Career development

 4h

Early Talent Hiring and Development: Now's the Moment for a Major Reset


How will organizations attract and develop the AI-native workforce they'll need tomorrow when entry-level roles are shrinking today? Here's the future-ready, early talent strategy you need.

Fewer opportunities for early talent

The job marketplace has contracted significantly for those with less than five years of professional experience. Research published by SAP shows that openings in the 10... most common entry-level job titles declined by 35% in just one year, from 2024 to 2025.*

Budget constraints, hiring freezes, and uncertainty around the ROI of early talent as AI increasingly takes on routine and manual tasks are among the reasons cited by HR leaders today.

Applications skyrocket

AI is also having a major impact on the recruitment process. With such limited opportunities available, more than half of early talent candidates use AI to help them land a job -- a process that now takes eight months on average and involves more than 300 job applications.*

HR is feeling the pressure managing the candidate pipeline, with the number of applicants per early talent job opening doubling since 2021. A high volume of candidates are submitting AI-generated résumés and applications, and it's becoming much harder to detect high-fidelity signals around skills, fit, and potential.

It's a painful scenario for everyone involved. Fragile and unsustainable. And the implications will be profound for enterprises that don't act quickly.

HR leaders voice concerns

Playing out the current trajectory to its natural conclusion, what happens when all the fresh talent eventually dries up? Already, HR leaders are alarmed by this risk. "Ultimately, if we stop investing in early talent, we will wind up eliminating our talent pipeline," one global head of early talent programs at a high-tech organization told researchers.*

A senior HR director at a high-tech organization commented: "If we continue down this path and don't provide a way for early talent to get started, it's going to lead to massive skill shortages in the future."

Widespread reductions in early talent hiring will lead to skills gaps that will prove expensive to remedy. Organizations will struggle to build company capabilities, retain knowledge, and develop future leaders.

But by far the most common concern from leaders was around not seeing early talent as AI-native. If the AI capabilities of this cohort are overlooked, companies may miss out on a key opportunity to scale AI innovation and adoption across the business.

What's the answer?

Today, there's an opportunity for HR leaders to be more intentional and strategic, to reimagine their approach to early talent from the ground up. With the right early talent strategy, organizations can gain a competitive advantage.

Here are three steps to consider.

Step 1: Rethink entry-level roles

Traditionally, junior employees have mainly been given routine, repetitive tasks. Combined with frustratingly slow career progression, the result is eroding morale and commitment.

This approach must evolve. The nature of work is changing rapidly, and early talent no longer need to take on those routine tasks. These employees need the opportunity to develop at speed and to be supported in performing work that meaningfully addresses business challenges.

HR has the chance to reshape entry-level positions, to provide support, guidance, and tools to enable junior staff to contribute in more impactful ways. This may involve them working with proper guidance to support more critical projects, interacting with customers, and even owning some tasks end to end.

This approach not only enables early talent to contribute more positively to the business at an earlier stage, but when combined with clear goals, regular feedback loops, and occasional coaching, it also fosters greater engagement and commitment.

Step 2: Support your strategy with technology

Hiring and developing early talent have become more complex -- from deciphering AI-generated applications, to redesigning roles and meeting their aspirations in a fast-changing business context. And with the nature of early talent work shifting, leaders need tools to help understand the new capabilities that will predict long-term success and demonstrate the value of early talent initiatives.

Here's where technology can help. During the hiring process, technology can help employers see beyond the noise of AI applications and rediscover the meaningful signals they need to create candidate shortlists and strengthen hiring decisions. Meanwhile, technology can also help to maintain engagement with other high-potential candidates who applied -- for when the next opportunities arise.

Once early talent begin work, today's technology can help you track their participation in early talent programs and progression towards their goals. It also helps facilitate individualized learning opportunities and demonstrate the ROI of your early talent investments. For research-based recommendations on the role of technology in early talent selection and development, check out this quick guide.

Step 3: Reframe the business case for early talent

As the nature of early talent work is changing alongside the technology used to support them, HR leaders agree that the old business case for early talent investments needs to be reimagined. Many organizations are focused on mitigating critical skill gaps and engaging in large-scale AI transformations. While early talent lack experience, they are eager to engage in continuous learning and understand how to work effectively alongside AI.

Research also reveals that -- as they work alongside modern tools and technologies -- early talent can contribute to high-value, meaningful work much faster than in the past.

A modern early talent business case is one that involves focusing on faster time to meaningful work, reducing critical skill gaps, and leveraging the AI-native capabilities of today's entry-level workers.

Build your early talent strategy

Will HR leaders watch on as a generation of AI-savvy talent remains underused, or act now and build the skills pipelines necessary for a future-ready workforce?

Get further insights on this topic by reading our report, "Early talent in peril: How HR can strategically select and develop the workforce of tomorrow." Visit our research library to stay tuned for when phase two of this research gets published later this year.

Dr. Autumn D. Krauss is chief scientist at SAP SuccessFactors. more

Career development

 7h

An Assessment Of Career Development Affecting Factors In The Construction Industry From A Gender Perspective


The Vietnamese construction industry has experienced rapid growth in recent years, with an average annual growth rate exceeding 8.0%. At this pace, the construction workforce is projected to reach approximately 12-13 million workers by 2030, of whom women are expected to account for around 10%. Despite their increasing participation, women are widely perceived to face greater challenges in career... development than men within the construction sector. This paper aims to be an assessment of career development drivers in the construction industry from a gender perspective. A questionnaire survey was administered to 120 engineers to evaluate the influence of ten factors on career development motivation. An T-test samples was employed to examine gender-based differences. The results indicate that both male and female engineers exhibit a strong desire for career development, with no statistically significant differences observed between the two groups. Key factors exerting a substantial influence on career development motivation include self-development aspirations, opportunities for career advancement, company salary and benefits, and job security within the construction industry. more

Andrea Pollak


Career development 3d
Why does everyone tell me about their family? I spend the whole shift listening and I’m tired of it. Every person who sits in my chair starts talking. Do women think a hairdresser is a therapist or a place to cry? I can’t work properly. Maybe I should put a sign that says “Be quiet” not to go crazy?
1   

  • Ashiq Hussain

    10h

    If someone talks about his family than it means that he worth you to do this with you. Don't be irritating to someone if they are giving respect. It's... the part of life and you know the human is a social animal , without social activities, there will be no any difference between us and the other animals. 💡😊😁 more

  • Tuyishime Mechack

    12h

    Same time he/she wants your motivation

Load more...

