberate and values-driven choices - people are our most significant lever for sustained performance. Our people strategy is structured around four interconnected pillars: attraction, retention, development and belonging. Each is actively measured, and each is owned at the leadership level.

Technology has been an important enabler of this evolution. People analytics, AI-assisted recruitment tools and digital learning platforms provide HR with capabilities that were simply not available a decade ago. That said, the essence of effective HR practice remains fundamentally human. Human needs, aspirations and experiences must remain at the heart of every strategic decision, policy and process. Data illuminates what is happening within an organisation, but it is leadership quality, cultural intelligence and genuine empathy that determine why, and what needs to be done in response.

Artificial intelligence and automation are transforming workplaces worldwide. How do you see these technologies reshaping recruitment and HR management in the coming years?

Artificial intelligence is already reshaping HR practice and will continue to do so at an increasing pace. In recruitment, it offers the capacity to accelerate candidate screening, support more objective assessment processes and redirect the attention of HR professionals towards higher-value relationship-building activity. In learning and development, it enables levels of personalisation and adaptability that would not be achievable at scale through conventional approaches.

Our perspective is that the future of HR is not a choice between human and machine; it is a purposeful integration of both, with each contributing what it does best. AI excels at speed, consistency, pattern recognition and analytical scale. People bring empathy, contextual judgement, ethical reasoning and the relational intelligence that underpins genuine connection. The risk arises when automation is allowed to depersonalise the employee or candidate experience. A recruitment process managed entirely by algorithm, or a development journey driven purely by system-generated outputs will not create the sense of value and recognition that people require.

Every technology investment we make in this space is evaluated against a single principle: it must ultimately serve the person, not merely the process.

Mauritius is becoming increasingly multicultural in certain industries. Are companies sufficiently prepared to manage cultural diversity and multigenerational teams effectively?

Candidly, many are not, and this is an area where there is considerable room for development across the Mauritian business community. Managing cultural diversity effectively goes well beyond implementing a diversity policy or meeting a representation target. It requires what might be described as active cultural intelligence: a genuine and practised ability to recognise, respect and leverage the different perspectives, communication preferences and working approaches that diverse teams bring to an organisation. It also requires a shift away from a one-size-fits-all approach towards creating greater flexibility and choice.

Within Cim Finance, our workforce spans Generation Z, Millennials and Generation X - three groups with meaningfully distinct expectations, motivations and professional values. We have invested substantively in understanding these generational dynamics and in adapting our management and communication approaches accordingly. Generation Z, for example, values frequent and direct feedback, purpose-driven work and rapid development opportunities. Generation X places a premium on autonomy and the recognition of accumulated experience. A standardised management approach applied uniformly across these groups will, inevitably, serve none of them well.

The organisations that will manage this complexity most effectively are those that invest in developing inclusive leadership capability at every level, not only among senior management, and that cultivate cultures where difference is not simply acknowledged but genuinely valued and integrated into how the organisation operates. At Cim Finance, we have taken deliberate steps in this direction by equipping all Team Leaders and above with Gallup training to better understand and manage a multi-generational workforce. This helps our leaders appreciate the differing expectations, communication styles, motivations and strengths that exist across generations, enabling them to foster stronger collaboration, engagement and performance.

What message would you like to share with Mauritian businesses regarding leadership, talent management, and the future of work in an increasingly competitive environment?

The message I would offer is both a conviction and a challenge: the future of any organisation is shaped, in large part, by the quality of its culture today.

In an environment of increasing complexity, talent scarcity and accelerating technological change, the organisations that will endure are those that treat their people not as a cost to be managed, but as the foundation of every competitive advantage they hold. Culture is strategy. Leadership is culture. And talent is the engine through which both are realised.

The Great Place To Work certification that Cim Finance has just received is a source of genuine pride, and equally, a genuine responsibility. It was not designed or directed from the top of the organisation. It was created by the 1,200 women and men who bring this company to life each day. 84% of our colleagues consider Cim Finance an excellent place to work. That is not an HR metric; it is a collective achievement, and it belongs to every person within this organisation.

My message to Mauritian businesses is simple: invest in your people with consistency and conviction. Build cultures in which your values are not only displayed on office walls, but are visible in the way decisions are made, the way people are treated and the way leadership is exercised every day. Equip your leaders with the skills, confidence and self-awareness to lead with both rigour and humanity. Invest in the wellbeing of your people, physically, mentally, emotionally and financially.

While these investments may increase costs in the short term, they often generate far greater returns through higher engagement, stronger productivity, improved retention and sustainable performance. Above all, recognise that in today's talent landscape, people are looking for more than a job. They are looking for purpose, growth and a sense of belonging, and it is these factors that build lasting loyalty. more

Career development

 14h

The One Interview Question Steve Jobs Used to Spot Real Talent


Jeff Haden argued specific ambitions beat clichés, shaping future hiring decisions.

At the D8 conference in 2010, Steve Jobs outlined an interview style that sliced through résumé gloss with a single prompt: "Why are you here?" The answers, he suggested, exposed the real fuel behind a candidate's work, the kind of personal ambition that often correlates with shipping hard things. Author and... former manager Jeff Haden echoes that view, arguing that concrete, self-driven goals beat canned lines about boosting company growth. Strip away the platitudes and you get a sharper hiring filter, one that pairs motivation with impact and leaves no patience for lateness.

