Career development

 4h

Nearly all women in STEM secretly feel like impostors


Some people who perform at the highest levels carry a private fear that clashes with their outward success. Despite strong résumés and long lists of achievements, they worry that others will eventually realize they do not truly belong.

In their own minds, top grades, prestigious awards, and competitive research funding are not proof of ability. Instead, these accomplishments are dismissed as... coincidence or good timing. The inner voice insists that success came from being in the right place at the right moment, not from talent or hard work.

What Impostorism Really Means

This experience is known as impostorism, a psychological pattern that is separate from low self esteem or depression. According to Binghamton University, State University of New York psychology researcher Jiyun Elizabeth Shin, impostorism involves persistent self doubt even when objective evidence shows success. Shin, a lecturer who leads the Social Identity & Academic Engagement Laboratory, recently published research on the topic in the journal Social Psychology of Education titled "Impostorism: Prevalence and its relationships with mental health, burnout, dropout consideration, and achievement among graduate women in STEM."

Her findings reveal how widespread the experience is. Shin's study shows that 97.5% of women enrolled in STEM graduate programs report at least moderate levels of impostor feelings. The likelihood may be even higher for individuals who hold multiple marginalized identities, such as women of color.

"Impostorism is a feeling like being an intellectual fraud even when there is strong evidence of success," Shin explained. "You believe that other people are overestimating your abilities and intelligence, and you fear that one day you'll be exposed as incompetent and undeserving of your success."

Why Success Feels Like Luck

At its core, impostorism shapes how people interpret their abilities and past achievements. Those affected struggle to accept success as something they earned. Instead, they often credit outside factors like luck, timing, or help from others. As a result, they fear they will not be able to repeat their achievements and worry that others will eventually see through what they perceive as an illusion.

Although impostorism can affect anyone, people from underrepresented or minoritized groups may face added pressure. Negative cultural assumptions can make these feelings stronger. In fields such as science, technology, engineering and mathematics, long standing stereotypes wrongly suggest that women lack the natural intellectual ability to succeed. These beliefs can make it harder for women to internalize their accomplishments. Limited representation in these fields can reinforce the message, reminding individuals of society's doubts about their abilities.

Mental Health and Burnout Risks

Shin's research also links impostorism to serious consequences. "Findings from my research showed that impostorism predicted poorer overall mental health, greater burnout, and increased consideration of dropout among graduate women in STEM," she said.

A fixed mindset -- the belief that intelligence and ability are unchangeable traits -- is also connected to impostor feelings. When people believe they cannot grow or improve, setbacks feel like proof that they never deserved success in the first place. Because of this, approaches that encourage a more flexible view of ability may help reduce impostor experiences.

Why Talking About It Matters

Even though impostor feelings are common among high achievers, many people keep them to themselves. This silence can deepen stress and isolation. Open conversations about impostorism may be an important step toward coping and protecting mental and emotional well being.

"More research is needed to better identify strategies to reduce impostor experiences, but social support may be helpful in reducing impostor fears," Shin said. more

  • Steward Tony Pacheco

    35
    11m

    Studies Studies Studies
    The Educated elites love studies. It’s the faux evidence used to prove their point to those they wish to draw into their train... of thought. But for every study for, their are many against. Who eve funds the study will dictate the direction they want to edify. Experience in the real world is the real study. Go out there with your questions and seek real world answers. Don’t be a talking head taking credit for others paid for agendas!  more

Career development

 8h

Rashad Richey Scandal Explodes: Fake Degrees, Fake Lawyer? | WATCH | EURweb | Black News, Culture, Entertainment & More


TYT's Rashad Richey accused of using diploma mills, phony law credentials, and self-created entities to boost résumé

Rashad Richey Faces Firestorm Over Alleged Fake Degrees

*Houston, we have a problem. Rashad Richey, a prominent host on The Young Turks (TYT) network, is under intense scrutiny after viral exposés accuse him of fabricating much of his academic and professional background. The... claims have sparked widespread backlash online, with many calling it a media credibility crisis.

Videos and threads across YouTube, Reddit, and X allege that Richey falsely claims multiple doctorates and legal credentials. Critics say the schools listed are either diploma mills or don't exist at all. The fallout is spreading fast.

Viral Video Breaks Down Richey's Academic Claims

The controversy gained traction after a January 2026 YouTube video titled "TYT's Rashad Richey: Fake Degrees, Fake Lawyer, Real Scam" went viral. The video, posted by Nate the Lawyer, racked up more than 260,000 views in just a few days.

It builds on earlier investigative work from content creator Cam James, whose "FUBU Scammers" series had already raised red flags about Richey's credentials. Together, these videos allege a pattern of misrepresentation and academic fraud.

Do Richey's Degrees Come from Diploma Mills?

Richey claims to hold at least five doctorates and five master's degrees in fields like neuroscience, international law, and quantum physics. However, many of the schools cited -- like Paris Graduate School and Université de la Renaissance -- are unaccredited or unverifiable.

Other institutions, such as Scofield Graduate School, are reportedly linked to churches or small private operations without formal academic recognition. Critics say these places are commonly known in watchdog circles as diploma mills.

Legal Credentials Under Major Scrutiny

One of the biggest accusations is that Richey falsely presents himself as a lawyer. Despite referencing a Juris Doctor degree and running a legal-sounding entity, there is no record of bar admission or formal legal practice.

This has led to outrage online, especially from legal professionals who argue that such misrepresentation damages public trust. Several clips have surfaced showing inconsistencies in how Richey describes his law credentials.

Wild Claims Add to the Skepticism

Beyond degrees, Richey's past bios allegedly mention a brainwave device for Alzheimer's, a medal from Barack Obama, and other grand claims. Some are unverifiable or backed by provisional patents that never matured.

Critics note that Richey's biography often shifts, with degrees appearing or disappearing over time. They also point to circular verification -- where one claimed institution cites another linked or fake one.

Richey and TYT Respond to the Allegations

Richey responded on his TYT show "Indisputable" on January 5, calling the allegations false. He claimed they're part of a targeted campaign by bad-faith actors aiming to discredit his work as a progressive commentator.

TYT has not issued a formal statement as of January 10, 2026. Richey continues to appear on the network, even as pressure mounts for transparency. Some critics say TYT's silence contradicts its mission of truth and accountability.

Community Reactions Are Fierce and Divided

The scandal has divided viewers, especially in progressive spaces. Some see the backlash as racially motivated attacks on a high-profile Black commentator. Others say fake credentials are a serious breach of public trust.

Social media platforms are flooded with mockery, calls for investigations, and clips showing inconsistencies in Richey's claims. Forums like r/skeptic and DegreeInfo have long tracked similar concerns since as early as 2024.

Why This Scandal Matters in Today's Media

Public figures who comment on politics and science carry a responsibility to be honest about their credentials. Richey's case echoes past media scandals involving fake degrees and résumé inflation.

As the conversation spreads, it's unclear whether TYT or its audience will hold Richey accountable. But one thing is certain: This story isn't going away anytime soon.

(If You Like/Appreciate This EURweb Story, Please SHARE it!)

