Career development

Anonymous member

1mo

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

25

Evans Ogalli
1mo
Me too ...did this last year October.
Similar dealings with my bosses.....
Mbaraka Ewangu
1mo
There is something I like telling everyone, before you write a resignation letter, do it when u have appointment letter of a new job. It's so hard to... get a job when your jobless more
31 reply

Lauren Davis

Career development

1d

Hi! Things are getting weird in our department - our boss is acting crazy. Yesterday she said we can’t spend more than 5 minutes on coffee, even though we make it in the kitchen and then go back to our desks. Sometimes I only finish my cold coffee at the end of the day.
She also won’t let two people go to lunch together anymore - only one at a time. She says we’ll get back faster that way. Now... she’s even checking who is friends with whom.
And I heard her say “That’s all” like in that movie with Meryl Streep. Maybe she finally watched it?🤭

more

arthur kateeba
3h
Raise a compliant with HR
1
mary musyoka
10h
This is just pressure. Manage it

Career development

9h

Luka Doncic Confirms Separation From Fiancé After Nearly a Decade Long Relationship

There are moments when the box score tells only half the story. For Luka Doncic, March 2026 was one of those months. The Lakers superstar, who spent years building one of the NBA's most dominant résumés, confirmed publicly on March 10 that he and longtime fiancée Anamaria Goltes had split, ending a relationship that stretched back to their teenage years in Slovenia. The couple shares a young... daughter, and with that comes the kind of legal and emotional complexity that no highlight reel can prepare you for.

Doncic Confirms the Split

Doncic didn't bury the news or let a publicist dance around it. He confirmed the breakup himself to media outlets, keeping it brief but direct. The two are no longer together, and that was about all he offered publicly. No dramatic statement. No long explanation. Just confirmation of something that had been quietly circulating since early March.

USA Today was first to report the separation, with other outlets following shortly after. Within hours, the story had taken over NBA social media. Fans who had watched Luka and Goltes grow up together reacted with a mix of surprise and genuine sympathy.

A Relationship That Felt Built To Last

To understand why this hit differently, you have to understand what this relationship represented. In a league where athletes' personal lives can feel like a revolving door, Luka and Goltes were the exception. They were steady. They were consistent. The engagement felt like a natural next step, and when their daughter was born, the basketball world genuinely celebrated alongside them.

That's what makes this news land harder than your average celebrity split. This wasn't a short-term romance that ran its course. This was years of shared history, a family built together, and a future that looked set in stone. Now, that future looks different, and navigating it publicly, in the middle of an NBA season, is no small thing.

The Custody Question

Beyond the emotional weight of the breakup, there's a practical and legal dimension that will demand Doncic's attention. Reports indicate that custody arrangements for their daughter are now a central issue. Family law experts have pointed out that high-profile custody situations like this one tend to draw disproportionate media scrutiny, which only adds pressure to an already difficult process.

The Lakers have stayed quiet, declining to comment and keeping the focus where it belongs -- on the team's playoff push. That's probably the right call. This is Doncic's personal life, and whatever is worked out will ultimately be about what's best for his daughter, not what plays well in the press.

How This Could Affect Doncic On the Court

Here's the uncomfortable question that sports analysts are already asking: Will any of this affect his game? It's a fair question, even if it feels intrusive to ask it. Custody discussions require time, legal counsel, and emotional bandwidth. Doncic is simultaneously trying to carry a Lakers team through a demanding stretch of the season. He's human. This stuff has weight.

That said, Luka has always been the kind of player who channels pressure into performance. He's ice-cold in clutch moments and has played through adversity his entire career. If anything, history suggests he might respond by locking in even harder on the court.

FAQ SECTION

Q: What happened in Luka Dončić's personal life?

A: He confirmed his separation from fiancée Anamaria Goltes, with custody of their daughter now a central issue.

Q: Who is involved?

A: Luka Dončić, Anamaria Goltes, and their young daughter.

Q: Why is this news important?

A: Dončić is one of the NBA's biggest stars, and his personal life draws public interest. The custody matter adds legal and emotional dimensions to the story.

What Comes Next

Legal proceedings around custody are expected to continue in the weeks ahead. Doncic hasn't shared specific details about any arrangements, but sources close to the situation suggest his priority is his daughter's well-being. Whatever the timeline looks like, expect more clarity to emerge as things develop.

In the meantime, Luka will keep doing what he does. He'll run the pick-and-roll, hit mid-range pull-ups over outstretched defenders, and quietly remind everyone why he's considered one of the best players on the planet. The personal stuff stays personal. The basketball stays elite. For Doncic, this chapter is just beginning. How he handles it will say a lot about who he is beyond the game. more

Career development

10h

Employ Inc. Announces Eric Waldinger as Chief Revenue Officer - HR ASIA

Growth Expert Brings Nearly Thirty Years of Go-to-Market, Sales, and Marketing Experience, Further Strengthening the Company's Executive Team

DENVER, March 11, 2026 (GLOBE NEWSWIRE) -- Employ Inc., a leading provider of people-first, intelligent hiring solutions across JazzHR, Lever, and Jobvite, today announced that Eric Waldinger has joined the company as Chief Revenue Officer. As Employ enters... its next phase of growth, Waldinger will lead go-to-market strategy and market expansion, while overseeing sales and revenue operations.

With nearly 30 years of experience, Waldinger spent the first half of his career in the staffing and HR technology spaces, working in business development, sales leadership, marketing, partnerships, product development, and strategy at Robert Half, CareerBuilder, and Aquent. He later held executive roles across real estate investment and community management software organizations, including Archstone (acquired in 2013), UDR, and FRONTSTEPS. Most recently, Waldinger served as Chief Marketing Officer at SambaSafety and Chief Revenue Officer at Snapsheet.

"Coming back to HR Technology feels like returning to my roots," said Waldinger. "Early on, I developed a deep appreciation for the talent acquisition ecosystem and the role it plays in connecting people with opportunity. I'm excited to help Employ navigate the next wave of HR Technology innovation in this space."

He continued, "I've spent the past decade helping SaaS companies scale by building strong go-to-market teams, improving retention and expansion, and putting the operational discipline in place to support sustainable growth. At Employ, my focus is on accelerating this type of growth while bringing Sales, Marketing, Customer Success, and Product into even closer alignment to deliver exceptional value for our customers."