Steve Jobs' enduring influence on hiring practices

More than a decade after his passing, Steve Jobs' management style continues to spark interest and guide corporate strategies. As the co-founder and former CEO of Apple, Jobs was known for his relentless pursuit of excellence, and his unique approach to identifying top talent. One defining example? A deceptively simple question he deployed in interviews: "Why are you here?"

The question that revealed more than simple qualifications

During the All Things Digital D8 Conference in 2010, Jobs provided a rare glimpse into his hiring philosophy. The question, he explained, was not a trap. It was designed to uncover candidates' core motivations and alignment with the company's mission. For Jobs, the content mattered less than the thought process and passion underneath it.

Job seekers who shared personal ambitions or distinct drives often left stronger impressions. Jobs believed such qualities signaled commitment to growth, the kind that could ultimately benefit Apple, then and now one of the world's most valuable companies.

Why personal drive mattered to Jobs

Asking "Why are you here?" allowed Jobs to home in on candidates whose goals overlapped with the demands of the role. Author and former industrial manager Jeff Haden has noted that vague answers like "I want to contribute to the company's success" rarely distinguish top candidates. Those who explain what the role will do for them tend to reveal a hunger that translates into results.

This approach mirrors Jobs' broader management style. Hire for motivation, empower the capable, and let outcomes speak. It also acknowledges a practical truth in hiring: in a short interview, clarity of motive is a powerful proxy for future performance.

A lasting legacy in corporate management

Jobs' attention to detail extended beyond product design and operations. It shaped how he led teams and chose people. His focus on punctuality, for example, was legendary. If a senior executive was late, Steve Jobs sometimes started without them, signaling respect for time and execution. more

Career development

 15h

An automated email rejected me. I wished a human had looked


A résumé classifier scored 91% accuracy and went live. These are the nine plots that would have shown what that number was hiding.

Tweaking a résumé to satisfy an ATS. Asking GPT to tighten bullet points. Building side projects mainly to have something worth listing. Then comes the automated email.

Rejected.

At some point, a reasonable question appears: how does that decision actually get made?... And more importantly, is there a better way for companies to identify the right candidate?

The answer is often hiding inside the model itself.

Imagine a team that builds a résumé classifier using three years of historical hiring data. The results look promising. Validation accuracy reaches 91%. The model is approved and deployed.

From the outside, everything appears to be working.

What follows, however, is a series of quiet failures.

They accumulate in the background while the accuracy metric continues to look healthy. The warning signs are already there. They sit inside the diagnostic plots the team never opened. more

Career development

 22h

Warning over new 'Doomjobbing' trend hitting Aussie workplaces: 'Huge volumes'


'Doomjobbing' is a new work trend where job seekers mass apply to jobs with little energy or customisation, and recruiters are warning its not worth it.

Aussies are being warned against jumping on a new work trend gaining momentum among job seekers and inundating workplaces. It's called 'doomjobbing', a sort of portmanteau of 'doomscrolling', where you find yourself endlessly scrolling through... often depressing online content, and 'job hunting'.

Doomjobbing involves job seekers endlessly scrolling through job boards and then applying for roles en masse. There's often little thought or tailoring involved, with job seekers instead taking a scattergun approach to applying for roles.

Lauren Haxby, practice director at recruitment agency Robert Half, told Yahoo Finance she's seen a spike in the trend over the last two years as the jobs market has gotten more competitive and it has become easier to apply for jobs online with generative AI.

"It's never been easier to apply for jobs than it is these days. Everybody's got a smartphone with an app, everybody's scrolling on LinkedIn, and a lot of job advertisements have what they call quick apply, so it's essentially two or three clicks and you can apply for a role," Haxby said.

"What it's taken out of it is candidates really tailoring their CV specifically to each individual job opportunity and company. They're just scrolling and clicking, and scrolling and applying, and essentially applying for 10 or 20 jobs in the space of 5 or 10 minutes."

A Robert Half survey of 500 Aussie hiring managers found 82 per cent had seen a rise in overqualified applicants, which it said signalled a growing "apply-to-everything" approach among job seekers.

Do you have a story to share? Contact tamika.seeto@yahooinc.com

It's not only Aussies who are guilty of doomjobbing, with a report from employment website Monster finding 48 per cent of candidates had applied without reading an entire job description, with 32 per cent spending one minute or less reviewing a posting before hitting apply.

While the approach may seem efficient and tempting at a time when job seekers often receive no responses to job applications, Haxby warned that it could backfire.

"My biggest advice is to not doomjob because you're just throwing the same generic CV at every opportunity and you're limiting your chance to have a conversation with somebody and get in front of somebody," she said. more

Career development

 22h

Warning over new 'Doomjobbing' trend hitting Aussie workplaces: 'Huge volumes'


'Doomjobbing' is a new work trend where job seekers mass apply to jobs with little energy or customisation, and recruiters are warning its not worth it.

Aussies are being warned against jumping on a new work trend gaining momentum among job seekers and inundating workplaces. It's called 'doomjobbing', a sort of portmanteau of 'doomscrolling', where you find yourself endlessly scrolling through... often depressing online content, and 'job hunting'.

Doomjobbing involves job seekers endlessly scrolling through job boards and then applying for roles en masse. There's often little thought or tailoring involved, with job seekers instead taking a scattergun approach to applying for roles.

