Career development

 5d

Tips for a Successful First Job Interview


The first job interview is one of the last steps to getting the job of your dreams. It is especially nerve-wracking if you have just graduated and are looking for a place of work. Perhaps you do not know where to start and who to ask. Everything stresses you out because, in the world of work, you are a beginner.

Getting to the process of a job interview means you have done a lot of things... right. That is, you have managed to get the recruiter interested in your resume. They think you are a promising candidate and can potentially fill the position.

Obviously, a job interview is crucial to getting a job offer, as it allows people from the company to get to know you better. You should pay attention to how to prepare for your first job interview and how to act in the best way possible. Here is what you need to know:

1. Learn information about the company

Forget about coming for an interview without reading or hearing about the organization or the position. It may not be easy to find specific information about the company, but you can look through its website and, if it is a huge company, read the news.

Regarding the interviewer, the basic thing is to see if they are present on social networks such as LinkedIn to know a little about their professional life and what type of content they share. What if they post information about the company or how to get a position?

Look for as much information as possible about the company, its history, values, and what it has recently stood out for. This can help you look responsible.

2. Talk about your professional experience

Recruiters can ask you about your previous job experience. If you do not have it yet, admit it. There is nothing wrong with it. Read your resume and highlight what you would like them to hear. You can talk about your volunteer experience or point out that you had internships.

Speak positively about your previous experience if you have any and describe your most important achievements that are related to the position you are applying for. Try to make it sound like a story to grab the interviewer's attention.

You can also add a speech lasting no more than 2 minutes in which you can express your strengths, abilities, what you are most passionate about that is related to the position, and what you can contribute to the company if you are selected.

3. Dress appropriately

Your resume has managed to generate a positive image that has caught the attention of the recruiter. However, the first impression is key since it allows people from the company to know if you are the right person and if you fit into the culture of the company.

Therefore, it is advisable to do some research on organizational culture. This can give you information about possible dress codes and what type of wear they prefer.

The first impression can be decisive, and the idea is that you should wear clothes according to the sector in which you are presenting yourself as a candidate. Choose formal, well-presented, and neat clothes.

Avoid distractions such as necklines, colorful or large accessories, excess makeup, or too elaborate hairstyles.

4. Be calm

You can be asked questions about your weakness, what you would like to improve in yourself, or anything that may perplex you. Answer calmly and think ahead of time about what to say.

For example, do not expose weaknesses that could pose a problem for that job position. That is, if you are applying for a position that involves the use of technology, do not say that you are bad at it. Instead, you can say that you are still improving what needs to be enhanced.

5. Arrive on time

Go to sleep early and wake up at least an hour before the interview starts. If the interview is virtual, prepare your computer and web camera.

However, it is not necessary to arrive long before the interview. Find out how much time it will take to get from your house to the company's office and plan your journey.

6. Pay attention to your body language

Avoid crossing your arms, hiding your hands, and constantly touching your face. Control the movements of your legs, feet, and trunk. If you do not, it will make seem that you are nervous.

Always look the interviewer in the eyes and try to smile whenever necessary.

7. Listen carefully to the questions

When asked something, try to be polite and attentive. Do not lie or exaggerate. Make it seem effortless and calm.

Do not interrupt the interviewer. Speak without hesitation, and do not go into too much detail. At the end of the interview, you can ask questions about the position, company, or its owners. You can also say that it would be a pleasure to work at the company. Do not forget to thank the recruiter for their time. It will make you look positive in their eyes.

8. Be genuinely interested

If you did not find the information you wanted to know on the website, ask recruiters. You may also want to know specific questions about the salary, if it is possible to work remotely, or anything else. If you do, do not hesitate to ask.

Additionally, ask for their contact information. If you forgot to get it after the interview, you can find the recruiters' contacts on Nuwber.

These small actions will make you look genuinely interested. It can benefit you in the long run.

9. Follow up after the interview

The tips for a successful first job interview are not only related to preparation. It is especially important to follow up after one week. Therefore, if you have not received a response after your interview, a good option is to write an email or make a call.

Get more information about the selection process because some companies clarify that they can take more time. If you know that they take more than a week, wait a bit longer. However, try not to go overboard. Do not write multiple emails asking if they have hired you or not. Be patient and prepare to get the job of your dreams. more
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Career development

 10h

How Jobseekers Can Manage Finances During a Career Transition


A career transition can be exciting, stressful, and uncertain all at the same time.

Whether you are changing industries, leaving a role, recovering from a layoff, re-entering the workforce, or searching for a better opportunity, the process often affects more than your professional life. It can also change how you spend, save, and plan from month to month.

Jobseekers may need to manage income... gaps, interview costs, transportation, training, childcare, relocation, and everyday bills while waiting for the right role. Even when the move is positive, the financial side can feel unpredictable. A clear plan can help you stay focused, reduce stress, and make better decisions while you work toward your next opportunity.

Understand Your Current Financial Picture

Before making major decisions, take a close look at your current finances. Review your savings, checking account balance, monthly bills, debt payments, and upcoming expenses. If you are still employed while job hunting, calculate how much you can set aside before making a move. If you are already between jobs, estimate how long your savings can cover essential costs.

This does not need to be complicated. The goal is to understand where you stand. Knowing your numbers can help you decide whether you need to cut back immediately, look for temporary income, contact creditors, or adjust your job search timeline.

It is also helpful to separate fixed expenses from flexible ones. Rent, utilities, insurance, groceries, transportation, childcare, and minimum debt payments usually come first. Dining out, subscriptions, travel, and nonessential shopping may need to pause until income becomes steady again.

Build a Transition Budget

A transition budget differs from a regular budget because it is designed to account for uncertainty. Instead of planning around normal spending habits, it focuses on protecting the essentials while you move through the job search process.

Start by listing what must be paid each month. Then decide what can be reduced, paused, or delayed. You may temporarily lower entertainment spending, pause memberships, cook more meals at home, use public transportation when possible, or delay large purchases. These changes do not have to last forever. They are simply tools to help you create breathing room during the transition.

A good transition budget should also include job search expenses. Looking for work can cost money, especially if you need professional clothing, resume help, portfolio updates, certifications, networking events, transportation, parking, or technology upgrades. Planning for these costs ahead of time helps prevent surprises.

Be Strategic About Job Search Spending

It is easy to overspend during a job search because many expenses feel like investments in your future. Some are worth it. A strong resume, reliable internet access, appropriate interview attire, or a required certification can help you compete for better opportunities. However, not every paid service or upgrade is necessary.

Before spending money, ask whether the expense directly improves your chances of getting hired. A required license or industry-recognized certification may be valuable. A costly course with vague promises may not be. A polished interview outfit may be useful, while buying an entirely new wardrobe may be unnecessary before you know the expectations of your next role.

Whenever possible, look for free or low-cost resources. Libraries, workforce centers, professional associations, alumni networks, and online communities may offer resume reviews, interview preparation, job boards, or training resources at little or no cost.

Use Credit Carefully and Positively

Credit cards can be helpful during a career transition when used carefully. They may provide flexibility for essential expenses, job search costs, or temporary cash-flow gaps. The key is to use them with a clear repayment plan rather than treating them as extra income.

If you need to use a card for essentials during a career transition, an interest calculator credit card tool can be a useful resource because it helps you estimate how much a balance may cost over time based on APR, payment amount, and payoff timeline, making it easier to plan ahead and choose the most manageable repayment strategy.

This kind of tool can turn uncertainty into clearer numbers. Instead of guessing what a balance might cost, you can compare payment options and make informed decisions. If the cost looks too high, you may decide to reduce the charge, use savings, ask about payment plans, or find another short-term solution.

Explore Temporary Income Options

A career transition does not always mean waiting without income. Depending on your situation, temporary work can help cover essential expenses while you continue searching for the right role.

Freelance projects, consulting, tutoring, gig work, seasonal jobs, part-time roles, or contract assignments can provide cash flow without requiring a long-term commitment. You might also sell unused items, take on short-term local work, or offer services based on your existing skills.

Temporary income can also help you avoid dipping too deeply into savings. Even a small amount of extra money each week can cover groceries, transportation, or utilities while you continue applying and interviewing.

Review Benefits and Final Pay

If you are leaving a job or have recently been laid off, make sure you understand what money or benefits may still be available to you. This may include your final paycheck, unused vacation payout, severance, unemployment benefits, continuation of health insurance, retirement accounts, or employer-provided career support.

