chisha brandz
Career development 4d
i graduated as a registered nurse 6years ago,i ve been applying for different hospitals,companies but never been lucky enough to get picked or even called for interviews ,its really stressing me out
how do you guys get lucky with jobs,need some practical tips and help,maybe i do it the wrong way?
5   

  • Otes Morgan

    1
    1h

    You all can get a job without no stress

  • ATUHAIRE PHIONAH

    2h

    Your not alone. Am going through the same situation. Am a medical Laboratory technologist with a Certificate,diploma and degree in medical Laboratory... technology,But still failing to get i
    a job.Please recommend. Me for the jobs. Am giving up     more

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Career development

 1d

Tips for a Successful First Job Interview


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

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

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

1. Learn information about the company

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

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

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

2. Talk about your professional experience

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

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

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

3. Dress appropriately

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

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

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

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

4. Be calm

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

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

5. Arrive on time

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

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

6. Pay attention to your body language

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

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

7. Listen carefully to the questions

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

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

8. Be genuinely interested

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

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

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

9. Follow up after the interview

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

Get more information about the selection process because some companies clarify that they can take more time. If you know that they take more than a week, wait a bit longer. However, try not to go overboard. Do not write multiple emails asking if they have hired you or not. Be patient and prepare to get the job of your dreams. more
6   
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Career development

 2d

My husband was unemployed for 10 months. He finally landed a job when he turned up at an office with a box of doughnuts.


I was skeptical of his plan as a former recruiter, but it got him the job.

My partner was laid off in January of last year. Hundreds of applications later, he'd only landed two interviews with no job offers.

We had managed to stay optimistic during the job search, using the time to travel and see family, but our positive attitudes began to wear thin as January turned into September.

As a tech... professional, he found it difficult to find work in the field as AI surges and companies grapple with the uncertainty it brings. Even with my help as a previous recruiter, he was ghosted by most companies. I reviewed and tweaked his résumé multiple times, edited his cover letters, gave him tips on finding leads on LinkedIn, and we even practiced mock interviews.

At one point, I listened in on a remote second-round interview to make sure I didn't have any additional pointers. He was doing great, but when he didn't land that position either, our worry grew.

Desperate, he stepped outside his comfort zone and began applying to non-tech companies. But with no experience in other fields, that effort was also fruitless. He wasn't even getting a call back. That's when he came up with a unique plan.

One day, after seeing an open role that was locally posted online, he decided to try an old-school tactic by visiting in person after submitting his online application.

When he told me, I worried about how they'd react to an unexpected drop-in. But he's a social person, and being at home so much was tough on him. If nothing else, putting in an appearance at their headquarters would let him be social in the middle of what would have been a workday, instead of searching through postings at home for the thousandth time.

I had serious doubts that showing up unannounced would work, but we were approaching the 10th month of his job search, and he looked excited about an opportunity. That had become rare.

I wished him luck and held my breath when he left that morning.

Now, my husband is a pastry lover, and on the way to their office, he stopped for a box of doughnuts to bring as a nice gesture. The move drew attention during his visit and jump-started conversations with staff.

He came home hopeful but nervous, telling me about who he had met and how the sweets had gone over better than expected. And it was true: his visit pulled him to the top of the applicant pool, and he finally received a call from HR later that day. The woman mentioned the doughnuts and how the staff had appreciated the treat.

A few interviews with them finally turned into a job offer.

When he first told me he planned to show up at their office with a box of sweets, I didn't think the visit would do much. Truthfully, dropping his résumé in person for that level of role seemed outdated to my recruiter's mind. I worried they would find his actions antiquated. I was wrong.

His visit earned him the chance to land a job he wouldn't have been considered for otherwise. Six months later, he's been offered a raise and recently had a great review. We still joke that doughnuts are responsible for his employment, even though they were just a symbol of his tenacity in this hard job market.

Unemployment isn't for the faint-hearted. It chips away at your confidence and finances while escalating life's stressors. I feel for anyone currently on the hunt when I look back at those 10 months of uncertainty.

What I love about the story is that showing up with a box of doughnuts is a very "him" thing to do, and it was when he let his personality shine that he finally got recognized as a person instead of just another applicant in their email inbox.

