Dennis musembi
Career development 1h
I previously left my job due to an unhealthy work environment. Despite offering my skills and working diligently, I was not treated fairly. My age was not respected, and my salary was paid in bits while other employees were paid on time. I raised the issue with my employer, but the situation did not improve, which left me with no choice but to resign.

I believe in professionalism, ethical work... practices, and a healthy work environment. If anyone knows of available opportunities or can guide me on where I can apply, I would truly appreciate your help. more
2   

  • Sheila Milburn

    40
    7m

    What type of work are you looking for? Your post does not reference the type of work.

Steven Ishimwe
Career development 1d
Hi, everyone I am new here. Quick advice from you, which one is the best to study at University, Finance or Accounting
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Career development

 2h

Workers Fear Weaker Job Market In 2026, New Survey Finds: Here's Why


Rising concerns about the weakening US job market are reshaping how workers approach 2026, with many choosing to stay put, protect their income, and brace for potential layoffs.

Monster's newly released 2026 WorkWatch Report examines growing concerns about the labor market among jobseekers heading into the new year. The mid-December 2025 survey of 1,504 employed US adults shows a sharp pullback... in job searching as anxiety grows over Americans' ability to find new positions.

Only 43% of workers plan to look for a new job in 2026, down from 93% who said the same in 2025. Four in 10 workers expect the job market to worsen in 2026, while another 40% believe conditions will not improve.

More than half (52%) of those surveyed expect layoffs to increase across the country. Those concerns were shared even by workers who were not directly affected by job cuts in 2025.

Financial pressures like inflation and President Donald Trump's tariffs remain major sources of stress as wages struggle to keep pace with rising costs. Nearly three in five (58%) of workers said their biggest concern in 2026 is that their salary won't keep up with inflation, while 57% said their current pay has already fallen behind their expenses.

Without a raise, nearly half (47%) of workers said they would need to cut back on expenses, while more than one in three (38%) said they would look for a new job, despite fears about the market. Others planned to delay major purchases (29%) or take on additional work to protect their finances (23%).

More Americans are also leaning on side hustles to financially survive. Nearly one-third (32%) of workers already have one, while another 30% plan to start a side hustle in 2026 to protect themselves from layoffs or salary cuts.

The rise of artificial intelligence has also made workers fearful.

Nearly half (49%) of workers told Monster that they're worried AI could threaten their job or industry. While just 8% of people said AI is already impacting their jobs, another 34% expect AI could threaten their jobs within five years.

Monster's report mirrors broader signs of a weakening labor market throughout 2025.

According to the most recent federal numbers, the national unemployment rate climbed to 4.6% in November, the highest level since September 2021. Employers cut more than 1.17 million jobs in the first 11 months of 2025, according to outplacement firm Challenger, Gray & Christmas, while private-sector layoffs in the Northeast surged in November.

You can click here to see Monster's full study.

Click here to follow Daily Voice Westport and receive free news updates. more

Career development

 5h

Job Applicant Discovered The "Remote" Position He Applied For Was Actually Hybrid, So He Called Out The Interviewers' Lies And Walked Out


Job hunting is frustrating enough without companies playing mind games with applicants.

So when one applicant realized the job he applied for was actually hybrid when they claimed to be fully remote, he didn't sit back and take it.

Instead, he walked out of the interview and left several negative online reviews in his wake.

Keep reading for the full story.

Position was advertised as fully... remote.

But the reality was much different.

I rock up to the interview, and they say that the role is actually hybrid (3 days a week in office) and they only advertised it as remote to get a bigger pool of applicants.

This applicant didn't mince words.

I showed no shade and said that I would be writing reviews on Glassdoor, Google, and Indeed explaining that this organization does not operate with honesty and integrity, and that my experience should be a warning to others who might be attracted to so-called "remote" positions.

I then walked out.

Because how dare they waste my time.

Illegal, much?

What did Reddit have to say?

Surely this workplace wouldn't tolerate dishonesty from their candidates.

There really are glaring double standards in the modern job market.

These types of job scams seem to be fairly commonplace these days.

Surely this company could work to acquire talent by other methods than just tricking them.

He didn't get the job, but he did get the satisfaction of calling out their nonsense.

With all the negative reviews, this company won't get away with their dishonesty much longer.

If you liked this post, check out this story about an employee who got revenge on a co-worker who kept grading their work suspiciously low. more

Career development

 8h

LinkedIn users with content creation strategy, land more opportunities - Expert - Businessday NG


...Job seekers who treat LinkedIn like a resume database are being quietly overlooked

...Recruiters are sourcing talent the same way audiences discover creators, through activity, relevance, and visibility

...Profiles that remain static, like no posts, outdated headlines, and minimal interaction are largely unnoticeable even when candidates are highly qualified

Following the wave of layoffs... that swept through multiple sectors globally in 2025, hiring experts say one mistake that is increasingly costing job seekers opportunities, is relying solely on job applications, and not thinking like content creators.

Recruiters and career strategists argue that professionals who continue to treat LinkedIn as nothing more than a digital résumé database are being quietly overlooked. By contrast, candidates who adopt a creator-style approach, marked by consistent posting, visible engagement and well-optimised profile are securing interviews without formally applying for roles.

The shift reflects a broader change in how employers now identify talent, placing greater weight on visibility and demonstrated expertise than on applications alone.

Speaking exclusively to Business day, Brian Futral, head of content marketing at The Marketing Heaven, a UK-based digital growth consultancy, said that recruiters are sourcing talent in much the same way audiences discover content creators- through LinkedIn activity, relevance and engagement rather than static CVs.

Read also: Most job seekers don't survive the first filter on Linkedin- Report

"Hiring has become a visibility game," he said "If you are not showing up consistently or contributing to conversations in your industry, you are effectively invisible, no matter how strong your CV is".

Futral added that professionals who fail to adopt a creator mindset risk being left behind, as recruiters increasingly prioritise candidates who signal value through thought leadership, interaction and an active professional presence. "We are seeing more people land interviews simply because they are visible, credible and engaged, not because they submitted dozens of applications," he said.

Expert says job seekers must think like creators to get hired in 2026

After mass layoffs and shrinking job posts, visibility and not applications is becoming the fastest path to employment.

As layoffs stretched globally across tech, media, retail, and professional services throughout 2025, millions of job seekers entered 2026 competing for fewer publicly listed roles.

But according to digital growth experts, the biggest mistake many displaced workers are making is relying on traditional applications in a system that increasingly rewards visibility instead.

"Hiring hasn't disappeared. It's just moved upstream," said Futral said. "Recruiters are sourcing talent the same way audiences discover creators, through activity, relevance, and visibility. If you're not showing up in feeds or searches, you're effectively invisible."

Read also: Why Nigerian professors, lecturers need a strong Linkedin profile

Why the creator mindset now applies to careers

In 2026, recruiters increasingly rely on LinkedIn search filters, activity signals, and engagement patterns to identify potential candidates. Profiles that remains static, like no posts, outdated headlines, and minimal interaction, rarely surface, even when candidates are highly qualified.

"LinkedIn operates on algorithms, not intentions," Futral explained. "Just like with creators, consistency and relevance matter. The platform favors people who demonstrate expertise publicly, not those who wait quietly to be discovered."

Employers are increasingly moving beyond traditional résumé assessments, placing greater emphasis on how professionals communicate industry insights. They are looking at whether candidates engage thoughtfully with peers and leaders, contributing meaningfully to discussions within their professional communities.

Equally important is how clearly individuals articulate their value through content and interactions, signalling expertise, creativity and problem-solving capabilities. These behaviours serve as live evidence of skills, proof that a static PDF résumé rarely conveys. In effect, recruiters are seeking candidates who demonstrate their impact in real time, not merely on paper.

Read also: Professionals move to advance LinkedIn innovation, future of work in Nigeria

From applications to inbound interest

According to Futral, data from hiring managers and recruiters increasingly shows that many roles are being filled before they are ever posted publicly.

For businesses, sourcing candidates directly through LinkedIn reduces hiring costs, speeds up decision-making, and lowers the risk of poor cultural fits."The smartest candidates aren't sending 200 applications anymore," said Futral. "They're positioning themselves so recruiters come to them."

He noted that professionals who see the strongest inbound recruiter interest typically optimise their LinkedIn presence by using role-specific keywords in headlines, ensuring they appear in relevant searches.