Timing matters. Your final paycheck may arrive on a different schedule than expected, and benefits may end sooner than you assume. If you are eligible for unemployment benefits, apply as soon as possible and follow all requirements carefully. If you receive severance, decide how to stretch it across essential expenses rather than spending it quickly.

Health insurance deserves special attention. A gap in coverage can create financial risk, especially if a medical issue appears during your transition. Compare available options such as employer continuation coverage, marketplace plans, a spouse or partner's plan, or other programs you may qualify for.

Prepare for the First Paycheck Gap

Even after accepting a job offer, you may still need to manage a final stretch without full income. Start dates can be delayed; payroll cycles may mean waiting two or three weeks for the first paycheck; and onboarding may entail upfront costs such as commuting, parking, clothing, or equipment.

Before celebrating too freely, map out the time between accepting the role and receiving the first paycheck. Keep your transition budget in place until income is actually flowing again.

Final Thoughts

Managing money during a career transition is about staying steady as life changes. You may not be able to control every part of the job search, but you can control how you plan, spend, borrow, and prepare.

By focusing on essentials, using credit thoughtfully, exploring temporary income, protecting benefits, and rebuilding once your new role begins, you can move through the transition with more confidence and less financial stress. more

Career development

 23h

The best way to handle the 'Tell me about yourself' question in a job interview and how to explain a layoff


Few interview questions are as predictable or as anxiety-inducing as "Tell me about yourself."

Candidates often treat it as an invitation to recite their résumé from top to bottom. Recruiters say that's the wrong move.

Three career coaches and recruiters told Business Insider that the question is less about your autobiography and more about whether you understand the role, can communicate... clearly, and know how to position yourself as the right fit.

"The No. 1 pitfall is that people make the answer way too long," Madeline Mann, an author and job market and career strategy expert, told Business Insider. "This is not the main event of the call. It's barely even the drum roll."

Stick to what's relevant -- and sell yourself

Recruiters already have your résumé, so what they're really looking for is context, the experts said.

"What they need to know is can you do the job that they need you to do," Fran Berrick, a decadelong career coach, told Business Insider. "That's not something that can necessarily be answered from your résumé."

Berrick recommends a "one, two, three punch" structure: an opener explaining your mission, a few examples that prove your qualifications, and a closing section about why you want this specific role.

"The close is always about what attracts you to the employer," she added. "Don't turn your answer into a rambling laundry list of facts. You need to think about why you are in that seat."

Mann said she recommends starting the answer by briefly summarizing who you are professionally and how your experience connects to the job, and then walking through the most relevant experiences from your recent roles in reverse-chronological order.

"For example, if you're an executive assistant applying for a social media manager position, instead of focusing on scheduling meetings, highlight the social media work you handled, even if it was only 10% of the job," Mann added.

Caroline Ceniza-Levine, a longtime recruiter and executive coach, told Business Insider that candidates should think strategically about what makes them memorable and resist the urge to rotely walk through their experience in chronological order.

She said that preparation is key and that candidates should spend more time researching their interviewer.

"If you know the interviewer shares a background or connection with you, like attending the same school or the same church," said Ceniza-Levine, "Mentioning it can help build rapport quickly."

How to explain a layoff

For candidates affected by layoffs, especially in tech, career coaches said honesty and brevity are the best approach.

"I am not seeing candidates being penalized at all for being victims of layoffs," Mann said.

Mann said she recommends acknowledging the layoff directly while emphasizing that you enjoyed the role and would have stayed if given the chance.

"'I loved working there. I did not want to leave, but there ended up being companywide layoffs,'" she suggested candidates say.

Ceniza-Levine said candidates with long employment gaps should focus on showing they stayed engaged professionally through projects, volunteering, and networking.

"You want to establish that my skills have not atrophied, my network hasn't atrophied, my knowledge is still up to date," she said.

Berrick said candidates should be upfront about being laid off since major layoffs, like when Meta recently cut 8,000 employees, are not secrets, but they should avoid criticizing former employers.

"Never badmouth a previous employer," Berrick said of addressing a layoff. "Recruiters want to know that you have emotionally dealt with it, processed it, learned from it, and can be professional and mature about it." more

  • AMOS MOIJUEH

    10h

    Has not given an answer to the question


    Tell me about yourself

Career development

 11h

RIP cover letters


Judd Kessler's research assistant positions at Wharton have been sought after by economics students for the last 15 years. The jobs are especially attractive to students considering a Ph.D. in economics or a related field because they offer a firsthand look at what academic research entails. Each fall, the inaugural Howard Marks endowed Professor draws some 50 applicants for just four or five... spots. Lately, though, recruiting has become a nightmare -- not because of a lack of talent, but because nearly every applicant now appears exceptional.

"I used to get really good cover letters, and be like, 'oh, I should really talk to this person, and prioritize those people,'" Kessler says. "And now I don't."

Unlike recruiters sorting through standardized applications, Kessler has historically relied on direct emails from students to spot standout candidates. The problem, he says, is that AI has made it too easy to generate polished, hyper-personalized cover letters in seconds -- each of them festooned with winsome references to his academic papers and charming explanations of why a student wants to work with him. He's also seen applications rise roughly 20% over the past year.

"All of the best cover letters have come in the last 12 months," Kessler tells me, adding that they all follow a uniformly detailed structure of why they should work for him.

So it's harder to tell whether students are genuinely interested in his work or if they're sending tailored AI-generated messages to dozens of professors, whom he says are seeing the same trend. Increasingly, he relies on other signals: recommendations from faculty, classroom performance, and referrals from colleagues.

Like the résumé, the beleaguered cover letter, long a crucial, if dreaded, part of the hiring process, is dying in the age of AI.

"Cover letters are definitely becoming less important," says Paul Farnsworth, president of the tech recruiting platform Dice. Similarly, Bonnie Dilber, senior manager of talent acquisition at Zapier, says that all cover letters look the same with AI, making them an ineffective tool to parse candidates.

"They're carrying less and less weight because they can be so easily tailored or crafted to match the role and misrepresent someone's experience," Dilber says.

Cover letters started to gain popularity in the 1950s, as the American workforce shifted towards service-sector and knowledge work. By the 1990s, a cover letter cottage industry had emerged, full of books and guides on the art of self-promotion.

But the cover letter's influence has been waning for more than a decade, and in recent years, job seekers and recruiters have grown openly frustrated with the practice. In 2017, a former Apple recruiter told Business Insider that "Cover letters have got to die."

Marie Christine Padberg, a partner and global talent attraction coleader at McKinsey, says that the consulting giant stopped requiring cover letters a few years ago. Padberg said the firm tells applicants that there's "no need," although they are welcome to if they wish.

"They're long gone," Padberg says. "No more cover letter."

Scott McGuckin, Cisco's vice president of global talent acquisition, says that the company hasn't required cover letters for years. Instead, candidates often use the "objective" or "summary" section at the top of their résumé to briefly explain their background and fit for the role.

They're long gone. No more cover letter.

"We find this approach significantly more effective for our recruiters and hiring managers to quickly gauge a candidate's fit," McGuckin tells me.

Google ditched cover letters at least five years ago, telling applicants on its "how we hire" page: "A word on cover letters: we don't require them, so focus your time on crafting your résumé." Amazon has taken a similar stance for years, telling applicants in its online FAQ: "Being a peculiar company, we don't accept cover letters. Just ensure your résumé is up to date and you're all set."

Now AI has made Amazon much less peculiar -- and much more the norm.

Brian Myerholtz, Boston Consulting Group's global head of talent acquisition, says that BCG stopped requiring cover letters in North America nearly a decade ago, well before generative AI entered the picture. As applications surged, he said, reviewing cover letters became increasingly impractical for recruiters -- and AI has only accelerated that shift. Before AI, a cover letter may have been used as the deciding point between two candidates. That's no longer the case, and it's similarly no longer perceived as an indicator of increased interest, Myerholtz says.

"It takes a couple of minutes for ChatGPT to write up your cover letter," Myerholtz says, adding that, "it's probably not a real writing sample or insight into how the person thinks anymore."

As AI undermines both the cover letter and the résumé, job seekers are increasingly confused about how to stand out in the application process. In the AI era, "show your work" has become the new norm as employers look for more direct ways to evaluate candidates. That shift is evident in everything from increased monitoring of how employees use AI tools on the job to hiring.