As a former HR professional, the job market and hiring process can feel brutal and impersonal on both sides. He forced it to be personal, and that's when things clicked. more
17   

  • Andrea Purifoy

    20h

    I am old school just like that! I always tell anyone-do the online app but follow up in person and bring your best bright self!! You'll get the... job-guaranteed!!! more

  • margaret ambale

    1d

    Ordinary or normal things don't count. Congrats.

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Career development

 13h

One Tech Tip: Your next job interview could be with an AI bot


Applying for a new job? You might be interviewed by artificial intelligence. Recruiters, overwhelmed by AI-generated job applications, are using chatbots, mainly for initial screenings.

Uganda closes its border with Congo, where suspected cases of a rare Ebola type are surging9 missing after Washington paper mill tank rupture and officials say there's no hope of survivorsUS military conducts... another strike against Iran after Trump says Iran is 'negotiating on fumes'Key Sens.

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Here are some common ones debunkedPope Leo XIV makes historic apology for Vatican's role in legitimizing slaveryMuertes por suicidio en centros del ICE alcanzan un ritmo "alarmante", según investigación de la AP

Cruz, Cantwell look to break college sports logjam in Congress with a bipartisan billAP Entertainment WireThese are the five least expensive new cars you can buy in 2026, according to EdmundsViral phenomenon in Argentina has young people identifying themselves as animalsFatou, the world's oldest gorilla living in captivity, celebrates her 69th birthday at Berlin ZooBeing a night owl may not be great for your heart but you can do something about itA photo captures tear gas drifting across a mountain road during Bolivia protestsBeing a night owl may not be great for your heart but you can do something about itHow state laws can stymie research into your ancestors' psychiatric recordsGoogle announces slew of AI advances, including a personal AI assistant coming soonGardeners often hear about supposed hacks and quick fixes.

Here are some common ones debunkedPope Leo XIV makes historic apology for Vatican's role in legitimizing slaveryMuertes por suicidio en centros del ICE alcanzan un ritmo "alarmante", según investigación de la APHiring sign for sales professionals is displayed at a store, in Vernon Hills, Ill. , April 15, 2026. Deluged by a flood of AI-generated job applications from easy-apply job boards, recruiters are turning to AI to cope.

Companies are usingMany people find AI job interviews unsettling, though the trend seems here to stay. According to recent research by hiring platform Glasshouse, more jobseekers are reporting they've faced AI job interviews. But many applicants have walked away from the hiring process because of it, which could be a sign that they're either creeped out, or they could be fraudulent or "low-intent," depending on who you ask.

Whatever the interview format, the fundamentals still apply, said Amanda Augustine, a career coach at Careerminds, which helps companies support laid-off workers with resume writing and job search services. Ahead of the interview, review the job description, research the organization, and understand what it's looking for.

"The more prepared you are, the easier it will be to tailor your responses, even when you're interacting with AI instead of a person," she advised. If you've never done an AI job interview before, the first time could be unnerving or unsettling. I did a demo AI interview set up by Netherlands-based TestGorilla, one of numerous platforms providing recruitment tools for companies.

First came two sets of questions, one that tested problem-solving skills and another gauging work experience. Then I faced an AI-generated female face.

"My goal is to learn more about you and the experiences, skills and competencies that you might bring to this role," it said, adding that I should plan to spend about two minutes to answer each of three questions. Unlike a human interview, there was no warm-up chit-chat, no chance to build a rapport. There was no point in smiling or trying to break the ice.

"You need to practice out loud," said Priya Rathod, workplace trends editor at online job board Indeed. "And when I say practice out loud, I mean, say the actual answers out loud," because the chatbot needs to record what you're saying, she said. Also keep in mind you're providing information about yourself to a machine, not having a conversation.

"You have to be particularly descriptive and a very clear communicator in your language so that they can pick up on things that a regular interviewer might pick up through your facial expressions and tone," Rathod said. Use an online interview simulator to prep -- there are many available. They can record your answers and provide instant feedback on your content, delivery or pacing.

They'll also help you get used to speaking into a camera, manage time limits and give your answers in a structured way without the natural back-and-forth of a live conversation, Augustine said. For my demo interview, the AI grilled me for a communications professional role. One question it asked was how I use AI in my "workflow," including examples of both success and failure.