Career development

 19h

The One Interview Question Steve Jobs Used to Spot Real Talent


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

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

Steve Jobs' enduring influence on hiring practices

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

The question that revealed more than simple qualifications

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

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

Why personal drive mattered to Jobs

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

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

A lasting legacy in corporate management

Jobs' attention to detail extended beyond product design and operations. It shaped how he led teams and chose people. His focus on punctuality, for example, was legendary. If a senior executive was late, Steve Jobs sometimes started without them, signaling respect for time and execution. more
1   

Career development

 15h

Merit Teacher and Chennai DMIT Strengthen Focus on Personalized Career Guidance and Student Development Programs


All information and data in this article is solely for informational purposes. For more information please view the Barchart Disclosure Policy here

As students and parents navigate an increasingly diverse educational landscape, the importance of structured career guidance and assessment-based counseling continues to gain attention. Chennai-based educational institutions Merit Teacher and Chennai... DMIT are expanding their efforts to support learners through personalized counseling, psychometric assessments, communication training, and career development programs.

Founded by educator and psychologist Mrs. Priyanka, the organizations work with students, parents, graduates, and professionals seeking guidance on educational pathways, career planning, skill development, and personal growth.

The institutions offer services that include career counseling, psychometric testing, spoken English training, public speaking programs, DMIT assessments, and individualized development plans designed to help learners better understand their interests, strengths, and learning preferences.

Educational experts note that students today face a wider range of academic and career opportunities than ever before. As a result, many families are increasingly seeking professional guidance to make informed decisions regarding education, skill development, and long-term career planning.

Mrs. Priyanka's academic and professional background combines expertise across psychology, education, teacher training, and counseling. Her qualifications include Cambridge CIDTT certification, MSc in Psychology, M.Ed, Montessori Diploma, Clinical Psychology (A Grade), and BA Triple Honours.

According to the organization, its approach combines assessment tools, counseling frameworks, and personalized mentoring to support learners at different stages of their academic and professional journeys.

Merit Teacher focuses on educational counseling, communication skills development, spoken English training, and public speaking programs, while Chennai DMIT provides DMIT assessments, psychometric evaluations, counseling services, and career development support.

The organizations state that the objective is to provide learners with structured guidance that can help them explore opportunities aligned with their individual interests and capabilities while supporting confidence-building and informed decision-making.

With growing awareness around career readiness, soft skills, and personalized learning pathways, educational guidance services are becoming an increasingly important component of student development across India.

For additional information, interested individuals can visit the official websites of Merit Teacher and Chennai DMIT.

About Merit Teacher

Merit Teacher is an educational guidance and training organization offering career counseling, psychometric assessments, spoken English coaching, public speaking training, and student development programs.

About Chennai DMIT

Chennai DMIT provides DMIT assessments, psychometric testing, counseling services, and career development programs designed to support educational and career planning for students and professionals.

Media Contact

Company Name: Merit Teacher

Contact Person: Mrs. Priyanka Swain

Email: Send Email

Phone: 9363739535

Address:950, 39th Street, Korattur

City: Chennai

State: Tamil Nadu

Country: India

Website: https://www.meritteacher.com/

Press Release Distributed by ABNewswire.com

To view the original version on ABNewswire visit: Merit Teacher and Chennai DMIT Strengthen Focus on Personalized Career Guidance and Student Development Programs more

Career development

 18h

Highest and best aren't always the same thing


Strong terms are a competitive advantage, coach Darryl Davis writes, and a buyer's agent who packages and validates them is doing real work for their client.

When a seller asks, "Which offer is the best one?" most people assume the answer is whichever number is biggest. It feels obvious. The highest price wins.

But after 40 years of coaching agents in this business, I can tell you that the... highest offer and the best offer are not always the same thing. The real estate professional who understands the difference is the one who protects their seller and actually gets the deal to the closing table.

Here is the way I teach it to agents: Think of an offer like a job candidate. The salary they are asking for is the price. But you would never hire someone on salary alone. You want to know whether they will show up, whether their references check out and whether they can do the work without falling apart in the first week.

The terms of the contract are the résumé and the references. They tell you whether this buyer can actually deliver on the number they wrote down.

And the truth is that the number means nothing if the transaction never closes. According to the National Association of Realtors' most recent Realtors Confidence Index, about 5 percent of contracts were terminated in the latest three-month period, and roughly 14 percent had delayed settlements.

NAR has consistently found that the issues that sink or stall a sale come from the same handful of places: home inspections, the buyer's financing and appraisals. Every one of those is a terms issue, not a price issue.

So, let's walk through what you should actually be reading in an offer and how to explain it to your seller.

Does the buyer have a house to sell?

The first question is whether this buyer needs to sell their current home in order to buy yours. A home-sale contingency ties your closing to a second transaction you do not control. That is not automatically a dealbreaker, but it changes the risk, and your seller deserves to understand it. Here is how I would frame it:

"This buyer offered a strong price, and there's one thing I want you to understand. Their offer depends on them selling their own home first. So, we're not just betting on this buyer. We're betting on a buyer we haven't met yet, for a house we haven't seen. Let's talk about whether that's a risk worth taking, or whether we ask them to firm it up."

How strong is the financing?

A price is only as good as the loan behind it. Is the buyer pre-approved or merely pre-qualified? Those are not the same thing. What is their credit picture, and how much are they putting down? Just as important, who is their loan officer?

An experienced local lender that everyone in your market knows and trusts is worth real money to your seller, because that lender is going to get the file to closing. A name nobody recognizes from an online portal is a question mark. You are allowed to ask.

"Before we celebrate the number, let me make a couple of calls. I want to know who's writing this loan and whether they have a real pre-approval or just a pre-qualification. The price on paper doesn't matter if the financing falls apart in Week 3."

What contingencies are they asking for?

Every contingency the buyer keeps is a door they can walk out through. Inspection, appraisal, financing, attorney review, the sale of their own home. Some are completely reasonable. But you and your seller should know exactly which doors are open and what it would take to close them.

Interestingly, NAR's latest data shows buyers waiving contingencies less often than a year ago, with about 17 percent waiving the inspection contingency, so a clean offer stands out more than it used to.

Does the closing date line up?

This one gets overlooked constantly. A wonderful price on a wonderful contract can still be the wrong offer if the buyer wants to close in three weeks and your seller needs 90 days to find their next home. Or the reverse.

Timing is a term, and it is one your seller feels in their daily life, not just on the settlement statement. Always ask what date the buyer wants, and whether it synchronizes with what your seller actually needs.