Employers are seeking deeper evidence of candidates' abilities rather than solely relying on traditional application materials. One engineering vice president at LinkedIn previously told Business Insider that, in the AI era, technical candidates may need to go the extra step of demonstrating side projects to show technical acumen. In January, the company launched partnerships with AI platforms like Descript and Lovable, allowing users to earn verified skills on their LinkedIn, and giving employers "a trusted signal" of candidates' skills.

LinkedIn's head of global talent acquisition, Erin Scruggs, tells Business Insider it's more interested in seeing a candidate's skills than reading about them. She says the company, which doesn't require cover letters internally, finds a LinkedIn profile says "far more" than a cover letter because it showcases a person's experience, skills, and personal brand in one place.

BCG's Myerholtz similarly says the firm is increasingly turning to other assessments, like an online case, behavioral assessment, or personality test, to narrow the pool. Dilber, at Zapier, says employers are increasingly looking at GitHub repositories, speaking engagements, and live skills assessments to gauge expertise. Cisco's McGuckin says he's seeing a similar shift toward more detailed skills sections on résumés, helping recruiters evaluate both technical abilities and "meta" skills.

Amit Kumar, managing partner and global head of consulting at Wipro, says that cover letters were more useful during the "snail mail" era when candidates needed to introduce themselves. Today, CVs indicate relevance faster -- and in a fast-moving hiring market, direct interaction has become increasingly important, he says. He says personally getting on the phone with candidates as early as possible is "critical" to assessing talent, and allows employers to evaluate key qualities like learning agility and judgement, which are difficult to evaluate through cover letters alone. Kumar says he no longer waits until the final round to meet candidates.

The cover letter can still serve its original purpose, particularly in industries where strong writing and communication skills remain highly valued. Farnsworth, president of Dice, said some candidates continue to submit cover letters even when they're not required. In those cases, the additional context can help explain employment gaps, career pivots, or other experiences that may not be fully reflected in a résumé.

"It doesn't hurt in some organizations," Farnsworth says, adding that "it's easier to discard it than it is to miss it."

In an era of fierce competition and an oversaturated talent pool, some candidates still cling to the cover letter as an extra signal of effort, even if it's unclear whether it makes a difference -- or if it's even read. Charles Broomfield, a 26-year-old engineering analyst, says that in his recent job search, he submitted cover letters for roles he really wanted -- including Google, where he wound up. In the end though, neither his résumé nor his cover letter were referenced in interview questions.

Ana Altchek is a reporter on the careers and leadership desk, where she writes about workplace trends and how AI is reshaping the roles of software engineers. more

Career development

 13h

Rejected from over 10,000 jobs in 18 months, system engineer with 20 years of experience is now homeless; says getting job isn't the hardest challenge anymore


A veteran system engineer says he became homeless after submitting more than 10,000 job applications over 18 months despite having 20 years of experience and multiple IT certifications. His viral Reddit post has sparked debate about the job market, with the tech worker revealing that finding a private place to attend interviews is now a bigger challenge than applying for jobs.

The US Bureau of... Labor Statistics puts the US unemployment rate around 4.3%, representing roughly 7.4 million unemployed Americans. On paper, the labor market data from April appears relatively stable, with nonfarm payroll employment continuing to grow. But statistics often fail to capture the personal toll behind prolonged joblessness, especially for experienced professionals struggling to re-enter the workforce.

A veteran IT professional claimed in a viral Reddit post that he submitted more than 10,000 applications over 18 months without finding stable employment. Posting on Reddit's r/jobsearchhacks forum, the user said the prolonged search cost him his home, car, and financial stability despite more than 20 years of experience in systems engineering and IT infrastructure.

The poster described a career that included work as a systems engineer, Windows server administrator, and endpoint engineer, along with VMware, Microsoft, and networking certifications. Yet, despite applying to more than 20 jobs a day, using multiple versions of his résumé and even paying for professional résumé-writing services, he says nothing has worked.

"18 months of constant trying," he wrote. "Lost house. Everything is gone. Car, everything." The Redditor said his remaining possessions consist of a laptop, a phone, a few changes of clothes and a hygiene kit.

'Difficult to not be in public' during job interviews

Beyond the financial hardship, the poster highlighted another challenge that many job seekers may never consider: interviewing while homeless. "Even if I could get an interview, it's difficult to not be in public for a Zoom with recruiter when you live in public," he wrote.

He also said housing and homeless assistance programs in his county and neighboring areas were not accepting new clients.

"If you have bad luck in the USA these days, get a helmet. You are on your own," he added. The post quickly gained traction, drawing hundreds of comments from users offering practical advice, emotional support, and criticism of the current job market.

20-year system engineer loses home after 18-month job search; says getting a job is not the difficult part anymore, surviving is

Reddit users suggest libraries and community colleges for interviews

One of the most common suggestions involved using public libraries as a safe and private place for virtual interviews. "Man I'm one step behind you brother. I recommend the library for interviewing. See if you can book a conference room, if they have em," one commenter wrote.

Another user added that their local library had a dedicated booth designed specifically for calls and virtual meetings. Several commenters echoed the recommendation, with one sharing a positive experience at a community college.

"I went into one nervously asked if I could use a room for a Zoom call, was scared they'd say no because I wasn't a student. They said yes & that it's called community college for a reason," the commenter wrote.

Tech professional says 18 months of job hunting ended in homelessness, sparking debate among redditors about hiring practices in US

Others praised public libraries as valuable community resources. "For almost any problem in life, go to your public library," one user wrote. "If they can't help you themselves, they will usually be able to tell you where to go."

A debate on hardships experienced jobseeker face in today's job market

The discussion also sparked broader concerns about the state of the employment market, particularly for experienced professionals. One commenter argued that the poster may be trapped in a difficult position where extensive experience becomes a disadvantage rather than an asset.

"20 years of experience and you're 'overqualified' for retail and 'not the right fit' for tech. Maybe we shall change the system?" the user wrote.

While some questioned whether there might be factors beyond the résumé affecting the job search, many expressed concern that a highly experienced technology worker could spend a year and a half applying for jobs without success.

The unresolved question from the post is, if someone with decades of technical expertise, certifications, and persistence cannot find a way back into the workforce, what does that say about the state of today's job market? more

Career development

 13h

Aaira's Adventures: Five letters, four vowels, infinite typos


In each installment of Aaira's Adventures, Aaira Goswami '27 captures the fleeting emotions and quiet reflections of life at Stanford, exploring moments of growth and discovery. From joyous experiences as an international student to unraveling the unexpected, join her journey of learning more about life here.

"Hey Aria, hope you are doing well!"

"Hello Aira, thanks for reaching out!"

"What's up... Ayra?"

"Hi Bryan, thank you for your response!"

To the algorithms, I am a typo. To a rushed TA, I am an enigmatic arrangement of vowels (Ayra). And occasionally, in moments of peak mid-quarter exhaustion, I am a completely different human being named Bryan.

More often than not, I get responses where people have misspelled my name. It happens in high-stakes job interviews, casual emails from friends, logistics threads for campus clubs and introductions from friends of friends.

For the longest time, my policy was simple: shrug it off. Don't think too much about it. Don't cause a scene.

Here is how the internal routine usually goes. I look at the text, I let out a little sigh and I type my response without correcting them. Sometimes, if I am already having a rough day, the routine involves a tiny, private squeal directed at my laptop screen: "The correct spelling is literally right there in my email address!" But then, I move on anyway.

During my sophomore year of college, I started a running joke on my Instagram story, posting every time a barista misspelled my name. Once, I had someone give me my coffee order with my name spelled as "AIR." Soon, I was posting every time I purchased coffee. All my life, I have just been ignoring if someone gets my name wrong. I mean after all, what am I supposed to do?

One day, after a brutal week of assignments and presentations, my friend and I headed to the campus Starbucks for a much-needed break. I said, "Get ready! I will have to take a picture again once I get this order, because even though I spell it out for them, I am sure they will write my name down incorrectly."

My friend glanced at the cashier, looked back at me, and said, "I don't think so." It caught me off guard. I was left a bit confused as to why he assumed he understood my daily experiences and struggles better than I did.

"Why?" I asked, making no effort to hide my judgment. Fortunately, we were close enough friends that he knew my side-eye did not mean I actually hated him.

"Well, look at her!"