Employ CEO Jerry Jao commented, "Eric has deep experience building and scaling go-to-market organizations, along with a strong understanding of the HR technology landscape. What stood out most during the search was his leadership approach. He believes great companies win when teams operate with clarity, accountability, and shared goals. As Employ enters its next phase, Eric will bring new energy and vision on how to serve our customers and expand our impact in the market."

About Employ Inc.

Employ delivers people-first intelligent hiring solutions that empower companies to overcome their greatest hiring challenges. Serving growing businesses to Fortune 100 companies, Employ powers hiring at scale -- with ~100 job applications processed and 650,000 plus hires made across our customer community.

Through our AI-powered hiring platforms -- including JazzHR, Lever, and Jobvite -- Employ enables teams to move faster, hire smarter, and build stronger workforces. Trusted by more than 26,000 organizations globally, Employ combines innovation, insight, and human-centered design to help companies hire with confidence.

Employ also publishes Job Seeker Nation and Recruiter Nation, two of the industry's most trusted and tenured research reports, turning real-world hiring data into insights that shape how companies attract, evaluate, and hire talent.

For more information, visit www.employinc.com.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c11c63ad-f7c1-4384-8010-5ae526dc89cc more

Career development

10h

How to Choose the Right Psychometric Test for the Recruitment Process in 2026 - APN News | Authentic Press Network News

Choosing the right psychometric test for recruitment is no longer optional for organizations competing in a skills-scarce, high-performance talent market. As hiring cycles accelerate and roles become more complex, recruiters need assessments that measure far more than résumés or interviews can uncover.

In 2026, data-driven hiring depends on evaluating personality traits, cognitive ability,... motivations, and behavioral tendencies with accuracy, scale, and scientific rigor. The right psychometric test for recruitment from platforms like Mercer assessments helps predict on-the-job performance, reduce hiring errors, and strengthen cultural alignment.

This blog explains how organizations can smartly select the most suitable psychometric tools and why these test methods continue to be central to modern hiring excellence.

Why Psychometric Testing Matters in 2026

The science behind psychometric assessments has evolved rapidly. Modern platforms like Mercer assessments combine psychological theory, validated scoring models, and AI-assisted reporting to offer talent insights with greater precision. Organizations now rely on a psychometric test for recruitment to:

With future workplaces emphasizing agility, digital fluency, and cross-functional teamwork, the role of psychometric testing has expanded beyond hiring alone. These tools now support talent development, succession planning, skill-gap identification, and workforce optimization.

Core Types of Psychometric Assessments You Should Understand

To choose the right assessment, you first need clarity on what each category measures and when it is most useful.

A personality test measures enduring traits such as communication style, decision-making preferences, stress response, teamwork approach, and leadership tendencies. These tests predict how individuals behave in different work environments and help assess cultural fit, role fit, and managerial potential.

They typically evaluate:

These measure numerical reasoning, verbal ability, logical thinking, spatial awareness, and learning agility. They are widely used for campus hiring, lateral hiring, and roles requiring strong analytical thinking.

These tests reveal what energizes a candidate, their preferred work environment, and their alignment with the organization's purpose and culture.

These evaluate observable actions, leadership styles, teamwork tendencies, and decision-making approaches in real or simulated work situations.

Selecting the right combination ensures holistic evaluation rather than depending on isolated attributes.

How to Choose the Right Psychometric Test for Recruitment in 2026

Here are the key evaluation criteria organizations should use when selecting a psychometric test from platforms like Mercer assessments.

Start by identifying what the role demands:

Once competencies are defined, pick the test type, personality, cognitive, behavioral, or motivational, that aligns with those needs.

A high-quality psychometric test for recruitment should correlate strongly with on-the-job performance. Assessment providers should offer evidence of:

The stronger the correlation, the more dependable your hiring decisions.

In 2026, simple personality questionnaires will no longer be sufficient. Advanced personality test formats, such as forced-choice scales, reduce socially desirable responses and provide a more authentic profile. Multi-dimensional tools measure 20-30+ traits, offering deeper insights into workplace behavior.

These actionable insights help recruiters make informed, defensible decisions.

Large organizations require adaptable test batteries for:

A strong assessment partner provides customizable test combinations and multiple languages.

A powerful psychometric platform should offer:

Smooth experience improves recruiter efficiency and candidate satisfaction.

How to Introduce a Psychometric Test in the Recruitment Process

Introducing a psychometric test into the hiring workflow requires clarity, structure, and the right sequencing. The goal is to enhance decision-making without disrupting the candidate experience or recruiter efficiency.

Begin by mapping the job's behavioral, cognitive, and cultural requirements. This ensures the psychometric test aligns with measurable competencies and supports unbiased, structured decision-making for every candidate.

Use cognitive, behavioral, motivation, or personality tools based on the role's core demands. This prevents irrelevant testing and ensures each test delivers insights directly linked to performance outcomes.

Introduce the assessment before interviews to build a reliable shortlist. Early inclusion improves efficiency, removes bias, and allows recruiters to compare candidates on standardized, objective psychometric data.

Explain why the test is used, how results influence evaluation, and what benefits candidates gain. Transparency enhances trust, improves completion rates, and positions the company as fair and people-centric.

Use psychometric scores alongside structured interviews, situational tasks, and work samples. This blended approach creates a balanced, data-rich evaluation that strengthens predictive accuracy and reduces hiring errors.

Equip recruiters and hiring managers with structured interpretation guidelines. Proper training helps them use scores meaningfully, avoid misjudgments, and make consistent decisions aligned with validated psychometric principles.

Integrate the psychometric test into your applicant tracking system for automated scheduling, scoring, and reporting. This ensures seamless evaluation at scale, reducing manual workload and improving turnaround time.

Track hiring accuracy, performance outcomes, and attrition patterns. Continuous monitoring ensures the psychometric test stays relevant, properly calibrated, and aligned with evolving organizational and role-specific requirements.

Make Better Hiring Decisions With the Right Psychometric Tools

In 2026, effective hiring depends on scientifically designed assessments that evaluate candidates holistically, beyond skills or interviews. A reliable psychometric test for recruitment offers a data-driven, unbiased, and scalable way to identify the right talent for every role.

When combined with a high-quality personality test and assessments for cognition, motivation, and behavior, organizations can build a stronger, more future-ready workforce. The key is selecting a psychometric solution with validated models, strong norming practices, actionable insights, and proven predictive accuracy.