What kind of inspection is coming?

Here is a quiet one that can blow up a deal late. There is a real difference between a buyer who inspects for major defects, the roof, the foundation, the systems, and a buyer who is going to nickel and dime every cracked outlet cover and ask for a credit on all of it.

You will not always know in advance, but the buyer's agent and lender often give you a feel for who you are dealing with. A reasonable inspection posture is a term worth weighing.

This cuts both ways

If you are the listing agent, your job is to investigate the whole offer, not just the top line. Who is on this buyer's team? What bank are they using? What inspector? You should be picking up the phone, learning those answers and then translating them for your seller in plain language.

And if you are the buyer's agent, this is your opening. When you submit an offer, do not just hand over a number and hope. Make the case for your buyer's terms. Tell the listing agent your buyer is fully underwritten, that their lender closes on time, that they are flexible on the date, that they are not going to chase every small repair.

Strong terms are a competitive advantage, and a buyer's agent who packages and validates them is doing real work for their client.

A high price gets a seller's attention. Solid terms get them to the closing table. more

Career development

 18h

5 Ways to level up your career in a hybrid workplace


Sholina Durga, Managing Director: Distance Learning and MBA at Richfield, pens down that career growth in a hybrid workplace comes from making yourself visible in meaningful ways, noting that upskilling can no longer be ignored.

Also see: Hybrid working: Enhancing your health and lifestyle balance

With hybrid work now firmly embedded across many sectors, career advancement is no longer as... visible or automatic as it once was. To position yourself for promotion, it's no longer enough to just show up. You now need to be more intentional about the areas that sit beyond your formal job specification.

How we advance in our careers has changed. Before the pandemic, managers saw firsthand how we worked and interacted, and this physical

visibility often played a significant role in advancement. However, in today's hybrid and remote environments, these signals are less apparent.

To position yourself for promotion, you now need to be more intentional about the areas that sit beyond your formal job specification. Durga says that career development is no longer something that just happens. "You need to take ownership of your trajectory. You need to build the skills and visibility that move you forward."

Here are five areas she suggests will support career progression in the modern workplace:

1. Start with a self-assessment

You can plan your career more effectively when you understand your strengths and skills.

The first steps are to identify your current capabilities and review how they align with the direction your employer and industry are taking. The next step is to fill in any gaps. These reviews and adjustments should form a continuous, internal feedback loop that informs an ongoing action plan

2. Upskill, all the time

With the world of work in a constant state of flux, the qualification you earned 10, or even five, years ago may no longer be relevant. To add as much value as possible to your role, you need up-to-date career-focused qualifications designed to equip you with the skills and knowledge to succeed.

Qualifications in IT and business science have become foundational across industries and roles. If you understand the strategies and technologies shaping organisations, you are far more likely to stay relevant. Meanwhile, the Master's Business Administration (MBA)

qualification remains one of the most sought-after management qualifications, with employers continuing to signal rising demand.

In addition, micro-credentials from industry bodies like IBM, Amazon, Cisco, Oracle, Salesforce, and CIMA align with the skills employers are looking for. Durga advises that if you are considering a tertiary qualification, you should look for an institution that embeds these

courses into its curricula.

And, with numerous private tertiary institutions offering online programmes, you can balance work and life with flexible distance learning.

Also see: Work-from-home: Convenience versus consequence

3. Learn how to use artificial intelligence (AI)

With AI defining almost every aspect of professional environments, it is increasingly important to understand how and when to use it. Durga says, "AI can be invaluable for exploring ideas and comparing concepts. These tools can enhance efficiencies, but they are not a replacement for human capabilities.

"Developing the ability to use AI ethically while maintaining critical thinking skills is a core professional competency."

4. Build quality networks

Long considered essential for professional visibility, networking is more important than ever. Talking to the right people, at the right time, helps ensure that your name is mentioned in the right conversations before roles are even advertised.

Attending conferences, leading industry discussions, and engaging meaningfully on platforms like LinkedIn can help you access opportunities, strengthen your credibility, and open doors. Mentorship can also play an important role in career development.

Gaining insights and direction from experienced professionals can help you make better decisions and accelerate your growth with greater clarity and confidence.

5. Hone your professional reputation

Advancement is often influenced by how leaders perceive your reliability and expertise, and reputation has emerged as one of the most powerful career assets.

Being known for mastery of a specific area of expertise positions you better when new opportunities arise. Consistency and visibility also matter. Delivering quality work, meeting deadlines, and communicating effectively all contribute to your credibility, while sharing learnings and collaborating constructively allows you to demonstrate your capabilities more widely.

"In a hybrid workplace, it is not enough to just show up. Your career growth comes from making yourself visible in meaningful ways, taking deliberate steps to develop your skills, and creating the kind of impact that others cannot ignore," Durga shares.

Also see: Thriving in a hybrid world: Tips to succeed and achieve more

Be the first to know - Join our WhatsApp channel for content worth tapping into. Click here to join! more

Career development

 21h

Civil organizations demand transparency and citizen participation in the election of Venezuela's Supreme Court of Justice


* The partial renewal of justices of the Supreme Court of Justice and other senior positions in the Judicial Branch is taking place in a context of serious questions about judicial independence in Venezuela. This process therefore requires clear rules, sufficient public information, and civil society participation.

* The signing organizations warn that it is essential for this new process to... follow a transparent, verifiable, and publicly accountable path, to avoid the abuses of discretion and citizen exclusion that have characterized other appointment processes for senior authorities in the country.

Caracas and Washington D.C., June 12, 2026.- The undersigned organizations express our concern regarding the process of partial renewal of justices of the Supreme Court of Justice (TSJ), the recent reform of its Organic Law, and the selection of officials for the General Inspectorate of Courts and the Judicial School. We issue an urgent call to the National Assembly and the relevant bodies to conduct this procedure in accordance with the highest international standards on judicial independence, transparency, impartiality, and accountability.

The composition of the country's highest court has a direct impact on the rule of law, access to justice, and the protection of the rights of the population. Therefore, the appointment of its members cannot be driven by political loyalty but must be based on a rigorous evaluation of professional merit, legal track record, independence, and ethical integrity.

To ensure a legitimate and democratic process, our organizations urge the authorities in charge to strictly comply with the following demands:

* Timely publication of a clear timeline. It is essential that a detailed and definitive schedule be widely and accessibly disseminated, allowing all remaining stages of the process and their deadlines to be known.