I saw the cashier wearing a badge with her name spelled out. It was a rather hard spelling that I would have gotten wrong if I had not known it before.

"Her name is unique. Just like yours. I bet people have a hard time spelling her name, so she will try her best to ensure your name is spelled correctly. Wouldn't you?"

That was something that I had always thought of, but never put together like that. I was really glad he did.

For the first time in forever, I received my coffee with my name spelled correctly.

It made me reflect on my name a lot more. It was a name that I often got compliments for, but I personally struggled with actually admiring it. It was especially hard when people couldn't say it. In one of my classes, my professor had a different pronunciation for my name every other day. It was slightly disrespectful but I had convinced myself it was too late to correct her.

However, in hindsight, my name has been a major asset, always helping me stand out effortlessly. On the first day of class when I sat down and placed my name card, my professor looked at my name card and said, "that's surely a lot of vowels." I laughed and realized that he was never going to forget my name. I have started to embrace my unique name and feel much more proud of it now. more

chisha brandz
Career development 1w
i graduated as a registered nurse 6years ago,i ve been applying for different hospitals,companies but never been lucky enough to get picked or even called for interviews ,its really stressing me out
how do you guys get lucky with jobs,need some practical tips and help,maybe i do it the wrong way?
9   

  • Tony Briscoe

    5
    1d

    Consider relocation. Nurses are in demand in the U.S. and if you are a travel nurse, the opportunity to make more money is greater.

  • morris ogwal

    1d

    Things are not very easy everywhere my dear, i did bachellors degree in Nutrition and dietetics and worked for and NGO for sometime but due to fund... cut, have been home 3years, done interviews with varrious negative responses like am over qualified, or am asked to pay money to some one in the recruiting team and also did one where some one had already signed a contract a day before our interview and we where just formalising his recruitment process.
     more

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Career development

 14h

8 rules for applicants: Convince yourself in the interview


However, you should always only ask banal questions about parking spaces or canteen food once you have already received an offer. In the first conversation, your questions should only relate to the job and the organization of the company.

5. Taboos in job interviews

Make sure the conversation flows smoothly. Don't answer questions too briefly, but get to the point and never stray from the topic.... Always maintain eye contact with everyone you are talking to and smile appropriately from time to time. If you are asked to briefly outline your CV, do not start with your birth, but highlight highlights that describe your motivation and that relate to your qualifications for the advertised position. Your conversation partners will definitely ask if you would like some points to be presented in more detail.

Openly address gaps in your CV or sticking points, but do not emphasize them too much. Above all, don't look for lengthy justifications for changing jobs during your probationary period or for changing jobs too frequently. State the reasons for the change briefly and objectively and focus your presentation on the future and your motivation.

A clear taboo is speaking negatively about previous employers, superiors or colleagues. It is easy for an experienced HR manager to lure you out of your reserve if the real reasons for changing jobs are based on insurmountable conflicts. So don't fall into the trap of talking out of the box. Always answer questions about the reason for the job change objectively and steer the conversation back towards the future. If you can't answer technical questions, say openly that you don't have any experience here, instead of beating around the bush or even guessing.

6. Personal life is not a topic for the interview

Your private life is also none of the HR decision makers' business. You do not have to come out about private matters during the interview and should not do so. However, some jobs also require that, for example, the family agrees that the partner is willing to travel. However, the sole point here is that such points have already been discussed with the family or will now be discussed after the conversation. Talking extensively about your family situation or very private matters have no place in the interview.

7. Pay attention to confidentiality

Taking work samples with you to the interview is a good opportunity to show the company what you have already developed or designed in the past. However, you must be careful not to present confidential documents or mention customer names without their consent. Official references from your current employer, in which you have played a key role, are not critical here and provide a good insight into the added value you bring to the company. more

Career development

 15h

2027 Grads Recruitment Starts in Japan, Only Officially


Tokyo, June 1 (Jiji Press)--Recruitment activities, such as job interviews, for college students scheduled to graduate next spring were given the official starting signal in Japan on Monday, after a bulk of those job-hunting students already received informal employment offers. Trading house Itochu Corp., highly popular among graduating students, began interviewing applicants online, and Daiichi... Life Insurance Co., set to abolish unconsented job location transfers in April next year, launched interviews in person. Every year the Japanese government imposes a nonbinding "ban" on recruitment of new graduates until May 31, about nine months prior to their graduation, to allow the students to concentrate on academic activities. But in reality, many companies ignore the ban to secure talented human resources ahead of their rivals. As of May 1, 76 pct of students seeking jobs starting next April had already received informal employment pledges, a survey by Career-tasu Inc., which operates websites to provide job-hinting assistance, showed. Nojima Corp. launched as early as September last year interviews with prospective 2027 graduates and made unofficial job offers in November "because rival firms had begun their moves," the major appliance retailer's public relations official said. Companies are also capitalizing on internship programs to enclose high-potential graduates. "As students have increasingly been joining companies that made informal job offers first, we need to act early," a recruitment official at a major restaurant chain said. END [Copyright The Jiji Press, Ltd.] more

Career development

 18h

Recruitment experts give job hunting tips for Washington grads


As thousands of college seniors graduate this spring, they are entering one of the most competitive job markets in years.

New data shows the share of Americans who are new to the workforce and unemployed hit a 37-year high last year. While the fluctuating job market is out of new graduates' control, career experts say there are steps they can take to improve their chances.

Brandi Hilliard,... associate director of coaching operations at the University of Washington Career and Internship Center, said new graduates should avoid getting too attached to their first role after college.

"Your first job will be just that, your first job," Hilliard said. "It's OK to change paths later. Most people do. It doesn't necessarily have to be your dream job. Just being open-minded to different job titles, different industries, different types of employers."

Hilliard said being open to relocating for work can help expand opportunities. She also advises students to line up faculty references before graduation.

Networking and relationship-building are also important skills for job seekers to develop, Hilliard said. While reaching out to people may feel intimidating, she said it does not have to be a formal conversation.

Seeking advice on how to enter a field, apply for a specific role or identify which skills to build before applying can be valuable, she said.

"It's worth it to learn from people who have been in your shoes and done this before or are currently working at a company you're interested in, or in an industry you're interested in," Hilliard said.

Hilliard also advises new graduates to have their resumes and cover letters ready and to tailor them to each job they apply for. She said many universities offer career support after graduation, and job seekers do not have to navigate the process alone. more

Career development

 20h

Work It - AI conducting job interviews. Here's how to ace it


More companies are using AI bots during job interviews to screen candidates before they ever speak with a hiring manager. But what exactly is the technology looking for? Can a machine really assess both technical knowledge and body language? In this Work It episode, Nat Fetalvero and Gerald Tan speak with Prashanth Sundaram, country head for Singapore at X0PA AI, about the biggest mistakes... candidates make. more

Career development

 1d

PR Internship Playbook: Turn Your Internship Into a Job Offer


Most PR internships are not built to produce permanent hires. They are built to produce useful labor at below-market cost. The internship that converts to a job offer -- at a competitive agency or in-house team -- is the one where the intern understood the difference and operated accordingly from day one.

Ten weeks is enough time to build a genuine reputation inside a communications organization.... It is not enough time to recover from a poor first impression or a slow start. The interns who convert are the ones who treated day one as the start of a job interview they had already been given provisional approval for -- not as the beginning of an evaluation they would have time to ease into.

The First Two Weeks: The Reputation Window

The first two weeks of a PR internship establish the intern's reputation with almost everyone who will eventually make or influence the hiring decision. People form judgments quickly and revise them slowly. An intern who demonstrates in week one that they are reliable, curious, and producing quality work above expectation gets categorized as a serious candidate. An intern who is pleasant but average in week one gets categorized as an intern -- and that categorization rarely changes.

Show up knowing the agency's work. Before day one, read the last six months of the agency's published case studies, news coverage, and client announcements. Know which practices are growing, which clients are active, and which practitioners have public profiles. When a supervisor mentions a client or a campaign, recognize it. This takes two hours of research and signals a level of seriousness that most interns don't demonstrate.

Deliver faster and better than expected on the first three assignments. The first three substantive pieces of work an intern produces set the quality floor for everything that follows. If those three pieces are strong -- written cleanly, delivered ahead of deadline, with a note about what was considered and why specific choices were made -- the supervisor's default assumption about the intern's work quality upgrades permanently. If those pieces are mediocre, the supervisor will supervise more closely, give fewer opportunities, and be less likely to advocate for conversion.