MORE NEWS ON EURWEB.COM: Sheila Eldridge and Tubi Partner to Launch 'HBCU First Look' Channel more

Career development

 8h

Career moves on hold: How uncertainty is redefining work in US - The Times of India


There was a time, not very long ago, when dissatisfaction at work almost automatically led to a job search. If the pay felt low or growth seemed limited, people updated their résumés and moved on, confident that something better would turn up. That instinct is fading.As 2026 begins, the American workforce finds itself in an uncomfortable pause, restless, ambitious, but wary. According to Zety's... 2026 Job Search Split Report, based on a December 2025 survey of more than 1,000 US employees, 47 percent say they plan to look for a new job this year. Yet 53 percent say they are staying put. The split is almost perfectly even, and that balance tells its own story. This is not a workforce short on desire. It is one short on trust.For those thinking of making a move, the reasons are straightforward. Forty per cent want higher pay, others want better benefits or a clearer path forward. Some are tired of toxic workplaces. After years of rising prices and stubbornly flat wages, wanting more is not greed; it is survival.What is striking, though, is how negotiable once-sacred lines have become. Nearly three in four workers say they would return to the office full-time for a 20 per cent raise, according to Zety. After defending remote work as a quality-of-life necessity, many are now willing to give it up if financial pressure demands it.On the other side are workers who are not leaving, not because they love their jobs, but because leaving feels risky. Only 26 per cent of those staying say they are truly satisfied. The rest cite quieter, heavier reasons: They doubt they will find better pay, worry jobs in their field are drying up, or fear losing the flexibility they already have.Some are afraid of being the newest hire when layoffs come. Others have just received a raise or promotion and don't want to gamble it away. Stability, even imperfect stability, is winning out.Underneath these choices is a deep scepticism about the labour market itself. Two-thirds of workers expect job hunting in 2026 to be difficult, and more than half believe it will take longer to land a role than it did last year, according to the Zety survey. Over half also believe the market will weaken further, with higher unemployment and stagnant wages. In that environment, hesitation starts to look less like indecision and more like common sense.If recent years were defined by quitting loudly, 2026 may be shaped by staying quietly. Employees are updating résumés, scanning listings, and having conversations, without necessarily acting on them. Movement has slowed, not because ambition is gone, but because timing feels wrong. The result is a workforce suspended between wanting change and protecting itself from regret.This split is not a failure of confidence. It is a recalibration. Workers are no longer chasing growth at any cost. They are weighing it carefully against job security, flexibility, and the very real fear of missteps in a fragile economy.In 2026, career decisions are less about bold exits and more about restraint. For many workers, staying is not a lack of courage. It is a calculated choice to wait until the ground feels steadier. And that hesitation may be the most honest reflection yet of where the job market truly stands. more

Tina Thackeray


Career development 1d
Good afternoon. I want to share my situation.
I have the most powerful computer at work because I officially asked for it and explained why I need it for my job. Management approved it and gave me a new, very good computer.
Now a coworker from another department wants to take my computer and swap with hers. She says her old computer is too weak because she often watches movies at work. I said... no.
After that, she started telling management bad things about me and saying that I don’t use the computer for work. I tried to talk to her, but she is threatening me - either I give her my computer, or she will keep saying that I work badly.
Do you think I should talk to management about this? Thank you for your advice.

 more
3   

  • anne mee

    8h

    Should have gone to your line manager immediately. Write down all the reasons you should keep it and maybe she should try asking them for hers to be... replaced! more

  • Samueljackson Gemadi

    11h

    Don't give out

Load more...

Career development

 8h

How UVA's presidential search missed what took us an hour to find


Inside Higher Ed's recent story, "UVA Presidential Hire Raises Process Concerns," frames the controversy surrounding Scott C. Beardsley's appointment as the University of Virginia's president as follows: "Beardsley has solid academic credentials... But his résumé isn't the problem for most critics; the hiring process is."

Just a couple of weeks earlier, the Washington Post reported it quite... differently, noting that Beardsley's curriculum vitae was quietly scrubbed of diversity references before his appointment, sparking conservative outrage over his perceived DEI commitments.

We think both publications missed the deeper story. Using publicly available records -- specifically the Internet Archive's Wayback Machine -- we traced the evolution of Beardsley's CV across multiple versions and time-stamped snapshots. What we found suggests not a handful of cosmetic edits but a pattern of strategic self-presentation that should have prompted basic follow-up questions in any serious presidential search. The résumé is very much the problem -- not because it was sanitized, but because it raises fundamental questions about academic integrity that the search process failed to address.

This research took approximately one hour, the old-fashioned way -- no AI.

Here is what UVA's search firm nor the Board of Visitors found -- or, if they did, what they chose not to disclose.

Then something changes.

The timeline matters. UVA's presidential search did not begin formally until after Jim Ryan announced his resignation on June 27, 2025, and the special committee did not hold its first meeting until August 22. But the most consequential revisions to Beardsley's CV -- the removal of DEI and "diversity" language -- occurred before the search machinery was even in motion, during a rapidly escalating federal pressure campaign: DOJ Civil Rights sent UVA seven letters between April 11 and June 17 and publicly tightened the screws in June. In other words, the record was "cleaned" in advance of -- and in the same political context that precipitated -- the leadership crisis that ultimately triggered the search. That is precisely the kind of anticipatory positioning that due diligence should detect and probe.

Even if this were the only anomaly, it would still warrant scrutiny. Why revise this portion of the record at that moment -- without acknowledgment or explanation? Why treat a presidential CV as a document to be optimized for a shifting political environment rather than as an academic record expected to remain stable, transparent, and verifiable?

But the DEI scrubbing is only the beginning. Once we read the 2025 CV the way faculty routinely read candidates' dossiers -- with an eye toward disciplinary norms, verifiability, and the integrity of the record -- additional issues emerged. Two stand out because they go directly to due diligence: the doctorate itself and the presentation of scholarship.

The dissertation anomaly

Beardsley earned an Ed.D. in Higher Education Management from the University of Pennsylvania in 2015. The dissertation's abstract page, available through ProQuest Dissertations and Theses, lists two authors: "Scott Cochrane Beardsley" and "Robert Zemsky." Zemsky chaired Beardsley's dissertation committee.

That listing is highly unusual in doctoral education, where the dissertation is expected to demonstrate that the candidate can frame a research question independently, choose and defend methods, analyze evidence, and take intellectual responsibility for the conclusions. Collaborative research is common -- and often valuable -- in faculty life. But the dissertation occupies a special category: it is the singular work that qualifies a candidate for a doctoral degree.

When a dissertation record appears to assign authorship to both the candidate and the committee chair, it raises unavoidable questions any faculty reviewer would ask immediately: What exactly does "authorship" mean here? How was the work apportioned? Who conceived the study design and analysis? Is the listing in ProQuest an accurate reflection of co-authorship? If it is accurate, how does that comport with doctoral norms?

These are not gotcha questions. They are verification questions -- the kind a serious search asks early, documents carefully, and resolves before a board confers the authority of a flagship presidency.

The peer-review problem

On page 9 of Beardsley's CV, he claims to have "Published over 70 peer-reviewed and/or edited articles, books, research papers ..." We reviewed Appendix A, where Beardsley lists numerous items under "Peer-Reviewed and/or Edited Articles and Books." We counted the entries. Excluding op-eds, there are 32 entries, not "over 70." If you add the eight op-eds, the total is 40 publications. Perhaps there are some papers that he chose not to include on the CV. If so, why?

More concerning than Beardsley's inability to count is his claim regarding published peer-reviewed articles. We found no entries in academic, peer-reviewed journals. All but one of the articles he cites appeared in McKinsey Quarterly or the World Economic Forum's Global Information Technology Report, neither of which are academic peer-reviewed journals. Beardsley addresses this concern in a note, explaining that McKinsey Quarterly pieces are "subject to peer review, including by Nobel laureates," and that internal research publications were "subject to peer review before being made available to colleagues and clients."

Whatever one thinks of McKinsey's or WEF's internal quality control, this presentation is academically misleading. "Peer review" has a specific meaning in higher education: independent evaluation by external scholars, typically insulated from employer interests and client relationships, and anchored in public, verifiable dissemination. Corporate editorial review can be rigorous, but it is not the same process and does not carry the same scholarly meaning.

More problematic still, Beardsley says he "Created over 50 knowledge and research documents" at McKinsey that are "not available publicly," yet he places them in the same peer-reviewed/edited category. Finally, several of the links he provides are broken. In academic evaluation, verifiability is not a nicety. It is the baseline. A record that cannot be examined cannot be responsibly credited as peer-reviewed scholarship or scholarship of any kind.

The point is not to litigate consulting. It is to ask why a candidate for a research-university presidency is presenting corporate work as if it were an academic publication -- and why those paid and empowered to vet the record did not demand a clearer accounting.

Why are the publications buried?

That leads to an additional telling choice in the CV itself: Beardsley's publication record is not presented as the core of the CV. Instead, it is relegated to an appendix.