By choosing assessments that align with organizational goals, recruiters can strengthen hiring decisions and support long-term business performance. more

Career development

10h

20 Supply Chain Job Interview Questions and Answers! - Supply Chain Game Changer™

Many of the most important, and in demand, jobs these days are in Supply Chain. Not only are these skills in high demand but the number of people with those extensive skills and experience and Supply Chain Management training, is limited, making the effectiveness of the Supply Chain job interview more important than ever.

The result is that there will be a lot of competition, both from those... hiring and those being hired, for the Supply Chain positions that need to be filled.

To help facilitate placing the best people in the best jobs we have endeavoured to outline the top 20 Supply Chain Job Interview Questions and Answers.

1. Tell me about your background

For my part I do not want to just read a candidate's resume, or just have them read it back to me. By making this request I get a chance to hear the candidate articulate in their own words what they are about.

It is a chance to see how they react, how enthusiastic or emotional they get, and how well they communicate. Candidates should be prepared to elaborate on what the written words are on their resume and demonstrate their value.

One interesting point to add here is the fact that CV Experts recently completed a questionnaire with 100 hiring managers across multiple different industries. The vast majority of hiring managers stated that they would still be willing to hire a candidate if their personality fit the team, even if their skills weren't a full match for the role.

2. Why are you interested in this job?

The job should come with some level of description about the responsibilities and expectations. The candidate should have most, but not necessarily all, of the qualifications before even applying for the job.

Research about the job should enhance one's confidence in their ability to perform the tasks required. As such the candidate should be able to tell the interviewer what it is about the job that appeals to them along with why they have the capabilities to do it.

3. What do you know about this company and this industry?

Any candidate worth consideration will have researched the company and the job extensively prior to the Supply Chain job interview. There are innumerable sources including the company's website, social media, government filings, reviews and commentary, that can help inform a candidate on what the company is all about.

The candidate should have developed a genuine interest in both the job and the company, which can be demonstrated about how comprehensively they are prepared to respond to this question.

4. What is Supply Chain's role?

Supply Chain can mean many different things to many different people. The culture and history of the organization will also often dictate how Supply Chain is viewed and what role it plays. In some organizations Supply Chain will be considered a back office, limited functional organization, whereas in other organizations it will be a very broadly scoped, all reaching group.

Given this wide definitional spectrum it is important for the candidate to have their own ideas as to how they view Supply Chain. If one is a specialist, for instance as a Procurement expert, then their view may be very finite in scope. If however one is a generalist, or in management, they may have a very broad view of what Supply Chain is, or what it can become.

5. What are your strengths and weaknesses?

This can be a difficult question for candidates to answer, with difficult answers for the interviewer to hear.

It is critical here to be honest, and perhaps humble. Dishonesty may get you past the interview but later on it will be uncovered, compromising trust in you and loss of integrity.

Remember that no one is perfect, so there is no sense in trying to portray that you are. Be honest and truthful and that should suffice.

6. What are some of your greatest achievements? What did you learn from these?

Having researched the job, and the company, when this question comes up you should be able to draw from your own achievements so as to demonstrate how they could be applicable to this new position.

Even if you are early in your career you should be able to construct your accomplishments, albeit limited, in such a way as to demonstrate the general skills that you can bring to a job.

And no achievements happen without missteps along the way. Even goals that are achieved can be a source of reflection on how things could have been improved and made even better.

7. What are some of your greatest failures? What did you learn from these?

In answering this question the main consideration is that you should not be afraid to articulate any failures. In fact if you don't have any failures you are likely to make the interviewer suspicious.

Everyone fails at one point or another. It's expected. Obviously no one is perfect. In fact the expectation is that you will reflect on failures and take away lessons to perform better in the future. The key is to be insightful and demonstrate growth from past failures.

8. Why should we hire you in particular?

What makes you stand out from the competition? It is a highly competitive labour market, particularly in areas like Supply Chain.

You need to demonstrate a level of enthusiasm and energy that sets you apart. This does not need to be physical energy. But positive mental energy and body language will demonstrate your high level of interest.

Then summarize your skills, your accomplishments, your learning skills, your ability to work in and with a team, and why you want to join that particular team and company.

9. What are your career aspirations?

Career success means different things to different people. And that's ok. If you want to join a company, do that job, and continue in that capacity then that is great. If you want to join a company and rise to the level of the CEO then that is ok to.

The key is that you have some vision and aspiration. There is no right or wrong answer. It is also acceptable for a candidate to ask the interviewer if there are any expectations of the career trajectory of the successful candidate during the Supply Chain Job Interview.

10. How do you collaborate with others?

There are extremely few jobs wherein you don't have to work with any other people. Even if you are working from home you are going to be emailing, calling, or having zoom meetings with other people.

At that same time anyone and everyone you work with is going to have their own set of personalities and behaviours. Some people you will naturally get along with, and others you will not. Regardless, you have to work with ALL of these people.

Your ability to work with people with divergent beliefs and personalities is the true test of your ability to collaborate.

11. How do you deal with conflict?

Not only do you have to collaborate with people to get things done, but you will have to deal with the inevitable conflict. Because people bring their differences into the workplace the daily stresses and pressures of the job will erupt in conflict, in varying degrees of intensity.

Conflict is inevitable. What is not clear to the interviewer is how you will handle that conflict. Be sure to discuss examples of conflict situations and your role in working through the conflict.

It is also a fact that these conflicts will not only be with your peers. Conflicts may occur with your boss, with customers, or with 3rd parties. That can make these situations even more tenuous. If you haven't had that experience yet, it is reasonable to research and read and consult to develop your skills in conflict resolution.

12. How do you approach and handle problems?

Every job has problems. Unexpected things will always happen. Further you may be tasked with doing something to improve things, which in and of itself will introduce challenges and problems. And with problems comes some level of stress.

What happens next is what matters. How do you deal with problems? Do you run away? Do you take the lead? Do you follow? Every job at every level has its own set of problems. Thus it is very important for the interviewer to understand how you deal with problems.

13. Do you have experience in planning and strategy development?

Even the most mundane jobs require a level of planning, organization, and time management. Certainly the higher level jobs will involve more intense levels of tactical and strategic planning and visioning.

Much of this skill is developed and acquired as you advance and gain more experience. That being said, basic planning and organizational skills are needed in any job. Depending on your level of experience you should not underestimate the basic skills you may have in answering this interviewer question.

14. How do you handle ambiguity and stressful situations?

Even jobs that may seem routine will be met with process breakdowns, quality issues, and changing demands. Your boss may be screaming, customers may be screaming, and a lot of money may be lost while the situation prevails. The way out of those situations will not always be clear and will often be uncharted.

