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  • It’s normal oooo, sometimes they still push their own blame indirectly on you as an employee, but if you can deliver on time this will be minimal

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  • i can offer u your request reach out to me

  • Tell them you are not a volunteer. Your mentality should be: I am my own "business" in reality, and are a for-profit entity. ....And how will they... treat you when, and if, you are officially hired? more

How do I know if a job candidate is overstating abilities? Ask Johnny


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Johnny C. Taylor Jr. tackles your workplace questions each week for USA TODAY. Taylor is president and CEO of SHRM, the world's largest trade association of human resources professionals, and author of "Reset: A Leader's Guide to Work in an Age of Upheaval."

Have a question? Submit it here.

Question: I'm a hiring manager, and... I keep encountering candidates whose résumés look excellent, but their actual skills don't match what they claim in interviews. How can employers effectively verify real-world abilities without creating an overly rigid or discouraging hiring process? - Nia

Answer: At SHRM, we have a term for what you're describing: "skillfishing," or presenting credentials, skills, or experience that don't fully translate into real-world execution. The truth is, this isn't new. Candidates have been overstating their abilities for as long as employers have been hiring. What has changed is how easy it has become to use artificial intelligence to build a polished professional narrative that may or may not reflect genuine depth.

So how do you separate real capability from strong self-promotion? Start before the interview even begins. When reviewing applications, look for indicators that a candidate has invested in developing and validating their expertise. Relevant certifications, licenses, portfolios, or demonstrated project work can provide a useful baseline. They're not foolproof, but they can help employers distinguish between someone who has studied a subject and someone who has actually practiced it.

Better teamwork: How do I build trust and unify dysfunctional work teams? Ask Johnny

From there, the interview itself becomes your most valuable tool. Don't let candidates get away with generalities. Ask them to walk you through specific examples of how they applied the skills they claim to have. What was the situation? What decisions did they make? What obstacles did they encounter? What was the outcome? People with genuine experience tend to speak with specificity and clarity because they've lived it.

And here's the key: Don't stop at the first answer. Ask follow-up questions. What would they do differently today? What trade-offs did they consider? What went wrong along the way? Real experience has texture. It includes setbacks, adjustments, and lessons learned. Someone relying on surface-level familiarity often struggles once the conversation moves beyond rehearsed talking points.

You can also incorporate practical assessments where appropriate. That doesn't mean turning your hiring process into an obstacle course. But asking a candidate to review a case study, solve a realistic problem, or demonstrate part of the work can tell you far more than another round of conversational interviewing. The best assessments mirror the actual demands of the role rather than trying to "catch" someone making a mistake.

And let me be clear: A rigorous hiring process doesn't have to feel adversarial. Strong candidates generally appreciate thoughtful questions and clear expectations. High performers want to know the organization values substance, not just presentation.

At the same time, employers should remember that hiring is about potential as much as it is about polish. Not every great candidate interviews perfectly. The goal isn't to eliminate every risk. It's to create a process that gives people a fair opportunity to demonstrate whether they can truly do the work.

The views and opinions expressed in this column are the author's and do not necessarily reflect those of USA TODAY.

A break from work: Is it a bad career move to take a sabbatical? Ask Johnny

This article originally appeared on USA TODAY: How to tell if a job candidate is overstating abilities
 
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Building a Portfolio for Instructional Coaching Job Interviews


Gearing up for a job interview can be daunting, especially in education. When principals and administrators want to hire instructional coaches, they're looking for candidates who are flexible about a school's complex academic needs. These candidates need to be prepared for questions about how they'll simultaneously support students and classroom teachers.

As an instructional coach myself, I've... been through my fair share of interviews and have engaged in illuminating conversations with school leaders about the qualities and experiences they believe are most important for the position. With a thoughtfully crafted portfolio, prospective instructional coaches can approach job interviews with clarity, purpose, and a strong sense of what they have to offer.

One bit of feedback I've received is that administrators expect -- and welcome -- applications from teachers who haven't served as instructional coaches before. After all, everyone has to start somewhere. The key for first-time applicants is to demonstrate their would-be coaching style: How does it look? How would you act? Capturing and then articulating these details takes time and reflection, but it's the most effective way to provide interviewers with a clear picture of how you would settle into the role.

The start of an instructional coaching interview often features this question: "How will you establish strong relationships with staff during your first year?"

Within your portfolio, I'd recommend including examples of how you'll connect with staff members, ensuring that they have meaningful opportunities to get to know you. You might suggest the following:

Many instructional coaching roles are specialized -- they include titles such as "literacy coach," "math coach," and "educational technology coach." The second section of your portfolio should highlight your knowledge of these topics. And if the open role is a more generalized "instructional coach" position, then the second section is a valuable chance to relay your own passions and areas of expertise.

This section of your portfolio is also where you can display your strengths as an educational leader. Include copies of the following:

If you don't have these leadership experiences, don't fret; consider including lesson materials that have been particularly successful in your classroom, which point to your knowledge/understanding of best educational practices.

Lastly, it's important to review the prospective school's website so you can take note of relevant district initiatives and programs that are already in your wheelhouse. Mark these down in your portfolio. In doing so, you'll be able to lay out how you can step in and collaborate with a school's instructional leadership team, as well as how your background aligns with district goals.

The final section of the portfolio should run through all of your potential contributions as an instructional coach and make it clear how you plan to encourage teacher growth. Many applicants present this section as a "menu" of sorts -- it functions as a choice board of services that you can provide to staff members. Focus on the coaching cycles that reflect your strengths and what you perceive as the needs of the school.

I also recommend offering a "new-teacher coaching cycle" as an extra layer of support for first-year teachers, so you can assist them with logistics and early-days questions while they acclimate to the job. And you may want to offer other outreach efforts about timely topics in the field of education, such as artificial intelligence and educational technology.

When you create your portfolio, I recommend using a binder with tabs that separate the three sections. If you're interested in going the extra mile, consider matching the aesthetics of the binder to the school district's colors and tailoring the cover of the binder so that it matches the specific role. I suggest including at least four or five artifacts in each section of the binder, so the interviewing team can see your full capabilities as a coach.

Once you complete your portfolio, try practicing responses to instructional coaching interview questions. If a question correlates with an item in your binder, make sure to refer to the artifact in real time, so the interviewing team can get a visual representation of your response. Here are a few go-to questions you should expect:

On the day of your interview, take a moment to reflect on your career to date. Remember: Instructional coaching is not defined by a title, but by the impact you have on students, staff, and school communities. Every educator brings a distinct perspective to this work, shaped by their own experiences, their values, and their commitment to students. That includes instructional coaches, the best of whom leave a lasting impact on their school community by affecting teaching and learning in entirely new, innovative ways.
 
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Central Alabama schools host hiring fairs to fill teaching, support staff positions


Video above: A look at the forecastTwo school systems in the Birmingham metro area are hosting hiring events as they work to fill teaching, transportation, maintenance and support staff positions.Birmingham City Schools Operations Department is seeking skilled laborers, HVAC technicians, electricians and plumbers to support school operations.The district is offering a $1,000 sign-on bonus for... child nutrition workers, bus drivers and custodians who commit to three years of employment.Applicants should bring copies of their résumé, references and any relevant certifications or credentials. "Behind every successful school is a dedicated team working hard every day to support students," Superintendent Mark Sullivan said in announcing the event.The Birmingham hiring fair is scheduled from 5 p.m. to 7 p.m. June 11 at the Lincoln Professional Development Center, 901 Ninth Ave. North.Birmingham applicants can find additional openings on the district's hiring webpage.>> YOUR NEIGHBORHOOD: Community coverage from WVTM 13Midfield City Schools is hiring for elementary teachers, secondary history and science teachers, special education teachers and physical education teachers.Applicants are encouraged to bring a résumé. School officials said interviews may be conducted during the event.The Midfield Schools job fair will be held from 9 a.m. to noon June 22 at Midfield High School, 1600 High School Road.Those unable to attend the Midfield event may apply through the ALSDE HireTrue Portal.

Video above: A look at the forecast

Two school systems in the Birmingham metro area are hosting hiring events as they work to fill teaching, transportation, maintenance and support staff positions.

Birmingham City Schools Operations Department is seeking skilled laborers, HVAC technicians, electricians and plumbers to support school operations.

The district is offering a $1,000 sign-on bonus for child nutrition workers, bus drivers and custodians who commit to three years of employment.

Applicants should bring copies of their résumé, references and any relevant certifications or credentials.

"Behind every successful school is a dedicated team working hard every day to support students," Superintendent Mark Sullivan said in announcing the event.

The Birmingham hiring fair is scheduled from 5 p.m. to 7 p.m. June 11 at the Lincoln Professional Development Center, 901 Ninth Ave. North.

Birmingham applicants can find additional openings on the district's hiring webpage.

>> YOUR NEIGHBORHOOD: Community coverage from WVTM 13

Midfield City Schools is hiring for elementary teachers, secondary history and science teachers, special education teachers and physical education teachers.

Applicants are encouraged to bring a résumé. School officials said interviews may be conducted during the event.

The Midfield Schools job fair will be held from 9 a.m. to noon June 22 at Midfield High School, 1600 High School Road.

Those unable to attend the Midfield event may apply through the ALSDE HireTrue Portal.
 
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  • Simply tell them you have other plans. (Work-out, shopping, meeting OTHER friends, family obligations, etc.)