When I replied that I saved lots of time with an AI transcription tool for interviews and other recordings, it summarized my answer and then asked me if I wanted to add anything else. I wasn't sure whether I had answered satisfactorily. I scored "below average" on this question, according to TestGorilla's assessment, which said I provided "no concrete metric" such as minutes saved.

"The improvement claim is therefore vague," it said. AI interviewers are asking these "behavioral questions" because they want candidates to provide examples of how they handled specific work situations, complete with numbers and metrics, Rathod said.

"Those are the kinds of questions that AI relies heavily on. And the trap that we see a lot of people falling into is giving really vague answers," she said. Candidates should still rely on tried and tested tactics like the STAR method -- short for situation, task, action, result. So be prepared to talk about a specific work situation and the task assigned to you, the action that you took, and the result, Rathod said.

"You want to use numbers as much as possible. Even if you're not in a revenue driving role, there are ways in which you can say you influenced something or impacted something within a group," she said. Don't neglect the physical setup of your desk and computer -- it's still important even if the video-based interview is with AI, and not a person. Test your audio and video in advance.

Make sure the lighting is bright enough and is on your face. Raise your laptop to eye level so that you're not looking down at the camera.

"Small adjustments, such as using a stack of books or a ring light, can make a noticeable difference in how polished and professional you present," Augustine said. Jobseekers might be tempted to use AI to help come up with answers. After all, they're so easy to use and if you're not talking to a human, no one will be able to tell, right?

"That's a big no-no because it's pretty obvious" to both the AI interviewing tool and anyone who might review the recording, said Rathod. Using AI for your answers "can sometimes immediately disqualify you. "The question might even be designed to figure out if you're using AI to cheat. TestGorilla's head of marketing, Mehak Chowdhary, said it sometimes poses simple questions worded in a very convoluted way.

"We do that intentionally to understand whether you are running an AI alongside, because the AI will then try and optimize for the length of the question," she said. "But if you know your skill set, you will understand what's being asked.

Information Technology Finance Business One Tech Tip Priya Rathod Business Amanda Augustine Technology Finance

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Career development

 13h

One Tech Tip: Your next job interview could be with an AI bot


Have you applied for a new job? If you've been shortlisted, get ready to be interviewed by artificial intelligence.

Deluged by a flood of AI-generated job applications from easy-apply job boards, recruiters are turning to AI to cope. Companies are using chatbots to interview candidates, typically at the screening stage, through phone calls, text messaging or video chats with on-screen... avatars.

Recruiters have been using AI-powered hiring tools for years to assess job applicants, and their use has been expanding in step with technology advances.

Many people find AI job interviews unsettling, though the trend seems here to stay. According to recent research by hiring platform Glasshouse, more jobseekers are reporting they've faced AI job interviews. But many applicants have walked away from the hiring process because of it, which could be a sign that they're either creeped out, or they could be fraudulent or "low-intent," depending on who you ask.

Here's what to expect from an AI job interview and how to do your best:

Whatever the interview format, the fundamentals still apply, said Amanda Augustine, a career coach at Careerminds, which helps companies support laid-off workers with resume writing and job search services.

Ahead of the interview, review the job description, research the organization, and understand what it's looking for.

"The more prepared you are, the easier it will be to tailor your responses, even when you're interacting with AI instead of a person," she advised.

If you've never done an AI job interview before, the first time could be unnerving or unsettling.

I did a demo AI interview set up by Netherlands-based TestGorilla, one of numerous platforms providing recruitment tools for companies. First came two sets of questions, one that tested problem-solving skills and another gauging work experience. Then I faced an AI-generated female face.

"My goal is to learn more about you and the experiences, skills and competencies that you might bring to this role," it said, adding that I should plan to spend about two minutes to answer each of three questions.

Unlike a human interview, there was no warm-up chit-chat, no chance to build a rapport. There was no point in smiling or trying to break the ice.

Experts say the best way to get over that is preparation.

"You need to practice out loud," said Priya Rathod, workplace trends editor at online job board Indeed. "And when I say practice out loud, I mean, say the actual answers out loud," because the chatbot needs to record what you're saying, she said.

Also keep in mind you're providing information about yourself to a machine, not having a conversation.

"You have to be particularly descriptive and a very clear communicator in your language so that they can pick up on things that a regular interviewer might pick up through your facial expressions and tone," Rathod said.