How you get through and out of those experiences is what the interviewer will want to know. Talking to an interviewer in the confines of a safe meeting room, or online, is one thing. But they want to understand how you would deal with things when everything is burning all around you.

15. How do you like to manage? How do you like to be managed?

There are many different management styles, and you rarely if ever get to choose your boss. That being said any person is more or less productive depending on how they are managed relative to how they prefer to be managed.

Do you need very specific instructions and direction and micromanagement? Or do you prefer much more of a hands-off management style?

Gaining at least a general understanding of the management culture in a company will give you a more informed view as to whether or not you will fit well in any company.

16. Are you a team player or an individualist?

Just like many jobs and careers, some require a more individual effort whereas others need extensive team work for success. Sports and athletics are great examples where these different skills are situationally relevant.

Understanding how the job is to be performed will also help inform both the candidate and the interviewer as to whether any particular job is a good fit.

17. Do you like to multi-task or do you prefer to work on one thing at a time?

Many jobs require the ability to juggle any number of tasks at the same time. Still others are much more structured, defined and repetitive. Different jobs appeal to different individual tendencies.

The candidate's proclivity for one type of job or the other is important to understand in the interview process to ensure appropriateness of fit.

18. Why did you leave your last job? What would cause you to leave your next job?

There was a time decades ago when people worked with one company for their entire careers. That type of longevity is very rare these days. The general expectation nowadays is that a person will actually work for many different companies in the course of their career.

For some people they will move to a new job because of bigger and better opportunities, more money, promotions, or just because of a need to change. For others they will lead a job involuntarily. Maybe they were fired for a performance issue; maybe they were downsized as a part of a larger restructuring effort.

Regardless of the reason for leaving one job, or starting another job, the candidate should be able to articulate these reasons and circumstances to the interviewer.

19. What motivates you? What demotivates you?

This question ties into why someone would accept a new job, or leave an old job. They may be motivated by more money. They may have left a job because of a bad boss and his or her bad behaviours. They may have plateaued, or become bored.

Whatever a candidate's reasons are it is important to discuss this with an interviewer. If a potential company is not going to be able to live up to a candidate's expectation and motivations it is better to understand that up front to avoid wasting anyone's time.

20. Is there anything else you'd like to share?

Other things that should be understood as a part of the Supply Chain job interview process are other expectations and capabilities. If a company wants an employee to be on call 24-7, yet a candidate wants to work 9-5 with a solid work-life balance, failure to make this clear up front will quickly lead to somebody being very dissatisfied.

Additionally any other thoughts or expectations are best voiced in the interview process. The more that is shared and mutually agreed upon at this stage will ensure the best possible fit and chance of success in the job.

Copyright © Mortson Enterprises Inc. All Rights Reserved. more

Mia Ember

Career development

3d

At a job interview the very first question they asked me after introductions was whether I have children. I said “yes, two” and the interview ended right away. The HR person immediately told me that I wasn’t suitable for them.
I’m shocked, because my kids go to kindergarten and my mom helps take care of them when they’re sick. But I didn’t even get the chance to explain that.
Is it normal to... treat parents this way? Or are they promoting a child-free policy?

more

vet staffing
10h
This question is common and its good for some one to declare about her children from the initial stage and not late stag because any emergency can... arise. more
Collince Kibere
18h
I think the question was not bad but not was at the right time

Career development

10h

Employ Inc. Announces Eric Waldinger as Chief Revenue Officer

Growth Expert Brings Nearly Thirty Years of Go-to-Market, Sales, and Marketing Experience, Further Strengthening the Company's Executive Team

Eric Waldinger

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Chief Revenue Officer, Employ... Inc.

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DENVER, March 11, 2026

(GLOBE NEWSWIRE) -- Employ Inc., a leading provider of people-first, intelligent hiring solutions across JazzHR, Lever, and Jobvite, today announced that Eric Waldinger has joined the company as Chief Revenue Officer. As Employ enters its next phase of growth, Waldinger will lead go-to-market strategy and market expansion, while overseeing sales and revenue operations.

With nearly 30 years of experience, Waldinger spent the first half of his career in the staffing and HR technology spaces, working in business development, sales leadership, marketing, partnerships, product development, and strategy at Robert Half, CareerBuilder, and Aquent. He later held executive roles across real estate investment and community management software organizations, including Archstone (acquired in 2013), UDR, and FRONTSTEPS. Most recently, Waldinger served as Chief Marketing Officer at SambaSafety and Chief Revenue Officer at Snapsheet.

"Coming back to HR Technology feels like returning to my roots," said Waldinger. "Early on, I developed a deep appreciation for the talent acquisition ecosystem and the role it plays in connecting people with opportunity. I'm excited to help Employ navigate the next wave of HR Technology innovation in this space."

He continued, "I've spent the past decade helping SaaS companies scale by building strong go-to-market teams, improving retention and expansion, and putting the operational discipline in place to support sustainable growth. At Employ, my focus is on accelerating this type of growth while bringing Sales, Marketing, Customer Success, and Product into even closer alignment to deliver exceptional value for our customers."

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Employ CEO Jerry Jao commented, "Eric has deep experience building and scaling go-to-market organizations, along with a strong understanding of the HR technology landscape. What stood out most during the search was his leadership approach. He believes great companies win when teams operate with clarity, accountability, and shared goals. As Employ enters its next phase, Eric will bring new energy and vision on how to serve our customers and expand our impact in the market."

About Employ Inc.

Employ delivers people-first intelligent hiring solutions that empower companies to overcome their greatest hiring challenges. Serving growing businesses to Fortune 100 companies, Employ powers hiring at scale-with ~100 job applications processed and 650,000 plus hires made across our customer community.

Through our AI-powered hiring platforms-including JazzHR, Lever, and Jobvite-Employ enables teams to move faster, hire smarter, and build stronger workforces. Trusted by more than 26,000 organizations globally, Employ combines innovation, insight, and human-centered design to help companies hire with confidence.

Advertisement

Employ also publishes Job Seeker Nation and Recruiter Nation, two of the industry's most trusted and tenured research reports, turning real-world hiring data into insights that shape how companies attract, evaluate, and hire talent.

For more information, visit www.employinc.com.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/c11c63ad-f7c1-4384-8010-5ae526dc89cc

CONTACT: Note to editors: Trademarks and registered trademarks referenced herein remain the property of their respective owners. more

Career development

13h

A career coach unlocks the secret to acing your job interview and combating anxiety : Life Kit

Hey, everybody. Marielle Segarra here. Job interviews, man - when you land one, there's this really confusing moment. You're excited - like, hell, yeah. I made it to the next round. But then comes the dread. What am I going to wear? What are they going to ask me? What happens if my mind just goes blank?