Lauren Haxby, practice director at recruitment agency Robert Half, told Yahoo Finance she's seen a spike in the trend over the last two years as the jobs market has gotten more competitive and it has become easier to apply for jobs online with generative AI.

"It's never been easier to apply for jobs than it is these days. Everybody's got a smartphone with an app, everybody's scrolling on LinkedIn, and a lot of job advertisements have what they call quick apply, so it's essentially two or three clicks and you can apply for a role," Haxby said.

"What it's taken out of it is candidates really tailoring their CV specifically to each individual job opportunity and company. They're just scrolling and clicking, and scrolling and applying, and essentially applying for 10 or 20 jobs in the space of 5 or 10 minutes."

A Robert Half survey of 500 Aussie hiring managers found 82 per cent had seen a rise in overqualified applicants, which it said signalled a growing "apply-to-everything" approach among job seekers.

Do you have a story to share? Contact tamika.seeto@yahooinc.com

It's not only Aussies who are guilty of doomjobbing, with a report from employment website Monster finding 48 per cent of candidates had applied without reading an entire job description, with 32 per cent spending one minute or less reviewing a posting before hitting apply.

While the approach may seem efficient and tempting at a time when job seekers often receive no responses to job applications, Haxby warned that it could backfire.

"My biggest advice is to not doomjob because you're just throwing the same generic CV at every opportunity and you're limiting your chance to have a conversation with somebody and get in front of somebody," she said. more

Career development

 1d

AI Can Do My Job in 30 Seconds Now. Here's Why I'm Not Panicking Anymore.


Cover image -- a person at peace at a desk, not working

Last March, I sat in my car in a parking lot for forty minutes and didn't move.

I wasn't broken down. I wasn't lost.

I was scared to go inside and open my laptop.

Because the night before, I'd watched an AI do in thirty seconds what used to take me an entire workday. And for the first time in my life, the ground under my career didn't... feel solid anymore. It felt like sand.

I'm guessing you've felt something like this too.

That weird, hollow feeling in your chest when you realize a machine can do the thing you went to school for, the thing you spent years getting good at, the thing you secretly believed made you valuable.

It's a horrible feeling. I wouldn't wish it on anyone.

But I need to tell you what happened next. Because it changed everything -- not just my career, but how I sleep at night.

Through a rain-streaked windshield at dusk -- frozen, afraid

The week I almost quit

Let me back up.

I've been a knowledge worker for over a decade. Writing, research, analysis, strategy -- the kind of brain work that was supposed to be safe. "Learn to think," people said. "That's the one thing machines can't do."

Cool story. Tell that to the model that wrote a better report than mine in half a minute.

For about three weeks, I spiraled. I scrolled doom-posts about which jobs would vanish first. I compared my salary to headlines. I started updating my résumé and then closed the tab, because honestly -- what would I even apply for?

I was exhausted before I'd done any actual work.

And that's when a friend who'd been through a layoff said something that stuck to me like a splinter:

"You're not afraid of AI. You're afraid of being nobody without your skills."

Ouch.

She was right.

The question that was eating me alive

Here's the trap I was in, and maybe you're in it too.

I had tied my entire worth to my output. How fast I could write. How clean my analysis was. How many tasks I could check off. I had made myself into a human machine -- and then I was terrified because an actual machine showed up and did it better.

It's like spending years training to be the fastest horse, right when the first car rolls into town.

A calm horse in a field while a train streaks past -- the reframe

You can train harder. Eat better oats. Run more sprints.

It won't matter. The rules changed.

So I stopped asking, "How do I get faster?"

And I started asking the question that actually matters:

What can I do that the machine still can't -- and never will -- do?

That question changed my life. I'm not being dramatic.

The four things no model can copy

I'm going to save you the three weeks I lost to panic. After a lot of reading, a lot of uncomfortable conversations, and some hard looks in the mirror, I landed on four things.

These are the human skills that are getting more valuable as AI gets smarter. Not less. More.

1. Knowing what actually matters.

AI can answer any question. But it can't decide which question is worth asking. Figuring out what your client, your boss, your customer really needs -- even when they can't say it clearly -- that's a superpower. Machines execute. Humans choose direction.

2. Building trust with real people.

People don't buy from, hire, or promote the most efficient option. They choose people they trust. The colleague who remembers your kid's name. The freelancer who calls when something's off instead of hiding behind email. Trust is built slowly, in the boring, unautomatable moments. And right now, it's more valuable than ever.

3. Having taste.

AI can generate fifty versions of anything. Someone still has to look at them and say, "Number 12. That's the one." Taste -- knowing what's good, what's authentic, what resonates -- comes from living, from paying attention, from caring. No dataset can hand you that.

4. Sitting with the hard stuff.

Machines don't feel. They don't worry. They don't sit across from a terrified team and find the words that hold everyone together. The messy, emotional, human work -- leading through fear, having the brave conversation, sitting with someone who's struggling -- that work isn't going anywhere. If anything, the faster the world moves, the more starved we are for it.

Notice something?

Not one of those is a "tech skill." Not one requires a new app, a new certification, or a new subscription.

They all require being more human. Which is the one thing you already are.

Try this this week (it takes ten minutes)

I know, "be more human" sounds nice in an article. But what do you actually do on a Monday morning?