An AI interviewer "cares less about my tone and more about what it is that I'm saying," she added.

Use an online interview simulator to prep -- there are many available. They can record your answers and provide instant feedback on your content, delivery or pacing. They'll also help you get used to speaking into a camera, manage time limits and give your answers in a structured way without the natural back-and-forth of a live conversation, Augustine said.

For my demo interview, the AI grilled me for a communications professional role.

One question it asked was how I use AI in my "workflow," including examples of both success and failure. When I replied that I saved lots of time with an AI transcription tool for interviews and other recordings, it summarized my answer and then asked me if I wanted to add anything else. I wasn't sure whether I had answered satisfactorily.

I scored "below average" on this question, according to TestGorilla's assessment, which said I provided "no concrete metric" such as minutes saved. "The improvement claim is therefore vague," it said.

AI interviewers are asking these "behavioral questions" because they want candidates to provide examples of how they handled specific work situations, complete with numbers and metrics, Rathod said.

"Those are the kinds of questions that AI relies heavily on. And the trap that we see a lot of people falling into is giving really vague answers," she said.

Candidates should still rely on tried and tested tactics like the STAR method -- short for situation, task, action, result.

So be prepared to talk about a specific work situation and the task assigned to you, the action that you took, and the result, Rathod said.

"You want to use numbers as much as possible. Even if you're not in a revenue driving role, there are ways in which you can say (how) you influenced something or impacted something within a group," she said.

Don't neglect the physical setup of your desk and computer -- it's still important even if the video-based interview is with AI, and not a person.

Test your audio and video in advance. Make sure the lighting is bright enough and is on your face. Raise your laptop to eye level so that you're not looking down at the camera.

"Small adjustments, such as using a stack of books or a ring light, can make a noticeable difference in how polished and professional you present," Augustine said.

Jobseekers might be tempted to use AI to help come up with answers. After all, they're so easy to use and if you're not talking to a human, no one will be able to tell, right?

"That's a big no-no because it's pretty obvious" to both the AI interviewing tool and anyone who might review the recording, said Rathod. Using AI for your answers "can sometimes immediately disqualify you."

If you're having difficulty answering, you can always ask it to clarify or repeat the question.

The question might even be designed to figure out if you're using AI to cheat. TestGorilla's head of marketing, Mehak Chowdhary, said it sometimes poses simple questions worded in a very convoluted way.

"We do that intentionally to understand whether you are running an AI alongside, because the AI will then try and optimize for the length of the question," she said. "But if you know your skill set, you will understand what's being asked.

"And we strongly recommend candidates put the AI devices aside. This is a test of your capability."

___

Is there a tech topic that you think needs explaining? Write to us at onetechtip@ap.org with your suggestions for future editions of One Tech Tip. more

Career development

 18h

Exploring the Impact of Broad Topics on Personal Growth and Career Development


In today's rapidly changing world, understanding broad topics is essential for personal growth and career development. By addressing a wide range of subjects, individuals can gain a comprehensive view of the world, fostering enhanced decision-making and problem-solving abilities. This holistic knowledge nurtures a versatile skill set, opening doors to various career opportunities and enhancing... personal development.

The Role of Broad Topics in Personal Development

Engaging with broad topics allows individuals to develop critical thinking and adaptability. Personal development is deeply influenced by our exposure to diverse ideas, which helps shape our perspectives and responses to different situations. Broad subjects, including sciences, arts, and humanities, contribute to a well-rounded education that builds self-awareness and emotional intelligence.

Diverse Knowledge for Holistic Growth

Exploring broad topics encourages holistic growth by expanding one's intellectual landscape. This exposure not only increases general knowledge but also promotes creativity and innovation. Moreover, understanding varied subjects helps individuals work better in multicultural and interdisciplinary environments, enhancing collaboration and communication skills.

For example, studying a mix of historical, technological, and scientific topics helps to understand societal evolution and current trends. This multidimensional perspective is invaluable for personal development as it fosters a lifelong learning mindset.

Impact of Broad Topics on Career Development

Incorporating broad topics into one's career development strategy can significantly enhance employability. Employers often seek individuals who possess a wide array of skills and can adapt to various roles. Understanding different fields allows employees to approach problems creatively and offers innovative solutions.