  • You can literally tell them that you are not much of an after-hours socializer but you appreciate being included and let them know you do have a... boyfriend but you just keeping your social life separate from work more

'I visited UK's Neet capital where traumatised youngsters are begging for jobs'


As an alarming new report sheds light on a 'lost generation' of jobseekers, young people in Huyton, Knowsley, rage against poor work prospects in an area which have kept them locked in a cycle of hopelessness

The early summer drizzle provides a miserable backdrop to scenes of unemployed young people collecting their universal credit from a Job Centre surrounded by pound shops.

Where once school... leavers could look forward to moving into a job that would, with time, enable them to buy a house and start a family, young people in the UK are facing their bleakest ever future with almost one million people aged 16 to 24 not in education, employment or training (NEET)

An alarming new report commissioned by the Secretary of State for Work and Pensions has revealed that one in 8 people fall into the NEET category, with 60 percent of those not actively looking for work. Six out of 10 NEETs have never had a job, up from four in 10 in 2005.

It's not that young people are not qualified - according to the report, almost 30 percent of NEETs leave school with good GCSEs or equivalent, more than 21 percent have a Level 3 qualification and 15 percent have a degree. But still they are not finding jobs.

This is a generation that has borne the brunt of years of austerity and lost crucial years of social development to the Covid pandemic. Now they're taking their first steps into adulthood against a backdrop of economic turmoil and a dwindling high street where the traditional Saturday job is hard to come by.

The review warns that Britain is facing a 'lost generation', branding the declining situation a 'moral crisis'. Nowhere is this crisis more apparent than in Huyton, Knowsley, where young people are 40 per cent more likely to be NEET, earning the borough the dubious title of the 'NEET capital of the UK'.

Local Government figures from the Department for Education (DfE) showed that in 2025, 5.7 percent of school leavers in Knowsley were NEET, compared with just one percent in the leafy London suburb of Ealing.

The people of Knowsley, which covers Huyton, Kirkby and Prescot, have long faced employment difficulties, with a 2023 University of Liverpool report citing the legacy of deindustrialisation, low economic activity and deprivation as longstanding contributing factors. A ten-year plan is in place to revitalise the lacklustre centre, with a focus on restaurants and leisure. It's hoped this revamp will create decent, full-time jobs that might restore a glimmer of Huyton's boomtown glory days as a once-thriving market town.

But for the NEETs of today, options are limited. Arriving in the town, The Mirror hears stories of young people who have spent up to four years trying - and failing - to find work. Knocked back for entry-level McDonald's jobs and facing fierce competition for work on supermarket tills, they say the only options lie further afield but without the money or means to travel, many are stuck.

Terry, who did not wish his surname to be published, told how despite having earned an NVQ in retail and customer service, has held just two paid positions in his life - both temporary Christmas roles. Now 28, he said he's tried everywhere from B&M to the Card Factory, but to no avail, adding that he would work "nearly anywhere as long as it was a paid job". "My hope for the future is actually successfully getting a paying job. That's the main thing I'm clawing at to get," he said.

A polite and articulate young man, Terry has rewritten his CV countless times. Nine times out of 10, he'll get a rejection email and has managed to land an interview "once or twice". He says he feels unsupported by the Job Centre, which he claims failed to help him understand the importance of a cover letter.

He has even completed two work experience courses, which guaranteed a job interview at the end. But this was unfortunately no guarantee of a job placement, and Terry was left empty-handed on both occasions.

Instead, for the past four years, Terry has volunteered at the Alder Hey Charity Shop in the town centre. He says that, if he weren't here, all he'd be doing is sitting in front of the computer, firing off endless applications into what feels like an abyss.

Terry pondered: "I have done the application. I know the application is fine, I can do that. I've even got to job interviews, and I can do a job interview. What is this missing mystical ingredient that will get me hired? I don't know. The companies won't tell you because most of them don't give actual feedback."

Sadly, Terry's story doesn't raise eyebrows in his hometown. Huyton's main shopping district, affectionately known as "the villie", has, like so many town centres in the UK, changed drastically in recent years. When the quaint village buildings were first bulldozed to make way for '60s-era shops, it seemed as though the town had entered a prosperous new era.

But the footfall is not what it was in the ageing high street's '70s and '80s heyday, when the now vacant Indoor Market would ring with chatter. Nowadays, those looking for their weekly groceries head to the colossal two-storey ASDA in the retail park just across the way.

Volunteering alongside Terry is his sister Amy, who says she's recently had to stop job hunting as the thankless process now makes her want to "vomit". The 31-year-old, who is currently studying for a course in mental health, says her own anxiety and depression, on top of her needs as a person with ADHD, mean she faces additional challenges.

Amy, who attended college before entering the job market more than 10 years ago, shared: "I did have a job back in 2016, but it was constant panic attacks. Then they look at you like, 'Well, if we're going to have that, we don't want you'. And then it becomes a problem, then because no one wants to have me if I'm going to have a panic attack."

According to the recent NEET report, the proportion of disabled young people classified as NEET, who cite mental health as their primary condition, has soared from 24.3 per cent in 2011 to 42.6 per cent in 2025. In line with this, there has also been "a significant increase in the number of young people with neurodevelopmental conditions who are NEET".

Volunteering has helped Amy's confidence, but it's still not enough. While Amy says she's "tried and tried" to find a paid role, she's found herself competing against applicants with decades of experience. Interviews can be as far away as Manchester, a costly commute, while jobs in the local area are fiercely competitive.

Amy's own boyfriend has been knocked back from entry-level McDonald's positions multiple times. She believes that work readiness should be taught at schools alongside history and algebra, quipping, "Henry VIII can't help you find a job".

Sadly, it's a situation that older locals can struggle to comprehend. Amy's own dad, who was easily able to get a job straight out of school, finds his children's predicament "confusing". She said: "He was like, ' Come on, it's not hard, just apply', but they don't want you."

At a local pub, the Mirror caught up with friends Nathan and Joe, both 22, who faced the gruelling task of finding work as 18-year-olds. Joe told us that, during his time on Universal Credit, most job offers were too far away. Nathan, who now works on the doors in Liverpool, told us: "I had to branch out elsewhere, there's not really anything in this area involved in this sort of work. You've got like ASDA and stuff like that, or shops, but you don't really hear much of them."

One of the jobs offered to Joe was a 16-hour contract at Liverpool Airport. The wage wasn't enough to cover the commute which would have involved taking a taxi back. Nowadays, Joe drives, which makes things much easier, and he was fortunately able to secure a position at the warehouse where his dad works. Not everybody is so lucky.

Locals say jobs in the area tend to be part-time, with little advancement potential. As a jobseeker, Joe was put forward for 16-hour Easter contracts but found skilled, full-time work rare. He noted: "It's not really any progression, not like something you could do for the rest of your life or you could build on".

The Mirror also spoke with Liam Hanlon, managing director of Knowsley-based building restoration services firm, the Forshaw Group. Around seven years ago, the company jointly formed the Knowsley Employer Apprenticeship Partnership through the Knowsley Chamber of Commerce. The aim was to bring businesses together to "do something proactive to bridge the skills gap, provide employment for youngsters", with a focus on boosting social mobility.

Although he's noticed improvements, Liam says "it's still not great". He'd like to see the Government reconsider the way funding is distributed. According to Liam, it costs a business £70,000 to bring an apprentice through their training programme, and much of that cost is borne by the company itself.

This year, Liam says, marks the first time in his memory that companies aren't taking on any apprentices. This, he says, "speaks volumes of the challenge that we've got."

Liam argued: "We don't need all these funding agencies, we don't need all of these colleges and training facilities. What we need is a link to meaningful jobs and support to provide those places. Employers don't get any money or nowhere near enough money for what it costs to provide that training."

Meanwhile, dreary queues continue inside the large Job Centre overlooking the retail park where so many applications have been rejected. It's here where enthusiastic young people like Terry and Amy determinedly hold out hope that their efforts will pay off, allowing them to achieve the same ordinary dreams their parents once held.

The Department for Work & Pensions (DWP) told the Mirror: "We are bringing forward the biggest employment reforms in a generation, including to the Jobs and Careers Service, to create opportunity for people across the country.

"Central to this is tackling youth unemployment, which is why we are creating one million opportunities through our £2.5 billion youth employment support, ensuring every young person can earn or learn.

"Alongside this, Alan Milburn is investigating the barriers keeping young people out of work, and our skills reforms will reverse the decline in apprenticeships, giving businesses the trained workforce they need now and in the future."
 
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Chicago's Leading Career Consultant: Accelerate Your Success - Oconall Street


Navigating the competitive career landscape of Chicago requires expertise, strategic planning, and a deep understanding of evolving industry trends. With the right guidance, individuals can not only find their footing but also accelerate their professional growth and success. Chicago stands as a hub for numerous industries, offering a myriad of opportunities for career advancement. However,... leveraging these opportunities requires insight and skills that a leading career consultant can provide. This article explores how expert career consultation can be the key to unlocking one's professional potential.

Understanding the Role of a Career Consultant

A career consultant offers more than just advice; they provide a structured and personalized approach to career development. Their role spans several critical areas:

* Assessing individual strengths and weaknesses.

* Mapping out career trajectories based on personal and market trends.

* Providing tools and resources for skill enhancement.