* Full disclosure of candidates and résumés. The list of nominees must be made public, along with their résumés and supporting documents necessary to assess their background and compliance with established requirements. Public scrutiny is only possible if information about candidates' technical qualifications and integrity is fully accessible.

* Establishment of an objective scoring system. Prior to beginning evaluations, the relevant Committee must design and publish an objective and detailed scoring rubric or qualification criteria ("baremo"). Selection must be based strictly on professional merit, legal track record, and ethical suitability, closing the door to discretionary decisions.

* Challenge mechanisms and reasoned responses. The process must guarantee clear deadlines, channels, and bodies through which any person or civil organization may file duly substantiated objections or challenges regarding nominees who do not meet eligibility requirements. The Committee is likewise obligated to issue reasoned, public responses to each objection received.

* Guarantee of meaningful spaces for citizen participation. The process must include effective mechanisms allowing civil society to monitor each stage, submit relevant information, learn about the evaluation criteria, and access sufficient information about decisions made. This is essential to oversee and verify that the selection is carried out transparently, impartially, and in accordance with international standards.

The judicial independence of high courts is especially relevant for victims of human rights violations. An autonomous and independent TSJ is an indispensable condition for guaranteeing their access to truth, justice, and comprehensive reparation, as well as for preventing the recurrence of serious human rights violations. This is particularly important in a context where criminalization and arbitrary detentions on political grounds persist -- repressive practices that have not been eradicated and against which the Judicial Branch plays a decisive role.

In this context, the undersigned organizations call on Venezuela's parliamentary authorities to align their actions with the Constitution and with international human rights standards governing the selection of justice operators.

We likewise urge the Inter-American Commission on Human Rights, the Office of the United Nations High Commissioner for Human Rights, and other relevant international mechanisms to closely monitor this TSJ renewal process, given its definitive and direct impact on institutional independence, the fight against impunity, and the protection of fundamental rights in Venezuela.

Acceso a la Justicia

Aula Abierta

AlertaVenezuela

Centro de Derechos Humanos de la Universidad Católica Andrés Bello (CDH-UCAB)

Centro de Justicia y Paz - Cepaz

Centro por la Justicia y el Derecho Internacional

CIVICUS: World Alliance for Citizenship Participation

CIVILIS

COFAVIC

Comisión Internacional de Juristas

Espacio Público

Fundación para el Debido Proceso (DPLF)

Oficina en Washington para Asuntos Latinoamericanos (WOLA)

Provea (Programa Venezolano de Educación Acción en Derechos Humanos)

Robert and Ethel Kennedy Center for Human Rights more

Career development

 1d

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The biggest lesson I've learned is patience

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

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

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

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

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

    1d

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

  • Christine Toma

    2
    1d

    Continue being patient for it pays.

    1
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Career development

 1d

Why Job Hunting Is Hard Nationwide (Not Just in California) - Archynewsy


Job seekers across the United States are currently facing a cooling labor market characterized by lower quit rates, reduced hiring demand, and an increase in the time required to secure new employment. While California often reports higher-than-average unemployment figures, national data from the U.S. Bureau of Labor Statistics (BLS) confirms that the trend of a "difficult" job hunt is widespread,... driven by a shift from the rapid hiring surges seen in 2022 and 2023 to a more cautious, employer-led environment.

Why the Job Hunt Feels More Difficult

The primary driver behind the current difficulty in job hunting is a significant decline in labor market churn. According to the Bureau of Labor Statistics (BLS) Job Openings and Labor Turnover Survey (JOLTS), the number of job openings has steadily trended downward from the record highs reached in 2022.

When fewer companies are actively hiring, the "quits rate" -- the proportion of employees who voluntarily leave their jobs -- also falls. As of mid-2024, workers are staying in their current roles longer, which restricts the number of backfill positions available to new candidates. This creates a bottleneck where fewer opportunities exist for those already unemployed or seeking to change industries.

How Economic Policy Impacts Hiring

The Federal Reserve's interest rate strategy remains a central factor in the current hiring slowdown. By maintaining higher federal funds rates to combat inflation, the Federal Reserve has increased the cost of capital for businesses.

According to reports from Reuters, many corporations have responded to these higher borrowing costs by freezing headcounts or delaying expansion plans. Unlike the immediate post-pandemic period, where firms prioritized rapid scaling, current corporate strategies emphasize operational efficiency and margin protection. This shift directly impacts the volume of new postings on major job boards, making the search process more competitive for applicants.

Regional Disparities: California vs. The National Average

While the slowdown is a national phenomenon, the impact varies by region. California, for instance, has consistently reported an unemployment rate higher than the national average throughout 2024. Data from the California Employment Development Department indicates that the state's reliance on the technology sector -- which experienced significant layoffs in late 2023 and early 2024 -- has contributed to this localized pressure.

In contrast, states with lower concentrations of tech and finance roles have seen more stability. The following table illustrates the divergence in market conditions:

What Job Seekers Can Expect Moving Forward

The current market is often described by economists as "rebalancing" rather than crashing. According to the Conference Board, the labor market is returning to pre-pandemic levels of turnover and hiring.

For the job seeker, this means the "candidate's market" of 2021 -- where multiple offers were common -- has largely evaporated. Recruiters and hiring managers now have a larger pool of applicants for every open role, leading to longer interview processes and higher standards for technical proficiency. Experts suggest that candidates should anticipate a longer search duration, with many industries moving toward a "hire for skill" model rather than a "hire for potential" model. more

Career development

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One on One Meeting Template: Free Word, Excel & PDF Downloads (12 Templates)


A one on one meeting is an opportunity for managers to check in with their direct reports and for employees to have dedicated time with their managers to discuss opportunities, challenges, or daily workplace issues. A well-structured 1:1 meeting template can provide the framework for these discussions, ensuring they are productive and impactful.

Download our free one on one meeting templates in... Word, Excel, Google Docs, and PDF formats to structure agendas, questions, and follow-up actions.

Contents

What is a one on one meeting?

One on one meeting agenda (with a free template)

What is the purpose of a one on one meeting?

11 one on one meeting templates for managers and employees

One on one meeting questions to ask

How to prepare for a one on one meeting

How to run a one on one meeting

Best practices for effective one on one meetings

FAQ

What is a one on one meeting?

A one on one meeting, also known as a 1-on-1 meeting or 1:1 meeting, is a dedicated conversation between two people in the same organization, typically a manager and their direct report. It gives both parties regular time to discuss work priorities, challenges, feedback, development, and support needs outside of team meetings or formal performance reviews.