Ask good questions, not many questions. The intern who asks seven questions before attempting a task signals low confidence and high maintenance. The intern who attempts the task, makes a specific decision about something uncertain, flags that decision in delivering the work, and asks for feedback on whether they made the right call signals good judgment and appropriate initiative. The difference is significant in how supervisors perceive manageability.

The Middle Weeks: Building Visibility

By week three or four, an intern who has performed well on initial assignments has earned some latitude. The middle weeks are the opportunity to build visibility beyond the immediate supervisor -- and visibility with multiple practitioners is what determines whether a conversion recommendation gets made and seconded.

Volunteer for visibility projects. Presentations, new business pitches, industry events, client meetings where interns are occasionally included -- these are the moments where senior practitioners beyond the immediate supervisor see an intern perform. An intern who asks to attend a new business pitch as an observer, or who volunteers to contribute to a section of a client presentation, is creating visibility opportunities that interns who wait to be asked never get.

Produce something the team didn't ask for. Sometime in the middle weeks, identify a genuine gap or opportunity and produce unsolicited work that addresses it. A competitive analysis of a client's Citation Share that no one requested. A roundup of relevant industry news formatted as a briefing document the account team can use. A one-page summary of a research study that's relevant to a current client challenge. Unsolicited useful work is the clearest possible signal of initiative -- and it is remembered disproportionately relative to the time it takes to produce.

Build a genuine relationship with one senior practitioner. By the end of the internship, the decision about whether to extend a job offer typically involves at least one senior practitioner who has a strong opinion about the intern. Interns who have had substantive conversations -- about their career direction, about the industry, about the firm's strategy -- with at least one SVP or VP have a champion in the room when the decision is made. Interns who were pleasant but not memorable do not.

The Final Weeks: The Close

The final two weeks of an internship are when most conversion decisions are effectively made, even if they are not officially communicated until later. This is the time to be explicit.

Express specific interest directly. By week eight or nine, tell your supervisor directly that you want to be considered for a permanent role and why -- specifically, not generally. "I want to stay" is not as effective as "I've learned more about media strategy in the last eight weeks than in my prior experience combined, and I'd like to build a career in this kind of work -- specifically in the technology practice. I wanted to tell you directly that I'm interested in staying if there's a fit." Direct, specific, professional. The supervisors who make conversion recommendations need something concrete to advocate for.

Tie up every loose end before the last day. An intern who leaves work unfinished, hands off projects without documentation, or disappears without briefing continuity is remembered for the disruption they caused. An intern who wraps every project cleanly, leaves detailed notes for whoever picks up each thread, and asks if there is anything else they can complete before their last day is remembered for the professionalism they demonstrated at the end.

Maintain the relationship regardless of outcome. Not every internship converts to a job -- budgets change, headcount freezes happen, timing doesn't align. The intern who maintains genuine contact with two or three practitioners from the internship -- not monthly check-ins asking about openings, but occasional notes when relevant news breaks or relevant work gets published -- has a warm network that produces referrals, references, and eventually roles on timelines that weren't predictable during the internship itself.

What Converts and What Doesn't

The interns who convert are reliably, not occasionally, high quality. They are explicitly interested in specific work at the specific firm. They are visible to multiple practitioners, not just their direct supervisor. And they have done something during the internship that people remember -- a piece of work, an insight, a moment of initiative that created a specific positive memory.

The interns who don't convert are often perfectly competent, pleasant, and professionally appropriate. They are not memorable. They did the work they were asked to do, did it adequately, and left no particular impression on anyone who wasn't their immediate supervisor. In a conversion decision, adequate and unmemorable does not generate advocacy. more

Darrell Jewell


Career development 1d
My coworker is always borrowing money from people until payday. The amounts are small, but he does it all the time. Sometimes he even borrows money from one coworker to pay back another. I never kept track of exactly how much I lent him or how much he paid back, but I got sick of it and finally said no when he asked again.
Since then, he's been talking badly about me to other coworkers and... spreading rumors. I don't know how to end this situation. Is there a way to get him to leave me alone and stop bothering me?

 more
4   

  • GILBERT WEKESA

    1d

    The situation is all over. Just adjust to the environment and ignore the ignorable and work

  • Tony Briscoe

    1d

    Don’t let their emotions and foolishness impact your paper. If you are feeling harassed, that’s why HR is there. I always try to give courtesy before... going to HR and address it directly with documentation and follow up. Most of the time if it’s rumors I couldn’t care less. Keep it moving.  more

    3
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Career development

 1d

A Framework for Evaluating Arizona's Attorney General Candidates - Joe Hoft


A Framework for Evaluating Arizona's Attorney General Candidates

Arizona's 2026 Attorney General race has drawn significant attention, much of it focused on legal pedigrees, courtroom records, and years in practice. But before voters can fairly evaluate the candidates, there's a more fundamental question worth asking: what does the Attorney General actually do -- and which background genuinely... prepares someone to do it?

Part 1 - What is the Role of the Attorney General?

Every election cycle, voters hear candidates compare résumés, courtroom victories, military service, endorsements, and years of experience.

But what if we are asking the wrong question?

Instead of asking:

"Who is the better lawyer?"

Perhaps we should ask:

"What does the Attorney General actually do?"

Arizona law assigns the Attorney General broad responsibilities including representing state agencies, providing legal opinions, directing litigation involving the state, enforcing specific laws, and serving as Arizona's chief legal officer. (See A.R.S. Title 41, Chapter 1, Article 5.)

Arizona law provides the answer.

And Arizona law RULES!

Most voters assume the Attorney General spends his or her days personally trying cases in courtrooms across Arizona. While courtroom experience can certainly be valuable, that is only a small part of the job.

The Attorney General is not simply Arizona's highest-ranking attorney.

The office is responsible for directing one of the largest public law organizations in the state. Hundreds of attorneys, investigators, support personnel, and divisions operate under the authority of the Attorney General.

Success in that role requires more than legal knowledge. It requires executive leadership.

An Attorney General must establish priorities, manage budgets, supervise personnel, coordinate litigation strategies, work with elected officials, communicate with the public, and make decisions that affect every Arizona taxpayer.

For that reason, voters should ask a different question:

Which experiences best prepares a candidate to lead a large governmental legal organization?

Is it the experience of managing complex public institutions, building consensus, overseeing budgets, leading committees, negotiating legislation, and directing statewide policy?

Or is it primarily the experience of practicing law within a more limited organizational structure?

The answer may determine whether voters are evaluating candidates based upon legal credentials alone or upon the broader leadership skills the office actually demands.

Part 2 - Which Experience Best Matches the Job?

Once voters understand the role of the Attorney General, a second question naturally follows:

What type of experience best prepares someone to perform that role effectively?

The answer may not be as obvious as many campaign advertisements suggest.

Attorney General is certainly expected to possess legal knowledge and sound judgment. However, the office requires much more than the ability to argue individual cases in court.

The Attorney General serves as the chief legal executive for the State of Arizona. The position requires the management of large organizations, supervision of personnel, oversight of budgets, coordination of complex legal strategies, and leadership across multiple divisions with differing responsibilities.

In practical terms, the Attorney General must make decisions affecting hundreds of attorneys, investigators, and professional staff while representing the interests of millions of Arizona residents.

That raises an important distinction.

There is a difference between practicing law and leading a large legal organization.

Both require valuable skills.

But they are not the same skills.

A successful trial attorney may excel at presenting a case before a judge or jury. A successful executive leader must be able to establish priorities, allocate resources, manage personnel, coordinate multiple operations simultaneously, and ensure accountability throughout an entire organization.

The Attorney General's office demands both legal understanding and executive leadership.

Therefore, voters should consider not only whether a candidate possesses legal experience, but whether that experience closely resembles the responsibilities of the office itself.

The question is not simply:

"Who has practiced law the longest?"

The more important question is:

"Whose experience best prepares them to lead Arizona's largest public law office?"

That is the standard voters should use when evaluating every candidate seeking the office of Attorney General.

Part 3 -- Experience Matters, But the Right Experience Matters

The debate over qualifications has largely focused on legal experience.

That is understandable. After all, the Attorney General is Arizona's chief legal officer.

But legal knowledge alone is not enough to perform the job effectively.

The Attorney General does not personally handle every case. Nor does the Attorney General spend every day standing in a courtroom arguing motions before a judge.