By understanding these core functions, individuals can make informed decisions about their professional paths. To gain insights into crafting a personalized career strategy, discover expert strategies here.

Benefits of Professional Guidance

Tailored Career Paths

One of the most significant advantages of working with a career consultant is the development of a tailored career path. This personalized approach considers the unique aspects of an individual's background, aspirations, and circumstances. Learn about our tailored solutions.

Enhanced Job Search Techniques

In today's digital age, job searching requires more than just sending out resumes. It involves networking, leveraging social media, and understanding the digital landscape of job postings. A career consultant helps in:

* Creating impactful resumes and cover letters.

* Developing effective networking strategies.

* Utilizing online platforms for job search and professional growth.

For advanced guides and tips on enhancing your job search, explore advanced guides and tips.

The Importance of Skill Development

Continuous skill development is crucial in maintaining a competitive edge in the workforce. A career consultant can identify skill gaps and recommend appropriate learning resources and opportunities. This proactive approach ensures that professionals remain relevant and competitive in their fields.

Career consultants often provide insights into:

* Emerging industry trends and required skills.

* Networking with industry professionals and mentors.

* Accessing workshops, seminars, and certifications.

Find out more about this approach to skill development and how it can transform your career.

Conclusion

The path to career success in a competitive city like Chicago is fraught with challenges and opportunities. Leveraging the expertise of a leading career consultant can provide the strategic advantage needed to excel. Whether it is through personalized career planning, enhanced job search techniques, or ongoing skill development, professional guidance is invaluable. Embrace the opportunity to accelerate your career success by exploring tailored consultation services that align with your professional goals.

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Two-thirds of UAE professionals are considering a new role, study finds


New research reveals UAE professionals are dissatisfied with performance reviews, seeking more than salary discussions. Over a quarter felt less positive post-review, highlighting a growing demand for career development and long-term opportunities amidst rising retention concerns.

Performance reviews are falling short of employee expectations in the UAE, with a growing number of professionals... looking beyond salary discussions for meaningful conversations about career development, progression and long-term opportunities, according to new research from recruitment firm Robert Walters.

The study found that more than a quarter (26%) of UAE professionals felt less positive about their role after their most recent performance review, while only 21% said the process left them feeling more optimistic about their future with their employer.

The findings come at a time when organisations across the UAE are facing mounting retention challenges. According to Robert Walters' Middle East Salary Survey 2026, 46% of professionals are concerned about their employer's ability to retain talent, while 66% are considering moving to a new role this year.

As businesses navigate economic uncertainty and ongoing cost pressures, performance reviews are increasingly becoming a critical touchpoint for employee engagement and retention.

Andrew Powell, Chief Commercial Officer at Robert Walters, said employees are looking for more than compensation discussions during appraisal conversations.

"Employees want to understand how their skills are valued, what future opportunities are available to them and whether their employer is investing in their long-term growth," he said.

The findings suggest that traditional performance review processes may no longer be meeting workforce expectations, particularly as professionals place greater emphasis on career development, skills growth and internal mobility.

Compensation continues to play a significant role in employee decision-making. Nearly three-quarters (74%) of professionals who are actively job searching or open to new opportunities said their current salary situation is influencing their decision to consider a move.

However, the research indicates that transparency around career progression and future earning potential is becoming just as important as immediate pay increases.

Powell noted that while many employees recognise the financial constraints organisations face, a lack of clarity around progression opportunities and compensation decisions can negatively affect motivation and engagement.

The survey highlights growing anxiety around workforce stability, with nearly half of professionals expressing concerns about talent retention within their organisations.

According to Jason Grundy, Managing Director of Robert Walters Middle East, performance reviews are evolving into a broader conversation about employee experience, career pathways and organisational commitment to talent development.

He said employers that approach performance management with greater transparency, consistency and a focus on long-term growth are likely to be better positioned to attract and retain talent in an increasingly competitive labour market.

The findings reflect a wider shift across workplaces in the UAE and globally, where employees are placing greater value on meaningful career conversations, learning opportunities and visibility into future growth prospects.

As organisations compete for skilled talent, performance reviews are increasingly being viewed as strategic retention tools rather than annual administrative exercises.

For employers, the message is clear: while competitive pay remains important, employees are equally looking for evidence that their organisation is invested in their future. Companies that can combine fair compensation with transparent career pathways and development opportunities may have a stronger chance of retaining talent in a highly mobile labour market.
 
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Top 10 AI Interview Assistants for 2026: Land the Offer You Deserve


Most interview prep tools help you practice. A smaller category of tools is there during the actual interview. That distinction matters more than any feature comparison, because the day of the interview is when everything you practiced either holds or doesn't.

This list covers both types. The ranking weighs live-interview capability most heavily, because that's where the stakes are highest.

A... quick note on the technology underneath these tools: the two things that separate serious interview copilots from general meeting assistants are automatic question detection and dual-channel audio. Auto-detect means the tool listens continuously and surfaces suggestions without you triggering anything. Dual-channel audio means the tool separates your voice from the interviewer's, which is what makes clean transcription and reliable auto-detection possible. Tools without both tend to require manual activation and produce messier output. The table below makes clear which tools have each.

At a Glance

Pricing validated April 2026. Verify at each product's site before purchasing.

1. Verve AI (vervecopilot.com)

Verve AI is the most complete live interview copilot available. It listens to the conversation in real time, automatically detects when a question is asked, and surfaces suggestions before you'd have time to manually trigger anything. The desktop app (Mac and Windows) runs in Stealth Mode, invisible even during screen sharing. The browser extension works, but if screen sharing is likely, use the desktop app.

What separates Verve from the rest of the category is the customization depth. You can upload documents beyond your resume, pre-load specific question-and-answer pairs (so when the interviewer asks "tell me about a time you disagreed with your manager," your actual story surfaces rather than a generated template), and configure a custom prompt on Pro to control output format and structure. No other tool offers all three of these together.

The Online Assessment Copilot is a genuine exclusive: a browser plugin that captures coding questions directly from platforms like HackerRank and CodeSignal and solves them in real time, with single-click follow-up actions for explaining, debugging, or exploring alternatives.

One honest caveat: the quality gap versus competitors is most visible when you've invested in setup. With minimal configuration, the output is good but the advantage narrows. The tool rewards people who put in the work before the interview, not just during it.

Platform support: Zoom, Google Meet, Microsoft Teams, Amazon Chime.

Pros: Automatic question detection; dual-channel audio; deepest customization in the category (Q&A pairs, document upload, custom prompts); OA Copilot is exclusive; Knowledge Banks for specialized domains; 25+ language support; unlimited sessions on Pro annual.

Cons: Full stealth requires the desktop app, not just the browser extension; quality advantage is most visible with setup investment; 60-minute session cap on Standard plan.

Pricing: The free plan includes 3 Copilot sessions, 5 mock interviews, and unlimited prep tools with no credit card required. Standard is $44.99/month, or ~$16.99/month on annual, and covers 5 sessions of up to 60 minutes each. Pro is $69.99/month, or ~$34.99/month on annual, and removes the session cap entirely with unlimited 90-minute sessions, the coding copilot, and OA support. For anyone in an active interview season, Pro annual is the clear call. No usage anxiety, and no running out of sessions mid-cycle.

2. Sensei AI

Sensei AI is the fastest live copilot in the category. Response latency is consistently under one second, which is measurably faster than Verve's one-to-two-second range. In most interview contexts the difference is small, but it is real.

Story Studio is the feature worth knowing about: before your interview, you pre-write STAR stories tied to specific experiences. During the live session, Sensei draws from them rather than generating generic framework responses. It's the closest thing in the category to Verve's Q&A pairs, though the mechanic is different. Story Studio requires writing all your stories in advance; Q&A pairs in Verve load specific answers for specific detected questions.

The interface runs in a separate browser window with a movable overlay, which means managing two windows simultaneously during a live call. That adds friction. Worth practicing before using it in a real interview.

Pros: Fastest response latency in the category; Story Studio for behavioral round personalization; 30+ language support; auto-detect; dual-channel audio; strong annual value.

Cons: Browser-only creates interface friction during live use; no document upload beyond resume; no custom prompt configuration; no dedicated OA support.

Pricing: The free plan caps sessions at 15 minutes, enough to get a feel for the tool but not enough for a real interview. Pro is $89/month on a monthly basis, or ~$24/month billed annually. At that annual rate, the price is comparable to Verve Pro, which makes the choice straightforward: if speed matters more than customization depth, Sensei is the better pick at the same price point.

3. Final Round AI

Final Round AI was one of the earliest live interview copilots and still has genuine strengths. The interface design is the best in the category: the copilot sits alongside the interview window in a single view, which is more ergonomic than tools requiring separate window management. It supports document upload (resume plus additional documents), auto-detects questions, and uses dual-channel audio.

The honest problem is product velocity. Final Round AI has not improved significantly in a long time, and competitors are shipping faster. The monthly pricing model is punishing for active job seekers: $149/month for only five sessions. If you burn through those quickly, the value collapses. The free trial auto-charges after five minutes with a ten-second countdown, and there is no refund policy. The annual plan is defensible. The monthly plan is not.

Pros: Best live interface layout in the category; document upload; auto-detect; dual-channel audio; broad platform support.

Cons: Stagnant development; monthly plan is poor value ($149 for 5 sessions); hostile free trial auto-charge UX; no refund policy; no Q&A pairs; no custom prompt configuration.