Here's the tiny experiment that pulled me out of the spiral. Do it once. See how it feels.

Overhead of a calm, intentional desk -- the turning point

- List your last five work wins. Now cross out the ones a machine could've produced. What's left? That's your real edge. It's probably smaller -- and more powerful -- than you think.

- Pick one task to hand off this week. Not your whole job. Just one. Let the machine draft it. Use the hour you save on a conversation, a judgment call, or a piece of work only you can do.

- Send one message to a person. Not a status update. A real one. Check in. Say thanks. Ask how they actually are. This is the invisible currency the algorithm will never touch.

That's it. That's the whole plan.

When I did this, something embarrassing happened. I realized I'd spent years hiding behind "busy" -- letting tasks be my excuse to avoid the harder, human stuff. The scary, important stuff.

The machine didn't take that from me. I'd been giving it away for free.

The small shift that changed everything

Here's what I did. Nothing dramatic. I didn't quit, retrain, or move to a cabin.

I made one shift.

I stopped trying to be the fastest at the work the machine could do -- and I started using the machine to handle that part, so I could spend my real energy on the parts only I could do.

I let AI draft the boring stuff. Then I spent my time on the judgment calls. The relationships. The taste. The moments that needed a human in the room.

And something funny happened.

I got better at my job. Not by working harder. By working more like a person.

The fear didn't vanish overnight. Some mornings it still shows up. But it's quiet now. A whisper instead of a scream.

Because I finally get it.

What I want you to take from this

If you take nothing else from this, take this:

You were never valuable because of how fast you could produce. You were valuable because you're a thinking, feeling, choosing human being. The world just forgot that for a while -- and so did we.

The AI age is not asking you to become a machine.

It's begging you to stop pretending you were one.

Two empty chairs, two cups of coffee -- a conversation waiting to happen

The people who thrive in the next few years won't be the ones who out-tech everyone. They'll be the ones who remember how to be human when everything else feels automated. The ones who build trust. Develop taste. Ask better questions. Show up for each other.

That's the whole game now. And you're already qualified to play it.

So please -- go easy on yourself tonight. The ground isn't sand. It never was. You just needed a new way to stand on it.

If this resonated with you, I'd love to keep you company through the weird, fast, hopeful mess of the next few years. I write honest, weekly pieces about work, technology, and staying human through all of it. Follow me here so we don't lose each other -- and drop a comment telling me which of the four skills feels most like you. I read every single one.

You're going to be okay. Better than okay. 💛 more

Career development

 1d

Henchmen.


"Do you ever wonder what it's all for?" Ivan asks his half-listening compatriot, Eli.

"Here we go, again." Eli opens his daily pack of Lucky Strikes.

"I implore you to cease shaming me for simply making conversation. What else are we supposed to do to pass the time?"

Eli lights a cigarette, exhaling smoke and sighing simultaneously. His slicked back hair shines in the New York summer heat. Ivan... furrows his thick brows as he looks down at him.

"Do ya not get enough air up there? We're 'posed to be protectin' the boss. It ain't rocket science." Eli rolls up his black button-up shirt sleeves and crosses his tattooed arms. Two meaty résumés featuring a tattoo for each kill, with half caused by someone calling him some form of short, the most common last words in the city.

"Ergo, I must inquire within..." Ivan nervously fidgets with his long beard. "...and I simply wonder if this is a man worth protecting." He stares out of the alleyway watching the 9-5 jockeys rush to work, wondering if that life path would have been a better choice. He makes peace with the fact that he'll never know.

"Who gives a fuck." It's a job. And a good-paying one at that." Eli opens the latch on the metal door they're guarding to make sure no one is eavesdropping.

"Lucrative."

"Huh?"

"Lucrative is a nice word for that."

"Thanks, Lurch."

"Do you think we'll see him today?"

"The boss? I dunno, he's busy."

"No, him..." Ivan looks over both shoulders despite having his back to a wall.

"...the Owl."

"I hope so." Eli pulls out and inspects both of his nickel-plated SIG-9s, then returns them to his shoulder holsters. Engraved on each handle is Say Cheese in cursive.

Ivan doubles down. "I ask you again, is the boss a man worth protecting? Aren't we simply fodder for The Owl? I certainly have no quarrels with him or his cause."

"You heard my answer. He's a man worth defending because he pays well. That's what I get outta it. We get paid to be fodder."

"I disagree. And I'm growing more uncomfortable with this by the hour."

"Shocker." The sidewalk empties as the workday begins. The two henchman settle in for a long day of vigilance.

"Did you know the boss killed The Owl's aunt?" Even Eli is taken-aback by this.

"Did he really? Jesus Christ."

"He did indeed."

"Who the fuck kills somebodies aunt?"

"The man we're protecting."

Eli, hiding his nerves, checks the surrounding rooflines. "Look, we need the money and the boss knows where our families are. He met my aunt once and she's an acquired taste lemme tell ya. Whaddya you know about this Owl?"

Ivan ignores the question. "So you disagree morally with our employer?"

"I wouldn't say that."

"Would you ever kill someone's aunt?"

"Of course not. I don't kill women. It's too easy."

"Evil Eli doesn't kill women?"

"Yeah, don't tell anybody."

"It's safe with me."

"Thanks, big guy."

In Eli's mired subconscious lied a love of learning under layers of abject horror.