These professionals post or engage meaningfully several times per week, sharing insights that are tied to current industry trends to demonstrate expertise and stay visible. Above all, they treat their profiles like landing pages, not mere timelines, presenting a curated, compelling view of their skills and achievements that captures recruiters' attention.

While headlines often frame layoffs as evidence of shrinking opportunity, experts argue the real issue is discoverability.

"There's no shortage of skilled professionals," Futral said. "There's a shortage of visible ones. In an algorithm-driven market, silence is no longer neutral because it's a disadvantage."

As hiring slows and competition tightens in 2026, professionals who fail to adapt risk being filtered out before a conversation ever begins.

The new career reality

Just as brands must earn attention before conversion, job seekers must now earn visibility before interviews.

"Thinking like a creator doesn't mean becoming an influencer," Futral added. "It means understanding how platforms work and using them intentionally. In 2026, that's not self-promotion, but rather a career survival." more

Brianna Hollister


Career development 1w
A young, attractive woman just joined our team and immediately started dating a guy from IT. I get it, she’s young and has a personal life. But she basically doesn’t work. She’s always on her phone or disappearing, and when she does do something, it’s full of mistakes.
We’re the ones getting in trouble from management because of this. Now we’re not sure, should we just keep an eye on her work... ourselves, or tell the boss this can’t keep going?

 more
8   
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Anonymous member


Career development 3d
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   

  • Mamie Berry

    9h

    Politely inform your colleague that you do not consider buying her groceries a professional task and you prefer to maintain a professional... relationship. If she continues to talk negatively about you to others, inform HR and ask them how you should handle the situation. Make sure you document each conversation with the colleague and HR.  more

  • Philippe Chateau

    11h

    Contacter moi en privé

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Career development

 11h

Best Professional Resume Support HR Teams Should Recommend in 2026


As an HR professional, you have probably noticed something interesting happening over the past few years. Employees are coming to you for career advice more than ever before. Whether someone is being let go, looking for an internal move, or simply wanting to grow, they trust you to point them in the right direction.

That includes knowing where to send them when they need help with their... resume.

Having a go-to list of quality providers can save you time and help your employees land on their feet faster. But with so many options out there, how do you know which ones actually deliver results? Let us walk through the best options and how to match them to your workforce needs.

Gone are the days when HR only handled hiring and payroll. Today, your role extends into outplacement support, career development programs, and internal mobility initiatives. When employees face transitions, whether voluntary or not, they often look to HR for guidance.

This is especially true during layoffs or restructuring. Offering solid career support resources shows compassion and protects your employer brand. Employees who feel supported during tough times are less likely to leave negative reviews or speak poorly about the company.

Not all resume providers are created equal. The best ones have writers who understand what hiring managers actually want to see. They offer personalized consultations rather than cookie-cutter templates. Look for services that offer industry-specific expertise, reasonable turnaround times, and a satisfaction guarantee.

Services founded by recruiters have an edge here. They have sat on the other side of the table and know exactly what makes a resume stand out in a stack of hundreds.

When evaluating resume writing services for employee recommendations, it helps to know what each provider does best. Here are the top options HR teams should have on their radar this year.

ResumeSpice tops our list for good reason. Founded by experienced recruiters, their resume writing services bring an insider perspective that most competitors simply cannot match. Their writers have reviewed thousands of resumes from the hiring side, so they know what works.

Every client gets a one-on-one consultation with a writer matched to their industry. Whether your employee works in healthcare, tech, finance, or another field, they will work with someone who understands that world.

Pricing starts at $479 for entry-level resumes, $589 for professional, and $699 for executive-level packages. Faster turnaround options are also available for those in a hurry.

The Muse has built a reputation as a career development platform, and their resume services reflect that broader focus. They pair document writing with career coaching, making them a solid choice for employees who need more than just a polished resume.

This works especially well for entry to mid-level professionals or those considering a career pivot. The holistic approach helps employees clarify their goals while getting their materials in shape.

Let us be honest. In 2026, a LinkedIn profile matters just as much as a traditional resume. Many recruiters source candidates directly from LinkedIn before ever seeing a formal application.

LinkedIn optimization services focus on keyword placement, professional headlines, and compelling summaries that attract recruiter attention. Consider recommending these alongside traditional resume help for a complete personal branding package.

When senior leaders need career support, they require a different level of service. The Writing Guru specializes in C-suite and VP-level positioning. Their writers know how to translate complex executive achievements into compelling narratives.

If you are managing executive outplacement, this is a strong option. The high-touch service matches the high-stakes nature of senior leadership job searches.

Sometimes budget is the primary concern. Indeed offers affordable resume services that integrate with their massive job search platform. While not as personalized as premium options, it provides a solid starting point for entry-level employees or high-volume outplacement scenarios.

Not every employee needs the same level of support. A junior marketing coordinator has different needs than a departing VP of Operations. Match the service sophistication to the employee's seniority and industry.

Technical fields often benefit from writers with specific domain knowledge. Creative roles might prioritize storytelling and personality. Take a few minutes to think about what each transitioning employee actually needs.

If you are building resume support into an outplacement package, decide whether you will cover costs fully, offer subsidies, or simply provide a curated recommendation list. Each approach has its place depending on your budget and goals.

Also consider the value of guarantees. Services that offer interview guarantees or free revisions provide extra assurance that employees will get results.

How you treat departing employees says a lot about your company culture. Including professional resume support in severance packages demonstrates genuine care for their future.

This investment pays off in multiple ways. Supported employees transition faster, speak positively about their experience, and sometimes return as boomerang hires down the road.

Resume support is not just for people leaving. Offering document reviews as part of career development programs signals that you invest in employee growth. It can even support internal mobility by helping employees present their skills effectively for new roles within the company.

Having a vetted list of resume support providers makes your job easier and helps employees navigate transitions with confidence. Services like ResumeSpice, with their recruiter-founded approach, offer the best alignment with what hiring managers actually want to see.

Whether you are building an outplacement program or simply want to be ready when employees ask for recommendations, these providers have you covered. Your employees will thank you for pointing them toward quality support during pivotal moments in their careers.

Focus on writer credentials, industry expertise, and turnaround times. Check whether they offer satisfaction guarantees or interview guarantees. Read client testimonials and ask about their revision policies. ATS optimization is also essential since most companies use applicant tracking systems today.

It depends on your program goals and budget. Outplacement packages typically cover costs fully as part of severance. Development programs might offer partial subsidies. At minimum, having a curated list of vetted providers adds value without any direct cost to the company.

Professionally written resumes pass ATS screening more effectively and highlight transferable skills that candidates might overlook. Employees also feel more confident going into interviews when they know their materials are polished. This often leads to faster placement times. more

Chris T


Career development 2d
Hi everyone! Can you give me some advice? At our Christmas office party there were different games, and I got paired up with my boss. We had to carry an apple across the whole room together without using our hands. We were fooling around but managed to do it.
Since then, though, I’ve noticed that she’s constantly staying close to me, trying to touch me, and sometimes even leaning against me. I’m... shocked! I really don’t want to start anything with her, but I also don’t want to reject her rudely as I can’t risk losing my job.
How can I gently explain to her that there won’t be anything between us. Thank you

 more

  • T E K Iribom

    11h

    If she has confidence in you, don't betray it. Don't conclude she wants to go to bed with you. Not every relationship with opposite sex ends in bed.... Be principle and allow time to tell. more

  • Erickson Sunday

    15h

    "There wont be anything between us" that's being phony against the fear of loosing your job. Your job passion is under test of lifetime choices. Its... like the other way round that she gives you leave to stay with your family and you decline over job. Just be a soft and gentleman to her. If its her touch are irritating you, then you can escape gently by running her party errands: like "i am going to get a wine can i get you one". i did the same trick and later? the response was "you are such a smart man" and i scored the professionalism goal. Thank me later more

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arnold ntimani
Career development 1d

The Part of Business No One Warns You About

After my last post, a lot of people shared real insights in the comments and it confirmed something important:

Running a business isn’t just about freedom.
It’s about responsibility.
There’s no off switch.
No guaranteed paycheck.
No one else to blame when things go wrong.
At some point, you stop asking “What do I need to do today?”
And start... asking “What kind of business am I building?”
That mindset shift changes everything.
If you’re in business right now and it feels heavy you’re not failing.
You’re growing.