Pricing: The free tier gives unlimited sessions capped at five minutes each, which is barely enough to test the interface. The monthly plan is $149 for only five sessions, the worst value-per-session ratio in the category. The quarterly plan works out to roughly $99.67/month billed as $299 upfront for 25 sessions. The annual plan, billed at $500, brings the effective rate to around $41.67-49.67/month with unlimited sessions. If you are going to use Final Round AI, annual is the only tier that makes the cost defensible.

4. LockedIn AI

LockedIn AI's main differentiator is language support: 42 languages, the widest in the category. If your interview is in a language that other tools don't cover well, this is worth checking. The Duo feature is unusual: a trusted contact can send you real-time notes during a live interview, which could be useful in specific scenarios.

The trade-offs are real. The interface is text-heavy and tends to get in the way at exactly the moments when you need clarity. Response personalization is generic. The web version creates visible browser tabs, which is a meaningful risk if screen sharing is requested. The desktop app is required for proper stealth.

Pros: Widest language support (42 languages); Duo mode for trusted contact assistance; auto-detect; dual-channel audio; solid post-session analytics.

Cons: UI friction is a genuine problem during live sessions; response quality is generic; credit/time-based pricing adds cognitive overhead; web version stealth risk.

Pricing: Free tier (limited); plans from ~$34.99/month annually; Pro at ~$46.74/month.

5. Cluely

Cluely is not an interview copilot. It's a general meeting assistant, and that distinction matters. It requires manual triggering every time you want a suggestion, uses mono audio architecture, and cannot reliably distinguish between voices. For professional meetings where you're a participant and occasionally want quiet support, it works for that purpose. For a high-stakes job interview where you cannot predict when you'll need help and cannot afford the distraction of managing a trigger, it's the wrong tool.

Stealth is available but it's a paid add-on, bringing the effective price to around $75/month.

Pros: Reasonable for general meeting support; lower base price.

Cons: Wrong category for job interviews; manual trigger only; mono audio; stealth costs extra.

Pricing: ~$40/month (base, annual); ~$75/month with stealth add-on.

6. Interview Coder

Interview Coder covers coding interviews only. No behavioral support, no system design, no general interview coverage. It uses a manual trigger and mono audio architecture, which means you activate it yourself each time and it processes a single undifferentiated audio stream. At $299/month, it costs more than four times Verve Pro for a narrower feature set covering one interview type out of the several most tech roles require.

The one scenario where it might make sense: a candidate who exclusively does coding-round interviews, has no behavioral or system design rounds in their current cycle, and finds a coding-specific interface meaningfully better than Verve's coding copilot. That's a narrow use case. For most engineers going through multi-round processes at tech companies, paying $299/month for coding-only coverage when Verve handles coding, behavioral, system design, and online assessments at $69.99/month is hard to justify. The lifetime option at $799 is more interesting for someone who interviews infrequently over a long period and only ever needs coding support.

Pros: Focused coding-interview support; lifetime purchase option available.

Cons: Coding only, with no behavioral, system design, or general interview coverage; $299/month for narrower coverage than full-suite alternatives at a fraction of the cost; manual trigger; mono audio.

Pricing: $299/month or $799 lifetime.

7. Parakeet AI

Parakeet offers real-time transcription and answer suggestions across Zoom, Microsoft Teams, and Google Meet with a credit-based pricing structure. The annual rate of around $31/month is the most competitive in the live copilot category. Privacy practices are a genuine differentiator: sessions are fully encrypted and transcripts are deleted after the interview ends, which is worth noting given the sensitive content that live interview transcripts contain.

The architecture has real consequences. Manual trigger means you activate Parakeet each time you want a suggestion rather than it detecting questions automatically. Mono audio means it processes a single undifferentiated stream and cannot reliably separate your voice from the interviewer's, which is precisely why automatic detection isn't viable. Behavioral suggestion quality is surface-level bullet points that don't draw from your background. Coding follow-ups require typing rather than single-click actions, which adds friction at exactly the moment when you're already managing a live technical conversation.

For low-frequency use or early-stage prep sessions where the stakes are lower, the price point is a genuine advantage. For candidates going through an intensive multi-round interview season who need consistent personalization across behavioral, technical, and system design rounds, the quality ceiling becomes the binding constraint.

Pros: Most affordable annual plan in the category at roughly $31/month; encrypted sessions with automatic transcript deletion; works across major platforms; coding support available.

Cons: Manual trigger only, requiring activation during the interview; mono audio cannot separate voices; response quality is generic with no personalization from candidate background; coding follow-ups require manual text input; credit model gets expensive during intensive interview seasons.

Pricing: Credit-based. Basic at $29.50 for 3 interview credits; Plus at $59.00 for 6 credits plus 2 free; Advanced at $88.50 for 9 credits plus 6 free. Monthly equivalent runs around $79.90; annual billing brings it to roughly $31/month. Verify current pricing at parakeet.ai.

8. Yoodli

Yoodli is a communication coach, not a live copilot. It does not help you during a real interview. What it does instead, and does better than anything else in this list, is analyze the delivery habits you bring into the interview room: filler words ("um," "like," "you know"), pacing, word choice, sentence structure, and eye contact through your webcam. Each recorded session generates an annotated transcript showing exactly where you hedged, rushed, or lost structure. Trend data across sessions shows whether those habits are actually improving.

Toastmasters International uses it with their 300,000-plus member community. The G2 rating is 4.7/5, with reviewers consistently citing measurable filler word reduction within a few sessions. Non-native English speakers report particular value for pacing and pronunciation work. The free plan caps at 5 lifetime roleplays, enough to identify your two or three most consistent problems but not enough for sustained practice. The question bank is general rather than calibrated to specific companies or FAANG interview patterns, and there is no STAR framework scoring. For candidates whose core problem is knowing their material but losing the thread under pressure, those limitations don't undermine the value. For candidates who need to learn behavioral interview structure from scratch, Big Interview below is the better fit.

The strongest approach: use Yoodli in the weeks before your active interview cycle to surface and reduce delivery patterns you're not aware of, then rely on a live copilot when the real interview happens.

Pros: 4.7/5 on G2; webcam-based eye contact and body language analysis; per-session filler word and pacing data with trend tracking across multiple sessions; measurable improvement data; endorsed by Toastmasters; genuinely useful for non-native English speakers addressing delivery habits.

Cons: No live in-interview support; free plan capped at 5 lifetime roleplays; question bank is not calibrated to FAANG or senior engineering interview patterns; no STAR framework scoring or rubric-based feedback.

Pricing: Free (5 lifetime roleplays); paid plans and enterprise options available at yoodli.ai.

9. Interviews.chat

Interviews.chat runs entirely in the browser and lets you run GPT-4o, Claude, and Gemini side by side during a session, comparing how each model interprets and responds to the same interview question in real time. That's a genuinely uncommon capability. Most live copilots are locked to a single underlying model, and model performance varies meaningfully by domain. System design questions at a fintech company and behavioral rounds at a product-led startup can call for different output styles, and being able to evaluate both before committing to one answer has real value for candidates who want that kind of control.

The feature set beyond model comparison is thin. No desktop stealth mode means you're exposed if your interviewer requests screen sharing. There's no automatic question detection, no dedicated coding or online assessment support, no mock interview mode, no behavioral personalization features like prepared Q&A pairs or STAR story loading, and no performance reporting. For a first-time user who wants to see what live AI assistance feels like without installing anything or making a large commitment, the $19/month entry price and zero-install workflow lower the barrier meaningfully. For anyone going through multiple interview rounds over an active job search, the feature ceiling becomes the limiting factor quickly.

Pros: $19/month entry price; multi-model comparison across GPT-4o, Claude, and Gemini in a single session; zero install required; no account needed to start.

Cons: No stealth mode; manual trigger only; no automatic question detection; no coding or online assessment support; no mock interview or performance reporting; not suitable as a primary tool for intensive interview seasons.

Pricing: From $19/month. No free plan.

10. Google Interview Warmup

Google built Interview Warmup as part of the Grow with Google initiative. You record yourself answering a question, the tool transcribes your response, and basic AI analysis flags filler words, talking points you hit or missed, and the ratio of job-specific terms to general language in your answer. No account required. No setup. No cost.

The limitations are specific and worth naming clearly. The question bank is built around Google Career Certificate tracks covering IT support, data analytics, project management, and UX design. It is not calibrated to software engineering interviews, FAANG behavioral rounds, or senior technical roles. Feedback is surface-level: there is no scoring against a rubric, no STAR framework analysis, no tracking across sessions, and no coaching on delivery or structure. It has no live copilot capability. For a candidate who has never done recorded interview practice before, it removes every barrier to getting started and gives you a baseline before you invest anything. For someone preparing for a competitive technical hiring process, the depth runs out within a session or two.

Pros: Completely free; zero setup; no account required; immediate access with no commitment; maintained by Google.

Cons: Question bank limited to Google Career Certificate tracks, not software engineering or FAANG patterns; no rubric scoring or STAR framework coaching; no session history or improvement tracking across sessions; no technical interview coverage; not a live copilot.

Pricing: Free.

How to Use This List

The most common mistake is picking the wrong category of tool for the stage you're at. Live copilots and practice tools solve different problems, and the candidates who get the most out of both are the ones who know which to reach for when.