CYNTHIA PONG: I actually think the best thing to do is to name what's happening. So it feels... vulnerable, feels awkward. But if you just say I - and now I'm stumbling over my words 'cause I'm kind of nervous 'cause I'm just really excited about this opportunity. Then you can get yourself back on the rails. They know that you know what's up. And you have built more trust and empathy, and that's ultimately what it's really about.

SEGARRA: That's Cynthia Pong. She's the founder and CEO of Embrace Change.

PONG: Which is a career coaching and consulting firm, and we specialize in working with women of color - proud to be an all-POC team - and it's our singular mission to get all women of color - and, by extension, all people of color - the money, power and respect that we all deserve in the workplace.

SEGARRA: Cynthia says you want to go into a job interview with a mindset of composure. Too often, we feel like, I don't have enough experience, or this company is just so prestigious. Then we start sweating, and we forget that we have something important to offer.

PONG: And this is all about - is this a good fit? What are you looking for as far as skills, expertise, background, etc.? What do I bring to the table as far as those things, and is that a match?

SEGARRA: And even if you don't check every box on the job description, you do bring a lot to the table.

PONG: Don't self-reject and take yourself out of the game.

SEGARRA: On this episode of LIFE KIT, Cynthia and I are going to help you prepare for your next job interview, and then we'll show you how to put her tips into practice with some role play, where I'm the hiring manager and she's in the hot seat.

SEGARRA: All right. So let's say you got an interview, and you're trying to research the company and the people ahead of time. What should you come to the interview knowing?

PONG: Right. So the basics, definitely, you should be familiar with and, like, pretty well versed in. So what is this company or organization doing? What's their mission? Do they have a values statement or things like that? Those can be really helpful. I would also look up the people that you're interviewing with 'cause that can help ease a lot of stress around it if you have some basic understanding of - who is this person? What's their role? You know, find them on LinkedIn or - you know, Google it or whatever - just the basic information about what they do, their responsibilities, their trajectory. If you want to think about it another way - if you were doing the interview, what would you expect the other person to know?

PONG: And if you don't meet that threshold, then put a little more time in your calendar to, like, do that research.

SEGARRA: OK, so this feels like the next thing that's always on my mind. How do you decide what to wear...

PONG: So the - I was thinking about this kind of quandary, if you will. And if you think of, like, a Venn diagram, where one of the circles is what makes you feel comfortable and confident and, like, kind of your best self, then the other circle is what you imagine would be the appropriate look, if you will, for someone who's doing that role or that position. So then the overlap between those two circles would be where I would try to aim for and think of that as your sweet spot - so what makes you feel confident and competent and, like, your best self, and also whatever is overlapping with what you think would be appropriate for that job. And, yeah, no need to overdo it. I also - you know, if you have a bad outfit for one interview, it's not necessarily going to make or break the situation. You know, like, I like to trust that people will be able to see beyond kind of the surface. And if not, then maybe that's a red flag it's not a fit.

SEGARRA: So let's say it's the week and a half before the interview, and you're trying to prepare. Where do you start?

PONG: All right. So I recommend people think of three main points that - if the interviewer or interviewers forget all else that happened, the three things that you want them to remember about you. For example, it might be - I don't know - that you're really good at strategic problem solving. It could be that you're a strong advocate. And then maybe the third thing is that, you know, you're good at, like, reading a room. So if those are kind of your three things, then they can also anchor all the kind of prep that you do in the week and a half leading up to the interview. By that, I mean, if they ask you a question about something, and maybe you fumble the answer a little bit 'cause you're like, oh, I didn't prep that one and, like, I don't really know, it doesn't matter. You answer it in, like, one to two sentences or phrases, and then you find a way to circle it back to one of those three points.

What that principle is actually called is messaging discipline. So politicians use it a lot. People use it a lot in press and media, but it's just rerouting, rerouting, rerouting, like a GPS, to those three points. Sometimes they do the catchall question, like, at the end - right? - like, is there anything else that, you know, we didn't talk about that you wanted to tell us? That's also an opportunity for you to hammer home any one of those three things - or all three if you want. But that - additionally, you get to stack the deck even more by doing that one, Marielle, because there's this concept of primacy and recency, which is that people tend to remember the first thing that you said and the last thing that you said. Everything in the middle is kind of mushy. But you can hack this by injecting more breaks. So even by taking, like, a longer pause, you create another primacy/recency opportunity for you.

SEGARRA: How do you come up with those three things, though? Like, how do you decide what they are for this job?

PONG: Yeah. You know, I think that that - well, one place you can start is, like, looking at the job description, although that's not the be-all, end-all. I would take it a level deeper if you can. But look at the job description, and they'll say, like, these are the things that a strong candidate will have or, like, these are the things we're looking at. And then try to see if you can bucket out - 'cause usually there's a long list. So, like, put those in larger categories. And, like, oh, it looks like they're looking for somebody who has XYZ leadership skills, or maybe they're looking for somebody who has really strong written communication skills, right? So then maybe one of your three points is, like, how good you are at written communication.

Another way you could figure out what your three points are is going from an internal perspective - like, the type of role that I want to have next is really going to help me leverage these three things about me. And then also, you can do any kind of hybrid. And then focusing - and this is the hard part 'cause we don't want to do things that are, like, you know, painful or extra challenging - but focusing on the things that you think are going to be your weak spots - that you're most insecure about or most concerned about. Practice those, like, more.

SEGARRA: So OK, can you give me an example of something that might be a weak spot you could prepare for? Like, I'm imagining, you know, if somebody is an employee, and they've never managed anybody, but they're applying for a supervisor job, or maybe if you're applying to host a podcast, but you don't have that much experience with it - are those the kind of things you're thinking about?

PONG: Yeah. Let's take the example of the host. It's not about, like, putting on a defensive case, you know? 'Cause I think a lot of times when people think like, oh, OK, they're going to think I don't have enough hosting experience, etc., that feels like a deficit. And it feels like something that I then have to prove - that I do have a ton of hosting experience - and, like, you know, I may or may not, right? So just be like, OK, well, what is hosting experience actually about? Like, what's under the surface of this iceberg? What are their actual concerns? Are they concerned that I can't learn how to do something on the job? So it might be drawing analogies between work you've done before. This happens a lot with a lot of our clients - like, showing how this experience is relevant to that other industry's experience when you're changing careers and things like that. Don't go overboard. Be you. And sure, put a little sheen on it or something like that, but you don't have to try to make yourself something you're not.