In academic practice, publications are typically the spine of a senior scholar's CV -- prominent, organized, and easy to scrutinize -- because they constitute the primary evidence of intellectual contribution. Placing publications in the back matter reduces the likelihood of close review. It requires extra effort to check venues, verify the nature of the review, trace the chronology, and assess the overall pattern of scholarly work.

There may be an innocent explanation, but in a presidential search, the burden is not on faculty to guess. It is on the process to verify. If a publication record is mixed -- with academic journals, McKinsey Quarterly, and nonpublic internal documents grouped under one umbrella -- burying the list does not merely reflect "style." It functions as a screening device to avoid scrutiny.

And scrutiny is precisely what a board is obligated to require.

The larger pattern: corporate translation, promotional rhetoric, and autobiographical padding

Other elements of the CV reinforce the same theme: a document written to persuade rather than to be evaluated.

Beardsley repeatedly translates corporate roles into academic analogies that elevate prestige while blurring distinctions. He describes leading "McKinsey University" as "Provost-like." He compares the election of McKinsey Senior Partners to tenure selection. However, tenure is grounded in independent research, teaching, and service through shared governance, whereas partner selection is an internal business judgment tied to firm economics and client development.

He also adopts corporate framing in the other direction, calling himself the de facto "CEO" of the UVA Darden enterprise. Deans manage complex organizations. But "CEO" is not standard academic language, and it signals a model of executive authority that research universities are deliberately structured to temper.

The CV's tone is similarly promotional. It includes claims such as "broke all career success records" at McKinsey, being "fastest in class" to senior partner, and being rated among the "top 10% highest-rated Directors." Those may be genuine internal metrics, but their prominence in an academic CV -- presented without the context or verifiability expected in higher education -- reinforces the impression of a corporate bio.

The document also includes extensive autobiographical details that senior academic candidates usually omit: a high school tennis championship, fraternity "Rush Chairman," college choir membership, an explicit note that his undergraduate degree was "fully self-funded," and that he ran a "lawnscaping" service with his brother when he was fifteen-years-old. This is not how experienced academic candidates typically present themselves -- and it aligns with a search-firm style that prizes narrative "fit" and biography over verification of the academic record.

The Search Firm's Prior Endorsement

We also cannot ignore potential conflicts of interest. Long before UVA's search began, the founder and chair of the search firm publicly endorsed Beardsley's 2017 book in unusually glowing terms -- crediting him with doing "all of us who work on presidential succession a great favor" and praising how he "deftly" navigates disputes over "traditional" versus "nontraditional" candidates and the "deeper struggle" those labels often represent. When the head of a search firm already has publicly put his name behind a candidate's work in that way, a board has to ask a basic governance question: how independent can the firm's later "vetting" be -- and how confident should the institution be that it is receiving disinterested, skeptical scrutiny rather than a professionally invested narrative?

That context matters all the more because Higher Calling: The Rise of Nontraditional Leaders in Academia (2017) was published by the University of Virginia Press while Beardsley was dean of UVA's Darden School of Business. UVA Press is not primarily a higher-education press; by its own description, it is known for strength in fields such as American history and government, literature, and other areas, along with trade titles. A review of its catalog suggests that higher-education leadership is, at most, an occasional subject: we found only a small handful of higher-ed titles, clustered years earlier, authored by widely recognized figures and scholars. Beardsley's book stands out in that context -- and it also closely tracks the framing of his Ed.D. dissertation, whose title ("The Rise of Nontraditional Liberal Arts College Presidents...") is strikingly similar. None of this is proof of wrongdoing. But in a presidential search, appearances and relationships are not side issues. They are precisely why boards need rigorous, demonstrably independent due diligence -- and why anything that looks like preexisting alignment between the firm and the candidate should have been disclosed, interrogated, and managed rather than waved away.

What this reveals about the search

This is not an argument about whether DEI is good policy, whether consulting experience is valuable, or whether Beardsley will succeed as president. It is about institutional competence and academic integrity.

A candidate for one of the most prestigious presidencies in American higher education submitted materials that, at a minimum:

None of this was resolved in a way visible to the university community.

Our research on presidential searches has repeatedly documented this pattern: when boards marginalize faculty participation and rely primarily on search firms, quality control erodes. Vetting serves as a means to select a finalist, not a way to protect the institution.

Faculty involvement is not symbolism. It is quality control.

Faculty know what "peer review" means in their disciplines. They know how doctoral credentials are typically documented -- and what counts as an outlier that requires explanation. They recognize when a CV has been "optimized" to discourage scrutiny rather than invite it. They are also the people most likely to notice when a candidate's public record is being strategically revised in anticipation of a high-stakes appointment -- especially in a volatile political moment.

A broadly constituted search committee with meaningful faculty authority would have surfaced these issues early and demanded answers: Why were DEI accomplishments removed as federal pressure on UVA intensified? What explains the dissertation authorship listing? Why was the publication record pushed into an appendix? Why were corporate documents presented under "peer-reviewed" categories? And, given the search firm's prior public endorsement of the candidate's work, what safeguards were in place to ensure the vetting was truly independent? These questions go to judgment, transparency, and integrity -- the core predicates of presidential leadership.

Instead, UVA's board ran a tightly controlled, secret process that treated faculty input as ceremonial. The result is a president whose materials raise questions that the selection process should have resolved before the appointment.

The conclusion UVA should not ignore

The search firm was presumably paid hundreds of thousands of dollars. For that investment, UVA appears to have received a process that failed to conduct due diligence that could have been completed in an afternoon using free tools and widely accessible academic databases.

There is a broader lesson here about what "strategic repositioning" actually buys a candidate -- and what it costs an institution. In June 2025, Santa Ono's path to the University of Florida presidency collapsed in public view after he tried to distance himself from DEI positions he had previously supported as University of Michigan president. Florida's Board of Governors rejected him in a 10-6 vote, overriding the University of Florida trustees' support, and the search reset. The point is not Florida's politics versus Virginia's. It is when vetting becomes theater, and candidates feel compelled to edit the record rather than defend it, that credibility evaporates. Nobody ends up confident in the result -- not the trustees, not the faculty, not the students, and not the public.

Scott Beardsley may yet prove to be an excellent president. But his appointment has been tainted by preventable failures -- failures that exist only because those charged with vetting him failed to do the work a serious search demands.

The Wayback Machine is free. ProQuest Dissertations and Theses is widely accessible. Academic norms are well established. A competent search would have used all three sources. more

Career development

 10h

The Beast Mortos Graduates And Becomes Licensed Lawyer, Shares Unmasked Photos From Graduation


The Beast Mortos has officially added a major achievement to his résumé.

And it has nothing to do with the wrestling ring.

After years of dedication and hard work, the masked AEW star has now graduated and become a licensed lawyer. Mortos had been quietly working toward the milestone for months, completing law school back in June 2025 before finally reaching graduation more than six months... later.

Mortos shared the news with fans through a heartfelt series of social media posts celebrating the moment alongside family and close friends.

"What a great day today was, surrounded by my loved ones and sharing important moments with me," Mortos wrote, posting photos from the celebration that included AEW star Mercedes Moné.

In a separate post, the luchador kept his trademark covered-face intact while sharing images from the graduation ceremony itself, dressed in traditional academic robes. He confirmed the accomplishment directly, writing, "My graduation, I am officially a lawyer, another achievement in my life."

The announcement was quickly met with an outpouring of congratulations.