"What else you know about this Owl, anyway? Doesn't he have super-vision?"

"Supervision or super-vision?"

"You know which one."

"Yes, it is believed he does. There have been stories of seemingly impossible feats of marksmanship."

"He's a man that bleeds like the rest of us." Eli lights another cigarette out of reflex.

This confuses Ivan. "And?"

"And what?"

"Why did you feel the need to state that outright?"

"Just sayin' that he can die."

"We all knew that already."

"Can it, Ivan and keep an eye out for him."

The dynamic duo stands guard silently for hours. Every single bit of movement or sound could be a sign of imminent danger. Ivan breaks it.

"I think the greater question is -- "

" -- not now, Ivan."

"Then, when?"

"Fine, go ahead." Ivan never felt more alive than when given the floor to speak.

"I think the greater question is, do we have an inherent purpose within us or is our purpose thrust upon us by an indifferent universe?"

"I think your purpose is to ask stupid questions."

"I've grown increasingly confident that we are placed into a role by a higher power, and there's nothing we can do to change it. Our lives are predetermined by indifferent forces imperceivable to us. We're lower than fodder, yet not unimportant. We play a role, yet not the one in the spotlight. Do our lives alone satisfy some divine requirement for death? I believe so. As we've stood here today, I've attempted to recall my upbringing. I find my memory lacking. This is troubling and likely by design. Why can't I remember my childhood or teen years but I can recite sonnets? Because I wasn't meant to. Even now, this monologue I shout to deaf ears and stained stone, doesn't serve any purpose but to delay the inevitable. We are but a rung on the ladder of a grand design. Are the rungs of a ladder more or less important than each other? I am uncertain. The Owl has no more control over his actions than the boss, or us, for that matter. The only difference is that he was chosen. Our purpose is to have the least purpose, because someone has to."

An arrow pins Ivan's head to the building behind him. Another travels through Eli's temple and sticks into the wall. A hooded figure with a golden bow lands gracefully between their bodies and knocks on the door. more

Charles French
Career development 1w
Crazy, I worked in tech/UI/UX design and development for over 20 year with fortune 250/500 pretty large size companies and as a federal contractor. I loved the space when I first staarted. I seperated last year, not necessarily loving it anymore, but still working at a very high level because we know the pay is great. It took time away and jumping back into Desgin/Development for myself and the... peole in the industry I am currently in to realize why I loved designing and building things. The love was because in my own way I was solving a problem for the better good. Am I a unicorn? more
1   

  • Tony Briscoe

    6
    1d

    A unicorn is a unique term set aside for the most unique or impossible outlier. Would need to know more. You sound clear on your ability, solid in... your foundations, and passionate about what you do. Unicorn or not , you are killing it!!! more

Eliot Feldman
Career development 1w
How do you proactively manage your career development to ensure you are consistently moving toward your goals?

  • Tony Briscoe

    6
    1d

    1. Get a coach.
    2. Find a mentor.
    3. Build your personal board of directors.
    4. 30-60-90 day plan for documenting your wins & updating your resume.
    5.... Network. more

  • Tony Briscoe

    6
    1d

    1. Get a coach.
    2. Find a mentor.
    3. Build your personal board of directors.
    4. 30-60-90 day plan for documenting your wins & updating your resume.
    5.... Network. more

Load more...

Jozef Alexi


Career development 5d
I'm a student looking for a part-time job as a waiter in a cafe. On my first day they told me to work for free so they could see if I was good enough for the job. I worked 10 hours.
The next day the same thing happened. I worked another shift and still didn't get paid.
Now it's the third day in a row. They want me to work another free shift and say that if everything goes well, they'll... officially hire me on Monday.
But I don't really trust them. Maybe this is their trick - they keep bringing in new people, make them work for free for a few days, and then replace them with someone else without paying. What do you think?

 more
3   
Load more...

Career development

 1d

Remote Licensed Property & Casualty Insurance Agent | TTEC - Archyde


A remote Licensed Property & Casualty Insurance Agent position is now available in Bridgeport, Connecticut, according to a job posting by TTEC, a customer experience solutions provider. The opportunity, listed on CareerBuilder, requires candidates to hold a valid insurance license and offers the flexibility of remote work across the United States. The posting was published seven days ago, though... no specific application deadline has been disclosed.

The role involves managing insurance policies for clients, assessing risk, and providing guidance on property and casualty coverage. TTEC's job description emphasizes the need for strong communication skills, attention to detail, and the ability to work independently. Candidates must also meet state-specific licensing requirements, which vary by location. The company did not provide additional details about compensation or benefits in the initial posting.

Context of the Job Market for Insurance Professionals

The demand for property and casualty insurance agents has remained steady, driven by factors such as natural disasters and regulatory changes. According to the U.S. Bureau of Labor Statistics, employment of insurance agents is projected to grow 5% from 2022 to 2032, about as fast as the average for all occupations. Remote work opportunities in the sector have expanded in recent years, particularly following the shift toward digital customer interactions during the pandemic.

TTEC, which operates in industries including healthcare, finance, and retail, has previously advertised similar roles for insurance professionals. A 2023 report by the company highlighted its focus on hiring for remote positions to support clients' customer service needs. The Bridgeport opening aligns with this trend, offering candidates the ability to work from home while serving a national client base.