For HR professionals, these meetings are an important part of manager enablement. By giving managers a clear meeting structure, agenda, and set of questions, HR can help them have more consistent and productive conversations with employees.

These meetings can cover a range of topics, including project updates, roadblocks, workload, wellbeing, career development, employee feedback, and progress toward goals. A strong one-on-one meeting template helps managers keep the conversation focused while still leaving room for employees to raise what matters most to them.

One-on-one meeting agenda (with a free template)

To help managers and employees make the most of their meetings, we've created a customizable and free one on one meeting template in Word for setting a structured agenda. It includes key sections for performance discussion, goal setting, challenges, professional development, feedback, and next steps.

With this tool, both parties can come prepared and stay on track while still leaving room for organic conversation and immediate concerns. HR teams can customize the template with company branding and adjust the sections to fit different teams, roles, or meeting cadences.

Here is a sample one on one meeting agenda you can download and adapt for your team:

What is the purpose of a one on one meeting?

One on one meetings are a valuable tool for communication between employees and managers. Their purpose is to provide a scheduled time to discuss performance, address challenges, and explore professional development in a focused, supportive setting.

These meetings aren't just about routine check-ins. They're an opportunity to deepen working relationships, enhance engagement, and help team members feel recognized and supported in their roles.

Benefits of one on one meetings for employees

Regular 1 on 1 meetings give employees a reliable time to communicate directly with their manager. Here's why they matter:

* Feedback and development: One on one meetings provide a space for constructive feedback, helping employees understand performance strengths and areas for improvement in real time.

* Goal alignment: Employees can discuss career goals, seek advice, and align their objectives with organizational needs, promoting growth.

* Career growth opportunities: These meetings enable discussions on learning paths and growth opportunities, key motivators especially for more junior employees seeking development. Gallup's recent report, How Millennials Want to Work and Live, indicates that learning and growth opportunities are extremely important for 59% of millennials when applying for a job. An impressive 87% of millennials consider 'opportunities for professional or career growth and development' as a significant factor in a job.

* Engagement and retention: Having regular direct contact with a manager fosters a sense of value and recognition, which is directly linked to higher engagement and loyalty.

Benefits of one on one meetings for managers

One on one meetings are equally beneficial for managers, offering them a unique chance to connect with team members and stay attuned to their needs:

* Deeper insight: Managers can better understand each team member's strengths, weaknesses, and morale to make more effective decisions.

* Early intervention: Managers can address performance issues promptly, providing support or resources before problems escalate.

* Agility and adaptability: Teams have a moment to reassess objectives and adjust if priorities change, keeping goals relevant and the team flexible.

* Leadership development: Managers can strengthen their people management skills in communication, empathy, and problem-solving -- essential qualities for effective leadership.

While these meetings bring many benefits, the challenge is often time. According to Reclaim's State of Productivity Report, more than 40% of weekly one on one meetings are rescheduled, indicating that these meetings often take a back seat to more 'urgent' work. As an HR professional, you are ideally positioned to encourage these regular meetings to take place and even capture their frequency rates as a key performance indicator (KPI) for managers.

Employees want feedback about their role, but they may not always ask for it directly. Regular 1:1 meetings can help managers proactively review performance, ask about development goals, and build mutual respect, trust, and understanding, particularly when managers listen well.

11 one on one meeting templates for managers and employees

Different types of one on one meetings call for different structures. A weekly check-in, first meeting, career development conversation, or employee wellbeing discussion will each require a slightly different agenda and set of questions.

The templates below cover common scenarios for managers and employees. Download the free template collection in Word, Excel, Google Docs, and PDF formats to access customizable agendas, questions, and printable options.

Here are the types of meetings included in the template collection:

1. Regular one on one meeting template

A regular check-in one on one meeting is a recurring scheduled meeting between a manager and an employee. Its primary aim is to facilitate communication, provide feedback, and address any concerns or questions the employee may have.

2. First one on one meeting template

The first one on one meeting between a manager and an employee is a crucial interaction that sets the tone for their working relationship. This meeting is an opportunity for both the employee and the manager to establish a connection, discuss expectations, and align on goals.

By using this meeting template tailored to the first catch-up with the new hire, managers can create a welcoming environment, build trust, and ensure clarity around roles, responsibilities, and team dynamics. This template helps guide the conversation, covering essential topics like onboarding, initial feedback, and long-term objectives.

3. Weekly one on one meeting template

A weekly one on one meeting is a recurring check-in that helps managers and employees stay aligned on short-term priorities, progress, challenges, and next steps. This format works well for fast-moving teams, new employees, or roles where priorities change often.

4. Monthly one on one meeting template

A monthly one on one meeting gives managers and employees time to step back from day-to-day tasks and discuss broader progress, goals, challenges, and development needs. This format works well for longer-term planning, career development conversations, workload reviews, and teams that do not need weekly check-ins.

5. Onboarding and training meeting template

An onboarding and training one on one meeting is a launchpad to welcome and integrate new employees into the organization. This meeting is typically conducted between a new employee and a designated mentor, supervisor, or HR representative.

6. Skip-level meeting template

A skip-level one on one meeting involves a manager meeting with an employee who is not directly reporting to them but is part of their team or department. In a traditional organizational hierarchy, a skip-level meeting involves a manager interacting with a subordinate's direct reports.

7. OKR goal setting and planning meeting template

An OKR (Objectives and Key Results) goal-setting one on one meeting is a strategic session between a manager and an employee aimed at aligning individual goals with broader organizational objectives using the OKR framework. OKRs are a goal-setting methodology that helps organizations define and track objectives and their corresponding key results.

8. Problem-solving meeting template

A problem-solving one on one meeting is a focused interaction between a manager and an employee with the primary goal of addressing and resolving specific challenges or issues. These meetings are designed to collaboratively identify problems, discuss potential solutions, and implement strategies to overcome obstacles.

9. Career development meeting template

A career development one on one meeting is a dedicated session between an employee and their manager or mentor to discuss their professional growth, aspirations, and career goals. The primary focus is on mapping out a plan to help the employee progress in their career within the organization.

10. Brainstorming meeting template

A brainstorming one on one meeting is a collaborative and creative session between two individuals, typically a manager and an employee, where they generate ideas, solve problems, or explore new possibilities. The goal is to foster open dialogue and innovative thinking.

11. Employee wellbeing meeting template

An employee wellbeing one on one meeting is a session between a manager and an employee with the primary focus on the employee's overall wellbeing and satisfaction in the workplace. The purpose of this meeting is to assess and support the employee's mental, emotional, and physical health, as well as to discuss work-life balance and job satisfaction.