Shortly after Mortos shared the photos, fellow wrestlers and several prominent AEW names flooded the comments with well-wishes, celebrating the rare and impressive accomplishment. more

Career development

 11h

Ongoing Job Application Management(5₹ per application)


I need someone to take full ownership of my daily job-hunting routine. I am targeting positions labelled " Data" and I want every opportunity that matches my background found, tailored, and submitted without me having to chase you for updates. The search should centre on official company career pages. While you are welcome to keep an eye on other sources, the primary pipeline must come from... company websites so that roles are fresh and not already saturated. What I expect from you: * Proactive monitoring of new openings(mostly I provide the list of jobs) that fit my profile * Customised résumés, cover letters, and short application answers for each posting * A simple tracking sheet that lets me see what has been applied for, when, and any next steps You will receive my master résumé, portfolio links, and keywords that describe my strongest skills. From there, I count on you to refine language, highlight the most relevant achievements, and ensure every submission feels personal to that employer. Consistency and attention to detail are more important to me than volume alone. If you are organised, persuasive in writing, and enjoy combing through company websites for hidden-gem roles, let's get started right away. more

Career development

 11h

GS-13 Federal Resume Overhaul


I need a polished federal résumé tailored for senior-level administrative vacancies at the GS-13 tier and higher. The document must pass USAJOBS automated screening, speak directly to hiring managers, and clearly show why my leadership abilities and project-management record meet the Executive Core Qualifications for this grade. You will take my existing work history and achievements, translate... them into the mandatory federal format (including compliant headings, detailed duties, accomplishments, hours-per-week, supervisor contact, and salary), and weave in the right keywords pulled from the job series announcements I provide. Leadership outcomes, team development successes, and large-scale project deliveries should stand out on every page. Deliverables: * One master résumé in Word (.docx) ready for USAJOBS upload * A clean PDF version for offline sharing * A brief keyword report so I can adapt the file to future announcements The résumé should be concise yet fully address KSAs, follow OPM guidelines, and remain under the character limits imposed by USAJOBS text fields. more

James Ravenscroft


Career development 2d
Hi! I really have a problem, I keep forgetting what else I need to do at work. I already make a daily plan and check it all the time, but as soon as I get distracted by urgent issues, I can’t remember what I was thinking about before. I understand that this can’t go on for long, because my mistakes keep coming up and management notices them. Maybe you could advise me on how to train my memory and... attention? Thank you. more

  • Beth Dombach

    13h

    Is this forgetting/distractibility something new for you or an existing trend that is now having a negative impact on your work? Either way it is... worth considering what has changed in you and or your environment.
    I would also recommend assessing whether the interruptions are truly urgent, important, and your responsibility. If not, is there a way you can indicate to coworkers that you are engaged in focused work and unavailable to them? If they are your responsibility, could any of them be preemptively addressed before they become interruptions and/or postponed until you’ve completed your previous task?
    It may also be worth discussing with HR and or management how the interruptions impact your productivity and ways to minimize the interruptions so you can maximize your productivity. Bringing it up proactively, especially if you suggestion solutions, will almost certainly look better then ignoring or trying to hide it until your manager brings it up.      more

  • Phindile Mahlangu

    1d

    Multitasking. You need to learn.

Load more...

Career development

 18h

Role-Based College Internship Portal


I need a complete web portal that streamlines our college's internship ecosystem through clear, role-based access: * Students - build résumés inside the platform, search and apply for live internship postings, and book AI or human-led mock interviews to prepare. * Employers - post openings, review incoming applications in a Kanban-style dashboard, and schedule interviews, all backed by n8n flows... that trigger confirmation emails, calendar invites, and status updates automatically. * College Admin - oversee every listing, moderate content, monitor hiring metrics, and generate placement reports. Security-first login (SSO if possible), permission boundaries per role, and an intuitive mobile-friendly interface are essential. The résumé builder should ship with modern templates, drag-and-drop sections, and PDF export. Mock interviews can either embed a video meeting tool or integrate with an external service as long as booking and feedback stay inside the portal. Deliverables 1. Fully deployed web app on our cloud account, with source code. 2. Database schema and seed data for one academic year. 3. n8n workflow files with clear documentation. 4. Walk-through video plus a short user guide. I'll test by creating each role, running an end-to-end internship cycle, and confirming that every automated notification fires via n8n without manual intervention. more

Career development

 1d

Powerful Job Interview Tips From a Recruiter: How to Pass an Interview


If you've prepared a good, brief narrative of your career, you can impress them right off the bat.

If you think most hiring decisions are based on your experience and qualifications, then you better keep reading. Your resume gets you in the door, but how you interview determines whether you're offered the job.

This article will teach you proven job interview tips to help you pass a job interview... and get the job you want. Here's what we're going to cover:

* Part I: Job Interview Preparation Tips - everything to do before your interview

* Part II: Interviewing Tips - the best strategies to use during your interview to stand out

* Part III: Tips for After Your Interview - how to make sure you get the job offer after your interview is over

These are the best interview tips that I know, from close to 5 years working as a Recruiter.

After you finish this article, you'll know how to stand out from other job seekers and pass a job interview a majority of the time.

Part I: Job Interview Preparation

Each step below will prepare you for the actual interview. None of this is very time consuming but it will set you apart from everyone else applying for the job, making it easy for the company to decide who to hire (you!)

Here are the basic interview preparation steps to remember. I've put the estimated time next to each one.

1. Research the company (10 minutes)

Interviewers can tell when you've done your research, and they love seeing it. And if you haven't... it looks really bad, especially at the start of the interview when they ask things like:

So the start of the interview is your chance to make a great first impression. Walking in with zero knowledge of their business is one of the fastest ways to shoot yourself in the foot and NOT get hired.

It could even lead to them ending the interview early. That's one of the biggest signs your interview went badly, and you definitely want to avoid that (for example if you were told it would be a one-hour interview, and you finish in 25 minutes).

So be ready to show them that you what they do, how they make money, who their typical customer or client is, etc. You're not expected to be an expert on their business, but know the basics.

You can do this company research on the company's website, on their social media pages, and by searching Google. I also recommend finding one or two recent news stories to see what the company has done recently. To learn the latest on a company, try typing the company's name plus the word "news" into your search bar.

2. Think of two reasons you're interested in the company (10 minutes)

Use the company research you've done to come up with a business-related reason you're excited about them. It could be a new business model, new clients, new partnership, etc.

Actual example: I recently had a phone interview with a tech company that was built as a review/info website. They recently started handling transactions instead of sending the buyers out to other websites to complete the transaction. I read this in the news and mentioned it as an exciting development and a really good business move. The interviewer was extremely impressed that I had read the news, and understood the implications. Total time spent researching: less than 3 minutes.

Along with one business reason, try to come up with a secondary reason too. Maybe community involvement. Or company culture. Almost every company has a blurb about their culture on the website. Read it and mention what you read as a secondary reason for being interested.

You'll seem extremely well-prepared and well-rounded for having two very different reasons.

3. Think of an explanation for why you're job searching (5 minutes)

Companies will often choose someone less talented if they also seem less risky or if their motivations make more sense. I've seen it first-hand.

Don't lose out on a job to somebody with less skill than you. Prepare some legitimate reasons why you want to make a move (without talking negatively about your current employer). Here are some examples:

* You've accomplished ____ in your current role and you're ready for a new challenge

* Your company's direction has shifted and you feel it's time to join a new organization

* You're interested in a different type of product/service

* You're looking for a larger or smaller organization

You can get more specific based on your situation. These are general ideas. If you do a good job with this you can beat out applicants that have more experience than yourself, because they're not using these strategies most likely.

If you are job searching while employed, here's a full article on interviewing when you have a job.

And if you're unemployed right now, here are 20 good explanations for why you chose to leave your last job.

4. Prepare to talk about specific accomplishments

Most people go into their interview and make general statements and talk in very general terms. To set yourself apart, you want to prepare specific examples and talk about DETAILS. Facts, numbers and real accomplishments.

Hint: this is true on your resume also. You'll get far more interviews if you cram your resume with facts, figures and statistics instead of general statements like "responsible for handling customer requests".

So when the hiring manager asks what you accomplished in your last job, or what you do each day, you should be ready to impress! This is not the time to hesitate or be unsure. Prepare ahead of time for this.

If you're looking for your first job without any work experience, then think about accomplishments in your academic career - classes you've taken, projects you've completed, etc. That's your most relevant experience!

5. Get familiar with your resume (5 minutes)

This is one of the more important interview preparation tips, and one of the easiest. Glance over your resume if you haven't in a while. Be ready to explain past job changes in a positive light. If you left a job because your manager was horrible, say that you went to an organization that had more supportive management. It's all about how you phrase it. We'll look at more examples of how to deliver this in Part II coming up.