Would love to hear: what was the biggest reality check for you after starting? more
3   

  • T E K Iribom

    6
    11h

    Starting a new business without a road map will give you such feelings. But if you have business plans, feasibility studies and other necessaries, you... would have seen some of the heart breaking events and had taken caution. They are challenges one must see in business. more

Career development

 14h

How HR Can Build Better Talent Pipelines with Smart Recruitment Tools and Strategies


Hiring has changed -- and if you work in HR, you've felt it for sure. Post a job ad and wait for résumés -- the model of years past -- is no longer sufficient.

Today's job seekers are more knowledgeable, choosy and human than any spreadsheet could accommodate. Yet businesses are also feeling the squeeze to hire more quickly, intelligently and with fewer resources. That's when building a solid... pipeline becomes not just something nice to have but more of a survival skill. Even simple safeguards -- like sharing a sample Non-Compete Agreement early -- can help set expectations and build trust from the first touchpoint.

A modern talent pipeline is not simply filling roles quickly, but about building long-term relationships and reducing the hiring risk to make smarter decisions before a need even exists. And, yes  -- technology is a big part of this. But the actually big magic comes when tools and strategy are working hand in hand, led by people who fundamentally know that recruitment is about trust.

Early in the process, such trust often begins with clarity. Candidates want to understand they're signing up for -- and that's especially true when it comes to expectations and legal limits. By removing the booms, covering up some brick work and highlighting it with a row of spotlights, the HR teams can stand out in this fatigue space while keeping to their budget. Exemple: disposer d'un échantillon de convention de non-réunion accessible peut aider les équipes RH à fixer des règles explicites sans risquer tout malentendu préjudiciable au branding employeur futur. Relationships last longer when you start with clear expectations.

Reactive hiring is a drag, let's face it. Hiring to fill a role in a hurry once someone resigns tends to result in knee-jerk reaches, mismatched expectations and then even higher turnover rates. A robust pipeline of talent flips that script. Instead of reacting, you prepare.

You have to think of your pipeline as a living network too of people who might not want to change jobs today but are perfect for tomorrow. Ex-applicants, low-key job-seekers, interns, freelance contributors, referrals -- they all count. This pipeline, when actually treated like a pipeline, reduces time-to-hire, increases candidate quality, and takes some of the panic out of hiring.

With smart recruiting tools, HR teams can identify patterns that humans just don't recognize; tracking this data can help them make more informed decisions about where to invest in the future and where they need to improve. Analytics around hiring processes can tell you which roles are hardest to fill, for example, or show you at what stages of interviewing candidates tend to drop out. But data doesn't, by itself, create relationships -- people do.

A practical example? Today, many HR teams apply structured data to determine when and how they promote roles. Knowing target audiences; even doing basics like matching job visibility to appropriate google business categories can significantly alter the way in which your company is found by your preferred candidates. It's not about anyone, it's about someone!

If there's anything candidates remember the most, it is how you made them feel. Slow response times, opaque routes or excessively robotic replies can subtly chip away at your employer brand. On the other side of the coin, thoughtful touches generate loyalty -- even from candidates you don't end up hiring.

This is where engaging tools come in. Some companies are even turning to short, unscripted video clips where hiring managers introduce team members, explain roles or walk candidates through hiring processes. They focus not on the polished corporate material but on real faces and real stories; they're painfully aware of how little everybody sees about themselves. There's nothing surprising that a lot of HR teams are opting to get inspired by personalized video campaigns to drive candidate engagement the entire way through the funnel. Video, when done well, transforms a cold process into a warm conversation.

It's widely known in recruitment that screening candidates is a massive time suck. AI-driven tools in particular can serve as a screen to filter applications or identify relevant skills and also help eliminate the problems of unconscious bias -- if deployed appropriately.

Authenticity is becoming a concern for employers with AI-driven résumés and cover letters, says one. An AI checker can also assist HR teams in building up an accurate picture of how candidate materials were constructed, helping them to actually concentrate their interviews on the actual qualifications and experience rather than just polished phrasing. The intent isn't to catch out the candidates, but to ensure that discussions are fair and meaningful.

A strong talent pipeline doesn't stop at external candidates. Internal mobility is just as important. HR teams that invest in learning and development often find they already have future hires within their organization.

Technology is a big part of this. Through tools such as learning platforms, skill assessments and internal talent marketplaces, employees can develop skills while HR has greater visibility into the capabilities that are on the rise. When people see a future for themselves in the organization, retention improves -- and your pipeline benefits organically.

For all its tech, recruitment still depends on connection. Events and referrals and informal conversations continue to be potent -- especially when they're easy to make follow up on.

Which is why some HR teams are now using digital networking tools like VCard qr code QRNow at career fairs and internal events. A quick scan could instantly capture contact detail, creating an opportunity to develop relationships long after the event has concluded. It's a small change, but it removes friction -- and friction is the enemy of good pipelines.

So, in reality how do you create a stronger talent pipeline?

Start small. Audit your existing hiring procedures and locate one bottleneck -- whether it's sourcing, screening or candidate engagement. Bring in one toolkit, or tactic, that gets straight at that issue. Measure, adapt and then scale.

Most importantly, listen. All the candidates, hiring managers and employees are giving you incredibly useful feedback if you just listen. Technology must amplify those voices, not supplant them.

At a day's end, smart recruitment tools are simply that -- tools. They don't substitute for empathy, curiosity or human judgment. But used wisely, they give HR teams the time to concentrate on what's truly important: forming relationships that stand the test of time. more

Career development

 17h

Public speaking emerges as career deal-breaker for youth


Hyderabad: In an increasingly competitive academic and professional landscape, experts warn that public speaking skills have become a decisive factor in determining career success among young people. While academic qualifications and technical expertise remain essential, an inability to communicate ideas confidently is emerging as a major obstacle to career growth.

Public speaking today extends... far beyond stage performances. It plays a vital role in elocution contests, debates, youth festivals, panel discussions, group discussions, and job interviews. Many young individuals, despite possessing strong academic or professional credentials, fail to gain recognition due to their inability to articulate their thoughts effectively.

"Many talented youths lose opportunities not because they lack ability, but because they cannot present their competence convincingly," said a communication expert. "In interviews and group discussions, silence is often mistaken for a lack of confidence or leadership potential."

Recruiters and academic institutions are increasingly assessing candidates on how clearly they express ideas, respond to questions, and handle pressure situations. Those who hesitate to speak up often remain unnoticed, while articulate peers progress more rapidly into leadership and career opportunities.

Public speaking is also closely linked to leadership development. Participation in debates, student bodies, panels, and public forums helps young people build confidence, visibility, and influence. Those who acquire communication skills early tend to stand out, while others with equal or even greater knowledge struggle to make an impact.

Addressing this growing concern, Media Junction, a Hyderabad-based public speaking training institute, is organising a four-day practical workshop on public speaking from January 8 to 11, between 6:00 pm and 9:30 pm. The programme will be held at Parthani Towers, Golconda Cross Roads, Musheerabad, Hyderabad.

The workshop aims to help participants overcome stage fear, build confidence, and communicate effectively through hands-on practice and personalised guidance. To ensure focused attention, participation is limited to 15 candidates on a first-come, first-served basis.