If you're actively interviewing and need help during the actual interview: Verve AI or Sensei AI. Both have automatic question detection, dual-channel audio, and reliable stealth. At the annual price point, the choice is close: roughly $24/month for Sensei versus roughly $35/month for Verve. Sensei is faster (under 1 second vs. 1 to 2 seconds) and the better pick if behavioral rounds are your primary concern and Story Studio's personalization approach matches how you prepare. Verve covers more ground, including coding rounds, online assessments, custom prompt configuration, and prepared Q&A pairs. If your interview process spans multiple round types, the broader coverage is worth the difference.

If the live interface layout matters: Final Round AI's single-view design is the most ergonomic in the category. Avoid the monthly plan. The annual rate is the only tier where the value holds.

If multilingual support is the priority: LockedIn AI leads at 42 languages. Build in time to practice the interface before a real interview since the overlay management takes adjustment.

If you interview occasionally rather than in an active season: Parakeet AI's credit model means no recurring charge between job searches. The manual trigger and mono audio are real constraints, but for low-frequency use the economics work.

If budget is the binding constraint: OphyAI at $9/month is the most affordable live copilot entry point with stealth included. Interview Sidekick at $10/month offers the lowest flat monthly rate with PPP pricing for emerging markets. Neither has the feature depth of Verve or Sensei, but both have free tiers worth testing first.

If delivery is the weakness, not content: Yoodli in the weeks before your active cycle. It addresses filler words, pacing, and eye contact in a way no live copilot does, and the improvement data is measurable.

If you need to learn behavioral interview structure from scratch: Big Interview for curriculum-based STAR coaching, especially if you have institutional access. Google Interview Warmup as a zero-friction first step before committing to anything paid.

Try the free tier before you pay anything. Every tool on this list has one.
 
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I'm Max Levchin, CEO of Affirm and Co-Founder of PayPal, and This Is How I Work


Credit: Ian Moore / Lifehacker Composite; ismagilov / iStock / Getty

It would be a point of pride for any entrepreneur to start a single company and achieve profitability, but Max Levchin has done a bit more than that. He's had a hand in creating an entire string of notable and influential startups.

Levchin co-founded PayPal, the now-ubiquitous online payment service and served as its CTO until... they were acquired by eBay in 2002. (Which indeed earned his place in the facetiously nicknamed 'PayPal Mafia', a prodigious group of entrepreneurs that includes Elon Musk and others.)

But that's just one of the many companies Levchin has had a hand in creating, advising, or influencing in their nascent stages. He started a media-sharing service called Slide that was acquired by Google, provided some of the initial funding for Yelp, invested in Evernote where he also served on the board, and now is the CEO of Affirm, a financial company making consumer credit more accessible and transparent. And that's not even the full résumé. We caught up with Levchin to learn a little about how he works.

Location: San Francisco, CA

Current Gig: CEO & co-founder of Affirm; Founder & President of HVF; co-founder & Chairman of Glow

One word that best describes how you work: Relentlessly

Current mobile device: iPhone 7

Current computer: MacBook Pro

First of all, tell me a little about your background and how you got to where you are today.

I foremost see myself and approach problems as a computer scientist and mathematician. My view of life is built from first principles. I was born in Kiev, Ukraine. Pretty much every person in my family was a scientist. I've co-founded and invested in hundreds of companies (primarily through my innovation and investment lab, HVF), most notably PayPal, Yelp, Slide, Glow and Affirm.

What apps, software, or tools can't you live without?

My bikes. Even if I am traveling, if I go somewhere for more than a week, I usually take my bike with me. My backpack typically holds my laptop, really nice headphones, a nice, high-quality notebook (I still like writing things down on paper), and a good pair of sneakers. If I can't ride my bike, I can run.

What's your workspace setup like?

At work, I have a standing desk with a big monitor, and headphones are essential. If I don't have headphones, I'd rather have earplugs than nothing. At home, my kids have taken over my nook, so now I just work from my laptop.

What's your best time-saving shortcut or life hack?

I tend to come up with precise routines and repeat them obsessively every day. In perfect detail, every morning at home looks the same. By cutting out the contemplation of what to do next, I achieve extreme efficiencies. For example, I know it takes precisely 90 minutes between waking up and getting onto my bike. I know how to cut that to 75 minutes if needed. I have a very specific set of steps, and once I find a routine that works, I codify until it's perfected, minute-by-minute. This works with well with anything that doesn't require creativity.

What's your favorite to-do list manager?

I use Evernote a lot. It has a good checkbox mode to it. I don't use it for everything, however. I typically start my day by flushing out my inbox, then I create a to-do list for the day, typically in Evernote. I start by copying yesterday's list and then add and adjust. During the workday, I will sometimes make notes on paper or email myself, then at the end of the day, I go back to Evernote.

Besides your phone and computer, what gadget can't you live without and why?

Bluetooth headphones. I also wear a heart-rate monitor every day and often a bike power meter for my workouts. They help me to not only get the workout I want, but I also know if my body is under stress. If at the start of my ride, my heart rate is over 50, I know I didn't get enough sleep.

What everyday thing are you better at than everyone else? What's your secret?

I can execute almost any recipe with extreme precision. I have zero creativity when it comes to cooking, but a recipe -- even with 30 ingredients and 50 steps -- I can execute pretty well. I'm also pretty good at making coffee.

What do you listen to while you work?

It depends on what I'm trying to accomplish. If I need to think through something, I match the beat of the music to the rough pace that I expect my brain to work. I listen to a lot of classical music, and if I'm not working, something more somber like Chopin or Bach. If I am trying to rip through a hundred emails, and it's not as much about analyzing, rather just responding, I seek out high beats-per-minute, and I may listen to music that does not have languages that I understand or is fully instrumental. French techno/house, Spanish ska, Argentinian or Brazilian ska or rock, Japanese techno, etc.

What are you currently reading?

I just finished A Gambler's Anatomy and I read a lot of books like that. Double Your Profits: In Six Months or Less. Paper Menagerie, which I discovered because I thought Ken Liu did a great job translating The Three-Body Problem, then I found that he writes his own science fiction, too. I typically read a lot of non-fiction business books, and I also read one science-fiction or spy novel per month. I read four to six books a month.

How do you recharge? What do you do when you want to forget about work?

Cook. As I mentioned before, I try to make sure my days follow a pattern. I try to get home in time to cook or help prepare dinner for the kids. I'm hopelessly uncreative in the kitchen, but I take instruction well.

What's your sleep routine like?

I'm fortunate that about 10 seconds pass between my head hitting the pillow and falling asleep. I can fall asleep under any circumstances and have insomnia maybe once every two years. I often miss takeoff when on airplanes. I usually get to bed by 10:30 or 11pm. My goal is to get 7 hours of sleep, but I only need 5.

Fill in the blank: I'd love to see _________ answer these same questions.

Hmmm, I've actually asked a lot of people these types of questions already. Such as professional cyclists.

What's the best advice you've ever received?

I don't know, but I think all of it came from my wife.

The How I Work series asks heroes, experts, and flat-out productive people to share their shortcuts, workspaces, routines, and more. Have someone you want to see featured, or questions you think we should ask? Email Andy.
 
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  • By being constructively conscious of the level you are in, regularly building on your knowledge base trough research and extensive reading

  • Evaluation. Take the time to understand where you are and where you want to be. Envision the path that gets you there - including all the steps you’ll... need to take. Try to be content with where you are now, don’t let the idea that “I’m not where I want to be” become an obstacle in itself - instead try to use that feeling, or thought, as inspiration to motivate you. Bless you. more

The Death Of The Cover Letter: Why Recruiters No Longer Trust It, And What Works Now


As AI tools make it easier to generate polished cover letters, employers are increasingly focusing on skills, portfolios, referrals, case studies and proof of work instead

When a person applies for a job, they usually build a strong résumé, write a compelling cover letter and tailor it to the role. The idea was that the application could help a candidate stand out from hundreds of competitors.... But recruiters increasingly believe that playbook may no longer work.

The rise of generative artificial intelligence (Gen AI) has fundamentally changed how people apply for jobs and, increasingly, how companies hire. Candidates now use ChatGPT, Gemini and Claude to generate polished cover letters, customised résumés and even interview responses within seconds.

While this initially helped candidates submit stronger applications, employers are increasingly placing less value on cover letters and more emphasis on what candidates can actually demonstrate -- portfolios, skill assessments, referrals, GitHub profiles, work samples and live problem-solving exercises.

Why The Cover Letter Is Losing Relevance

The cover letter was once considered a useful hiring signal. It allowed employers to assess communication skills, motivation and cultural fit. Candidates who invested time in researching a company and writing a thoughtful application could distinguish themselves from hundreds of competitors. Generative AI has changed that.

According to research cited by Knowledge at Wharton, AI-generated cover letters initially improved application quality and increased candidates' chances of securing interviews. However, once AI tools became widely available, the value of cover letters as a hiring signal declined sharply.

The reason is when nearly every candidate can generate a polished, professional-looking cover letter within minutes, employers can no longer use it to distinguish exceptional candidates from average ones.

According to Business Insider, firms including Google, Amazon, Cisco and McKinsey have moved away from treating cover letters as a central part of the hiring process.