Also think of a couple of challenges and accomplishments in your last 1-2 positions. Interviewers love specific examples of accomplishments.

That's it, you're done with Part I. At this point you've already done more than 80% of job applicants, and you have good answers prepared for some of the most common interview questions. Let's move on...

Part II: Job Interview Tips

So, you've mentally prepared yourself with the interviewing tips from Part I. Now let's talk about how to pass a job interview after it begins.

1. Prepare to describe your work history BRIEFLY

Most interviewers will ask you to give a quick walkthrough of your background at the start of the interview. That's why I mentioned reviewing your resume beforehand. This pre-interview step is commonly overlooked but it's one of my favorite job interview tips and is so easy to do!

If you've prepared a good, brief narrative of your career, you can impress them right off the bat. What got you interested in this field? What have you accomplished recently?

But it has to be concise. Nobody wants to hire somebody that rambles on or sounds scattered, and that's the biggest mistake people make with this relatively open-ended question.

Spend most of your time on the recent portion of your career. Go through the beginning rather quickly. 2-3 minutes total should be your target.

2. Explain why you're interested in interviewing with them

After walking them through your resume, you'll probably be asked why you're looking to make a job change, and/or why you're interested in their company in particular. This is where the research you've done pays off. You should already have two specific reasons for wanting to interview with their company.

When explaining your reason for job searching in general, I mentioned one example of how to turn a negative into a positive in Part I. Here are 2 more examples:

If your current company has no room for upward growth, say that you're looking for a job with more room for upward growth. If you don't like your coworkers, say you're hoping to find a team that's more collaborative. See the difference? You're saying the same thing without sounding negative.

Whatever you say you're looking for, be prepared for them to ask why you can't get that in your current company. Just answer by saying that you don't think there's an opportunity to get this, and that you considered this before starting to look externally. Simple and easy. That should end the line of questioning.

3. Answering technical questions- don't freak out

After the basic questions, you'll get into the meat of the interview. The content and questions here will vary based on the job, but here's what you need to know about how to pass the job interview:

A good interviewer will test your limits. Especially if it's a position involving some type of technical knowledge (math, science, engineering, etc). The only way they can find your limits is if they ask something you don't know. So stay calm when you get this. Here's what to do:

Try to work your way through the question as much as you can. Your thought process is often more important than answering correctly, so tell them what you're thinking. Ask questions to clarify if needed.

Seeming genuine, thoughtful and honest can go a long way. It's more important than answering any one question correctly.

Preparing yourself for how you'll handle a question you're not sure of or didn't expect is an important piece of how to pass an interview. You can prepare for questions all day, but you still might hear something you weren't ready for.

4. Ask your own questions at the end

You should ask a lot of questions after the interviewer has finished their own questions. How are you going to decide if you want the job if you don't find out any info? The best job candidates are evaluating a company, not just trying to get a job in the first company that wants them. Once a company realizes this, they'll treat you like a top-notch candidate and try to sway you to join them.

If you aren't sure what to ask, here's a mega-list of the best questions to ask.

And here are 5 great questions to ask recruiters in particular (this is for phone interviews or first conversations with any recruiter).

Use these lists to come up with questions to ask each person you'll be meeting. If you interview with 4 people, you should ask questions to all of them. It's okay to repeat a question, but don't tell the last person, "so-and-so already answered all my questions." I've done this in the past and wasn't offered the job. Lesson learned.

Some of the best questions are opinion-based questions because you can ask the exact same question to as many people as you want. Example: "What's your favorite part about working here? What is the biggest challenge/difficulty you face here?"

5. Always act like you want the job

You have one goal in any interview: Convince them that you're the best candidate for the job and get invited to the next round.

So you should be selling yourself in the interview, not deciding if the job is desirable.

Then you can go digest the info and make a decision once you get home. If you start using this approach you'll have a big advantage throughout the entire interview because you'll have one single thing to focus on. Other applicants will be juggling everything at once.

6. Don't ask for feedback on the spot

I've seen people recommend that you ask for feedback or concerns at the end of the interview. Something like this: "Based on what we've discussed, is there any reason you wouldn't consider me for this job?" Horrible advice. Never ask this. Ever. Or anything like it.

First of all, they just finished interviewing you. Give them time to think. You're going to go home and decide whether you're interested, they need time to think too. Don't put them on the spot like this.

Also, you're bringing the negatives to their attention. You're literally asking them if they can think of a reason that'd stop them from hiring you. Even if they do think of something, they won't tell you for fear of a lawsuit.

I like to say something like this instead: "If you need any more info from me or have any questions later, don't hesitate to contact me."

7. Be human

You don't need to seem perfect in the interview to get hired. Don't try. Be human.

If you seem fake, or if you try too hard to give "perfect" answers, the hiring manager might not be able to get a real sense of what your strengths and weaknesses are. And if they can't tell, they won't hire you.

So, don't go in with interview answers you read from the top of Google. If you found those in 5 minutes, everyone else did too. Come up with great answers that are unique.

Remember that it's also okay to occasionally say, "I'm not sure", or "Sorry, I'm drawing a total blank". (This is okay once or twice per interview. If you find yourself doing it more, it's a sign you didn't prepare enough).

8. Learn the interviewer's name and use it

I'm horrible at remembering names. I always have been. So if I can do this, you can too...

When you hear someone's name, repeat it to yourself in your head once or twice IMMEDIATELY after you shake hands. This helps you remember it.

Most of the time, if you forget someone's name, it's because you never really "got" it. Immediately after you heard it, you forgot. So this is how to remember.

Then, use it in the conversation within the first 5-10 minutes of the interview. Now you'll never forget it.

There's another benefit to this too - using someone's name helps you build a bond with them and build trust. Studies have shown you seem more confident, competent and impressive when you say someone's name when talking to them.

Go talk to the CEO in your company, and I bet they'll use your name in the conversation. Leaders do this. Successful people do this.

This is a very underrated tip for interview success that anyone can do. It just takes effort.

You will build a stronger bond/rapport with the interviewer if you do this, and they'll be more likely to remember you favorably and hire you.

9. Be upfront and use clear language

Don't use vague language and "dodge" their questions. And don't lie. They'll usually know. Hiring managers interview a lot of people and have a great sense of this.

If you lie and get caught, there is no way they're going to hire you.

And if you seem like you're trying to hide information, they won't trust you and won't hire you either.

Hiring managers aren't just evaluating your skill; they're evaluating your character. If you're going to be joining their team, they need to see what type of person you are. And no hiring manager wants someone who is dishonest on their team.

What do they want? Someone who stands up and takes responsibility when things go wrong, who can learn from past mistakes, who is honest if there's a problem, and who isn't afraid to tell the truth.

The interview is where they test this before hiring you. So just remember that while they're judging your experience and skills, they're also judging these character traits.

10. Never badmouth

Don't badmouth former bosses, former employers, coworkers or anyone else.

Here's what happens when you do: The interviewer will immediately become curious about the other side of the story. They'll wonder if you were part of the problem (or the whole problem).

They'll want to know if you're someone who always looks to blame others. And they might worry that you have a bad attitude and won't be able to fit into their organization. And they won't hire you because of this.

So never, ever badmouth anyone from your past in your interview. Also, you never know if the interviewer knows somebody who you're bad-mouthing! Many industries have pretty tight-knit communities.

11. Make everything about THEM

Here's a little secret: The interview isn't really about you.

If you want to start getting a TON of job offers from your interviews, you need to start thinking about what the company wants. Make yourself seem like a solution to their problems.

How can you help them make money, save money, save time, etc.?

How will you make the hiring manager's life easier if he or she hires you?

Figure out how to show this, start thinking about their needs and answering their questions with this mindset and you will be in the top 10% of job seekers.

The same goes for writing your resume.

If you want to stand out, start thinking of your resume as being about THEM. It's a document that should be "tailored" to the employer's needs, showing them how your qualifications and past work will help you step into *their* job and be successful in their organization.