Verification of Key Details

The job posting, accessible via CareerBuilder, states that the position is "remote USA," though it does not specify whether the candidate must reside in Connecticut. The requirement for a valid insurance license is standard for property and casualty agents, as mandated by state insurance departments. For example, Connecticut's Department of Insurance requires agents to pass a state-administered exam and complete continuing education credits annually.

Verification of TTEC's involvement in the posting was confirmed through the company's official career page, which lists similar roles for insurance professionals. However, no direct link to the Bridgeport-specific job was found on TTEC's website, suggesting the posting may be managed through third-party platforms like CareerBuilder.

Implications for Job Seekers

The availability of remote insurance agent roles presents opportunities for individuals seeking flexible employment, particularly in regions with high unemployment or limited in-person job options. However, candidates must navigate state-specific licensing requirements, which can be a barrier for those relocating or working across multiple jurisdictions.

For employers, remote hiring allows access to a broader talent pool while reducing overhead costs. A 2022 study by the Society for Human Resource Management found that 74% of organizations reported cost savings from remote work, including reduced office space and benefits expenses. TTEC's emphasis on remote roles may reflect this industry-wide shift.

Job seekers interested in the position are encouraged to review the full posting on CareerBuilder and contact TTEC directly for clarification on licensing, compensation, and other details. The company's website provides resources for understanding insurance industry requirements, though specific guidance for this role was not included in the initial listing.

As the insurance sector continues to evolve, remote positions like this one could shape the future of professional opportunities in the field. Candidates should monitor updates from TTEC and state insurance regulators for further information. more

Career development

 1d

How I Hire and Build Teams That Don't Fall Apart Under Pressure


Entrepreneur Media LLC and Yahoo Finance LLC may earn commission or revenue on some products and services through the links below.

Early-stage founders spend a lot of time thinking about product and fundraising. They spend less time thinking about team design. That is a mistake.

In my experience, companies rarely fail because of one bad feature. They fail because the wrong people were in the... wrong seats for too long. Early hires shape culture, speed and decision-making patterns. Once those patterns set in, they are hard to undo. If you want a team that lasts, you have to be intentional about who you bring in, how you evaluate them and when you make hard calls.

Hire for trust first, credentials second

I've met candidates with degrees from elite schools, impressive titles and big-name brands on their résumés. That can open the door to a conversation. It does not guarantee they can execute in your environment. When I hire early, I ask one primary question: Do I trust this person? Trust doesn't imply perfection. Everyone makes mistakes. Trust means I believe they will take ownership, communicate honestly and improve when given feedback.

In a startup, there is no room for passengers. You need people who will follow up without being chased. People who send the email when they say they will. People who take criticism without defensiveness and come back better the next week. Large organizations can absorb mediocre performers for longer periods. Early-stage companies cannot. They don't have the luxury of extra layers. Every person directly affects momentum.

When evaluating beyond the résumé, test for three things:

* Responsiveness. Do they follow through during the interview process? Do they prepare?

* Coachability. When you challenge an idea, do they get curious or combative?

* Ownership. When discussing past failures, do they blame others or explain what they learned?

Assess fit, not just experience

Experience only helps if it translates. I have seen companies hire executives from massive corporations, expecting instant transformation. What they forget is context. Managing a $450 million marketing budget is not the same as stretching a startup's limited resources. Leading at scale is different from building from zero.

The question is not whether someone is impressive. The question is whether their experience matches the problem you are solving right now. Early-stage teams need builders. People that are willing to do unglamorous work. People who are comfortable without clear job descriptions and can operate with ambiguity. As you grow, your needs change. The operator who thrives in chaos might struggle in a structured Series B environment. That doesn't make them bad leaders. It means fit evolves. more

Career development

 1d

Giving graduates an edge in today's job market -- Nuruladilah Mohamed


(New users only) It's tax relief season! Get up to RM300 when you save with Versa! Plus, enjoy an additional FREE RM10 when you sign up using code VERSAMM10 with a min. cash-in of RM100 today. T&Cs apply.

JUNE 14 -- "Lights, camera, action!"

For many university graduates, a job interview can feel like stepping onto a stage. The spotlight is on; the panel is watching and every answer... matters.

Unlike a performance, however, there is no script to memorise. What graduates need is not a perfect act, but the ability to present their real experiences with confidence, clarity and purpose.

This is where job interview preparation in university plays an important role. In today's competitive job market, academic qualifications alone are no longer enough. Employers are increasingly looking for graduates who can communicate effectively, think critically, solve problems and show that they are ready for the demands of the workplace.

For many students, the journey from lecture halls to interview rooms can be challenging. They may have the knowledge, skills and potential, but struggle to express them clearly when facing interview panels.

Some give answers that are too short, while others speak at length without highlighting the point that matters most. This is why structured interview techniques should be treated as an essential part of graduate employability.

In job interview skills classes, students are often introduced to a simple but useful technique known as the STAR method. STAR stands for Situation, Task, Action and Result. Although the name may sound technical, the idea is simple. It teaches students how to tell their experiences like a short story, but in an organised way.

From my experience teaching job interview skills, I notice that many students already have stories worth sharing. The challenge is that they often do not know how to present these stories during an interview.

When I ask them to respond to a common interview question such as, "Tell me about a time when you worked in a team," many would begin with a simple answer like, "I am good at teamwork." While the answer is not wrong, it does not tell the interviewer much about who they are or what they can do.