Tech giants rely heavily on a "Tell me vs. Show me" philosophy. Candidates are vetted through concrete metrics: targeted resume keywords, targeted technical online assessments, case studies, and structured behavioural interviews

How AI Changed The Recruitment Game

The AI revolution has made applying for jobs easier than ever. A candidate can now use AI tools to rewrite a résumé for a specific role, generate a customised cover letter, optimise keywords for applicant-tracking systems and even prepare interview answers. What previously took several hours can now be completed in minutes.

For recruiters, however, this has created an avalanche of applications.

Hiring managers increasingly report receiving hundreds, and sometimes thousands, of applications for a single opening. Many of these applications are polished, professionally written and highly customised. Yet recruiters often discover during interviews that the candidate's actual skills do not match the sophistication of the application.

LinkedIn CEO Ryan Roslansky recently gave cover letters a "D" grade, arguing that employers increasingly want candidates to "show their work" rather than describe themselves.

Recruiters are no longer asking, "Can this person write a convincing application?" They are increasingly asking, "Can this person actually do the job?"

What Employers Are Looking At Instead

As traditional application documents lose credibility, employers are searching for alternative ways to evaluate talent.

In technology, recruiters increasingly examine GitHub repositories, coding portfolios and real-world projects. A candidate who has built an application, contributed to open-source software or developed a working product often has a stronger advantage than someone with a perfectly written cover letter.

Consulting firms and corporate employers are placing greater emphasis on case studies, simulations and problem-solving exercises. Many companies now conduct behavioural assessments and practical tests early in the hiring process to evaluate skills directly.

Referrals are also becoming more valuable. Recommendations from trusted employees provide a signal that is far harder to generate artificially than a cover letter.

Video portfolios are emerging in some industries as well. Candidates increasingly use personal websites, LinkedIn content, project showcases and recorded presentations to demonstrate expertise and communication skills.

The hiring process is gradually shifting from self-description to proof of work.

What Should Indian Graduates Focus On?

According to government estimates, India has more than 1.5 million engineering graduates entering the workforce annually, in addition to thousands of MBA graduates, data analysts, software developers and finance professionals. Thus, adding a stiff competition for entry-level jobs each year.

Technology companies have slowed hiring compared with the post-pandemic boom years, while consulting firms, start-ups and financial institutions continue to receive overwhelming numbers of applications for graduate roles.

Many Indian students have embraced AI tools to improve résumés and cover letters. However, if recruiters increasingly ignore those documents, graduates may need to rethink how they present themselves.

Engineering students may need stronger project portfolios. MBA candidates may have to demonstrate practical business experience through internships and case competitions. Freshers entering IT and consulting may find that technical assessments and live interviews matter more than written applications.

The traditional strategy of submitting hundreds of applications may become less effective if recruiters rely increasingly on demonstrated skills rather than written documents.

The New Hiring Divide

The emerging divide in the labour market may not be between people who use AI and people who do not. Instead, it could be between those who can demonstrate skills and those who can only describe them.

AI can help a candidate write a convincing cover letter. It cannot easily fake a strong portfolio, a successful project, a coding repository or a candidate's ability to solve problems in a live interview.

This shift could create challenges for students from tier-2 and tier-3 colleges who may have fewer networking opportunities and industry connections. If referrals become more important, access to professional networks could become an even bigger factor in hiring outcomes.

At the same time, digital platforms may create new opportunities. Candidates can now showcase projects online, build public portfolios and demonstrate expertise to employers across the world without relying solely on formal credentials.

Thus, the age of "apply and wait" may be fading. The age of "show me what you've done" may already have begun.
 
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  • They should pay IF its mandatory. If not required, stay home. If you still feel obligated go less frequently, like once a qtr. Or rent a Airbnb... with another couple. Ask your tax preparer, you may be able to claim on your taxes.  more

  • The thing is the activity is optional, and you stay if you wants. You should let your boss that and express you like and you will like more if could... be more close. more

Most people have a job. Few people have a career strategy.


Many professionals spend years working hard, learning new skills, and taking on new responsibilities.

Yet when asked a simple question: "What do you want for your career?", many struggle to answer.

Not because they lack ambition.

But because they have never stopped to design their careers intentionally.

Instead, they react to opportunities as they appear:

- a promotion

- a new manager

- a... new company

- a new project

- an unexpected opportunity

Sometimes this works.

Often it doesn't.

That's why I believe one of the most valuable professional tools is the Individual Development Plan (IDP), known in many organizations as a Personal Development Plan (PDP).

Not because it predicts the future.

But because it helps us become active participants in our careers rather than passive observers.

Your career is a design problem

One of the reasons I like development plans is that they follow a mindset very similar to design.

Good designers rarely start by asking:

" What should I build today? "

Instead, they ask:

" What outcome am I trying to achieve? "

Career development works the same way.

Before choosing:

- courses

- certifications

- books

- jobs

- mentors

We should first define where we want to go.

Without a destination, almost any path seems reasonable.

The problem is that progress becomes difficult to measure.

The 70-20-10 framework

One of the most influential models for career development is the 70-20-10 framework.

It suggests that professional growth typically comes from three sources.

70%: On-the-job experience

Most learning happens while doing the work itself.

This includes:

- projects

- challenges

- mistakes

- problem-solving

- leadership experiences

- day-to-day responsibilities

This is why stretching assignments are often more valuable than additional training.

Experience creates context.

And context accelerates learning.

20%: Feedback and relationships

The second source of growth comes from other people.

This includes:

- coaching

- mentoring

- feedback

- peer learning

- networking

- leadership guidance

Sometimes a single piece of feedback can create more growth than months of formal training.

The challenge is being open enough to hear it.

10%: Formal education

Courses, certifications, books, workshops, and training programs still matter.

But they usually play a supporting role.

Knowledge is important.

Application is what transforms knowledge into capability.

Building your own development plan

There are countless templates available.

But most effective development plans answer five simple questions.

1. Where do I want to go?

What is your long-term objective?

What role are you trying to reach?

What type of work do you want to do?

What kind of impact do you want to have?

Without clarity, development becomes random.

2. What are my strengths?

What skills, experiences, and capabilities already support that journey?

This is often overlooked.

People focus so much on weaknesses that they forget to leverage what already works.

3. What gaps need to be closed?

What capabilities are still missing?

These might include:

- technical skills

- leadership abilities

- communication

- strategic thinking

- business knowledge

- stakeholder management

The goal is not perfection.

The goal is identifying the few capabilities that matter most.

4. What actions will move me forward?

Once the gaps are clear, create a roadmap.

Think in terms of:

- short-term goals

- medium-term goals

- long-term goals

Career growth rarely happens overnight.

But it becomes much more likely when actions are intentional.

5. How will I learn?

This is where the 70-20-10 model becomes useful.

For every development objective, ask:

- what experiences can help me learn?

- who can help me grow?

- what formal education would be useful?

This creates a more balanced approach to development.

Why leaders should care about development plans

Career development is personal.

No manager can own someone else's career.

But leadership can play an important role.

The best leaders help people:

- gain perspective

- identify blind spots

- explore opportunities

- understand their potential

One useful framework for this conversation is the 9-Box Grid.

The purpose of the 9-Box Grid

The 9-Box Grid is often used by organizations to evaluate talent based on two dimensions:

Performance

Performance reflects past results.

It answers questions such as:

- what has this person delivered?

- how consistently do they perform?

- what impact have they created?

Performance looks backward.

Potential

Potential reflects future capability.

It explores questions such as:

- can this person handle greater complexity?

- can they grow into larger responsibilities?

- can they create value in new contexts?

Potential looks forward.

When combined, these two dimensions create nine possible talent profiles.

The goal is not labeling people.

The goal is creating better development conversations.

Why the 9-Box is useful

One of the biggest mistakes organizations make is assuming performance and potential are the same thing.

They are not.

Some professionals consistently deliver excellent results but prefer to deepen expertise rather than move into larger leadership roles.

Others have significant growth potential but have not yet reached their full performance level.

Understanding the difference allows leaders to provide more meaningful support.

And it helps professionals make more informed career decisions.

The real purpose of development tools

The most important thing to remember is that neither the Individual Development Plan nor the 9-Box Grid exists to judge people.

They exist to support growth.

Used correctly, they help answer questions like:

- what should I learn next?

- what experiences should I seek?

- what strengths should I leverage?

- what opportunities should I pursue?

Those questions matter far more than the templates themselves.

Plan the direction nor the certainty

Many people wait for their company to manage their career.

Some wait for a manager.

Others wait for an opportunity.

But careers rarely improve through waiting.

They improve through intentional action.

The purpose of an Individual Development Plan is not creating certainty.

It's creating direction.

And in a world where work changes constantly, having direction may be one of the most valuable advantages a professional can have.

References

Marcelo Nóbrega. Retrieved from

Marcelo Nóbrega LinkedIn profile

Ram Charan, Stephen Drotter, & James Noel. (2018). The Leadership Pipeline: Developing Leaders as a Competitive Advantage. GMT Editores.
 
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The Emersonian Lawyer: The Compass And The Resume - Above the Law


Auth. note: This is the first essay in The Emersonian Lawyer, a series about what Ralph Waldo Emerson's philosophy has to say about the specific pressures, compromises, and possibilities of a legal career. The series draws on Emerson's core essays, Self-Reliance, Compensation, Circles, The Over-Soul, The Poet, and Nature, and applies them to the actual mechanics of practicing law. It is not a... self-help series. It is a philosophical one, written in a practitioner's register.