That's the general idea, and it's true for resumes, cover letters, and interviews.

Part III: Tips for After Your Interview

Once your interview is done and you've left the room, there are still a few things you should do to boost your chance of getting a callback.

These interview tips will help you impress the employer after the interview is over.

Always thank the interviewer

You want to thank your interviewer when you leave the room and send a thank you email the following day.

Showing appreciation for the employer's time goes a long way, and it's one of my favorite interview tips because it requires no talent; just effort.

Act interested but not desperate while waiting for feedback

Sometimes you won't hear from the employer for many days after your interview.

They might need to meet more candidates, or might need time to finalize their decision.

I'd recommend wrapping up your interview by asking when you can expect to hear feedback. That way, you won't be too anxious waiting at home.

If that time passes, it's okay to follow up with the employer to get an update from them. But be patient and never sound needy/desperate. Delays happen.

If they tell you, "sorry, things are taking longer than we expected and we are still making our decision," the worst thing you can do is act frustrated or upset. This isn't going to help you get hired!

The best thing you can do is keep applying for jobs while you wait. It's never smart to wait around for one single employer because so many unexpected things can cost you the job or cause a delay in the process. (Budgets change, people get promoted inside the company and they no longer need an external candidate, etc.)

So that's another one of my favorite interview tips - when you finish one interview, try to get more lined up! Don't stop interviewing for jobs until you've signed a job offer.

Use These Tips for How to Pass an Interview and Get More Job Offers

If you've followed these job interview tips, you're in great shape to pass your next interview and get the job offer.

Don't forget: Motivation, interest, and how you explain yourself and the reason you're interviewing are just as important as your actual resume/skillset. I can't stress this enough in terms of important job interview tips to remember!

Reading this article won't change your professional skills. But it can change something far more powerful -- how you come across in the interview room.

By using the interview tips and strategies above, you can beat out somebody with more experience and a more impressive resume because job interviewing is a separate skill... a skill that you've spent time mastering.

--

This post was previously published on Career Sidekick.

***

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1   

  • NSAALE HOSEA

    7
    19h

    this is so helpful especially in this job seeking world,
    i think communication skill is equally important here
    thanks

Steven Ishimwe
Career development 6d
Hi, everyone I am new here. Quick advice from you, which one is the best to study at University, Finance or Accounting
2   

  • Steward Tony Pacheco

    35
    20h

    Pick the one which is most fun. The one that will allow you to enjoy life. Because No Ones Last Words Ever Where "I Should Have Spent More Time At The... Office!" more

    2

  • Oyegunle K. Oyedeji

    1
    1d

    I advised you to go for Accounting where the two is not combined in the university. I have a friend that had B. SC in Financial study who found... himself in academic line to teach Accounting, he was forced to go and do conversation in third year in a university to secure Accounting B. SC because of his career.
    I believe Accounting has more future than Financial study.     more

    1
Load more...

Mila Ashford


Career development 3d
After the New Year’s party this guy from the design team (who I used to have a thing for) told me I’m “incongruent.”
I was totally shocked.
I even looked it up online and apparently it means I come off as fake or hypocritical.
We’re supposed to go on a training together in a week, and I honestly have no idea how I’m going to deal with him.
Any advice? Thanks!

1   

  • NSAALE HOSEA

    20h

    if you feel him too, just draw a clear line btn work and that intimate relationship

  • Phindile Mahlangu

    1d

    Don't let pitfalls to affect you. You were assignee to do training so partake. The guy is at the same team as you don't become too negative towards... him only a manager can inform  more

Load more...

Anonymous member


Career development 1w
Recently, a woman joined our department, and her desk is next to mine. She’s constantly asking for things - anything from a pencil or an eraser to asking me to buy her groceries when I go out for lunch. It all seems small, but she never gives anything back, and she never pays me back either. I got fed up and stopped responding to her requests, and now she’s telling everyone that I’m cheap.
It’s a... nightmare, it’s impossible to work. I’m nervous and angry all the time. What should I do?

 more
6   

  • Steward Tony Pacheco

    20h

    She will do to others what she has done to you. Make a formal complaint anonymously so that management can be aware of a possible toxic personality in... the team environment which may be looking for ​a future lawsuit against the company for any reason and also deliberately creating a hostile environment as a control mechanism for her own employment sustainment. Production will be affected if the synergy of your department is compromised. more

  • GLADECAM ENTERPRISES

    1d

    My advise would be you just talk to that colligue in a polite way..Piga hesabu all th groceries you bought for her ,muitishe pesa yako in a polite way... akikoso report to your supervisor more

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Career development

 1d

The Benefits Of Outplacement Counselling


In today's competitive job market, it's essential for companies to provide their employees with the necessary support and resources during times of transition. outplacement counselling is a vital service that companies can offer to employees who are facing layoffs or job loss. This type of counselling provides support, guidance, and practical tools to help individuals navigate the challenges of... finding a new job.

outplacement counselling is a resource that can benefit both employers and employees. For employees who are facing job loss, outplacement counselling offers emotional support during a difficult time. Losing a job can be a stressful and emotional experience, and having a professional counsellor to talk to can provide much-needed support and guidance. outplacement counselling can help individuals process their feelings of loss, anger, and confusion, and can provide them with the tools they need to move forward and find a new job.

In addition to emotional support, outplacement counselling also provides practical assistance to employees who are looking for a new job. Outplacement counsellors can help individuals update their resumes, prepare for job interviews, and develop effective job search strategies. They can also provide guidance on networking, job searching online, and navigating the job market. By working with an outplacement counsellor, individuals can increase their chances of finding a new job quickly and efficiently.

For employers, offering outplacement counselling can have a positive impact on their reputation and employee morale. When companies provide outplacement counselling to employees who are facing job loss, it sends a message that the company cares about its employees' well-being and is committed to helping them through difficult times. This can enhance employee loyalty and retention, as well as attract top talent to the company. In addition, outplacement counselling can help employees transition out of the company more smoothly, reducing the risk of negative impacts on the company's productivity and morale.

Outplacement counselling is a valuable resource that can benefit both individuals and companies during times of transition. Whether an individual is facing a layoff, job loss, or career change, outplacement counselling can provide the support, guidance, and tools they need to navigate the challenges of finding a new job. By offering outplacement counselling to employees, companies can demonstrate their commitment to supporting their workforce and promoting a positive work culture.

Employers who are considering offering outplacement counselling to their employees should carefully consider the benefits of this service. Outplacement counselling can provide employees with the emotional support and practical assistance they need to successfully navigate a job transition. By offering outplacement counselling, companies can enhance their reputation, improve employee morale, and support their workforce during times of change.

In conclusion, outplacement counselling is a valuable resource that can benefit both individuals and companies during times of transition. By offering outplacement counselling to employees who are facing job loss, companies can provide much-needed support, guidance, and tools to help individuals find a new job. Outplacement counselling can help employees navigate the challenges of job searching, improve their chances of finding a new job, and enhance their overall well-being. For employers, offering outplacement counselling can help promote a positive work culture, boost employee loyalty, and demonstrate a commitment to supporting their workforce. more

Career development

 1d

Dark reality of ethnic blocks in Law Society of Kenya elections


The election season in Kenya's legal profession feels like déjà vu. Posters go up, manifestos are unveiled, and candidates invoke the usual mantras: integrity, merit, vision, track record.

For decades, professional bodies, particularly the Law Society of Kenya (LSK), have held to the idea that their elections are pristine, where competence and character alone determine leadership.

But anyone who... has observed an LSK election close knows better. Beneath the surface of slogans and glossy CVs lies a powerful, often unspoken arithmetic: ethnic mobilisation. Behind this theatre is a truth many would rather not say out loud. Ethnicity plays a decisive role in who rises and who doesn't - not always, not in every case, but often enough that we can no longer ignore it.

Elections in professional bodies are often assumed to be merit-based. They are not. Like all elections, they are political - driven by numbers, visibility, loyalty, and influence.