"Public speaking is not an inborn talent; it is a learnable skill," said D. Kalpana, Director of Media Junction. "With the right training and practice, youth can transform their knowledge into confidence, visibility, and career success." more

Career development

 22h

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

Career development

 1d

Add Pages & Bullhorn Integration


I'm expanding [login to view URL] with two tightly-focused additions and need someone who can blend solid front-end presentation with a seamless Bullhorn back-end feed. First, a service introduction page: it should follow our existing branding while presenting the new offering in a balanced mix of clear copy and engaging visuals. I'll supply the raw content; you structure it so the story flows,... breakpoints look clean on mobile, and any imagery you recommend feels native to the site's style sheet. Second, an application page: the form must collect a candidate's contact details, résumé (file upload), cover letter, LinkedIn profile URL, and references. On submission the résumé needs to travel straight into our Bullhorn ATS -- no manual uploads -- using the Bullhorn API or another proven connector. The same event has to generate a notification email to a team alias we'll provide. Applicants should see an on-screen "thank you" while simultaneously receiving an automated confirmation email. Key deliverables * New service page matching house style, responsive and performance-tested * Application form wired to Bullhorn, capturing all specified fields and file types * Dual confirmation (email + on-screen) for applicants * Email alert routed to our internal alias * Clean documentation outlining any API keys, webhooks, or plugin settings you touch I'll handle up-front hosting access and final copy approvals; you handle code, integrations, and light design polish so everything launches smoothly. Let's get this live quickly and bug-free. more

Career development

 1d

Social Capital and Opportunity


As the old saying goes, it's not just what you know but who you know. Relationships, not just knowledge and skills, play a decisive role in helping a young person transition from the classroom to a career. This perennial truth applies doubly in today's rapidly shifting economy. Social capital  --  the value embedded in personal networks, mentors, and community connections  --  can be the key... factor in whether a graduate finds a good job or struggles to get a foot in the door. Indeed, economic opportunity is rooted in the "who-you-know" network of relationships that provide young people with information and support as they pursue their careers.

Access to these networks, however, is profoundly unequal. Young people from affluent or well-connected backgrounds often enjoy a rich social-capital web of mentors, family friends, and alumni connections ready to help them land job interviews and internships  --  a form of social wealth. In contrast, their peers from disadvantaged communities or first-generation college students frequently face a social-capital gap that can impede their entry into the workforce, even when they have comparable academic credentials  --  a form of social poverty.

Thus, it is fair to say that social capital, or the lack thereof, shapes young Americans' workforce entry and broader life outcomes. If we want Americans from all walks of life to have more social capital and opportunity, we must first examine the role of relationships in workforce readiness. We should then consider examples of schools, colleges, and employers that are innovating to build students' and workers' social capital, especially among those who start with fewer connections. Such an inquiry will demonstrate to policymakers, education leaders, and workforce stakeholders why investing in social networks is vital for equality and opportunity  --  and how to do it.

BONDING VERSUS BRIDGING

Not all relationships are created equal when it comes to expanding opportunity. Counterintuitively, it is often our weak ties  --  the looser acquaintances and peripheral connections in our networks  --  that open the door to new jobs and information, rather than our closest friends and family. Mark Granovetter's 1973 study "The Strength of Weak Ties" first identified this paradox: People we interact with only casually are more likely to move in different circles and know about opportunities outside our usual connections. These connections are bridges to new information and employment leads. On the other hand, our strong ties to close friends and family tend to inhabit the same information space we do, so we will mainly know what they know. Organizational psychologist Adam Grant has summarized the distinction: "Strong ties provide bonds, but weak ties serve as bridges: they provide more efficient access to new information."

This binary maps onto what sociologists call bonding versus bridging social capital. Bonding capital connects people to others like themselves, the tight-knit support of family, close friends, and in-group communities. These bonds are essential for "getting by" in daily life, offering emotional support and a sense of belonging. Bridging capital, on the other hand, links people to those unlike themselves, across lines of class, race, religion, or geography; it is thus crucial for "getting ahead" by accessing new networks and resources. Both forms of social capital are valuable, but it is bridging capital  --  Granovetter's "weak ties"  --  that most powerfully drives mobility and innovation by exposing individuals to ideas and opportunities they would not encounter within their homogeneous close circles.

Access to bridging social capital is uneven. And, unfortunately, the social-capital gap tends to reflect existing inequalities in income and education. Research by Harvard's Raj Chetty and colleagues, for example, shows that cross-class friendships  --  a prime example of bridging social capital  --  are among the strongest predictors of upward economic mobility for low-income youth. Suppose a child from a poor family grows up in a community with strong personal and other connections, where he interacts with peers from higher-income families. In that case, the poor child's future income rises substantially, by approximately 20%.

These bridging ties introduce new norms, information, and aspirations that can alter a young person's trajectory. It's not the friendships per se that cause better outcomes, but the knowledge, advice, and inspiration that flow through those social ties. A low-income teenager who befriends higher-income classmates might learn about internship programs and professional career paths, or develop the confidence to pursue opportunities that previously seemed "not for people like me." As Chetty's analysis found, the earlier in life such bridging ties form, the greater the effect on adult outcomes.

The difficulty, however, is that many American youth grow up in socially isolated environments. Their networks are primarily confined to others of similar socioeconomic status. They have few connections to people in colleges, industries, or professional roles that could broaden their horizons. This is especially true for first-generation college students and young people from high-poverty communities. Longtime higher-education analyst Ben Wildavsky has noted that first-generation college graduates often leave school with the same diploma as their more affluent peers, but without the web of professional contacts who help translate credentials into career opportunities. They have, in effect, achieved educational success but remain shut out of the informal networks through which most jobs are found.

Wildavsky further argued that networking opportunities in college and beyond are often "underemphasized or misunderstood" in our approach to career readiness, even though savvy insiders know that who you know can matter as much as academic success. This networking gap can feel like a severe shortcoming for those without inherited connections, effectively turning social capital into a force that deepens inequality.

Consider two new college graduates with identical résumés. One grew up in a professional family and can tap a loose network of family friends, former internship supervisors, and college alumni for job leads; those weak ties help circulate her résumé to hiring managers. The other is the first in his family to attend college and doesn't know anyone working in his target industry; his applications go into online portals with no referrals to boost them. This scenario plays out countless times: Lacking bridging social capital, talented young people can struggle to get noticed. Even later in careers, an absence of mentors and connections can hinder advancement. In short, social capital is becoming a new dividing line in American opportunity. Social wealth (abundant connections and support) begets further opportunity, while social poverty (isolation or limited networks) compounds the challenges faced by those trying to climb the economic ladder.

INSTILLING AGENCY

Relationships and networks contribute to an opportunity equation for human flourishing: Knowledge + Networks + Identity = Opportunity. Thus, social capital is more than a feel-good notion about making friends. It yields concrete benefits that extend beyond the workplace. Augmenting young people's networks can enhance their knowledge, engagement, aspirations, identity, and eventually their economic and social outcomes. For instance, sources of social capital, such as membership in youth organizations, teams, church groups, or mentoring relationships, instill positive feelings of engagement and agency in young people. These connections create a sense of belonging and purpose that often translates into better academic and life outcomes.

Research on student success underscores this point. The Gallup Student Poll, which surveys students in grades five through 12 on factors such as school engagement and hope for the future, finds a disturbing pattern. As students progress through secondary school, they become progressively less engaged and less hopeful. By 11th and 12th grade, about two-thirds of students feel disengaged or discouraged about their education. This disengagement cliff is not only about boredom with coursework. It reflects a failure to see the connection between schooling and a meaningful adult life. When asked whether they felt prepared for life after high school, non-college-bound students were the least likely to be engaged and hopeful. Many leave high school feeling ill equipped for the workforce and lacking direction.

What makes the difference for those who stay engaged? Gallup found that students who have supportive relationships in school  --  such as those formed with a mentor, teacher, team, or club  --  are far more likely to be hopeful and to see the relevance of their education. An engaged student is 4.5 times more likely to be hopeful about the future than a disengaged peer. Conversely, a chronically disengaged student is many times more likely to feel hopeless about what's ahead. These sentiments matter because they shape whether a young person pursues additional training, takes risks to start a career, or withdraws. In short, social capital in youth produces not just opportunity, but hope  --  including a belief that opportunities are within reach.

The late psychologist and senior Gallup scientist Shane Lopez, in his book Making Hope Happen, suggested how this positive preparation for life occurs. There are three mental strategies young people need to develop that prepare them for the workforce (and for life). The first is goals thinking (or future casting), which helps them define and set achievable future outcomes. The second is pathways thinking (or triggering action), which creates a specific route to those actions. The third is agency thinking, which produces the mental energy and self-reliance needed to pursue goals along defined pathways. Pathways and agency thinking work together to foster the pursuit of goals. This framework clarifies that mastering a discipline conveys more than the utility of acquiring a marketable skill. It also shapes our thinking in ways that allow us to set and achieve goals, ultimately moving us from aspiration to self-realization.