Interdisciplinary Skills as a Career Asset

The current job market highly values employees who can bridge gaps between disciplines. By being knowledgeable in broad topics, individuals can become effective connectors and problem-solvers in their organizations. This skill set is particularly beneficial in fields such as technology, healthcare, and management, where interdisciplinary collaboration is crucial for success.

Furthermore, the ability to analyze situations through multiple lenses is attractive to employers seeking candidates who can thrive amidst the complexities of global business environments.

Increased Adaptability and Growth

Engaging with diverse subjects not only increases one's adaptability in the workplace but also paves the way for career advancement. As industries evolve, so do the skill sets required to excel within them. By maintaining a strong foundation in broad topics, individuals are better prepared to shift careers or specializations with ease.

This adaptability is key in navigating professional landscapes, especially when faced with economic shifts or technological advancements that could otherwise pose challenges.

For those interested in pursuing specific educational opportunities that promote growth in varied areas, exploring options such as life-changing scholarships can be an excellent step towards a well-rounded education.

Continuous Learning and the Value of Education

Fostering a dedication to continuous learning through broad topics builds a foundation that supports long-term personal and professional growth. Education empowers individuals to remain curious and informed, allowing personal interests and career aspirations to flourish.

Access to quality education that covers a range of topics enables learners to develop a deeper understanding of the world, equipping them with the skills to tackle future challenges. This broad approach to education is pivotal for both personal satisfaction and societal contribution.

For more detailed insights into the importance of education in various aspects of life, resources such as the Wikipedia article on education provide valuable information.

In conclusion, broad topics play a crucial role in shaping both personal growth and career development. By embracing a wide array of subjects, individuals can unlock their full potential and contribute meaningfully to their communities. This engagement not only prepares them for immediate challenges but also equips them for future success in a dynamic world.

* Understanding broad topics fosters critical thinking and problem-solving skills.

* Diverse knowledge enhances personal growth and adaptability.

* Engaging with a range of subjects increases employability and career prospects.

* A commitment to lifelong learning supports ongoing development.

* Educational resources are essential for navigating broad topics effectively.

What are broad topics?

Broad topics encompass a wide range of fields and subjects, including sciences, humanities, arts, and technology, offering a comprehensive view of knowledge and encouraging interdisciplinary learning.

How can broad topics aid in personal development?

They enhance critical thinking, self-awareness, and emotional intelligence by exposing individuals to diverse perspectives and fostering a holistic approach to understanding the world.

Why are broad topics important for career advancement?

They provide a versatile skill set that is highly valued by employers, promoting adaptability and innovative problem-solving within interdisciplinary and multicultural work environments.

How does continuous learning benefit career growth?

Continuous learning helps individuals stay informed and build new skills, which are essential for adapting to changing industries and advancing in one's career.

Where can I learn more about the significance of education?

For additional information on the impact of education, you can visit the comprehensive resource on education available at Wikipedia. more

Career development

 22h

Top 10 Training Programs for Employee Development: A Comprehensive List


Employee development programs play a vital role in improving workforce capabilities and driving organizational success. These initiatives range from leadership training to technical skill improvement, all aimed at promoting individual growth and aligning it with company goals. Effective programs incorporate mentorship, diversity efforts, and continuous learning opportunities. Comprehending the top... training programs available can help you identify the best fit for your organization. Let's explore some notable examples and their impact on employee growth.

Employee development programs play a crucial role in today's dynamic work environment. These initiatives empower employees and greatly improve learning and development (L&D) by providing structured opportunities for growth and skill enhancement.

Companies with great training programs understand that upskilling and reskilling align with evolving job demands, which boosts employee satisfaction and retention rates. When you look at companies with good training programs, you'll notice they often see improved job satisfaction because of their focus on extensive tools and engaging training methods beyond basic instruction.

Additionally, effective development programs strategically align employee growth with organizational objectives, nurturing a culture of continuous improvement and innovation. To succeed, you should consider exploring a list of training programs for employee development, as strong training frameworks are vital to driving organizational success and ensuring employees feel valued and equipped to meet their roles' challenges.

When considering the various types of training and development programs available, it's clear that organizations can tailor their approaches to meet specific employee needs and organizational goals.

Leadership development programs aim to prepare you for increased responsibilities by improving your strategic thinking and communication skills. If you need to sharpen job-related abilities, technical skills training focuses on equipping you with the necessary expertise to excel in your role and adapt to technological changes.