One on one meeting questions to ask

The right 1:1 questions can help managers move beyond status updates and have more meaningful conversations with employees. As an HR professional, you can share sample questions with managers to help them cover the right one on one meeting topics, including priorities, challenges, feedback, development, wellbeing, and support needs.

Managers don't need to ask every question in every meeting. Instead, they can choose the questions that best fit the employee, the meeting purpose, and what has changed since the last conversation.

Questions managers can ask employees

Questions employees can ask managers

Questions for career development

Questions about wellbeing and engagement

First one on one meeting questions

How to prepare for a one on one meeting

One on one employee meetings benefit managers and employees only if they are valuable, and that takes preparation. Managers should know what they want to discuss and why, while employees should know what to expect and how they can contribute.

Both managers and employees should approach these meetings with a sense of purpose to ensure they are productive and meaningful. Here is some straightforward advice HR can offer managers and employees to prepare for their one on one meetings.

HR advice for managers:

* Examine the employee's recent work, noting achievements and areas for improvement. Familiarize yourself with their projects and any challenges they've encountered since your last meeting.

* Draft a clear agenda that includes discussion points, goals, and any specific feedback you wish to provide. Ensure flexibility to include topics the employee may want to discuss.

* Be ready to deliver constructive feedback. This should be balanced; acknowledge what's working well and what needs improvement.

* Think about the employee's professional development. Identify potential opportunities for growth and be prepared to discuss them.

* Reflect on the interpersonal dynamics and the overall morale of your team. Be prepared to discuss any relevant issues that may affect the employee.

* Come to the meeting ready to listen actively. This means being fully present and not just responding, but also understanding.

Establish separate meetings for formal performance evaluations, and use regular one on ones to focus on development.

HR advice for employees:

* Conduct a self-evaluation of your recent performance. Identify your successes, areas for improvement, and any help you might need from your manager.

* Prepare a summary of your work since the last meeting. Highlight completed tasks, ongoing projects, and any obstacles you've faced.

* Create a list of topics you wish to discuss, including any specific feedback you desire, questions about career development, or areas where you seek guidance.

* Have a set of questions or concerns ready that you want to address. This demonstrates engagement and a proactive attitude towards your professional growth.

* Be prepared to provide feedback to your manager if appropriate. One on one meetings are a two-way street, and constructive feedback can help improve team dynamics and management strategies.

* Review your personal and professional goals, ensuring they align with team and organizational objectives. Be prepared to discuss progress and set new objectives as needed.

Both managers and employees should approach these meetings with a collaborative mindset. Preparation is more than having a list of talking points. It's being ready to engage in a dialogue that promotes development, problem-solving, and mutual respect.

How to run a one on one meeting

According to The State of One-on-ones Report, 94% of managers surveyed have one on ones. However, a Harvard Business Review article revealed that nearly half of the 250 direct reports surveyed rated their 1:1 experiences as suboptimal. This means that despite the critical nature of these meetings, they aren't necessarily having the desired effect.

The same article also found that many managers view regular one on ones as a burden, leading them to invest too little time and attention in these conversations. When poorly managed, these meetings can leave employees feeling functionally and emotionally disconnected, reducing their value for both managers and employees.

As an HR professional, you can add guidance and structure to these conversations. A clear process helps managers keep the conversation focused, employee-centered, and action-oriented. Here are the key steps managers can follow:

Step 1: Follow a clear one on one meeting format

A clear one on one meeting format helps managers structure the conversation while leaving room for employees to raise their own topics. The format should include:

* Preparation: Review previous discussions, recent work, and key points to cover

* Agenda setting: Set a flexible agenda that includes both manager and employee topics

* Private setting: Choose a comfortable space that supports confidentiality and minimizes interruptions

* Personal check-in: Start by asking how the employee is doing and recognizing recent progress

* Discussion flow: Cover priorities, progress, challenges, feedback, and development opportunities

* Action items: Agree on next steps, responsibilities, and deadlines

* Closing: Summarize key points and confirm what will be discussed or followed up on next

This gives managers a consistent flow to follow without making the meeting feel scripted.

Step 2: Start with a personal check-in

Begin with a personal check-in to establish rapport and understand how the employee is doing. Managers can ask about workload, wellbeing, or any immediate concerns before moving into work-related topics.

Starting on a positive note can also help. For example, managers can recognize recent achievements or progress since the last meeting.

Step 3: Review priorities and progress

Next, managers and employees should review current priorities, recent work, and progress on key tasks or goals. This helps both parties stay aligned on what matters most and where the employee should focus their time.

This is also a good moment to revisit action items from the previous meeting and check whether anything still needs follow-up.

Step 4: Discuss challenges and support needs

Managers should ask about any roadblocks, resource gaps, unclear expectations, or workload concerns. The goal is to understand what may be affecting the employee's work and agree on practical ways to address it.

This step helps managers identify issues early and provide support before challenges escalate.

Step 5: Exchange feedback

One on one meetings should include two-way feedback. Managers can provide constructive feedback based on specific examples, while employees should also have space to share feedback, ask questions, or raise concerns.

This helps make the meeting a dialogue rather than a manager-led status update.

Step 6: Talk about development and future goals

Managers should use regular one on ones to discuss professional development, learning opportunities, career aspirations, and future responsibilities. These conversations help employees connect their current work to longer-term growth.

HR can encourage managers to separate these ongoing development conversations from formal performance evaluations, so employees have regular space to discuss growth without feeling like they are being reviewed.

Step 7: Agree on action items and next steps

End the meeting by summarizing the main discussion points, confirming action items, and assigning responsibilities. Managers and employees should be clear on what will happen next, who owns each action, and when they will follow up.

This helps turn the conversation into progress and keeps both parties accountable.

Step 8: Set the right meeting frequency

The frequency of one on one meetings can vary depending on the organization, the specific roles, and the nature of the work. However, they should be held regularly to ensure consistency and follow-up on action items. Managers can use the following guidelines:

* Weekly meetings: Best for new employees, fast-moving teams, roles with shifting priorities, or employees who need closer support.

* Biweekly meetings: Useful for maintaining regular alignment without overloading calendars, especially when employees work more independently.

* Monthly meetings: Suitable for broader progress updates, development conversations, workload reviews, or teams with more stable priorities.

Regardless of frequency, managers should schedule one on ones consistently to show that these conversations matter.