THE SOCIAL WORKPLACE

In adult life, the social dimension of work similarly has profound effects on job satisfaction, performance, and even retention. Work is not merely an economic transaction. It is inherently social in that it includes social exchange. The workplace, for many, is a community where friendships form and identities develop. A 2022 poll by the American Enterprise Institute's Survey Center on American Life, which included responses from more than 5,000 U.S. adults on social capital in the workplace, revealed how central work is to Americans' social lives.

More than half of Americans reported having made a close friend either at their own workplace (42%) or through a spouse's or partner's job (10%). In fact, workplaces ranked as the top venue for forming close friendships in adult life, surpassing other places such as schools, neighborhoods, clubs or social organizations, and houses of worship. Only 15% of workers said they had no friends at work, a testament to how pervasive social connections at the office can be.

But here, too, inequality persists. College-degree holders were more likely than those without degrees to have close friendships in the workplace (45% compared to 35%). The number of close friends workers have also reflects educational disparities. A 2024 survey by AEI on Americans' social capital found that about one in four (24%) with a high-school education or less reported having no close friends, compared to just 10% of college graduates. And college graduates were twice as likely as non-degree holders to have at least six close friends (33% compared to 17%).

This educational divide in the size of friendship circles is a recent phenomenon. About 30 years ago, Americans with more formal education did not have more significant social circles. In 1990, nearly half (49%) of Americans with a high-school degree or less reported having at least six close friends  --  slightly more than college-degree holders  --  while just 3% reported having no close friends.

Unfortunately, strong social relationships at work don't carry over to career guidance and mentorship in the workplace. Many workers said they do not receive regular career guidance and mentoring from their supervisors. About half of the workers (53%) with an immediate supervisor reported discussing their career goals and opportunities with their boss often (19%) or occasionally (34%). The remainder (46%) said they seldom or never discussed these topics.

When it comes to career guidance and mentoring, the educational divide again rears its head. More than six in 10 (62%) college graduates reported that they check in with their boss about their career trajectory at least occasionally, compared to 44% of workers without college degrees. College-educated workers are also far more likely to have a work mentor, defined as "someone in your field of work or industry who gave you advice and helped guide you in your job or career." A majority of college-degree holders (57%) reported having had a mentor at some point, as compared to only 43% of workers overall, and less than one-third (31%) of those with a high-school education.

Having friends at work is strongly linked to positive outcomes for employees and organizations alike. Workers who have a close friend at the office are far more likely to be satisfied with their jobs, to feel motivated and engaged, and even to stay with the company longer, compared to those who lack workplace friendships. Nearly three-quarters (74%) of employees who have a close work friend reported being very satisfied with their coworker relationships (versus 39% of those with no work friends at all). This social fulfillment also boosts general job satisfaction: 62% of workers with a close friend at work were "completely or very satisfied" with their job, versus only 37% among those with no workplace friends. Companionship on the job, it turns out, is a better predictor of happiness at work than many traditional human-resource benefits.

The advantages of a social workplace extend beyond morale. Employees with strong social ties at work are more engaged and productive. According to the AEI survey in 2022, nearly half of workers with a close office friend "feel excited or engaged" with their work on a daily basis, more than double the rate of those without such friends. They also reported finding more meaning in their work: 47% of those with a close work friend said their job is very fulfilling, compared to just 21% of those without close friends.

In essence, social capital in the workplace feeds a virtuous cycle: It boosts engagement, which increases performance, which in turn advances one's career. It also glues teams together. Employees with strong bonds are less likely to quit. Close friendships at work "significantly reduce workforce churn," the survey found. For employers vexed by retention and the costs of turnover, fostering a collegial, friendly workplace is not a luxury. It's a competitive strategy.

In that light, recent Gallup data on employee engagement across the U.S. workforce paints a worrisome picture. By 2024, only 31% of American employees reported being engaged at work, the lowest level in a decade. Active disengagement  --  workers who are unhappy and spreading negativity  --  rose to 17%, also a 10-year high. Young workers under 35, especially members of the Gen Z generation (born roughly between 1997 and 2012), saw the sharpest declines in engagement: Gallup noted a five-point drop in engagement scores among Gen Z employees in one year.

What's driving this disengagement? Gallup identified erosion in basic social fulfillment on the job. For example, the share of employees who strongly agree that "someone at work cares about [me] as a person" has fallen to just 39%, down from 47% pre-pandemic. Similarly, only 30% strongly feel that someone encourages their development, down from 36% a few years ago. In other words, many workers, especially younger ones, feel increasingly isolated and unsupported in their workplaces. The rise of remote and hybrid work may contribute. Working from home offers flexibility but can weaken casual connections and a sense of belonging. Indeed, only three in 10 employees now feel connected to their organization's mission or purpose, a record low.

The absence of social capital in the workplace carries costs. When people lack clear expectations, social support, or a sense of meaning at work, their engagement plummets. This has implications for productivity and innovation, but the most important consideration is its effects on human beings. Work is a central source of dignity and community in many adults' lives. A socially disconnected workplace can lead to social poverty at the office. Employees might earn a paycheck but feel mentally and emotionally adrift, which in turn affects their performance and well-being.

For policymakers and others concerned about workforce readiness and economic vitality, the takeaway is clear. Social capital is not a nicety. It is a necessity. It helps drive everything from human-capital formation (through motivation, soft skills, and knowledge sharing), to placement and matching in the labor market (through networks and referrals), to productivity and retention in organizations (through teamwork and engagement). Where social capital is robust, we see greater job satisfaction, higher earnings, and often better health and civic outcomes. Where it is missing, individuals and communities suffer. Thus, any serious agenda to improve education-to-career pathways, to raise productivity, and to promote equality must grapple with the question of how to cultivate and distribute social capital more widely.

SCHOOLS AS SOCIAL-CAPITAL BUILDERS

If social capital is so necessary in the workplace, it follows that our education system should play an essential role in fostering it. But traditional K-12 education reform has focused (understandably) on academic skills  --  what young people need to know. Now, schools and colleges need to become more intentional in developing students' social capital alongside their academic capabilities. This means viewing relationships as a critical resource that schools can help build. Research suggests that our K-12 system is not yet doing enough to help students form those relationships. For too many students, especially those from lower-income or first-generation backgrounds, school is an untapped opportunity to gain bridging ties that they can't get at home.

Consider career awareness and mentoring in high school. A recent study by the Organization for Economic Cooperation and Development, encompassing more than 80 countries including the United States, demonstrated the importance of career-awareness activities. It found that teenagers who have frequent exposure to the working world through programs such as career talks, job shadowing, and internships have significantly better employment outcomes in young adulthood. They experience lower unemployment and higher wages, likely because these experiences build both relevant skills and networks. But only about 30% of U.S. students report having participated in "job shadowing or a work-site visit"  --  the sixth-lowest rate among OECD countries participating in the survey.

According to YouScience's 2025 Post-Graduation Readiness Report, 72% of recent high-school graduates feel "moderately, slightly, or not at all" prepared for life beyond high school. More than three out of four (77%) said they would have engaged more in school had they known their strengths or career options. A report from Gallup, the Walton Family Foundation, and Jobs for the Future, which included responses from more than 1,300 16- to 18-year-old Gen Zers and their parents, conveyed similar sentiments about this age group. Fewer than three out of 10 think they are "very prepared" to pursue any of eight post-secondary pathways, including college, a job, the military, or a certification program. Even among students most eager for a particular path, fewer than half feel ready to take the first step.

This is a failing of our K-12 advising and curriculum. If schools don't teach the hidden rules of the opportunity game  --  including not just career fairs and internships but networking, confidence in interacting with adults, and social skills  --  students from non-professional backgrounds remain at a disadvantage relative to those whose parents or schools impart that knowledge informally.

Perhaps no area of school focus could better address this gap than mentorship by teachers and staff. We know that when students have just one adult in school who takes a special interest in them, be it a coach, band director, or advisor, it can change their life trajectory. For example, a National Bureau of Economic Research (NBER) analysis confirms that close relationships with educators correlate with better academic outcomes, such as higher grades, lower failure rates, and greater college readiness, particularly for low-income students. Another NBER paper examined the effects of a large-scale randomized controlled trial of a structured student-monitoring program in Chicago Public Schools, called Check & Connect. Program participation decreased absences in grades five through seven by about four days, or 22.9% (though it had no detectable effects on students in grades one through four).