The office oversees hundreds of attorneys, investigators, and support personnel. It manages budgets, establishes legal priorities, coordinates litigation strategies, represents state agencies, and makes decisions that affect millions of Arizona residents.

In that sense, the Attorney General functions as both an attorney and a chief executive officer.

That distinction matters.

Leadership at scale is fundamentally different from practicing law within a smaller organizational structure.

Managing a large statewide operation requires experience in administration, personnel management, budgeting, policy development, strategic planning, and public accountability.

For voters, the question is not whether legal experience matters.

It does.

The more important question is whether a candidate's experience closely resembles the responsibilities of the office they seek.

Experience matters...

But the right experience matters more.

For voters, the question is not whether legal experience matters.

It does.

The more important question is whether a candidate's experience closely resembles the responsibilities of the office they seek.

Not all experience prepares a person equally for every position.

A skilled trial attorney may possess talents that differ significantly from those required to manage a large statewide legal organization. Likewise, an individual with executive leadership experience may bring strengths that extend far beyond the courtroom.

The challenge for voters is to determine which experiences most closely align with the actual responsibilities of the Attorney General's office.

Experience matters...But the right experience matters more!

Part 4 - Applying the Standard: Evaluating the Candidates

Having established the responsibilities of the office and the experience required to perform those responsibilities, voters can now evaluate how the candidates' backgrounds compare to those requirements.

In every election, candidates bring different strengths, experiences, and perspectives to the table. The question is not whether one form of experience has value and another does not. Rather, the question is which experiences most closely align with the duties of the office being sought.

In Arizona's Attorney General race, much of the public discussion has centered on courtroom experience, years of legal practice, and the number of cases handled during a candidate's career.

Those considerations are certainly relevant.

However, as discussed earlier, the Attorney General's responsibilities extend far beyond the courtroom.

The office requires leadership, organizational management, strategic decision-making, budget oversight, personnel supervision, public accountability, and the ability to direct one of the largest legal organizations in the State of Arizona.

Viewed through that lens, voters may wish to examine not only a candidate's legal credentials, but also whether that candidate has demonstrated the executive leadership skills necessary to manage a complex statewide operation.

For example, serving in legislative leadership positions often requires managing large organizations, overseeing budgets, directing staff, building consensus among competing interests, negotiating policy, coordinating legal strategy, and making decisions with statewide consequences.

These responsibilities involve many of the same leadership and management skills required of a chief executive.

Likewise, legal experience obtained through private practice, military service, public service, or prosecutorial work can provide valuable insight into the operation of the justice system and the application of the law.

The challenge for voters is not determining whether one type of experience has value.

The challenge is determining which combination of experience most closely resembles the actual responsibilities of the Attorney General.

That is the standard by which every candidate should be measured.

Leadership at Scale ...

One of the most overlooked aspects of the Attorney General's office is the sheer size and complexity of the organization itself.

The Attorney General does not operate as a solo practitioner. Nor does the office function like a small private law firm where a handful of attorneys handle a limited number of cases.

The Attorney General oversees one of Arizona's largest legal organizations, consisting of hundreds of attorneys, investigators, professional staff, and specialized divisions responsible for matters ranging from consumer protection and criminal appeals to civil litigation and agency representation.

That reality introduces a concept rarely discussed during political campaigns:

Leadership at Scale

Leadership at scale requires a unique combination of skills. It demands the ability to manage large organizations, establish priorities, oversee budgets, direct personnel, coordinate strategy, build consensus among competing interests, and make decisions whose consequences extend far beyond a single case or client.

The skills required to lead a statewide legal organization are not necessarily the same skills required to successfully litigate an individual case.

Both are important.

But they are different.

The question for voters is whether a candidate has previously exercised responsibilities that resemble those of a chief executive managing a large and complex public organization.

In evaluating candidates for Attorney General, voters may wish to examine not only legal credentials but also experience in leadership, administration, policy development, budget oversight, personnel management, and strategic decision-making.

Those responsibilities are at the heart of what the Attorney General does every day.

Warren Petersen's Executive Leadership Experience

Having established the responsibilities of the Attorney General's office and the importance of leadership at scale, voters can now evaluate how Warren Petersen's experience aligns with those requirements.

Petersen's supporters often point to his legal background, legislative service, and courtroom experience. Those qualifications are certainly relevant. However, what may be most significant in evaluating his candidacy is the breadth of executive leadership responsibilities he has assumed throughout his public service career.

As President of the Arizona Senate, Petersen serves in one of the highest leadership positions in state government. The role extends far beyond voting on legislation. It requires managing a large legislative organization, overseeing staff and operations, coordinating committee activity, guiding policy priorities, building consensus among members, negotiating with executive branch officials, and helping shape the direction of state government.

Prior to serving as Senate President, Petersen held several other leadership positions, including House Majority Leader, Chairman of the House Judiciary Committee, Chairman of the Senate Judiciary Committee, Chairman of the Senate Rules Committee, and Chairman of the House Commerce Committee.

Each of these positions required leadership, management, strategic planning, personnel oversight, policy development, and decision-making affecting millions of Arizona residents.

In addition to his legislative leadership roles, Petersen has frequently been involved in legal actions affecting Arizona law and public policy. Those efforts have required coordinating with attorneys, developing legal strategy, evaluating litigation risks, and participating in matters with statewide implications.

Whether one agrees with every position he has taken is ultimately a matter for voters to decide.

The more relevant question for purposes of this analysis is whether the skills required to serve successfully in these leadership positions resemble the skills required to lead:

Arizona's largest public law office.

Many voters may conclude that they do.

The Attorney General must manage people, establish priorities, oversee budgets, coordinate legal strategy, communicate with stakeholders, and provide executive leadership across a complex statewide organization.

Those are responsibilities that closely mirror many of the duties Petersen has performed throughout his legislative leadership career.

Rodney Glassman's Professional Experience

Rodney Glassman brings a different background and set of experiences to the Attorney General's race.

His supporters point to his legal career, military service, and years of professional experience as evidence of his qualifications for the office.

Military service, particularly in positions involving legal and leadership responsibilities, can provide valuable experience in discipline, decision-making, organizational structure, and public service. Likewise, legal practice can provide important insight into the application of the law, courtroom procedures, client representation, and case management.

These experiences should not be discounted.

However, the standard established throughout this analysis is not simply whether a candidate possesses legal experience. The question is whether that experience closely resembles the responsibilities of Arizona's Attorney General.

As discussed previously, the Attorney General serves as the chief executive of one of Arizona's largest legal organizations. The position requires managing hundreds of attorneys, investigators, and professional staff while directing legal strategy, overseeing budgets, coordinating statewide operations, and establishing organizational priorities.

Voters must therefore determine which experiences best prepare a candidate for those executive responsibilities.

Glassman's supporters may argue that his legal and military background provides leadership experience and valuable management skills. Others may conclude that the responsibilities of the Attorney General more closely resemble positions involving large-scale governmental leadership, organizational management, policy oversight, and executive decision-making.

Reasonable voters may differ in their conclusions.

The purpose of this analysis is not to diminish any candidate's accomplishments or public service. Rather, it is to encourage voters to evaluate candidates based upon the actual duties of the office being sought.

Ultimately, every voter must decide which candidate's experience most closely aligns with the responsibilities of Arizona's Attorney General and which candidate is best prepared to lead the office on Day One.

Conclusion

As voters evaluate candidates for Arizona Attorney General, they will undoubtedly hear discussions about years of experience, courtroom victories, legal résumés, endorsements, and campaign rhetoric.

Those discussions are important.

But they may not be the most important questions.

Throughout this analysis, a different question has emerged:

What does the Attorney General actually do?

Arizona law provides the framework. The office serves as the state's chief legal authority while overseeing one of the largest legal organizations in Arizona government. The responsibilities extend far beyond individual courtroom appearances and require executive leadership, organizational management, strategic decision-making, personnel oversight, and public accountability.

Once voters understand the role, the evaluation becomes clearer.

The question is no longer simply who has practiced law the longest, handled the most cases, or accumulated the most years of professional experience.

The question becomes:

Which candidate's experience most closely resembles the responsibilities of the office itself?

That is a different standard.

And perhaps it is the standard voters should have been using all along.

Arizona voters will ultimately make that decision for themselves.

Experience matters. But the right experience matters more. more

Career development

 1d

You're Not Getting Rejected Because You're Unqualified. You're Getting Rejected by a Robot.