Best practices for effective one on one meetings

1:1 meetings work best when they are consistent, employee-centered, and focused on meaningful conversation rather than status updates alone. HR can help managers get more value from these meetings by providing guidance on structure, preparation, documentation, and follow-up.

Best practices for HR

Best practices for managers

Best practices for employees

Getting started

One on one meetings can improve communication, strengthen manager-employee relationships, and support employee growth when managers run them consistently and with purpose.

HR can help by giving managers a clear template, training them to use it well, and encouraging regular follow-up. A structured approach keeps conversations focused while giving employees space to discuss priorities, challenges, feedback, and development goals.

These conversations also support stronger talent management by helping HR and managers spot development needs and retention risks earlier. To build these skills, explore AIHR's . more

Career development

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Dismissal report 2026: Dismissed in less than ten minutes


While those interested in a new position often have to endure several job interviews, assessments and the like, the exit happens very quickly. Almost two thirds of the dismissal interviews (63 percent), according to a recent study by HR Works, take a maximum of ten minutes. At 40 percent The termination meeting is over after five minutes.

As quickly and impersonally as possible

At the same time,... only a small majority of terminations take place in person. Accordingly:

* became 59 percent the person concerned is terminated in a direct personal conversation,

* 22 percent received their dismissal in writing, while

* eleven percent the decision was communicated digitally, and

* eight percent on the phone.

The way in which they were shown the door has a major influence on how employees evaluate the process in retrospect. If the dismissal is pronounced personally, feel 64 percent of those affected as appropriate. In the case of written dismissals, only a third (34 percent). Telephone dismissals perform worst: Only 28 percent Those who find out about their termination over the phone consider this format to be appropriate more

Career development

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RAIL Mentorship and Career Guidance Seminar Equips Students for Post-Degree Success - Responsible AI Lab


The Responsible AI Lab (RAIL), in collaboration with the Artificial Intelligence for Sustainable Development (AI4SD) project, organized a Mentee Seminar focused on career readiness after a first degree. The event was jointly led by the Women in Technology team (under RAIL) and the AI in Education team (under the AI4SD project), and was moderated by Dr. Kwame Oteng Gyasi, Senior Lecturer in the... Department of Telecommunication Engineering at KNUST.

Prof. Eunice Akyereko Adjei, Lead for both the Women in Technology team (RAIL) and the AI in Education team (AI4SD), opened the seminar by emphasizing the need for such an initiative.

"We are in a very competitive world," she said. "When an opportunity arises, whether for a job, admission, or scholarship, thousands apply. How can you stand out? We have brought experts to give tips on how to fill out forms to get shortlisted, and how to dress appropriately for oral or written interviews to succeed."

Prof. Jerry John Kponyo, Principal Investigator and Scientific Director of RAIL, underscored the value of learning from those ahead.

"It is important to learn from those who have gone ahead of us. Occasions like this provide that opportunity. We are grateful to the speakers for sharing their experiences, and we hope that our mentees will have lasting value added to their lives."

Prof. Kwadwo Mensah-Darkwa, Vice Dean of the Faculty of Mechanical and Chemical Engineering, delivered a comprehensive presentation on career development foundations, application forms, job and postgraduate applications, and success strategies.

He stressed that the best applications are built early, noting that early career planning creates a foundation for success. Employers seek candidates with long-term growth potential. Career development is an ongoing process involving self-awareness, skill-building, and exploring opportunities for informed decision-making.

Prof. Darkwa warned that generic answers, lack of evidence, poor grammar, and misunderstanding the question are common reasons for rejection.

He introduced the STAR method (Situation, Task, Action, Result) as a powerful tool for writing winning job applications. Students were encouraged to prepare STAR examples covering teamwork, leadership, communication, and problem-solving. He added:

"Use achievements, not duties. Convert duty-based statements into achievement-focused ones to make your application compelling."

He shared final tips for job applications

* Customize each application to align your skills with the job requirements.

* Ensure error-free submissions by thoroughly checking grammar, spelling, and formatting.

* Present yourself confidently and honestly.

* Use feedback and rejection as opportunities to improve.

He mentioned that postgraduate applicants should describe their academic background and interests clearly. "Universities assess motivation, academic readiness, and program fit. Successful statements are clear and specific, explaining why the program matches academic and career goals. Mentioning faculty expertise and university resources reflects genuine interest," he asserted.

He added that a well-organized CV with clear headings, tailored content, and achievement-focused bullet points sells itself. Customizing the CV for each application significantly increases the chances of success.

Ing. Prof. Lena Dzifa Mensah, Industrial Engineering Programme Coordinator at the Department of Mechanical Engineering, KNUST, stressed the importance of cover letters.

"Your cover letter is very important. Layout and spelling matter. The little things matter. Avoid unnecessary mistakes and go over and over again."

She also advised on interview appearance:

"Your hairstyle, dressing, nails, everything matters. Be confident. Prepare, look good, and smell good. Master the CV you submitted and provide additional evidence. Don't put what you can't defend. Gather experience and think on your feet. Be all-rounded. Connect with people so that your skills can be seen."

She concluded: "Take what you are hearing seriously, because these are experiences gathered over many years."

Dr. Mrs. Araba Yakoba encouraged participants to be confident and authentic. "Be yourself. Give practical examples to defend what you say."

Prof. Eunice Akyereko Adjei spoke on preparing for aptitude tests. She advised students to understand the core skills of an engineer, master every course, and know the roles and responsibilities in their field. She also recommended subscribing to journals in one's field.

"Rejections are part of life. Unemployment is not only in Ghana. Start thinking of creating a job for yourself."

Dr. Martina Baidoo, Senior Lecturer in the Department of Chemical Engineering at KNUST, closed the seminar with an encouraging message:

"Remember that the interview is a way to start your career. The way you present yourself is very important. Build yourself to be versatile, build soft skills, and gain experience. Plan and prepare for the interview."

The seminar left mentees inspired and equipped with actionable strategies to navigate the competitive landscape of jobs and postgraduate opportunities. more

Career development

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Centering careers and community


Alumni recruiters eagerly anticipate the opening of the Neil S. Hirsch Center, an innovative space designed to enhance WashU connections across generations.

Madison McManus, AB '18, understands firsthand the value of ongoing career development.

As an ancient studies major on the premed track in Arts & Sciences, she realized immediately after taking the MCAT that she was no longer interested in... becoming a doctor.

"I walked out the day I took the test and was like, 'I don't think this is what I want to do,'" she recalls.

With help from WashU career coaches and former classmates who knew her strengths, McManus recognized her passion for business operations. Today, as senior manager of people, projects and operations for the global industrial manufacturing company McMaster-Carr, she solves problems, manages teams and helps design efficient, effective business processes.