Relatedly, an evaluation of the long-term effects of the Big Brothers Big Sisters of America community-based mentoring program found that such youth-adult relationships "can be of enduring benefit to youth as they transition into adulthood." It also reported that these benefits "extend across multiple domains: education/academics, problem behavior, social-emotional functioning, and health." Simply put, students thrive when they are seen, known, and guided.

Economists Melissa Kearney and Phillip Levine have sought to explain the powerful influence of mentoring by distinguishing between role models and mentors. A role model sets an example for a young person to imitate but may or may not be known personally  --  e.g., a sports figure or media personality. A mentor, by contrast, has a personal relationship with a young person and serves as a trusted advisor and guide. Borrowing a typology from the legal scholar Anita Allen, Kearney and Levine note that role models or mentors can provide an "ethical template" that demonstrates to students how to conduct themselves in a role; they can also act as an achievement "symbol" that shows young people how to accomplish their goals. Mentors in particular are also "nurturers" who develop close connections with a young person and provide special support services, such as coaching, positive messaging, or explicit advocacy.

As the importance of mentors has become more widely researched and known, virtual mentorships have emerged as a promising way to deliver such support. For example, RAND studied the U.S. Dream Academy's model  --  involving partnerships with six public-school districts and including 198 youth from six to 18 years old, who were 75% African American and 19% Latino. The program's virtual mentoring had some drawbacks, in terms of difficulty building deep rapport with mentors. But it did overcome geographic and travel obstacles, making mentoring available to students who would not otherwise have had these relationships. Program success relied on strong design elements, such as mentor training, structured curricula, and screening.

Such solutions are worthy of consideration because impoverished schools typically have high student-to-counselor ratios and less capacity for staff to provide intensive mentorship. Moreover, schools often fail to connect students with external mentors or role models systematically. Many students go through high school without ever forming a strong bond with a teacher or counselor. That is a lost opportunity to build bonding social capital, a personal advocate who can advise and vouch for the student; but also bridging capital, because educators can introduce students to networks beyond their families.

There are inspiring exceptions. For example, some high schools partner with local businesses to provide industry mentors for capstone projects, or invite alumni from various careers to network with current students. These kinds of programs can demystify professional life and spark aspirations. But they are far from standard practice.

School structures should be redesigned to cultivate the "who" as much as the "what" when it comes to students' knowledge. This could include structured mentorship programs, project-based learning involving community members, and other supports to deepen and diversify students' networks. Schools that have tried such efforts  --  often as part of "career academy" models or linked learning programs  --  find that students become more engaged because they see a tangible bridge from school to future opportunities.

One promising concept is to treat social-capital building as a core metric of school performance. Instead of judging high schools only by test scores or graduation rates, what if we also measured how well a school broadens students' networks? Some education innovators have proposed tracking whether graduates have, say, at least three quality mentors or career-supportive relationships by the time they finish school. The idea is that all students should leave with a network: a set of contacts they can call on for advice, references, or information for their next steps.

Julia Freeland Fisher of the Christensen Institute points out that this is part of the opportunity equation: Schools should help students build an "opportunity network" in addition to academic competence. Practically, this could mean integrating activities such as mentorship pairings with community volunteers, "career days" that are not just one-offs but lead to ongoing connections, internships for credit, and alumni-networking events for students. Schools themselves can also innovate: Career-academy and early-college high schools have multiplied in recent years to offer more personalized, network-rich experiences.

One such example is the Delaware Pathways program, a statewide initiative linking high-school students to career experiences and mentors in industries such as manufacturing, finance, and health care. Students begin career exploration in middle school; by high school, they take vocational courses and, in the summer before and during their senior year, complete a 240-hour paid internship with a local employer. Crucially, this program engages not just schools but businesses, philanthropies, and community groups  --  a whole network invested in the student's development. Along the way, students meet adults outside their usual milieu, build weak-tie relationships, and get a chance to prove themselves in a real workplace.

Another example is the Cristo Rey network of 41 Catholic high schools across 24 states, which serves low-income students using an innovative work-study model: Students work off-campus one day a week in an entry-level job at a partner company, earning part of their tuition while gaining work experience and contacts. This model ensures that by graduation, each student has a résumé, workplace skills, and a roster of adult professional contacts  --  assets their more privileged peers typically acquire through family connections or college internships. Evaluations of these kinds of pathways programs have found encouraging results: They do not detract from academic achievement (students in career programs are just as likely to attend college as peers, and often graduate at higher rates), and they tend to boost employment and earnings outcomes. They also improve "soft" skills such as self-confidence, perseverance, and clarity of goals.

In sum, schools can be powerful incubators of social capital if they choose to be. A school focused on social capital would ensure that all students are embedded in a web of supportive adults and peers, and that they routinely interact with people from various walks of life. It would treat network building as a skill to be taught, encouraging students to embrace teamwork, practice communication, and form genuine connections of mutual interest.

MULTIPLE PATHWAYS

The Delaware Pathways and Cristo Rey programs exemplify how schools can adopt a new approach that helps close the social-capital gap among students. For too long, the K-12 mindset has fixated on "college for all" as the singular route to success, with not much attention paid to whether students actually built the social skills and networks to navigate the world after high school. But this new approach  --  which I have previously referred to in these pages as "opportunity pluralism"  --  recognizes that there are multiple pathways to success, and that relationships and social resources are essential for career readiness. Policymakers should encourage this shift by funding mentorship programs, incentivizing work-based learning, and holding educational institutions accountable  --  not just for academic outcomes, but for whether their graduates have the social capital to leverage those studies.

The traditional college-for-all approach assumed that a four-year degree was the golden ticket to a good job, and that if you just provide college access, opportunity will follow. But reality has proven more complex. Many students either do not complete four-year degrees or do so without gaining the skills (or networks) they need. Meanwhile, employers have started to value alternative routes and skills-based hiring. Opportunity pluralism entails valuing vocational, technical, and experiential learning routes  --  apprenticeships, certifications, two-year degrees, etc.  --  and embedding social-capital development in those routes to ensure they truly lead to good jobs and advancement.

A "pluralistic" approach to opportunity recognizes that some young people will flourish in a hands-on apprenticeship where they can earn and learn. Others may thrive at a traditional college, and still others might prefer shorter credential programs. Importantly, it rejects the stigma that non-college pathways are second best. In fact, these pathways can often provide richer social-capital opportunities early on (and thus better prime students for long-term success and happiness). Opportunity pluralism in education also means breaking the "credentialist prejudice" that only a bachelor's degree or higher is a mark of success. That prejudice not only undervalues middle-skill careers but also perpetuates inequality, as those who can't afford or aren't served well by college get branded as failures. Instead, we should validate multiple forms of achievement. But with that pluralism comes a responsibility: to ensure each pathway has the key ingredients of success, which include both knowledge and networks.

Consider the earn-and-learn apprenticeship model, which I have also written about in these pages. An apprenticeship by design connects a novice with an experienced mentor in the workplace. It is perhaps one of the oldest and most organic forms of social-capital transfer: The apprentice gains not only technical know-how but also the professional network and work-culture savvy of his mentor. With the U.S. now experiencing a resurgence of apprenticeship models, we have a chance to restore the connection between education and employment in a tangible way. States such as Colorado, the Carolinas, and Wisconsin have pioneered youth-apprenticeship programs that allow high-school juniors and seniors to split time between school and paid work at local companies. These students often finish high school with a job offer or college credits (or both), plus a network in their chosen industry  --  something their college-bound peers might not have until their mid-20s.

Public opinion is shifting to support such models. In surveys, more than 90% of Americans view apprenticeships favorably, and above 60% believe that an apprenticeship makes one more employable than a college degree. Gen Z teens themselves are keen on the idea: About two-thirds of high schoolers told pollsters they'd prefer to learn on the job through apprenticeships or internships rather than through college coursework alone. This is a remarkable cultural change. It suggests that today's youth and their parents are hungry for experiential learning that connects them to real-world opportunities  --  and, implicitly, to the social networks those opportunities contain.

The best programs for technical certificates or community-college degrees, for example, already provide their graduates with access to such a professional network; policy can encourage more to follow suit. Tennessee's "Drive to 55" initiative, which facilitates partnerships between community colleges, employers, and non-profits to mentor and place graduates into jobs, is a model of leveraging networks for student success.