There is a question most lawyers never ask, not because it is unanswerable, but because the credential machine never stops long enough to let them.

Are you following your compass, or your résumé?

These are not the same direction. They may not even point toward the same hemisphere. The résumé follows what is legible: the clerkship that looks right, the firm with the correct name, the practice group that is growing. The compass follows something harder to name: the sense, when you are doing a particular kind of work with a particular kind of problem, that you are doing exactly what you are supposed to be doing. Not performing. Not executing. Being.

Most lawyers can remember the last time they felt that. The number of years between that memory and today is worth noting.

The Scene

It is late on a Tuesday. A partner at a large firm is reviewing a junior associate's memo. The work is excellent: thorough, technically sound, impeccably structured. The partner edits it the way she always edits it: tightening the analysis, softening the conclusion, adjusting the register so the client hears what it needs to hear rather than what the law actually says. She is very good at this. She has been very good at this for eleven years.

She sends the memo back with tracked changes. She closes her laptop. She sits for a moment in a quiet office.

The moment passes. She opens her laptop. There are fourteen more emails.

This scene is not a tragedy. It is not even unusual. By every external measure, this lawyer is successful. She is a partner at a major firm, which means she survived a selection process with brutal attrition. She makes more than her parents earned in their lifetimes. She is, on the credential machine's ledger, a clear success.

What the ledger does not record is the thing she felt, and didn't quite feel, in that moment of quiet.

The Machine

The legal profession has built one of the most elaborate credentialing architectures in any professional field. Law school rankings, which sort applicants by LSAT scores and undergraduate GPA into numerical hierarchies. Law review membership, granted by a competition administered by the students who won the prior year's competition. Federal clerkships, which confer prestige in inverse proportion to the court's distance from Washington. Lateral market signals, which communicate your value in basis points of book of business. The partnership track, which sorts again, and then again, until the survivors emerge at the other end with the title and the equity stake, and sometimes discover, at that moment, that the thing they had been pursuing is not quite what they imagined.

Each of these credentials is real. Each one communicates something true about the person who holds it. The LSAT measures something. Law review membership demonstrates something. A federal clerkship is genuinely formative. None of this is fiction.

But what the credential machine communicates, taken as a system, is not who you are. It is how legible you are to institutions that need to sort people quickly. Those are different things, and confusing them has consequences that accumulate slowly and arrive suddenly.

The machine is not malicious. It is not a conspiracy. It is a sorting mechanism that does exactly what sorting mechanisms do: it optimizes for the characteristics it can measure, and it renders invisible the characteristics it cannot. The credential machine can measure your LSAT score. It cannot measure whether contract litigation is the problem you were built to solve. It can measure your law school GPA. It cannot measure whether the clients you serve are the ones whose problems feel, to you, like problems worth the years of your life you are spending on them.

The sorting function is useful. It is just not a compass.

What Emerson Saw

Ralph Waldo Emerson was not writing about lawyers. He was writing about poets. But what he observed in 1844, in an essay called The Poet, applies to every professional who has chosen a credential over a calling, or who has discovered, partway through a career, that they may have done so without quite realizing it.

Emerson distinguished between two kinds of people: those who are shaped by their circumstances (who become what the institution needs them to become) and those who are compelled by a vocation they did not entirely choose. The first group, he argued, becomes legible. The second group becomes present. These are not the same achievement.

His argument in Self-Reliance goes further. The person who leads with credentials, Emerson suggests, is confessing something: that they trust the institution's judgment about their value more than their own. That they have outsourced the question of who they are to the bodies authorized to certify it. This is not vanity or weakness. It is the rational response to a system that rewards legibility and punishes ambiguity. But it is also, Emerson insists, a form of self-abandonment so gradual that most people never notice when it happened.

The résumé answers a question: What have you done that institutions will recognize?

The compass answers a different question: What are you here to do?

These two questions can, in fortunate cases, produce the same answer. But the credential machine is not designed to produce that fortune. It is designed to produce lawyers. Legible, credentialed, institutionally sorted lawyers, not this particular lawyer, with this particular nature and this particular set of problems they were built to solve. The machine does not know who you are. It knows what you scored.

But there is something the machine is missing that is prior to the score, and Emerson named it in his first book, published in 1836, eight years before The Poet, before Self-Reliance had found its famous formulations.

Nature is Emerson's foundational claim: there is a reality prior to institutional construction. The credential machine did not create it. The rankings did not measure it. The clerkship did not confer it. What it is: the actual constitution of what a person is, their specific quality of attention, the problems that genuinely absorb them, the work that activates the deepest current of what they are. Emerson called this a person's nature, and he meant the word literally. Not temperament. Not personality. The actual ground of what you are and what you are for, which exists beneath everything the machine has layered on top of it.

In Nature, Emerson describes a moment he called the "transparent eyeball": the experience of genuine perception when the ego steps aside and what remains is direct contact with reality as it actually is. The machine forces the lawyer to serve the ego and the institution. The compass does the opposite: it strips the ego away so the lawyer can serve the law itself. This is closer to seeing the forest for the trees than to any flow state, closer to apprehending the whole than to any feeling of comfortable fit. The lawyer who has been there knows. Not because it was comfortable. Because it was real.

The compass, in other words, is not a preference. It is a response to something that was always there. The machine did not create it. It can only obscure it.

A compass is a crude instrument. It tells you nothing about the destination. But it was enough to let the ancient mariners leave familiar coastlines and discover the world.

The Man Who Didn't Use the Machine

Robert Houghton Jackson was born in 1892 in Spring Creek, Pennsylvania. He attended Albany Law School for one year, then left. He apprenticed under a country lawyer named Frank Mott in Jamestown, New York, reading cases in Mott's office, accompanying him to court, learning the practice of law by practicing it. He was admitted to the bar in 1913 without a law degree. By the credential machine's logic, he was not quite legible.

He went on to become Solicitor General of the United States, then Attorney General, then Associate Justice of the Supreme Court. In 1945, Harry Truman appointed him Chief American Prosecutor at the Nuremberg Tribunal, where Jackson had to construct the legal architecture for trying crimes that had no precedent in international law: inventing categories, drafting charges, making arguments before a court that had never existed for conduct that had never been prosecuted.

Jackson did not accomplish this because he had the right credentials. He accomplished it because he had followed, his entire career, a compass that pointed consistently at a single question: what is the relationship between law and political power, and what does it mean for a civilization when that relationship breaks down? That question led him from a country law office in upstate New York through the New Deal to the Supreme Court to a courtroom in Bavaria where it mattered more than any credential could have prepared him for.

He was also, by his own account and by the account of everyone who knew him, an Emersonian. He had read Emerson deeply and returned to him throughout his life. He modeled his professional conduct (his insistence on independent judgment, his resistance to capture by any single client or institution, his commitment to articulating the law rather than merely winning cases) on principles he found in Emerson's essays.

Jackson appears here not as a model to emulate. Very few lawyers will construct international tribunals. He appears here as something more useful: proof that the compass route exists. That following your actual nature rather than the credential sequence is not naive. That the lawyers history occasionally requires are not the ones most legible to the machine.

He is also a provocation. Jackson worked with what was in front of him: the cases available in Jamestown, the clients who walked through Mott's door, the government positions that opened during the New Deal. He did not wait for the right credential to arrive before beginning. He oriented himself by compass and moved.

One more thing needs to be said about Jackson, honestly. He is not offered here as a spotless figure. His record on race (including his role in legal decisions that now stand as among the profession's most consequential failures) belongs to the full account of who he was and what he did. The direction he followed is what matters for this argument. And that direction is not his alone.

If the compass points toward a reality prior to institutional construction (toward a nature that existed before any ranking system sorted for it), then it is available to everyone the machine has excluded as surely as it was available to Jackson. The machine has historically denied the compass route to lawyers who did not look like him: through bar exam barriers, through clerkship networks that ran on personal connection, through the entire architecture of the credentialing system that this series examines. The Emersonian argument is a critique of that denial, not a celebration of the one person who navigated around it in one historical moment. The direction is universal. The machine is what distributes access to it unequally. That is part of the indictment.

What This Series Is

The Emersonian Lawyer is a series of essays about what Ralph Waldo Emerson's philosophy has to say to the practicing lawyer, the law student, and the legal professional who has begun to suspect that the credential machine and the compass are pointing in different directions.

It is not a wellness series. It will not offer you balance, or resilience strategies, or advice about billing fewer hours. The legal profession already has those books, and they are not wrong so much as insufficient. They treat the symptoms without touching the diagnosis.

The diagnosis, stated plainly, is this: the legal profession has built a system that produces competent lawyers who are estranged from their vocation, and it has done so systematically, at scale, for decades. The ABA's own data (which shows sustained rates of anxiety, depression, and professional dissatisfaction that are among the highest of any credentialed profession) is not an anomaly. It is the system's output.

Emerson has something to say about this. Not because he was writing about lawyers, but because he was writing about exactly this: what happens to a person who has built a career around institutional legibility rather than genuine vocation, and what it looks like to navigate back toward the compass.

This series has been shaped by an ongoing conversation with Professor Kevin Lee, a legal philosopher whose work in civic personalism offers both a challenge and a complement to the Emersonian framework. His challenge, which this series will engage directly: does the compass route lead somewhere genuinely universal, or has it historically been available only to lawyers who already had standing, who looked like Jackson, who moved in the networks that the machine was built to serve? That challenge sharpens the argument. The answer this series offers: the compass points toward something prior to institutional sorting, available to everyone the machine has excluded. The machine is what restricts access. Naming that restriction is part of what Emerson was doing, and part of what this series does.