You're Not Getting Rejected Because You're Unqualified. You're Getting Rejected by a Robot.

The painful truth about why your resume never reaches a hiring manager.

You spend an hour customizing your resume for a job you're genuinely qualified for.

You match the requirements.

You have the experience.

You even write a thoughtful cover letter.

You click Apply.

Then NOTHING.

Days pass.

Weeks... pass.

Silence.

The harshest part isn't that a hiring manager rejected you.

It's that a hiring manager may never have seen your resume at all.

Most job seekers think the hiring process starts when a recruiter opens their application.

It doesn't.

For many companies, the first person reviewing your resume isn't a person.

It's software.

And if you don't understand how that software works, months of job searching can start feeling personal when it actually isn't.

What Actually Happens After You Click "Apply"

Most people imagine their resume landing directly in a recruiter's inbox.

That's not what happens.

Your application usually enters something called an Applicant Tracking System, or ATS.

Think of it as a giant sorting machine.

Companies receive hundreds or sometimes thousands of applications for a single role.

Nobody has time to manually read every resume.

So the software does the first round of filtering.

Not because companies hate applicants.

Because they physically can't process that volume any other way.

The system scans your resume.

Looks for specific information.

Compares it against the job description.

Then decides whether your application deserves more attention.

That decision often happens in seconds.

Which means your biggest obstacle may not be competition.

It may be visibility.

The Mistake Most Qualified People Never Realize They're Making

Here's the weird part.

You can be qualified and still get filtered out.

Imagine a company is hiring a Project Manager.

The job description repeatedly mentions:

"Agile"

"Scrum"

"Stakeholder management"

Now imagine your resume says:

"Managed cross-functional teams and coordinated project delivery."

That sounds impressive.

A human recruiter would probably understand exactly what you mean.

But software isn't trying to understand.

It's trying to match.

If the ATS is looking for "Agile" and "Scrum" and your resume never mentions those terms, you may score lower than someone less experienced who simply used the expected language.

That's the part nobody tells you.

Many applications aren't being rejected because they're bad.

They're being filtered because they aren't speaking the system's language.

Why This Feels So Personal

This is where job searching becomes dangerous.

Not financially.

Psychologically.

After 50 applications with no response, most people start questioning themselves.

Maybe I'm not experienced enough.

Maybe my career is stuck.

Maybe everyone else knows something I don't.

I understand why people think that.

The process gives almost no feedback.

You don't know whether you lost to a stronger candidate.

You don't know whether a recruiter reviewed your resume.

You don't even know whether your application made it past the first filter.

You're trying to improve without seeing the scoreboard.

That's frustrating.

And honestly, a little unfair.

The Resume Advice Industry Makes This Worse

The internet loves turning resume writing into rocket science.

Use this font.

Use that format.

Add this section.

Remove that section.

Most of it misses the real problem.

Your resume doesn't need to impress the ATS.

It needs to survive the ATS.

Those are completely different goals.

The software isn't evaluating your personality.

It isn't judging your leadership style.

It isn't asking whether you're ambitious.

It's looking for signals.

Relevant skills.

Relevant experience.

Relevant terminology.

That's it.

How To Adapt Without Becoming a Resume Expert

You don't need to spend 40 hours studying recruiting systems.

You just need to understand the game you're playing.

Before submitting an application, do three things:

- Read the job description carefully.

- Identify the exact skills and terminology repeated throughout the posting.

- Reflect those same concepts truthfully in your resume when they genuinely match your experience.

Notice I said truthfully.

This isn't about keyword stuffing.

It's about translation.

If you've managed customer relationships, and the role mentions client success management, make that connection visible.

If you've worked with data analysis, don't hide it under vague descriptions.

Help the system understand what you've already done.

Because software can't infer.

Humans can.

Software can't.

The Most Important Thing To Remember

The job market is hard right now.

There's no point pretending otherwise.

But a lot of qualified people are carrying the wrong story in their heads.

They're interpreting silence as proof they aren't good enough.

Sometimes that's true.

A lot of times it isn't.

Sometimes the resume wasn't optimized.

Sometimes the ATS couldn't properly read the formatting.

Sometimes the application never reached a recruiter.

Sometimes the competition was simply overwhelming.

The point is this:

Silence is not evidence of incompetence.

And that's an important distinction.

Because one leads to improvement.

The other leads to self-doubt.

If you've been applying for months and hearing nothing back, don't immediately assume you're failing.

Take a closer look at the system sitting between you and the hiring manager.

You might discover you've been playing a game without knowing the rules.

And once you understand the rules, the results start making a lot more sense. more

Career development

 1d

David Sovka: Why quiet quitting is better than starting a new career


Starting a new career requires you to pretend you have a lot more enthusiasm than aspirin and scotch provides, and also to lie theatrically on a newly made-up résumé.

Midlife disappointment with your career is pretty common, especially when your career has been more verb than noun, as is my case.

One day you wake up and realize you are not the CEO of a big company like your mum expected. Or... maybe you are the CEO, but you are not god king of a pan-galactic empire like your mum expected, are you?

If you are currently taking a long, hard look in the mirror before work, maybe downing a glass of scotch and a handful of aspirin while screaming into a balled-up towel so nobody will hear you, then you are not alone. And yet, you are alone, so very, very alone.

Internet-based psychologists say the existential work dread you feel every morning is due to two common midlife changes:

1. We begin to feel our mortality. Everything starts to hurt and crap out. Say hello to poor sleep and surprise piles and not remembering where you put the car keys. This takes the shine off filling out time sheets correctly, or whatever they make you do without realizing how close you are to explosively featuring on the six o'clock news.

2. We know more about what is possible and not possible. This is a nice way of saying you just don't have the runway to reach corporate success due to your age, inflexibility, bitter demeanour and excessive ear hair. Professional sports are also probably out of reach.

However, good news: According to those psychologists, a career change IS possible at any age, as long as you account for the time it takes. So if you're 50 now, what with re-education and training and putting in the years gaining experience... OK IT'S NOT GOOD NEWS.

Instead, take an inventory of what you like about your current job, such as the office supply closet with all the Bic pens and staplers you can eat, and also what you dislike, such as your boss, co-workers and everything they want you to do. This will help you identify career opportunities that suit your strengths and interests.

For example, given what I like and dislike about my current job writing speeches for the provincial government, it is clear to me that my strengths and interests are better suited to retirement.

Unfortunately, this did not occur to me earlier, say 10 years ago, before I took an official oath to never talk about how soul-crushing it is to work in government communications.

The point is, take a good look at your values, interests, personality and skills, assuming you still have any of these things left after years working on things you don't actually care about.

Human-resources professionals refer to these as "VIPS," largely because they did not try hard enough in high school to get into a good university program like engineering or accounting, and now they have to pretend to care about career-related acronyms and mandatory workplace team-building exercises.

The public service is loaded with these helpful people, who prefer to be called -- I swear I am not making this up -- "strategic human resource professionals," so as to better put high school behind them.

They seem nice to me, and plenty busy planning lunchtime seminars nobody wants to attend. I mean, obviously, except for people young and/or dumb enough to believe attending workplace seminars on neurodiversity and moose and whatnot is the way to get ahead in your career.

They desperately send emojis of clapping hands and hearts during the seminars, and make sure to be seen texting "Thanks!" a lot. I also do this, but I do it about four hours after the seminar ends and everybody has gone home.

Today, strategic human resource professionals have to be on the lookout for employees who engage in a relatively new workplace trend called "quiet quitting."

This is when employees only do the minimum requirements of their jobs, without working unpaid overtime or going above and beyond like we all did in the 1990s. Remember the 1990s, when AI was just a made-up threat in science-fiction movies, not a real threat to people's jobs and the economy? I'M JUST ASKING QUESTIONS.

Practitioners of quiet quitting say they are setting boundaries to prevent burnout and combat "hustle culture," which is the belief that relentless work, long hours and prioritizing professional achievement is worth it, despite all evidence to the contrary.

Sometimes it's described as "acting your wage," and sometimes as "acting like dirty commies," depending on your perspective.

I would like to recommend quiet quitting over starting a new career, which requires you to pretend you have a lot more enthusiasm than aspirin and scotch provides, and also to lie theatrically on a newly made-up résumé.

I have been quiet quitting for years. This comes out in various ways, such as giggling when my manager says: "I want you to own your projects," and never walking all the way to the staff washroom when Colin's office plant is right there, looking thirsty.