The models above suggest that bridging social capital can be built in any pathway, academic or vocational, if it's prioritized. But a poorly designed pathway can leave a young person isolated. Traditional college, for instance, is often thought of as a great opportunity for networking. For many it is  --  through alumni networks, fraternities, etc.  --  but not for everyone. First-generation or minority students on big campuses can feel alienated and may not tap into the networking opportunities there. Recognizing this, some colleges and organizations have started programs specifically to boost social capital for underrepresented students. The key point is that institutions and policymakers must attend to networks and relationships, not just degrees and certificates.

WORKPLACE COMMUNITY

While education systems can do a great deal to launch young people with stronger networks, social-capital building does not end at graduation. Employers and workplace leaders are critical actors. Indeed, as mentioned above, the workplace is a primary engine of adult social capital  --  but it can either multiply advantage or reinforce disadvantage. A well-connected young person, once hired, might quickly find mentors within the company and be groomed for advancement; whereas a newcomer from a less privileged background might struggle to fit in or hesitate to seek out mentors, thus missing key developmental support. This is where employers face a choice: leave social capital to chance, or actively cultivate an inclusive network within their organizations.

Many companies use formal workplace-mentorship programs to integrate new employees and help them develop. But research shows that if mentorship is purely voluntary, the employees who could benefit the most may not participate. A field experiment at a large company, described in an NBER working paper, compared voluntary versus mandatory mentorship for new hires. The results were striking. When the mentorship program was voluntary, mostly high-performing, already proactive employees signed up  --  people who arguably needed it least. And they did benefit, but modestly. When the program was made mandatory, however, a much broader range of employees participated, including more workers who were struggling; the overall gains in productivity were much larger.

The researchers concluded that "employees who benefit the most from the program are the least likely to participate" on their own. Based on these results, the policy implication for employers is to strongly encourage or even require mentorship pairing for newcomers or those in need of upskilling, rather than just offering it. For instance, some companies automatically assign a "buddy" or mentor to each new hire for the first six months. Others run structured mentorship programs targeting underrepresented groups to ensure they build networks within the firm. Given the correlation between mentorship and retention (employees with mentors often report higher loyalty), these efforts can pay off in reduced turnover costs as well.

Beyond one-on-one mentorship, workplace culture as a whole can promote or stifle social capital. Polling by the Survey Center on American Life found that women, especially college-educated women, tend to be the "social capital catalysts" in workplaces. They are more likely to organize social activities, team lunches, birthday celebrations, and the like, which create bonding opportunities for coworkers. "Social organizing" labor can be stressful, however: Nearly half of frequent social organizers at work felt stressed or overwhelmed. This suggests that employers should value and perhaps distribute the task of building workplace community, rather than letting it fall disproportionately on certain employees (often women). Leaders can set the tone by encouraging team-building events, creating physical spaces or virtual forums for casual interaction, and explicitly rewarding collaboration and peer support.

It's worth noting that social capital at work has spillover effects beyond the office. Employees with rich workplace friendships tend to have more robust social lives in general; 68% of workers who have close friends at work also report having a strong circle of friends outside the office (four or more close friends in life), compared to only 38% of those with no work friends. And those who feel connected at work are far more satisfied with their overall social life. This suggests that helping people form connections in one domain (work) can strengthen their broader social fabric, addressing concerns about adult loneliness and isolation that have become more salient in recent years.

Policymakers and business leaders have also become more interested in measuring and investing in the social capital of their workplaces and surrounding communities. Some have proposed a "social capital index" for cities or corporations. Just as companies report human-capital metrics, maybe they should publish social-capital indicators: e.g., what percentage of roles are filled internally (indicating strong networks and mobility), or employee survey results on feeling supported. There is also room for public-private partnerships to nurture social capital. Public workforce-development programs (such as those run by Workforce Development Boards) could incorporate networking opportunities into their training services, including meet and greets between trainees and local employers or alumni. Libraries or community centers could also serve as hubs connecting job seekers with retired professionals who volunteer as mentors.

Finally, business and civic leaders have a crucial role to play in ensuring that the benefits of robust social-capital networks are accessible to those historically excluded  --  such as minority youth, people from rural areas, and students with disabilities. This might involve targeted mentorship initiatives (such as programs specifically connecting black and Latino youth with mentors in industries where they are underrepresented), or investments in community organizations that serve high-poverty areas and function as network builders for youth (e.g., faith-based groups, 4-H clubs, coding clubs, etc.). In a sense, these local institutions can compensate for what sociologist William Julius Wilson called the "social dislocation" in disadvantaged neighborhoods; they intentionally link youth to outside opportunities.

Recent research by Chetty and his colleagues found that areas of the country with high economic mobility are often those with more "cross-cutting" social ties between rich and poor residents. This can happen organically in some civic settings, but policymakers can also foster it in several ways: For example, they could locate programs such as magnet schools or community colleges in mixed-income areas, support mixed-income housing (so that kids of different class backgrounds grow up together), or fund transportation so that low-income youth can participate in programs (sports leagues and other extracurriculars) where they mingle with higher-income peers countywide. Every additional bridge built is a chance for opportunity to become more accessible.

FROM SOCIAL POVERTY TO SOCIAL WEALTH

As America strives to prepare the next generation for a rapidly changing economy, we must recognize that social capital is as critical as academic capital. Knowledge and networks together form the dual pillars of opportunity. If we focus on academics while ignoring the relational side of development, we risk reproducing the inequalities and disadvantages that leave too many young Americans behind. But if we invest in social capital  --  through mentoring in schools, cross-class relationships, and stronger workplace communities  --  we can multiply the benefits of education and training.

For policymakers, this means broadening the lens of education and workforce policy. They can do this by supporting multiple pathways  --  career and technical education, apprenticeships, alumni-networking initiatives, etc.  --  and ensuring that these pathways include built-in mentorship and links to employers. And they can champion innovations in K-12 and higher education that bridge the gap between education and community. Schools should be hubs of connection, linking students to caring adults and real-world experiences, not ivory towers divorced from practical life.

For business and civil-society leaders, it means recognizing that fostering social capital is not a charitable afterthought but a core strategy for growth and inclusion. A company that creates a culture of mentorship and friendship will reap benefits in innovation and loyalty. A community that facilitates cross-group interactions will see more of its youth rise. Governments can help create the conditions through grants, convenings, and data sharing, but ultimately social capital grows through millions of individual relationships  --  the coach who convinces a kid to stay in school, the teacher who introduces a student to an internship, the manager who takes a chance on an apprentice, the coworker who becomes a trusted friend.

In the end, social capital is a classic public good: When more people have it, everyone benefits from a more vibrant, innovative, and cohesive society. The task ahead is to view social capital differently  --  not as an accident of birth, but as an intentional endowment we provide to all our children. We know how to do this: through forming relationships, creating structured opportunities for connection, and promoting an ethic of inclusion. What's needed now is leadership and commitment to scale up these efforts. If we succeed, we will transform social poverty into social wealth, enriching young people's lives and our nation's future. more

Career development

 1d

Self-Belief Is a Practice, Not a Personality Trait


We like to talk about confidence as if it's something you either have or you don't.

You're born with it.

You're wired for it.

You "just need to be more confident."

But that framing is lazy. And honestly, a little harmful.

In a recent podcast conversation, we sat down with a close friend and founder, Kesia Nielsen, who has built a wildly intentional creative agency. What stood out most wasn't... her résumé or her success. It was how openly she talked about how hard she used to be on herself, even while everyone else saw her value clearly.

She described years of intense self-criticism. Holding herself to impossible standards. Being her own loudest skeptic. And at the same time, being told again and again by others that she was capable of so much more than she believed.

That tension felt familiar.

So many designers and founders live there.

High-achieving on the outside.

Deeply doubtful on the inside.

From Self-Criticism to Self-Belief

One of the most powerful ideas from the conversation was this shift:

Self-belief isn't something you discover.

It's something you cultivate.

Not overnight. Not through one book or one breakthrough moment. But through years of intentional inner work. Therapy. Spiritual exploration. Honest self-reflection. Learning which tools actually feel like you, and letting go of the ones that don't.

What stuck was the idea of creating an identity on purpose.

Not waiting for confidence to show up before you act.

Not outsourcing belief to external validation.

But deciding who you are becoming and choosing to believe in that version of yourself, even when it feels uncomfortable.