Ideally, professional bodies are not supposed to mirror national politics. Yet elections, even those involving people in legal robes, are political. In Kenya, politics and ethnicity are intertwined. The idea that people vote on policy, résumé, or debate performance sounds nice. However, when competition intensifies, the arithmetic begins - often with ethnicity. Hopefuls and voters know it, yet we sidestep the subject.

In Kenya's political context, ethnic identity is not incidental; it is central. Voting along ethnic lines is not always about exclusion. For many, it's about recognition. It's a way of asserting visibility in a system where certain names, languages, and lineages have historically opened more doors than others.

This doesn't mean every voter casts a ballot based on ethnicity, or that every candidate seeks tribal endorsement. But when margins are thin, ethnic bloc politics often becomes the deciding factor.

Community-based WhatsApp groups emerge. Meetings are held behind closed doors. Endorsements are sought from institutions, elders, ethnic caucuses, and digital gatekeepers.

This happens while everyone publicly insists that "we are one".

Talking about ethnicity isn't the same as promoting tribalism. For many professionals, especially those from marginalised communities, ethnic identity becomes a pathway to belonging. It is a way of saying: "We're here too and deserve a seat at the table."

These bodies are not established to be vehicles for tribalism. They are platforms for mentorship, solidarity, and professional development. Okil Kamaloka Welfare Association, for example, represents more than 2,000 legal professionals of Luo heritage, offering support grounded in shared experience and identity. It did not invent ethnic organising - it formalised a pattern already embedded in Kenya's professional culture.

Associations like Gikuyu, Embu, and Meru Lawyers; Western Jurists Forum; Lower Eastern Lawyers; Ogilyeek Ab Kutit; and the Gusii Advocates Forum emerged from the same need - to belong in spaces, access to opportunity, and leadership can feel shaped by identity and familiarity.

The real issue is denial. Ethnicity only becomes toxic when it's used to gatekeep, divide, or dominate. However, ignoring it doesn't make it go away. In fact, denial erodes trust and integrity.

The greatest threat to professional cohesion is not ethnic organising, it's our refusal to acknowledge its growing influence. When the LSK fails to confront how identity politics shapes outcomes, it misses a chance to build fairer and more transparent systems.

That reckoning starts with honesty. We must admit that identity plays a role in who we elect. Ethnic mobilisation isn't just something "the other side" does. It is a shared reality. If we confront it openly, we can design systems that accommodate competence and representation - systems where identity is acknowledged but not weaponised.

Many senior members of the legal profession are uneasy with LSK elections. They remember when elections were subdued, conducted through mail-in ballots, guided by decorum and shaped by individual professional reputation rather than popularity.

Law schools are producing hundreds of new lawyers every year, and the profession is younger, more digital, and more politically aware. The entrants - many of them Gen Z - vote not just on merit but on identity. Where candidates are often strangers, voters rely on familiarity and community as stand-ins for trust.

We don't need to ban ethnic groups or shame identity. We need stronger institutions that include every community without embarrassment, silence, or fear. Ethnicity will always be part of how Kenya works. It shouldn't, however, dictate the future we build.

Follow our WhatsApp channel for breaking news updates and more stories like this. more

Career development

 1d

Multi-Platform ATS Resume Builder


I want to launch an ATS-friendly résumé creator that offers the same smooth, guided experience you see on [login to view URL], but packaged for the web, mobile phones, and desktop computers in a single, maintainable code-base. The look and feel must stay firmly professional -- clean lines, generous whitespace, restrained colour palette -- so a finished résumé looks hiring-manager ready straight... out of the tool. Users will browse a gallery of editable templates, type or paste their details, watch real-time changes, and finish with a document that sails through Applicant Tracking Systems. Three functions are non-negotiable: * A library of fully Customizable Templates, each section drag-and-drop or on/off toggle. * An ATS Compatibility Check that scans content/layout for keyword density, section order, and parsing pitfalls, then highlights fixes. * One-click export to both Word (DOCX) and PDF with identical formatting across all platforms. Stack is your call -- React + React Native, Flutter, Electron, or another cross-platform approach -- so long as it delivers: 1) a responsive web app, Deliverables 1. Deployed MVP on a public staging URL plus signed mobile/desktop builds. 2. Full source code in a Git repo with clear setup docs. 3. Short user guide and API/architecture notes. When you reply, outline your preferred tech stack, any similar WYSIWYG/editor work you can show, and a milestone timeline so we can get started right away. more

Career development

 1d

This Denver mom once feared losing everything. At Women's Bean Project, she found stability -- and freedom.


When Brittany Persichitte walked through the doors of Women's Bean Project in April 2023, she carried things no résumé could explain: fear, determination, and the hope that this time she would build a different life.

"In my past, there was a lot of drug addiction," she said quietly when we spoke at the Women's Bean Center off Federal Blvd. in Denver. "I had a lot of incarceration, homelessness. I... ended up getting pregnant, and that was my changing point for myself. I did not want to lose custody of my son."

Her love for him -- and the fear of losing him -- became her north star.

"I got sober, and I moved into a sober living facility," she said. "Then my next step was to get a job."

A roommate told her about Women's Bean Project, a Denver nonprofit that hires women facing barriers to employment and pays them while they stabilize their lives and learn job skills. She applied and was accepted.

But what she felt on day one surprised her.

"It's unlike any job I've ever worked before," she said. "You come in, and everybody is so friendly, and everyone just cares so much about you and really wants you to succeed. It's totally different."

She didn't know it yet, but she was in the first chapter of a new life -- one she now helps other women begin.

Women's Bean Project was founded in 1989, aimed at helping women break the cycle of poverty and achieve lasting independence. They quickly became known for their 10-bean soup, but these days, the program manufactures, packages, and sells much more than that -- everything from baking mixes to dog treats.

Brittany is one of an estimated 2,000 Colorado women who have graduated from the program, which is structured to meet local women where they are.

"The first phase is the stability phase," CEO Shelby Mattingly explained. "Making sure that folks have access to transportation, that they have a place to live, that they have childcare if they need it, and that they're aligned with a case manager." The women are hired at the standard Denver minimum wage, and most complete the program in six to nine months, leaving with a job outside the program.

For many women living on the streets or escaping a toxic environment, survival mode is the norm. Their barriers -- addiction, homelessness, poverty, incarceration, domestic violence -- don't arrive alone. They layer and compound, making it difficult to navigate complex systems requiring paperwork, time and self-advocacy.

In the early weeks of her journey, Brittany says she found space to breathe for the first time in years. "In the first phase, we did a lot of self-work," she said. "We learned a lot about healthy relationships. My case manager helped me write letters of self-advocacy for a court case. We also did a lot of art therapy."

Slowly, she learned she didn't have to accept "no" as the final answer -- not from housing agencies, not from the legal system, and not from the world.

"Before it was just so easy to take no for an answer, because you're not sure you deserve anything else," she said. "But here, they really show you that you don't have to. You can have a different life."

When her application for a housing voucher was denied because of her criminal history, she thought the door had closed. But at Women's Bean Project, someone showed her the appeals process. She followed it and won. Her voice softened when she described the moment: "If they hadn't given me that opportunity, I think I would've lost everything again."

When Brittany moved into the program's second phase, she stepped onto the production floor of the Women's Bean warehouse -- rows of tables, shelves of ingredients, the hum of machines. It was a world totally unfamiliar to her.

"I had no idea what I was walking into," she said with a small laugh. "But I really enjoy the work. It's cool to look at something you buy at the grocery store and be like, 'Oh yeah, I totally know how that ends up in that box now.'"

She also kept taking classes on conflict management, financial literacy, and digital skills. But most importantly, she began experiencing steadiness -- perhaps for the first time as an adult. An income. A routine. A team that noticed her hard work.

"There's a lot of things I'm really proud of," she said, reflecting on her time in the program. "Having an honest income, paying off my traffic tickets so I could get my license and get a car, not having to take my son on the bus when it was cold." And perhaps the biggest win of all: "I celebrated my one year of sobriety here. And I did get custody of my son back."

But it's not just her own journey she's proud of. "The women here, they're making a bigger impact than just on themselves," she said. "A lot of them have kids, and they're getting to show their kids that they don't have to follow in their footsteps. We're making a change for generations to come."