Career development programs offer guidance in steering your career path, helping you set actionable goals during your daily tasks with long-term aspirations. Moreover, employee wellness initiatives promote both physical and mental well-being, cultivating a healthier workforce that boosts overall productivity.

To make training programs effective, they need to align with your organization's goals during the course of being open to continuous improvement.

This means regularly evaluating what works and what doesn't, ensuring the training remains relevant.

Aligning training programs with organizational goals is essential for their effectiveness, as it guarantees that the skills employees develop directly support the company's broader objectives. When you focus on this alignment, you improve employee retention and job satisfaction, leading to a more motivated workforce. Incorporating mentorship within these programs helps cultivate leadership skills, preparing employees for future roles. Additionally, tracking key performance indicators (KPIs) allows you to measure the impact of training on overall business performance and employee engagement.

Effective training programs are built on continuous improvement strategies that focus on refining processes and enhancing outcomes.

To guarantee training effectiveness, consider these key strategies:

Heineken's approach to cultivating inclusion revolves around its reverse mentoring initiative, which pairs senior leaders with junior employees to promote intergenerational learning.

This program not only encourages fresh perspectives on leadership but additionally improves the company's global diversity and inclusion efforts.

In an effort to promote inclusivity and development within its workforce, Heineken has launched a reverse mentoring initiative that pairs senior leaders with junior employees. This program aims to empower junior staff, providing them a platform to share insights and experiences.

It's designed based on feedback from 45 interviews conducted as part of Heineken's diversity and inclusion program.

Here are three key aspects of the initiative:

This initiative aligns with Heineken's commitment to creating an inclusive workplace culture.

How can organizations create a truly inclusive environment that empowers every employee? Heineken's global diversity and inclusion program exemplifies effective strategies.

The company conducted 45 interviews to assess its inclusivity, guaranteeing minority employees gain visibility in leadership roles. Furthermore, Heineken's reverse mentoring program bridges the gap between senior leaders and junior employees, nurturing vital skills and fresh perspectives.

This approach not just improves leadership comprehension but also promotes collaboration throughout the organization. Addressing employee well-being through Maslow's Hierarchy of Needs guarantees that fundamental needs are met, creating a supportive workplace.

Significantly, 86% of senior leaders showed interest in connecting with junior staff, reflecting a strong commitment to cultivating an inclusive culture that benefits all employees.

These programs not only empower employees but additionally contribute to their overall success within the organization.

Cooley has implemented the Cooley Academy Mentoring Program (CAMP) to streamline the onboarding process for new employees. By pairing new hires with experienced mentors, CAMP improves onboarding efficiency and helps you acclimate to the company culture and operational processes more quickly. This structured support system guarantees that you receive guidance every step of the way.

To monitor the effectiveness of these mentoring relationships, Cooley employs reporting tools that track progress and outcomes. Feedback from both mentors and mentees is regularly collected, allowing for continuous improvement of the program. The initiative not only aids in smoother adjustments but additionally contributes to higher retention rates, as you feel more supported during your adjustment period.

This initiative focuses on setting actionable goals that improve both your professional growth and job satisfaction. Particularly, 96% of participants report increased confidence and leadership capabilities as they navigate their career paths.

Here are three key benefits of the Career Compass program:

At Cruise Automation, you'll find a strong commitment to internal mobility and skill development, which allows you to grow and adapt within the company.

The emphasis on diversity and inclusion guarantees that everyone has an equitable opportunity to thrive, creating a richer workplace environment.

Though many organizations focus solely on external hiring to fill skill gaps, Cruise Automation prioritizes internal mobility by actively encouraging employees to improve their skills and advance within the company. This approach nurtures a culture of continuous learning and growth.

Here are three key initiatives that support this focus:

These initiatives guarantee that everyone at Cruise Automation feels empowered to pursue their career aspirations.

Diversity and inclusion initiatives are vital components of Cruise Automation's approach to employee development, as they not only improve the workplace culture but additionally drive innovation.

The company implements mentorship programs that support employees from various backgrounds, cultivating growth and collaboration. By encouraging teamwork across departments, Cruise promotes knowledge sharing and creates an inclusive environment that utilizes diverse perspectives for effective problem-solving.