SEGARRA: Yeah. So we're using this example of hosting, but I think this applies to a lot of jobs. Like, if you were trying to go for a job in sales, it's maybe similar in that you'd want to show that you're really comfortable talking to people or customer service...

PONG: Yep. I also want to emphasize that, you know, you don't need to check all of the boxes and all of those bullet points on a job description to apply for a job. Like, please don't do that. If you - I would say, if you can check off half, and if you know how to learn something - like, anything - if you've ever learned anything - and I guarantee you you have - then apply for it. Don't self-reject and take yourself out of the game. Similarly, when you go into the interview, you don't have to literally be doing the job right there. It's not even day one yet. Like, as long as you can show that you have the building blocks and then the capacity to learn and adjust and evolve, then that's it.

SEGARRA: Yeah. OK, so you get to the end of the interview, and the interviewer asks, do you have any questions for me? What are some things that you can say?

PONG: One question you could start with is - so where do you all see the organization in 5 or 10 years?

Another question would be - what does success look like in terms of what you want to see from somebody in this role - like, your ideal candidate in this role?

Another question could be - who would be someone who's a bad fit for this role? Like, what are some red flags that you think really just, you know, wouldn't be appropriate for what you're looking for?

Another question is - what are the top qualities and skill sets or characteristics that you really want the ideal person in this role to have?

Another question would be, you know, so what are the kind of pathways to learn, grow and any kind of upward mobility in terms of leadership roles here?

Another question is, like, am I taking over for somebody who's currently in this position, or is this a new position? Asterisk on that - if that would be easily Googleable (ph), don't ask that question.

SEGARRA: All right. It's time for that role play. Cynthia has a law degree and was once a public defender, so I came up with this scenario. I will play the role of a hiring manager at a legal services group that advocates for economic justice. Let's call it The Segarra Institute. She's come in for an interview. We sit down, shake hands, look each other in the eye, and I ask her the open-ended question that a lot of interviewers start with.

PONG: Sure. So I'm a lawyer and an advocate. I've been doing this work for over seven years. I'm - I've - for my entire career, I've been in the economic justice space because the mission and the idea of making sure that all of our communities have equal access to economic power and opportunity and also financial liberation, really - that's what drives me day to day. So each of my different roles and different organizations I've been a part of have all fallen under that economic justice umbrella. As far as skill sets, I've honed a couple of areas of expertise, including courtroom advocacy and oral argument, specifically, on the one hand, and then also policy work on the other. So I can really bridge both and handle both. In terms of strengths, focus is one of my top strengths, but I'm also really good at, you know, issue-spotting and strategic problem solving. I'm a self-starter. I'm a quick study. And, personally, I love everything about NPR LIFE KIT and Rottweilers.

PONG: I know. I sort of feel like they're the advocate's dog because they're literally, like, kind of a misunderstood underdog in the world of dogs. You don't see them much in New York City either. They have this reputation for being, like, you know, kind of tough and mean. But really, that's not what they're really like. I think, for a lot of our, like - for us, as the advocates, and also the clients that we serve and the communities we serve, there's a lot of that - a misunderstanding of us. And if people really just got to know us as people, I - or as dogs, in this case - like, I think it would be really different.

SEGARRA: Just a quick note here - that answer is kind of fun - right? - 'cause it tells me a little detail about Cynthia and her personality, but she also makes the connection between that detail and the job.

SEGARRA: OK, well, tell me why you want to work here at The Segarra Institute.

PONG: Yeah. Well, I mean, to me, I've heard about you all for a long time. And you've been kind of the gold standard at the cutting edge of this work, and I want to be more at the front edge of this. Like, I do have a very creative, innovative side for being someone who is also, like, strongly legally trained, so I want to be able to leverage my skill set to be able to push the envelope on what is possible. And so I want to be at a place that's really leading this work and the whole field.

SEGARRA: OK, now another common interview question that trips a lot of people up.

Talk to me about a time that you made a mistake at work.

PONG: Right. So when I was a paralegal - one of my first jobs out of college - I was probably a couple of weeks into the job and, you know, still very new, very green, learning what was involved. And one day, I remember one of the partners came up to me and asked me for a certified mail receipt - like, those little slips of paper, white and green. And I was like, I don't even know what that is. But, like, I was, like, looking around for it. I knew there was a stack of them somewhere. I was, like, looking, looking. And slowly, I feel that, like, panic setting in 'cause we're not finding it. We turned my desk and the whole cube, like, upside-down looking for it, and it wasn't there, Marielle. And it turned out that that was, like, a really important issue for the case. And I thought I was going to get fired, actually, because I had misplaced it or, like, I didn't know where it was, and it was my responsibility.

So what that really taught me early on in my career was to ask a lot of questions at the beginning so that I could know which things that I might not think are important are actually important, and then also to be really conscientious about the things around because you never know what could be super important for a client's case for, you know, one of our appellate appeals to the Supreme Court - things like that.

SEGARRA: Next up, another tough question - basically, I ask her, are you sure you have enough experience for this job?

OK. I want to ask you - I'm looking at your resume here. This job does involve managing a couple of junior staffers, and I see that you don't have that kind of experience, at least from what I can tell here. Do you think that would be a problem?

PONG: Oh, no. I mean - so I haven't formally managed other folks, but I've worked in a couple of capacities, both paid and unpaid, where I have been the lead in a situation - like, the lead point person - and de facto managing either a project or a team. And also now, in my local mutual aid organization, like, I'm the lead director of our entire, like, incoming donations and volunteer organization. So that's a team of, I would say, 30 or 40 volunteers. So I'm fully familiar with what it takes to coordinate large groups of people.

And also, I think one of the skill sets that I bring is my ability to understand where another person is at in terms of their learning journey and what they need to do and also helping them - helping coach them up in terms of their awareness around their strengths and areas for growth to help them step more into the role that they need to play. So I know that, in this position, I think I'm going to have, like, two to four direct reports or something like that and, of course, would love to talk with you all, if I was to get this role, about co-creating a plan to make it a smooth transition for me to be their director so that we can ultimately get this work done.

SEGARRA: OK, well, where do you see yourself in five years?