After graduating, Brittany became one of the roughly 30% of women who go on to work for the Women's Bean Project. "I felt like I had a story that could really reach other participants," she said. "I needed to feel like I was making a difference. And I feel like I can do that here."

Now she works with women in the program daily, acting as their manager on the production floor, but also as a friend who knows what they're going through. Sometimes they talk about résumés, other times it's about court dates, recovery hurdles, housing barriers and other struggles she overcame while in the program. "Then I am able to share some of my experiences and just show them that you can come out on the other side," she said.

For people who have never navigated addiction, incarceration or housing instability, the path forward can seem simple from the outside, Brittany said. But she wants people to understand the truth.

"Making some of the changes that women have to make when they come here -- getting sober, working on their mental health, finding housing, navigating food stamps and Medicaid. Those aren't easy things to do. When someone is putting in that work and that time, they deserve a second chance. They deserve to be heard."

CEO Shelby Mattingly echoed that sentiment. "I wish people knew how capable and powerful and resilient the women that work here are," she said. "What I see every day is a team of really funny, talented, skilled women who can do anything they set their minds to."

After everything she has moved through -- addiction, homelessness, incarceration, fear -- Brittany now carries a word that once felt impossible.

"Freedom is my word now," she said. "Freedom to make the choices to do what I want with my life. Freedom to want more and to want to do more." more

Adetola AjaoOjo
Career development 2w
I felt disengaged from my role as PMTCT Focal Person in my office because I was given almost no tasks to manage. I tried everything I could to engage myself. How should I approach my boss to request a different role?


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  • Stanley-Duke Ngene

    1
    1w

    Leadership Lesson: Relevance Is a Choice

    In public service and NGO work, relevance is rarely announced—it is demonstrated.

    When you feel... underutilized:

    Don’t complain—seek clarity

    Don’t withdraw—offer solutions

    Don’t wait—add value

    Strong professionals don’t say “I have nothing to do.”
    They say:

    “How can I better support our mission?”

    Leadership is not a position—it is initiative in service of impact.
    Those who remain relevant choose contribution over comfort and purpose over passivity.     more

    1

  • IRADUKUNDA Christian

    1
    1w

    give it time. be patient with that, if you like it continue with it, if you dont like it, ask for another alternative role.

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Career development

 1d

Organization strategy to improve employee retention and business success


The article argues that employee retention is no longer an HR problem but a core business strategy directly linked to profitability, stability, and long-term performance. Drawing on research and industry practice, it presents a clear four-pillar framework, total rewards, career development, leadership quality, and human-centric work design, to help organizations reduce avoidable attrition,... especially in the critical first year of employment.

The retention of employees has taken the form of a strategic necessity in a very competitive labour market. It is not an HR issue anymore, but the business priority directly related to profitability, stability and long-term organizational performance. Attrition causes loss of institutional knowledge, demoralizing employees, harming the employer brand, and consumes funds. It is hence crucial to be proactive in addressing the turnover to protect the operation efficiency and trust of stakeholders.

Turnover expenses, direct and indirect, demonstrate the urgency of the intervention. The process of replacing an employee is usually very expensive and can increase significantly when it comes to the middle and high-level jobs. The largest percentage of neglectable turnover is the one that is preventable and almost 40 percent of the turnover is in the first year when the losses are greatest since training and onboarding investment is not yet profitable. Even the most conservative estimates put the annual financial loss caused by the turnover in the six figures alone, without considering intangible losses of lost productivity and a weaker team spirit. However, organizations that invest in retention will always achieve high returns, including reductions in costs of hiring, increased customer satisfaction and solid organizational performance.

This strategic plan suggests four pillars which are interdependent, Total Rewards, Career Development, Leadership Excellence, and the human-centric work design which will transform retention into sustainable competitive advantage.

Pillar I: Enhancing the Foundation: Holistic Total Rewards Programme

The contemporary total rewards policy should go way beyond compensation. Attractive remuneration is necessary to attract talent, yet studies have indicated that workers remain due to reasons that go beyond the remuneration. A full package is a combination of financial compensation and non-monetary compensation that are significant to support the feeling of importance and inclusion. Acknowledgment programmes, work-life options, wellness programmes, extra leave, and customized experiential rewards are forces in reinforcing the psychological contract-employees are confident that the company will invest in them to develop, stay healthy, and pursue their career dream.

An effective reward system provides an indication of a sense of fairness, organizational concern, and competence in handling intrinsic motives of employees. It will establish emotional attachment, decrease chances of withdrawal, and increase long-term attachment. Rewards, however, will not resolve turnover in cases where employees feel that they have limited growth opportunities.

Pillar II: Building a Growth Culture by establishing a Career Development and Advancement

The greatest source of voluntary turnover is lack of career development. Limited promotion prospects are given as the key cause of exit by employees who have left their jobs and an overwhelming majority of them would stay longer should their employer invest in their career development. To solve this, companies need to have clear career ladders which enable workers to see the possibilities of internal movements within positions and functions.

Reskilling and upskilling programmes are also very important. The leaders of the industry are spending heavily in the future because they have realized that building capability in-house is a crucial element in competitiveness. The message that the company cares about their long-term success can be strengthened by providing employees with formally organized learning opportunities in rotational programmes, stretch assignments, mentorships and coaching. These types of development systems enhance retention, further engagement and firm development of the talent that is required to meet the demands of the evolving business.

Pillar III: Strengthening the Linchpin - Management and Leadership Excellence

The greatest aspect of a decision to remain or leave is the managers. Research shows that managerial behaviour can be attributed to up to 70 percent of engagement variance. Employees have a high chance of staying in the organization when their leaders communicate freely, offer recognition, coach, and show emotional intelligence. On the other hand, bad management hastens the process of disengagement and contributes to avoidable turnover.

Developing leadership capacity is something you have to invest in. The mandatory management development courses should impart the managers with professional abilities in communication, coaching, conflict resolution, fairness, and trust-building. The inclusion of retention measures in the managerial appraisals strengthens accountability. Besides, managerial administrative burdens are minimized that enables the leaders to invest more time on people development instead of documentation. This is achieved by improving the quality of leadership that fosters growth, psychological safety, and loyalty in organizations.

Pillar IV: Creating a Human-Centred Employee Experience

The contemporary worker desires organizations to ensure that they treat her as a complete individual, as opposed to a worker. But this expectation is felt by many not to be met. Creating a human-centric employee value proposition closes this gap as well as reinforcing emotional attachment to the organization.

An effective purposeful culture is a strong predictor of retention. When employees are engaged in their jobs, they feel proud to work at their company and have some kind of enjoyment, there are high chances of them remaining. Flexibility is also necessary; work flexibility contributes to long-term commitment and burnout significantly. Lastly, diversity, equity, and inclusion measures make employees feel respected and safe, psychologically, and can be themselves in the workplace, which were associated with retention and organizational resilience.

Implementation and Measurement

Effectiveness of a plan is only achieved through discipline. The first 90 days should be spent on the diagnosis of root causes with the help of analytics, stay interviews, onboarding assessments, and improved exit-feedback processes. Findings during this stage influence specific initiatives like leadership training sessions, career-pathing attempts, and policy restructuring concerning flexibility, rewards, and recognition.

The key metrics that will be used to measure success include voluntary turnover, the first-year turnover, engagement and internal mobility rates as well as ROI of investments in retention. The constant assessment will make sure that the organization is changing and refining its strategy to maintain improvement.

Conclusion

Employee retention is not an organizational fortune -- a by-product of luck. Competitive rewards, well-developed career, effective leadership, and a human-oriented work environment allow an organization to minimize turnover, improve engagement and create a culture that employees will want to be and develop. This plan will make the organization stronger, protect financial resources, and generate a sustainable competitive edge based on a loyal and thriving workforce.

DISCLAIMER: The views expressed are solely of the author and ETHRWorld does not necessarily subscribe to it. ETHRWorld will not be responsible for any damage caused to any person or organisation directly or indirectly. more