Continuous learning opportunities guarantee that team members acquire the necessary skills to thrive in a competitive industry during embracing diversity.

Cruise's commitment to diversity in hiring and internal development reflects its goal of creating a workforce that mirrors the communities it serves, which is fundamental for achieving long-term business success and improving employee satisfaction and retention rates.

Amazon's commitment to employee development is exemplified through its extensive technical training program, the Amazon Technical Academy, which equips you with fundamental software engineering skills necessary for advancing in the tech industry.

This program focuses on hands-on learning and covers vital topics, ensuring you gain a solid foundation in software development principles.

Here are three key features of the Amazon Technical Academy:

The company promotes various programs focused on upskilling, ensuring that employees can adapt to industry changes effectively. Mentorship and coaching are emphasized, providing you with opportunities to improve your skills and pursue career growth.

Spotify actively engages employees in feedback mechanisms, which help evaluate and improve training programs, aligning them with both workforce needs and organizational goals. By encouraging collaboration across teams, the organization promotes knowledge sharing and innovation, contributing to a positive work environment.

Moreover, Spotify invests in leadership academies designed to prepare employees for advancement within the company. These initiatives reflect Spotify's commitment to cultivating a culture of development where collaboration and continuous learning are at the forefront of employee experience.

You should consider ten basic safety training courses vital for workplace safety.

These include Emergency Response Training, Hazard Communication Training, Personal Protective Equipment (PPE) Training, Forklift Safety Training, and Slip, Trip, and Fall Prevention Training.

Furthermore, include Fire Safety Training, First Aid and CPR Training, Lockout/Tagout Training, Confined Space Entry Training, and Workplace Violence Prevention Training.

Each course equips you with the knowledge to recognize hazards and respond effectively to guarantee a safer working environment.

The 70-20-10 rule for training suggests that 70% of your learning happens through hands-on experiences in the workplace.

20% comes from interactions with colleagues, such as mentoring or teamwork.

This model emphasizes the value of practical application, social learning, and structured training, encouraging a balanced approach that aligns learning with job performance.

It also nurtures personal development for better employee engagement and retention.

A thorough training program's structured approach improves your skills and knowledge across various areas, including technical, interpersonal, and leadership development.

It aligns with organizational goals, ensuring your growth contributes to business objectives. These programs often combine different learning modalities, like synchronous and asynchronous methods, catering to diverse needs.

They additionally include onboarding and ongoing skill-building opportunities, promoting career advancement as well as emphasizing compliance and ethical standards to help you navigate industry regulations effectively.

All employees should undergo crucial training, starting with orientation and onboarding to familiarize themselves with company culture and roles.

Compliance training guarantees they understand relevant laws, preventing misconduct.

Technical skills training equips them with job-specific abilities, enhancing efficiency.

Soft skills training develops interpersonal skills, nurturing collaboration.

Finally, diversity and inclusion training addresses biases, promoting respect and innovation within teams.

Together, these trainings create a well-rounded, competent workforce ready to meet organizational goals.

In summary, effective employee development programs are essential for nurturing growth and enhancing skills within organizations. By implementing diverse training initiatives, such as leadership development and technical skills training, companies can align individual aspirations with organizational goals. The examples of Heineken, City National Bank, and Amazon illustrate how customized programs can empower employees, promote inclusion, and guarantee a competitive workforce. Prioritizing these development strategies can lead to greater employee satisfaction and long-term success for businesses. more

Career development

 23h

From frustrated lawyer to $2b unicorn: The rise of Employment Hero


Ben Thompson's remote-first HR tech giant now handles payroll for 2.5 million Australians while pioneering massive, controversial AI-driven job interviews.

About halfway through our interview, Ben Thompson, the founder of $2 billion human resources technology company Employment Hero, casually mentions that its new artificial intelligence tool is interviewing about 1000 candidates a week for... jobs.

Employment Hero is set up as a one-stop platform for HR, payroll, hiring and paying employee benefits, primarily for small to medium-sized businesses that lack an internal legal or human resources department. Close to 15 per cent of the country's privately employed workers - or 2.5 million employees - are now being paid through its platform. more

Career development

 1d

Interview Vision revolutionizes job interviews with AI-Powered platform - www.lokmattimes.com


BusinessWire India New Delhi [India], July 6: Interview Vision, a groundbreaking platform designed to empower job seekers and enhance ...