This is why I encourage my students to go beyond general statements. I remind them to think of a real experience, perhaps from a group assignment, a class project, an internship task or a university programme they helped to organise. Then, I guide them to explain what happened, what role they played, what action they took and what the outcome was.

I often see students become surprised when they realise that they do have useful experiences to talk about. Many fresh graduates feel that they lack working experience, but they sometimes forget that university life itself has exposed them to many workplace-related skills. Group discussions, presentations, club activities, volunteer work, community programmes and part-time jobs can all become meaningful examples in an interview.

For instance, a student who helped organise a campus event may not see it as something impressive at first. However, when we break down the experience, the student may realise that he or she had practised leadership, teamwork, communication and problem-solving. Another student who completed a difficult group project may be able to explain how the team handled different opinions, managed deadlines and completed the task together.

These simple stories matter. They help employers see the person behind the certificate. They show not only what a graduate knows, but also how the graduate thinks, responds and contributes to real situations.

In my classroom, I have seen how the STAR method helps students recognise the value of their own experiences. It gives them a clear way to arrange their ideas and speak with more confidence. When they know what to say and how to say it, they are less likely to panic or rely on memorised answers.

Most importantly, I want my students to understand that an interview is not about giving the perfect answer. It is about giving an honest, clear and meaningful answer. It is about showing who they are, what they have learned and how they can contribute to the workplace. Sometimes, all fresh graduates need is the right way to tell their own story.

In the end, getting hired is not only about having skills. It is also about knowing how to communicate those skills effectively. For graduates preparing to enter the working world, mastering this structured approach may be one classroom lesson that makes a lasting difference in their future careers.

* Nuruladilah Mohamed is a Senior Lecturer at Akademi Pengajian Bahasa (APB), Universiti Teknologi MARA (UiTM), Cawangan Terengganu. more

Andrea Pollak


Career development 2d
Why does everyone tell me about their family? I spend the whole shift listening and I’m tired of it. Every person who sits in my chair starts talking. Do women think a hairdresser is a therapist or a place to cry? I can’t work properly. Maybe I should put a sign that says “Be quiet” not to go crazy?

  • Tony Briscoe

    1d

    You definitely missed the memo.

  • Victoria Sijamba

    1d

    Sometimes people disclose family information because they want solutions from you. So the best thing is to let them pour their hearts to you and if... you are in position to give advice, do so accordingly. But don't take advantage of their weaknesses. more

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Career development

 2d

After Months Of Job Hunting, I Finally Understand Why So Many People Have Just Given Up Entirely


Man. It's amazing to think that I worked my first on-the-books shift at a job I enjoy in almost six years. Though I have put in thousands of applications in my field, I still do not have a W-2 job in writing, editing, or marketing.

Rather, I got myself a perfect part-time job as a secretary at a doctor's office. It's actually a really nice fit for me. It's quiet, fun, and a great way to just... spend time organizing and filing.

Words cannot describe how much relief I felt when I got the offer. I actually had to speed off the phone because I had to scream, jump, and cry for joy. It's wild, really. Six years, man. Six years of madness.

Though I'm now employed, I'm still traumatized by the absolute nightmare that is the American job search

Surface / Unsplash

You know, I consider myself a strong person. I survived stuff most people die from, repeatedly. I struggle with CPTSD every day, but I don't let it own me.

Things like hearing gunshots? Seeing violent crime happen in front of me? That stuff doesn't faze me. (Make of that what you will.) So knowing my tolerance for horror, I find it very telling that I remain deeply traumatized by the stuff I endured during my job search. Job hunting remained one of the most deeply destabilizing things I've ever had to go through.

I'm far from alone in that sentiment. Studies show a direct link between long-term job searching and depression. In fact, there's even a name for it: Job Search Depression.

Job hunting in America is designed to break you

Think about it: The modern job hunting experience doesn't really seem to be about finding the best fit for a company's culture anymore. It often seems to be more about dotting the i's, crossing the t's, and covering HR's behind.

With every month that rolled by, I noticed that jobs wanted people to jump through more and more hoops:

* You need to have a keyword-optimized resume these days. ATS, or Applicant Tracking Systems, use AI to filter out people who are not deemed to be suitable. They do it via tracking keywords in a resume. If you don't have the right keywords or don't phrase your resume well, you're boned, even if you have all the right skills and then some.

* You have to have a degree for almost any corporate job. The number of times I was told that I needed a degree to prove my value after working in publishing for decades was shocking.

* Companies also don't want to hire people who are unemployed or overqualified. I was desperate for a job, but kept being told I was "not a good fit" because I was unemployed and focused on writing. Despite my being one of many to have this issue, corporations keep saying that "people don't want to work anymore."

* It's also an open secret that companies are trying to lowball workers. They often make a point of asking questions that make you doubt yourself, or trying to show how little your experience means. There are even reports of people asking for five years of experience in a two-year-old program!

Whatever happened to just being able to do a job?! It seems like most companies operate by trying to get the most submissive, desperate, and hungry people possible.

Then, there's the issue of the complete and utter lack of feedback, piled with rejections

The way employers reject applicants is also cruel, in that weirdly inhuman "mean girls" way that only businesses can be. Most businesses don't even give a reply saying they've moved on.

Even when they do offer a reply, it's always the same automated, canned response: "We had so many great applicants, but we have decided to move forward with other candidates. Please try again later."