That belief becomes an anchor. Especially when you walk into rooms that weren't built with you in mind.

Femininity Is Not a Liability

We also talked a lot about navigating male-dominated industries. Tech. Design. Business. Rooms where logic, speed, and dominance are often rewarded more than intuition or softness.

There's a quiet pressure in those spaces to adapt. To harden. To match the energy in the room so you're taken seriously.

But here's the trap. The moment you abandon parts of yourself to fit in, that's when self-sabotage begins.

Femininity, intuition, emotional awareness, softness paired with clarity. These are not weaknesses. They are strategic advantages. When they're grounded in self-trust, they become powerful.

You don't find power by catering to the room.

You bring power by staying rooted in yourself.

Work and Life Are Not Separate Things

Another myth that we dismantled was the idea that work and personal life should be kept completely separate.

For a long time, that separation felt like survival. Keeping pieces of yourself out of work to stay "professional." Leaving emotion, personality, and vulnerability at the door.

But over time, that split starts to cost you. You end up cutting off the most impactful parts of yourself. The parts that build trust, spark creativity, and create meaningful connection.

More and more, we're seeing that people don't want sterile brands or faceless businesses. They want to understand the why. The values. The human behind the work.

Alignment doesn't come from compartmentalizing your life.

It comes from letting your full self show up with intention.

The Reality of Building Your Own Thing

Working for yourself doesn't magically give you your time back. It gives you responsibility. It means wearing every hat. Making decisions no one else can make for you. Holding the vision and the weight at the same time.

There's freedom, yes. Creative freedom. Financial upside. The ability to build systems that actually make sense for how you think. But there's also sacrifice. Clarity is required.

If you want money, you need to be honest about the number.

If you want flexibility, you need to design for it.

If you want growth, you need to understand the cost.

Dream big. Keep your head in the clouds.

But keep your feet on the ground.

Burnout Is a Signal, Not a Failure

Burnout isn't weakness. It's feedback.

Stress and anxiety are often signs that something is misaligned. That you're building something you're not meant to be building. Or carrying something that should be shared. Or pushing past a boundary you haven't acknowledged yet.

The goal isn't to avoid burnout at all costs.

The goal is to notice it sooner and respond with honesty.

Sometimes that means changing systems.

Sometimes it means asking for help.

Sometimes it means letting go of something that no longer fits.

Mastery Over Momentum

Mastery. The word for 2026.

Not hustle. Not speed. Not doing more.

Refinement. Consistency. Going deeper instead of wider. Becoming exceptionally good at the things that actually matter.

And maybe that's the quiet takeaway here.

Self-belief isn't loud.

Confidence doesn't have to perform.

Growth doesn't always look like expansion.

Sometimes it looks like staying. Refining. Trusting yourself enough to move forward without abandoning who you are.

We're all learning.

Let's build like it. more

Julie Ellington


Career development 4d
I really love reading and I want to get a job in a library or a bookstore. But my family doesn’t understand this at all, they say it’s a waste of time. On top of that, they say libraries don’t pay much.
But spending my days without reading is boring for me. And all my relatives are pushing hard for “career growth.” How can I explain it to them in a way that makes them stop trying to convince me... otherwise?
Thanks

 more

  • ansu sahr

    1d

    Dear friend family are evry important in the Lord kingdom but think about your job first, when you good job your family we be evry happy for you... consider your mine thank you. more

  • Martina Knezevic

    1d

    Reading the books can't be the reason to take this job. It is highly unlikely that you will have a time for reading while working. You need to have a... better reason for that. If you think that you will like it, then go. Try and see for yourself. Why not? You will have experience and noone can say that you jave to do that until the rest of your life. more

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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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Need more info? A complete list of benefits is here. more

Career development

 1d

Leadership transitions in Advising and Academic and Career Services


The Washington State University Office of the Provost and its Division of Academic Engagement and Student Achievement (DAESA) is pleased to share a preview of upcoming leadership transitions within Academic Success and Career Services (ASCC) and University Advising. These changes reflect the Provost Office's continued commitment to strengthening advising, career development, and student success... across the WSU system.

After more than a decade of dedicated leadership as executive director of the Academic Success and Career Center, Terese King will transition to a new role as the executive director for University Advising. A long-tenured WSU leader with decades of service to the institution, King has played a central role in shaping centralized academic advising and career support for students. Her work has focused on improving access to advising, integrating academic and career planning, and advancing coordinated student success strategies. In this new role, King will provide strategic leadership and direction for the university's new shared advising model, in which lead advisors in each college and campus partially report to her, aligning advising practices across the WSU system to support consistency, collaboration, and innovation.

Alongside this transition, Amanda Morgan will assume the role of interim director for Academic Success and Career Services. Morgan currently serves as associate director of Career Services within ASCC, and brings extensive experience in career development, employer engagement, academic advising, and student support. Since joining WSU in 2008, she has been instrumental in advancing career readiness initiatives, blending academic advising with career coaching, and strengthening partnerships across campus and with employers. Her deep institutional knowledge, collaborative leadership style, and commitment to student success position her well to lead ASCC during this transition period.

The Provost's Office is excited about these leadership updates and the continuity, growth, and momentum that King and Morgan have committed to for University Advising and the Academic Success and Career Services. more

Career development

 1d

The small CV change that increases your chances of landing the job


New year, new job. Almost half of UK office workers are planning to switch careers in 2026, with 38% already actively searching job listings, according to the Global Payroll Alliance.

But there's no way to sugar-coat it, competition is stiff -- there's currently 2.5 unemployed people per job vacancy, the highest level since July 2015 (excluding the pandemic).

One job-seeker even shared with... Metro that at a recent job interview, she was told there'd been 615 applicants for her role. Talk about pressure.

But, there is one thing you can do to give yourself a fighting chance. According to experts, a simple tweak to your CV can make all the difference...

How to improve your CV

It's fairly standard on a CV to list your past job titles, with a few bullet points about what that role involved, but this is where Jim Moore, employee relations expert at HR consultants Hamilton Nash, says people are going wrong.

'I see lots of CVs where applicants describe in great (and boring!) detail all the tedious tasks they performed in their role, but never how it benefited the company,' he tells Metro.

'Swap outputs for outcomes, and use examples and numbers where possible to show how you added value for your employer.'

And Liz Sebag-Montefiore, career coach and CEO of HR consultancy 10Eighty, agrees.

'It makes a huge difference because hiring managers skim CVs quickly,' she tells Metro. 'Leading with outcomes helps them instantly answer the question "What value does this person create?".

'It also signals commercial awareness and confidence, which are often what differentiate candidates competing for the same role or pay band.

'This shift can turn a CV from descriptive into persuasive, without adding length or exaggeration.'

How do you do it?

As Liz says, we want to avoid just describing what we do in our day-to-day role.

'Many CVs open with a long list of duties: "responsible for...", "supported...", "involved in...",' Liz explains. Rewrite the first three to five bullet points in each role to lead with results, not tasks.

'For example, instead of "Managed stakeholder relationships", say "Improved stakeholder engagement, reducing project delays by 20%".'

Just be cautious not to omit the key words from the job description, as many companies now use AI to filter out applications first by scanning for the terms which match up with the advertisement.

Jim adds: 'Your CV will work harder if you stop purely listing duties and start showing what you achieved.'

A common CV crime

So, we've gone over the small tweak you can make, but what about the one critical error people make when applying?

Jim, who has been through a mountain of applications in his career, says: 'One of the worst CV mistakes you can commit is to send exactly the same CV to every role you apply for without updating it.

'There's nothing worse than a generic CV that doesn't hit the mark.'

Why does this harm your chances? Well, Jim adds that a CV need to 'scream out "we're made for each other"'.

'That means you need to tailor your CV to the employer and role you're applying for,' he explains. 'You need to stand out as relevant before a human reader yawns and moves on.'

The questions Jim says you can answer to show you've tailored your application include:

* What about the employer that really aligns with your career aspirations?

* What makes this your dream job, as opposed to a safe haven until you find something better?

* How do you nail what they're looking for?

* What makes you a perfect fit for the role?

* What makes you a better investment than other candidates?

'A clear, tailored CV that highlights real achievements stands out far more than one packed with vague descriptions,' he says.

So, what are you waiting for? Get applying.

Do you have a story to share? more