Based in Philadelphia, McManus routinely returns to campus to interview students from her alma mater. She values doing so in person, and having a dedicated meeting space will improve her ability to reach students and coordinate conversations with them.

Enter the Neil S. Hirsch Center, which is slated to open in winter 2027. Located on the southwest corner at the intersection of Skinker and Forsyth boulevards, the new building is designed for members of the WashU community like McManus. Envisioned as a welcoming gathering place for alumni and a home for WashU's Center for Career Engagement (CCE), it will help facilitate recruiting and hiring efforts while enhancing alumni relationships with students and the broader university.

Landing place, launchpad

The Hirsch Center creates a win-win for all while sending a message to prospective students and their families about institutional values, according to Norma Guerra Gaier, WashU's associate vice chancellor for career development and education.

"This innovative space signals that bringing together new, current and prior university community members is important to WashU," she says. "And we know alumni are some of the CCE's biggest champions. It's exciting to deepen our partnership with them through the Hirsch Center."

The three-story, roughly 31,800-square-foot building is named in honor of the late entrepreneur in recognition of a pledge from his widow, Laura DeLuca Hirsch, through the Neil S. Hirsch Foundation. The center will contain a variety of multipurpose rooms in which students can prepare for interviews and network with alumni. A tree-lined courtyard will extend those interactions into a beautiful outdoor setting. And a third-floor event space will house career expos, workshops and panels alongside reunion-affiliated events and other alumni activities.

"Symbolically, the building will be a gateway to campus," Gaier says. "The minute alumni turn onto Forsyth from Skinker, it's like, 'Welcome back. We're glad you're here. Step into this space that is yours.'"

Multifaceted connections

Like McManus, Meeghan Sheppard, MBA '24, wears multiple WashU hats as both an alumna and a prospective employer. And her early professional path was likewise rich and varied.

After earning a bachelor's degree in political science, she spent several years working in public-sector administration. She began graduate studies at Olin Business School, focusing on supply chain management. In her first year at Olin, Sheppard was accepted into the Future Leaders Program at Barry-Wehmiller in St. Louis. She spent the summer interning at the company's BW Packaging division, which supplies manufacturing equipment across the globe. She excelled in the program and was offered a full-time position at BW Packaging after graduation.

Sheppard, now the product manager of horizontal flow wrap, engages current students in a variety of ways on behalf of her employer. She represents the company during the CCE's annual fall MBA Summit, participates in information sessions and one-on-one coffee chats and seizes other one-off opportunities, such as speaking on panels or visiting classrooms.

"I love the fact that I get to go back to my alma mater and recruit," she says. "I was once in the students' shoes, so I fully understand them in ways that others may not. When I walk into conversations with them, I'm not only there as a representative for BW Packaging but also as an alumna. I'm happy to be a resource for current students, however it helps."

Interest in mentorship is strong, especially among more recent WashU alumni. As the CCE continues to develop its career communities model -- centered around industries versus academic disciplines -- Gaier and other university leaders are working to streamline how alumni can best engage with students virtually and in the new building.

Gaier encourages alumni interested in connecting with students to utilize WashU CNX, the university's official online networking platform. Additionally, students and graduates can find job and internship postings, upcoming events and more on Handshake, WashU's career management platform.

But for both McManus and Sheppard, in-person conversations are key -- as is recruiting future hires from WashU. This makes the Hirsch Center an invaluable asset. "I'm excited to have a dedicated, focused space where we can really get to know students and their interests, needs and desired career trajectories," Sheppard says. "That face-to-face interaction is so critical."

As a recruiter, McManus believes WashU students are well suited to the culture at McMaster-Carr. "We're constantly trying new things and tackling new challenges at the company," she says. "WashU students tend to have a real variety of experiences and a sense of intellectual curiosity."

To learn more about the Neil S. Hirsch Center, visit alumni.washu.edu/hirsch. more

Career development

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Common interview questions and how to answer them


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

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

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

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

"Tell me about yourself"

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

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

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

"What are your greatest strengths?"

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

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

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

"What is your greatest weakness?"

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

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

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

"Why do you want to work here?"

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

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

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

"Why should we hire you?"

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

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

"Where do you see yourself in five years?"

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

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

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

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

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

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

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

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

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

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

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

"Describe a time you were successful on a team"

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

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

  • Amos Sichamba

    1d

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

Career development

 2d

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


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

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

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

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

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

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

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

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

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

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

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

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

  • ROGGERS TUMUSIIME

    1d

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

  • Shem Ngatia

    2d

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

Career development

 1d

The Student Job Search Is Broken. AI Is Changing That


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

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

The problem isn't a lack of jobs.

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

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

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

In 2026, that approach is starting to change.

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

The Reality of Student Job Search Today

Consider a final-year engineering student.

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

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

The challenge isn't the effort students put in.

The challenge is that these platforms operate independently.

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

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

Why Traditional Job Search Is Reaching Its Limits

Job search platforms were originally built to function as databases.

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

Today's hiring environment is far more complex.

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

This shift has created a new challenge: visibility.

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

Students who can improve both gain a significant advantage.

How AI Is Changing the Job Search Experience

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

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

Platforms like Redrob AI are designed to simplify this process.

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

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

Students no longer have to rely entirely on finding recruiters.

Recruiters can find them as well.

What Students Are Looking For in 2026

The expectations students have from career platforms are changing.

They want:

- Better visibility into relevant opportunities

- Faster discovery of jobs and internships

- Smarter matching based on skills and interests

- Resume guidance and career insights

- Reduced time spent managing multiple platforms

The focus is no longer on applying to more jobs.

The focus is on finding better opportunities.

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

Beyond Job Listings

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

Students increasingly expect support across the entire job search journey.

That includes:

- Resume building and optimization

- Career guidance

- Skills assessment

- Recruiter visibility

- Interview preparation

- Personalized recommendations

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

The goal is to help them become a stronger candidate.

For fresh graduates entering the workforce, that distinction matters.

The Future of Student Job Search

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

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

AI is making that possible.

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

Finding the right opportunity has never been easy.

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

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

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

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

Smarter job search starts with better visibility.

See how Redrob AI helps students get discovered. more

Career development

 1d

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Career development

 1d

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


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

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

Rejected.

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

The answer is often hiding inside the model itself.

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

From the outside, everything appears to be working.

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

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

Career development

 1d

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


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

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

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

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

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

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

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

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

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

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

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