PONG: Well, you know, if I were able to join the team here - which, you know, I am applying to other places, but this is my No. 1 place that I could really see myself here for the long term. And, you know, you'll see from my resume, too, the last couple places I've been at have not necessarily been for extended periods of time 'cause it ultimately wasn't a great fit for what I was looking for. At this stage of my career, I am, to be totally transparent, looking for a place where I can invest and grow over the long term. So, I mean, I would hope in five years - and I hope it's not too presumptive to say, but I hope that I would be in a position to be considered for additional senior leadership roles at that time. But, you know, a lot could happen, and I want to be able to serve kind of the mission and the work, first and foremost.

SEGARRA: OK. Well, I just want to say I am totally going to hire you.

SEGARRA: But, you know, there's a lot of - you'll get a lot of exposure.

PONG: Perks? Oh, OK, great. I'll talk to my landlord about the paying in exposure.

SEGARRA: Now, just to be clear, you probably won't get hired on the spot, and you probably shouldn't take a job that pays in exposure. But, you know, I like to have a little fun.

SEGARRA: OK, time for a recap. As you prepare for a job interview, think about your big three points. Maybe you're a great communicator or a clear writer, or you know how to help everyone on your team thrive. Whatever those points are, have them ready to go. Also, be ready to talk about your weaknesses or about a time that you made a mistake at work. Ideally, these are things that you've worked on, and you can talk about that too. On interview day, wear something that you feel comfortable in and that makes you feel like your best self. Maybe you have a hair clip or a button-down shirt that always looks great on you. Also, remember - composure. The person interviewing you is not above you. They're not better than you. You're two people with skills and needs, trying to figure out if this is a good fit.

SEGARRA: There's more of my conversation with Cynthia Pong on NPR's YouTube page. Find the video version of this interview at youtube.com/NPRpodcasts. And for more LIFE KIT, check out our other episodes. We've interviewed Cynthia before on how to switch careers and also on how to hunt for a job. You can find those episodes and more at npr.org/lifekit. You can also subscribe to our newsletter at npr.org/lifekitnewsletter.

This episode of LIFE KIT was produced by Clare Marie Schneider. Our visuals editor is Beck Harlan, and our digital editor is Malaka Gharib. Meghan Keane is the supervising editor, and Beth Donovan is the executive producer. Our production team also includes Andee Tagle, Audrey Nguyen, Mia Venkat and Sylvie Douglis. Julia Carney is our podcast coordinator. Engineering support comes from Alex Drewenskus and Carleigh Strange. And special thanks to NPR's video team, who helped produce this episode - Iman Young, Christina Shaman and Nickolai Hammar. I'm Marielle Segarra. Thanks for listening.

Accuracy and availability of NPR transcripts may vary. Transcript text may be revised to correct errors or match updates to audio. Audio on npr.org may be edited after its original broadcast or publication. The authoritative record of NPR's programming is the audio record. more

Career development

15h

Mel Mclaughlin Partner: Exclusive look at the private health battle and family grief

Public curiosity about mel mclaughlin partner has intensified as the well-known sports presenter prepares to speak publicly about a months-long medical treatment and the profound pain of losing a sister. In a candid profile and an upcoming filmed interview, the presenter and immediate family members describe an emotional period that has kept her away from her daily broadcast duties and reshaped... how she approaches work and family.

Background and context: a sudden absence and an impending interview

The presenter has been absent from on-air sports headlines since December, during which time she has been receiving medical treatment for months. She is slated to sit down for a televised interview with a close colleague to speak about the private ordeal. While she has stepped away from her regular role, a veteran presenter has temporarily covered her reading of sports segments.

The absence follows a decade-long tenure with a national broadcaster and a career that began in 2005. Her professional résumé includes on-the-ground coverage of major international competitions and national championships, with assignments ranging from World Cups to Olympic Games, Commonwealth Games, national swimming championships, a Rugby League World Cup and a recent Ashes series. Colleagues and family describe a consummate professional who travelled extensively for sport and adapted to the unpredictable conditions of live event reporting.

Mel Mclaughlin Partner

In profile material recorded on set, family presence was noticeable: a parent watching the pace of production in disbelief, and sisters moving through the controlled chaos of hair and makeup. One family exchange captured this dynamic: the presenter's father took in the activity and asked, "Is this what Mel has to do every day?" to which she replied with relief and humour, "This is not a normal day. " Those moments underline a private reality behind the public persona.

Within that same portrait, a younger sister offered a robust defence of the presenter's sporting credibility, pushing back against assumptions that women in sports media are chosen for looks rather than knowledge. The sister said her sibling is "a walking, talking sports encyclopedia" and stressed a rigorous work ethic that included travelling to major events and learning on the job -- sometimes applying makeup in temporary spaces between interviews.

Analysis and outlook: causes, implications and expert voices

The immediate cause of the present absence is the medical treatment the presenter has been undergoing for months. That treatment has kept her away from live reading duties and required a temporary reallocation of responsibilities among colleagues. Professionally, the interruption highlights the interplay between high-visibility roles and the private health needs of on-air talent; personally, it has coincided with an intense period of family bereavement.

Family testimony offers the clearest insight into personal impact. The presenter herself described the day on set with a rare candidness, and the father's astonished reaction to the production rhythm emphasized how removed the television environment can be from everyday family life. The sister's comments about the presenter's deep engagement with sport provide an internal corrective to public misperceptions about why she was chosen for the role and what she brings to it beyond presentation.

From a career perspective, the presenter's long-running assignment roster -- spanning multiple World Cups and Olympic cycles -- means her absence is felt across national sports coverage. Operationally, networks have contingency plans for high-profile absences, but the reputational and emotional consequences are more complex when the reason is health-related and accompanied by bereavement.

Looking outward, the situation raises questions about workplace support for broadcast professionals who face serious medical issues while in high-profile roles. The balance between privacy and public interest is delicate: audiences expect visibility on-screen, yet the person behind the role retains rights to private medical care and grief. The forthcoming interview will likely deepen public understanding of that balance and will test how audiences and employers respond to disclosures of private struggle.

In the weeks ahead, viewers will watch not only the personal revelations but also how the presenter's professional network and peers manage a return to work, if and when that occurs. The profile material already underscores two consistent threads: professional dedication across a lengthy career and a close-knit family contending with loss while navigating public attention.