When writing speeches, I always refer to the minister as "Doug," regardless of his/her real name and cabinet position. I also refuse to spellcheck anyth47g I writed.

Quiet quitting is more common than you might think if you were raised by baby boomer parents. A 2023 Gallup report found that 59% of the global workforce could be considered quiet quitters.

You're not alone after all. more

Career development

 1w

Recruiter Reveals Biggest Interview Mistakes Candidates Still Make


A recruiter's viral Reddit post has sparked widespread discussion online after revealing how candidates often damage their chances in job interviews by being "too honest" instead of giving polished, strategic answers.

The post, titled "Things recruiters know you're lying about in interviews (and honestly we expect it)," was shared on the popular subreddit r/recruitinghell. In the lengthy... explanation, the recruiter argued that interviews function more like sales conversations rather than completely transparent discussions, meaning candidates are expected to carefully present themselves instead of sharing every blunt opinion.

One of the biggest mistakes, according to the recruiter, involves speaking negatively about former employers. Candidates who openly criticised toxic managers, poor office culture, or workplace conflicts often unintentionally created doubts in the minds of recruiters. Even when the complaints were genuine, interviewers sometimes viewed such responses as warning signs about how the person might behave in future workplaces.

Instead, the recruiter advised candidates to frame their job changes around growth opportunities, professional learning, career progression, or the desire for greater responsibility.

The post also touched on salary negotiations. The recruiter claimed many companies ask about previous compensation levels to maintain lower salary offers, especially if candidates were underpaid in earlier jobs. Applicants were encouraged to focus discussions around current market value, experience, and skills instead of relying solely on past salary figures.

Another commonly discussed topic involved the famous "Where do you see yourself in five years?" question. According to the recruiter, employers are not necessarily expecting a perfect life plan. Rather, they look for signs of ambition, stability, and commitment to long-term professional growth.

The recruiter further argued that highly talented candidates often undersell themselves during interviews. Many describe their achievements as pure luck or only as team efforts, while less qualified applicants frequently present themselves with far greater confidence.

"A resume is marketing, not autobiography," the recruiter wrote, explaining that resumes are designed to secure interviews rather than document every single career detail.

The post quickly gained attention online, with users sharing personal interview stories. One user wrote that people often say "insane stuff" during interviews, recalling a customer support candidate who answered "I hate people" when asked about his biggest weakness.

Another user admitted struggling with self-confidence during interviews due to being taught from childhood that bragging was wrong. Several commenters agreed that many professionals unknowingly downplay their own accomplishments.

The discussion highlighted how modern hiring processes often reward candidates who know how to position themselves effectively rather than those who simply reveal every detail with complete honesty. more
2   

  • Tony Briscoe

    5
    1d

    Integrity is everything. Oversharing…. That’s a problem. Lying, unacceptable.

James Petchett


Career development 1w
Hi! I recently became the manager of the courier department and everything has been going well. But last week we hired a new courier and he keeps coming to work with his dad. His father tries to get involved in everything and control the work process. I understand he cares about his son, but it’s starting to bother me. How can I politely tell him not to come to our office anymore and not to stick... his nose into our work? Thanks more
1   

  • Tony Briscoe

    1d

    That’s a liability. Have a conversation with him and see if his dad needs a job and wants to work. If he doesn’t then tell him don’t come back based... on company policy. more

  • peter elweu

    6d

    May be you hired a baby. Just lay off the baby.

Load more...

Career development

 1w

Chicago woman asked a hiring manager about diversity. Then the manager refused to answer and told her 'we'll get back to you in a couple days'


Job hunting is a struggle, and as Chicago resident Suz Ballout just shared on TikTok, the interview process can sometimes be the test that leads to burnout. After navigating a series of scheduling nightmares, she found herself in a bizarre, dismissive final interview that Ballout declaring, "I'm gonna just stop looking for a job." If the comments are anything to go by, her story resonates with... everyone tired of the repetitive, often soul-crushing nature of modern jobs.

Ballout described her first interview as amazing. They obviously agreed since she got an email 10 minutes later to schedule a follow-up. Meeting that district manager was easier said than done. It wasn't just about the 4 attempts to schedule the meeting; it was the three no-shows. In that third time, she got a call, after she left, to meet hours later, and when he finally showed, she said she "immediately [did] not like this guy's vibe."

Would you like to know what makes this process even more hilarious? She was interviewing for a role at a weed dispensary. He asked the standard questions and then asked for her concerns. Rightfully, she mentioned the communication. He straight-up ignored that and asked for her next question. She was a little taken aback and then, out of curiosity, asked, "What do you do for diversity for your company? What do you do for people of color?" Yeah, that didn't go down well.

The response was jarring to say the least. The manager told her "that's like not really a discussion that I wanna get into right now. Um, I would just be too long. Um, but anyone who comes in here with any background, uh, can get promoted."

After that response, as you would expect, the manager finished the interview by saying they had other candidates and would be in touch in a couple of days. Ballout of course, could read the writing on the wall, so she called the first manager to pull her name from consideration.

While Ballout's experience feels personal and frustrating, it touches on a much larger, systemic issue regarding how companies handle diversity, equity, and inclusion. A study from Stanford Graduate School of Business, highlights a major disconnect between corporate rhetoric and actual internal change. After analyzing 1,300 DEI-related controversies, they found that even when companies face public backlash, their efforts to improve diversity are often surface-level.

According to the report, most companies respond to controversies by modestly increasing hiring, but almost exclusively in lower-paid, junior, or non-core back-office roles. However, companies are not just failing to promote diverse talent. The study found that turnover increased among women and people of color.

The researchers called it "DEI washing." Companies ramp up their diversity-related language on social media and in corporate reports without making meaningful structural changes. As the lead researcher points out, firms often rely on slogans like "people are our greatest asset" but don't commit to it in practice. Then, they face similar controversies the next year. Unfortunately, it echoes Trump's push to cut DEI programs for being 'woke' or to deem them illegal.

TikTok agreed. Users shared their own horror stories, ranging from hiring managers hiding in the back room to avoid onboarding new hires to companies using AI to psychoanalyze candidates based on text-based interviews. For many, the process feels like a complete waste of time that leaves them feeling undervalued.

As one commenter, HRene, wrote, "I am so tired of applying and not hearing anything. It makes me feel worthless and sad. Like I am not good enough despite my years of experience." more
6   

  • Tony Briscoe

    5
    1d

    I can learn about diversity after I get the job. If I don’t feel like it’s a good fit I can leave or work from within to influence and help shift... culture.

    I am not minimizing its importance but if you do true OSINTing you can find out culture through research. This will help you avoid wasting time applying for a job based solely on description and salary. Being intentional is everything.     more

  • Ezekiel Kayanja

    1w

    Hiring managers need sensitization but also candidates should go to interviews with unbiased mind due to their skin colour.

Career development

 1d

How Your Outfit Affects First Impressions


First impressions are formed in just a few seconds, and your outfit plays a major role in shaping how others perceive you. Whether it's a job interview, a social event, or a casual meeting, what you wear often communicates before you even speak.

Clothing sends signals about your personality. A well-dressed appearance is often associated with confidence, discipline, and attention to detail. On the... other hand, unkempt or mismatched clothing can unintentionally create a negative impression, even if your skills or personality are strong.

Colors also influence perception. For example, darker shades like navy or black are often linked with authority and professionalism, while lighter colors can create a more approachable and friendly image. The right color choice can subtly shape how people respond to you.

Fit and grooming are equally important. Even expensive clothes may look unimpressive if they don't fit properly. Well-fitted outfits show effort and awareness, which can positively influence how others judge your overall presence.

Context matters a lot. Dressing appropriately for the situation -- whether formal, casual, or semi-formal -- shows social awareness. Wearing the right outfit for the right occasion helps build trust and credibility.

Cultural and social environments also play a role in fashion perception. What is considered stylish or appropriate can vary depending on location, industry, or group, so adapting your style is important for making a good impression.

Your outfit also impacts your own confidence. When you feel well-dressed, you naturally carry yourself better, speak more confidently, and engage more positively with others. This self-confidence further strengthens the impression you leave.

Ultimately, your outfit is not just about fashion -- it is a form of communication. Dressing thoughtfully helps you express your personality, build trust, and create a strong first impression in both personal and professional life. more