This series will work through five of Emerson's core essays (Self-Reliance, Compensation, Circles, The Poet, and The Over-Soul) and the foundational Nature, which grounds all of them. Each essay will apply one of these texts to a specific friction in legal professional life. Along the way, Jackson will serve as the series' biographical protagonist: not a saint, not a simplified hero, but a lawyer who made the Emersonian moves in real institutional conditions and left a documented record of how he did it, with an honest accounting of where he fell short.

The essays that follow will be specific. They will name the credential machine by its parts. They will apply Emersonian philosophy to the billable hour, the lateral market, the partnership track, the in-house role, the captured judgment of the associate who softens the memo because softening memos is what the institution requires.

They will not tell you what to do. Emerson does not tell you what to do. What he does (what this series will attempt) is to give you vocabulary for something you may already sense but have not quite found the language to name.

The compass is always there. The machine is very loud. But the compass is always there.
 
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'Dying on the Inside' podcast highlights stories of women lifers


A new project by the Logan Center for Urban Investigative Reporting at Temple University looks at aging under a life sentence in Pennsylvania state prisons

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In Episode 2 of "Dying on the Inside," a new podcast... produced by the Logan Center for Urban Investigative Reporting at Temple University, Terri Harper recites a list of ailments and surgeries -- seven over just the last 15 years -- that have deteriorated her body.

At 57 years old, Harper has served 35 years of a life sentence at State Correctional Institution (SCI) Muncy, a medium to maximum security women's prison in Pennsylvania. In addition to two back surgeries, both of Harper's hands have been surgically repaired for carpal tunnel syndrome, and, like many incarcerated women nationwide, she's had a hysterectomy. Long waits between diagnoses and surgical operations became a routine feature of her medical journey -- one that is shared by many other aging lifers.

"For women lifers, there's too much 'wait and see,' as a theory and as a practice [in healthcare]," Harper said. "Too much pushing it off and not taking the problem seriously right off the top."

Each of the five episodes in the series, hosted and co-executive produced by Cherri Gregg of Studio 2, offers a window into the lives of the roughly 150 aging women serving life sentences at Muncy. On May 13, at a launch event for the podcast, Gregg shared that one of the goals of the series is to open up the "layers" of incarceration that are rarely discussed.

"This conversation is not about excusing harm," Gregg said. "It is a conversation about understanding people fully, and what growth, redemption, and public safety really mean over time."

Women Lifers Resume Project

According to 2022 data from decarceration-focused nonprofit The Sentencing Project, roughly 7,000 women nationwide are serving life sentences or virtual life sentences (a sentence of 50 years or more). The "Dying On the Inside" podcast is one of a few sustained efforts to highlight the stories of women lifers. Since 2015, the Women Lifers Resume Project of PA (WLRP) has amplified the experiences and, notably, the accomplishments and aspirations of women lifers across Pennsylvania.

The project site hosts the "résumés" of over 70 women lifers incarcerated at Muncy and SCI Cambridge Springs. Each profile includes how long the woman has been incarcerated, her age at entry, her future objectives should she be released, and information about activities and educational and vocational programs she's been involved in while inside. The résumés end with a personal statement titled "The Woman I Am Now."

"When we received their written résumés, we did not go in to say, 'Oh, we're going to make this more professional.' We let them be who they are and express themselves as who they are," said WLRP co-developer Darlene Williams, who became involved with the project through her daughter, who is serving a life sentence at Muncy.

Williams and fellow co-developer Ellen Melchiondo say these résumés are useful tools for women applying for compassionate release, for lawyers taking up their cases, and grassroots organizations advocating for the release of women lifers or improved prison conditions. The résumés also serve to counteract the stereotypes and misconceptions that pervade public perception of women lifers.

Williams told Prism about a movie she saw about women in a New York prison after her daughter was sentenced.

"They didn't show the camaraderie, they didn't show the friendships. They showed them fighting in the cells, and they just showed them as animals," Williams said. "If you don't know anyone in prison, [then] you don't know that there are families inside these facilities. My daughter belongs to a family. They're close buddies; they're like sisters."

Melchiondo echoed these sentiments and connected them to arguments and misconceptions around women lifers, their behavior inside prison, and their likelihood of returning should they be released.

"They're not monsters, and because they are there so long, they invest a lot of time and energy to maintain the highest quality of life for themselves," said Melchiondo. "People say, 'Oh, they're lifers, they've got nothing to lose. They're just going to commit crimes and mess with the system and everything.' But no, they want everything predictable. Everybody pitches in and makes that day the best they can."

Harper is among the over 70 women featured on the WLRP.

"In order to expect to be seen and treated outside of the stereotype of my sentence, I must demonstrate my understanding of the difference between right and wrong," Harper wrote in her 2023 résumé. "I do. Then, someone must give me the opportunity to actually physically demonstrate what I know and have learned because what is on paper is only a fraction of that knowledge. The proof is in the action. I'm asking you to be that person to give me that opportunity through your legislative power."

This year, that opportunity is fast approaching as her most recent application for clemency is up for merit review in July. The review represents one step in Pennsylvania's winding clemency process.

Clemency in Pennsylvania

Over the past half-decade, the process of releasing individuals from life sentences has grown increasingly complicated, limiting the prospects of those seeking to return home and dramatically increasing how many people are aging inside. According to The Appeal, 12% of Pennsylvania's prison population is serving life without parole; one-third of those are ages 55 or older.

After applying for clemency, Pennsylvania lifers may have to wait up to a year and a half before their petition is even acknowledged. The first stage is an institutional review involving an interview with the prison superintendent. If the review is successful, the application advances to a merit review.

Four merit reviews are scheduled this year, during which hundreds of applications are considered. At these reviews, the Board of Pardons, consisting of a victim advocate, a corrections expert, a medical expert, the state's lieutenant governor, and the attorney general considers the applicants' institutional record, the activities and programs they have participated in, their personal statement, and letters submitted by the public either in support of or in opposition to their release.

If at least three of the five members approve, the application advances to a public hearing after which the board must unanimously vote in support of sending the petition to the governor. Pennsylvania's process is unlike that of other states, such as New York, which grants the governor unilateral clemency power. In Pennsylvania, only 17 women serving life sentences have been granted clemency in the past 50 years.

Despite this labyrinthine process -- and the fact that this is Terri Harper's second attempt to receive clemency -- her younger sister, Cashmere Harper, is hopeful that her petition will be successful. The sisters have maintained their relationship over the past three decades through visits and phone calls.

"When she first got arrested, I was 6. [But] before that, everybody thought that Terri was actually my mom -- that's how close we were," Cashmere said. "We're 17 years apart, but we're as close as Siamese twins, is what I like to say to people."

As detailed on her résumé, Terri has been involved in a host of organizations at Muncy, pursued higher education, and continued athletic training before medical complications started impacting her body. Cashmere said that she is particularly proud of her sister's most recent achievement: earning an associate's degree to become a paralegal, a step toward her larger goal of practicing family law.

Cashmere said she hopes that members of the public who learn about her sister's story will support her clemency petition by penning letters of support to the Board of Pardons in advance of her upcoming merit review. She also hopes the public will assess her sister based on the woman she is now and not her past choices.

"Even back then, [she] was just an amazing person. She wanted to help people. She was a police officer, and so she automatically was in a place where she wanted to help people and wanted to make a difference," Cashmere said. "She just made one bad decision, and she's been paying for it ever since. No matter what people believe, at the end of the day, she's still human, and that alone should get her a little respect, a little sympathy."

Editorial Team:

Sahar Fatima, Lead Editor

Lara Witt, Top Editor

Stephanie Harris, Copy Editor
 
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Prime Bank hosts career development event for Daffodil University's students


Prime Bank PLC yesterday organised an interactive career development and financial literacy programme, titled "PrimeAcademia Empowering Youth Season 2.0", in collaboration with the Career Development Centre of Daffodil International University (DIU) and the DIU Finance Club, at the university's Ashulia campus in Savar, Dhaka.

The programme brought together students, academicians and banking... professionals for an engaging day focused on career readiness, leadership development, financial literacy and industry-academia collaboration.

Shaila Abedin, senior executive vice-president and head of liability and women banking at the bank, inaugurated the event as the chief guest, according to a press release.

During the interactive sessions, students gained practical insights into modern banking, financial inclusion, leadership, employability skills and career development opportunities in the financial sector.

A special mock interview session allowed participants to experience real-life recruitment processes and receive career guidance directly from industry experts.

Participants also received certificates, gift kits and networking opportunities, making the event both educational and impactful.

Through initiatives like "Empowering Youth Season 2.0," Prime Bank PLC continues its commitment to nurturing future leaders and strengthening youth employability by bridging the gap between academia and industry, the release added.

Prof Mohammed Masum Iqbal, pro-vice chancellor of DIU; Mohammed Nadir Bin Ali, registrar; Hamidul Haque Khan, treasurer; MM Mahbub Hasan, senior vice-president and head of financial inclusion and school banking at the bank; and Monoara Khatoon, vice-president and head of talent acquisition and organisational development, along with other officials, students, teachers and guardians, were also present at the event.
 
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