After a while, it's hard not to take those rejections personally, even when you get the feeling that the job that you applied for could be fake. Sometimes, you just want to know why you weren't hired beyond the trite "other people were more qualified."

I don't know if other people have done this, but I started asking hiring managers and recruiters what was wrong with me. I wanted genuine feedback. After all, how are people supposed to improve if they don't know what's wrong? You really can't improve without knowing what you're doing wrong in the first place!

All I ever got from anyone was an awkward, "I'm sorry..." or "It's hard..." Maddening, much?

HR notoriously can't give feedback because they are worried that they are going to get sued if they say the wrong thing. In many cases, the people reading the resumes don't even see yours because ATS just decided your resume was not enough.

Rather than offer help and feedback, companies and recruiters do nothing. And in that weird, messed-up way, that silence makes you feel less than human.

If you're not hired after a year of searching, that silence starts to feel like a subtle way of the world saying, "You're not even worth helping."

Trying to get help via government programs or nonprofits is an unmitigated disaster, too

It's a mess trying to get nonprofit/public assistance in my job hunt. Long story short, I got no help. I didn't qualify for any job search help, despite being a human trafficking survivor and being unable to afford to pay rent.

If I divorced my husband, I would have qualified for a program that helps women who are moms/divorced re-entering the workforce with training. That was the only program that was even remotely interested in helping me find a job.

So, if I were to leave my husband, I could have gotten free training to become a Certified Nursing Assistant. However, I am not interested in divorce, so I was not "qualified" to have that job training.

Not for nothing, but I really searched high and low for non-profits and government programs that would have been able to help me find a job. Most of those programs were either full, never called me back, or didn't want me in.

Trying to get government assistance in job seeking or even getting job search help often meant I'd have to navigate an infuriatingly poorly-built spiderweb of programs, referrals upon referrals, and time wasters.

Weirdly, it adds salt to the wound. It's almost as if society wants you to know, "Hey, you're not worth helping."

The excuse of 'trying to find the right fit for our culture' is also dead as a dodo

Getty Images / Unsplash+

There was a point in time when there was an excuse that HR was "busy at work, trying to find the right culture fit." It's true. In an ideal world, HR would be working on a human fit because hiring is a somewhat human practice.

That got shot to hell with AI.

People are posting videos of botched job interviews where AI interviewers and screenings make zero sense. Some even glitch out so badly that it's embarrassing to even consider.

A lot of great candidates are failing job interviews because of AI. Somehow, CEOs think this is a good move for their companies and claim that it's great for them to find the "best fit."

Yeah. No. Let's cut the nonsense. I don't think even CEOs know what they want anymore. The fact that HR seems to back this just shows how ridiculous some of these companies really are.

There's a very easy solution to the 'nobody wants to work' whine

People do want to work. Companies regularly ignore those in need of work.

There's an easy way to handle this: offer "instant hire" lines for people based on their skills, complete with basic living wages and healthcare. The way it would work is simple:

* Line people up based on the skills they have. If they want to get customer service skills, have them write that down. Clerical? Write that down too. Farm labor? Write that down. Construction? Cool. Willing to learn? Write the specific trades you would be willing to learn there.

* Have companies post openings for all their jobs. The companies will not be allowed to turn people away unless they don't pass a background check. They must say yes and fire them only if their work is inadequate or if they are chronic no-shows. People are not allowed to quit their jobs until one year has passed.

* Give people the job openings that fit their skills, closest to their home address. Boom done. Everyone gets labor. Everyone gets a paycheck. The economy is saved.

* If a job requires certifications or education, tell the companies that they must pay for the education to get any workers from the program. And tell workers that they must work a minimum of one year at the job if they accept it or have their checks garnished for the remainder of their tuition.

* If the workers no-show, quit, don't work adequately, or act inappropriately, they get a strike on their resume. Three strikes and they're out of the program for good. They can appeal this process.

Done. Simple. Easy. Oh, and it's what I've gathered was the basic way that jobs were doled out in communist Romania. And sadly, this process I just outlined is a lot more empathetic, calm, and orderly than what we're doing right now.

America's work culture stopped asking if people can do the job in favor of servitude

When I hire someone, I want to know if they can do the job adequately. If they can? Cool. Hired. I don't care how old they are, how weird they are, or what they do on their weekends. I just want them to work.

When did that stop being the case? I don't know. But that sure explains why so many larger companies are failing.

Ossiana Tepfenhart is a writer whose work has been featured in Yahoo, BRIDES, Your Daily Dish, Newtheory Magazine, and others. more

Career development

 2d

Résumé Paper - Southworth - 100% Cotton Fiber - 50 sheets


Résumé Paper - Southworth - 100% Cotton Fiber - 50 sheets

Southworth - 100% Cotton Fiber Résumé Paper, 32 lbs., 8-1/2 x 11, Ivory, 100/Box (50 sheets left)...$8 firm

100% cotton fiber -- perfect for any documents where prestige is the look and feel desired. Strong and durable to withstand years of average wear and tear. Watermarked and date-coded. Laser, inkjet and copier guaranteed. For a first... rate résumé. Includes a résumé writing guide. Paper Color(s): Ivory; Sheet Size: 8 1/2 x 11; Paper Weight: 32 lbs.; Paper Finish: N/A. more