As the presenter prepares to speak about both her health and the loss of a sister, mel mclaughlin partner questions will remain part of public curiosity; the real story, as family testimony suggests, is a complex human one that intersects medical care, workplace continuity and mourning. How the presenter, her colleagues and the viewing public reconcile those demands will shape the next chapter of her career and public image. What will the interview change about how audiences see the person behind the headlines, and how will it influence support structures for broadcasters facing similar private battles? more

Career development

17h

How Philanthropy Can Help Students Achieve True Job Readiness

In today's rapidly evolving job market, the gap between traditional education and workplace demands continues to widen. Amidst this, philanthropic initiatives are emerging as powerful catalysts for transforming education and preparing students for real-world success. By focusing on skill-based learning and practical experience, these programs are reshaping the future of education and career... development.

Bridging the Skills Gap through Philanthropic Investment

Philanthropic investments play a crucial role in reshaping education by funding skill-based learning programs that traditional curricula might overlook. These initiatives enable students to gain practical, career-relevant skills that are essential in today's competitive job market. By supporting curriculum development, philanthropy allows schools to integrate real-world projects and problem-solving modules into standard education, creating a more dynamic and relevant learning environment.

Fostering Continuous Learning and Adaptability

In today's fast-paced world, the ability to learn continuously and adapt to new skills is crucial for long-term career success. Philanthropic support for educational initiatives that focus on these competencies ensures students remain relevant throughout their careers. This approach goes beyond traditional academic achievement, emphasizing the development of lifelong learning habits and adaptability skills.

Creating Lasting Impact through Community Investment

Effective philanthropic programs understand that true job readiness extends beyond academic qualifications. It involves creating a supportive ecosystem that nurtures talent and ambition, regardless of socioeconomic background. The emotional impact of these initiatives is profound, as seen in the joy and pride of scholarship recipients and their families during award ceremonies.

Developing Tomorrow's Leaders

When organizations invest in developing future leaders, the benefits extend far beyond individual success stories. Well-developed leaders make better decisions, inspire their teams, and drive higher performance levels across organizations. By supporting educational initiatives that focus on leadership development, philanthropy helps create a pipeline of talented individuals who are prepared to take on tomorrow's challenges.

The role of philanthropy in education extends far beyond financial support. By investing in comprehensive educational programs that focus on practical skills, continuous learning, and leadership development, philanthropic initiatives are helping to create a more prepared and adaptable workforce. These efforts not only benefit individual students but also contribute to building stronger communities and a more dynamic economy. As we look to the future, the continued support of philanthropic programs remains crucial in ensuring that every deserving student has the opportunity to develop their talents and achieve their full potential. Through these initiatives, we are not just investing in education - we are investing in the leaders who will shape tomorrow's world more

Career development

20h

Workforce Barriers For People With Lived Experience Of Homelessness - Addressing Employment Challenges And National Efforts To Bridge Gaps - Young Upstarts

by Tori Lyon, CEO of Jericho Project

Stability is a core quality startup founders want to see in a new hire. Consequently, founders may be quick to reject résumés that show signs of instability, such as gaps in residence, sudden shifts in employment, or multiple moves within a short period.

The problem with that approach, however, is that startups can miss out on excellent hires by assuming... those signs indicate a lack of reliability, when in reality they may be the result of challenges associated with homelessness. Instability is one of the most misunderstood workforce barriers tied to homelessness and one that, once overcome, can pay dividends to a startup as well as provide hope to those in the homeless community.

Positive and negative effects of housing instability on those seeking employment

Housing instability negatively affects everything from sleep and health to scheduling and communication. These downsides can contribute to gaps in employment history and hiccups in the hiring process, which can come across as a lack of attention or interest. For example, those who are currently experiencing homelessness can struggle to secure the clean and appropriate clothing, reliable transportation, and consistent internet or phone service needed to move forward in the job application process.

However, housing instability can also inspire remarkable resilience, adaptability, and resourcefulness. As a result of facing housing instability, individuals who have experienced homelessness typically know how to solve problems under pressure, navigate complex systems, and persevere despite setbacks.

When employers learn how to recognize instability on a résumé as the result of structural barriers rather than a lack of motivation or talent, they allow themselves to tap into the many desirable skills that people who have experienced homelessness can bring to the workplace. And when employers commit to addressing those barriers with the right type of support, they often gain employees who become deeply committed.

Ways employers can create employment pathways for those experiencing homelessness

Those who have experienced homelessness can bring to the workplace a unique combination of grit and adaptability that is key to startup success. However, bringing employees with that background on board can feel like assuming more risk.

For those who are hesitant, partnering with agencies that support those experiencing homelessness can be an effective first step. Nonprofits and city agencies that specialize in housing and workforce services are ready to help employers tap into existing trust, expertise, and support systems to bring clarity to the process and address challenges as they arise.

As companies begin onboarding people who have experienced homelessness, training them in workplace culture will be just as important as training them in workplace skills. Those starting jobs after experiencing homelessness may not be familiar with current workplace norms, such as meeting structures, departmental roles, or when to go to IT versus HR. Clear onboarding that addresses expectations and provides a pathway to employee assistance programs is important for ensuring a smooth transition.

Long-term benefits of removing workforce barriers for those who have experienced homelessness

Companies that choose to look beyond the stigma of homelessness can realize immediate benefits by filling positions with capable and committed personnel. And choosing that course can create a ripple effect that results in greater, long-term benefits for the company.

For example, implementing practices to support employees who have experienced homelessness, such as mentorship and clear communication, benefits all staff. Such practices address insecurity and other personal well-being issues that can affect any employee.

Companies that invest in understanding and supporting their employees as they seek to overcome personal struggles foster high levels of loyalty and commitment. When employees sense they have been given a real opportunity, along with support, they typically become deeply invested in their work and their teams.

Ultimately, investing in removing the workforce barriers faced by those experiencing homelessness is not just a social good. It allows companies to tap into a broader talent pool, strengthens company culture, improves retention, and equips organizations to support a broader and more resilient workforce. more

Anonymous member

Career development

2d

A couple of weeks ago our boss brought in a motivational coach to talk to the employees. She spoke with everyone and made a list of “unreliable” workers. All the creative and skilled people ended up on that list, because they are independent and could leave for another company at any time. I’m on the list too.
Now the boss says the company will be “restructuring”. I wonder if he really plans to... fire the most productive people and keep only the obedient brown-nosers?

more

1

Randall Giancaterino
1d
It sounds deceitful. This is a good indicator of your work environment and can assist, moving forward. Watch more what people (some supervisors in... some workplaces) do than what they say. more
Mabolo Kituyi
1d
Restructuring is a soft word for redundancy.You are going home.Look for another job ASAP