New Delhi [India], July 6: Interview Vision, a groundbreaking platform designed to empower job seekers and enhance their chances of success in job interviews, is all set to announce its official launch. Leveraging advanced AI & ML technology and extensive... research on hiring methods, Interview Vision aims to help graduates crack job interviews ten times faster.

In today's highly competitive job market, acquiring the right skills and presenting them effectively during interviews is crucial. Interview Vision recognizes this challenge and has extensively researched the requirements of hundreds of recruiters to develop a cutting-edge solution. By identifying the specific skills strived by recruiters, the platform allows job seekers to discover their unique strengths and leverage them during the interview process.

One of the key features of Interview Vision is its AI & ML-powered recommendation system.

The platform utilizes the job roles specified by users to generate a series of questions. By leveraging machine learning algorithms, the platform then recommends the most appropriate skills to be highlighted on resumes and during interviews. This approach enables candidates to differentiate themselves from others and effectively align their skills with the specific requirements of the desired job roles.

The platform goes beyond technical competencies and acknowledges the vital role of soft skills in securing employment. While technical skills are undeniably important, Interview Vision understands that diagnosis without learning is not relevant. Therefore, the platform offers comprehensive guidance on developing and highlighting essential soft skills to complement technical expertise. By providing users with self-learning materials to improve their weaker areas, Interview Vision equips job seekers with a holistic skill set to impress recruiters.

"Interview Vision is ready to introduce itself to the market," said Avinash Singh, Co-founder at Interview Vision. "Our platform is the result of extensive research and unmatchable AI & ML technology, aiming to bridge the gap between job seekers and recruiters' expectations. We empower individuals to showcase their unique skills confidently, effectively enhancing their chances of success in interviews."

Rajiv Ranjan, Co-Founder, Interview Vision added, "Having a background in the field of Human Resources and interviewing thousands of candidates, I bring a deep understanding of hiring manager's expectations when it comes to finding an ideal candidate. While often undervalued, soft skills play a vital role in securing one's dream job."

"Interview Vision is an innovative platform that seeks to transform candidates' skillsets by uncovering their extraordinary abilities and empowering them in not only securing a job but also to carve out a path for future success," Ranjan added.

(Disclaimer: The above press release has been provided by BusinessWire India.will not be responsible in any way for the content of the same)

Disclaimer: This post has been auto-published from an agency feed without any modifications to the text and has not been reviewed by an editor more

Sebastian Bruder


Career development 21h
When a company doesn’t put the salary in the job ad, is it because they want to change it depending on the candidate’s experience and level? Because it’s pretty stupid when they later ask in the interview “How much do you think your skills are worth?”
I always want to answer: “A million”

Career development

 1d

University Press Plc Management Trainee 2026: How to Apply


University Press Plc has officially opened applications for its 2026 Management Trainee Program, offering fresh Nigerian graduates an opportunity to begin professional careers in one of the country's oldest and most respected publishing companies.

The highly competitive graduate trainee programme is targeted at young professionals seeking workplace experience in publishing, administration,... finance, sales, corporate operations, and management. The initiative comes as many Nigerian graduates continue to search for structured career development opportunities amid a challenging job market.

According to details released by Scholarship Region, successful applicants will gain practical business exposure, professional mentorship, and long-term career development opportunities within the company.

The application deadline for the programme is May 29, 2026.

University Press Plc Management Trainee Program Targets Fresh Graduates

University Press Plc stated that the programme is specifically designed for graduates who recently completed the National Youth Service Corps (NYSC) programme and are ready to build careers in corporate Nigeria.

The company explained that selected trainees would participate in structured onboarding activities and gain practical exposure across multiple operational departments.

Applicants are expected to possess strong communication skills, analytical thinking abilities, professionalism, teamwork, and adaptability -- qualities increasingly demanded by recruiters in Nigeria's competitive labour market.

The company also noted that the programme would expose trainees to publishing operations and broader corporate management processes.

Eligibility Requirements for University Press Plc Graduate Trainee Program 2026

To qualify for the 2026 Management Trainee Programme, applicants must meet several requirements outlined by the company.

Candidates must possess either a B.Sc or HND certificate with a minimum of Second Class Lower or Lower Credit. Applicants are also required to have completed their NYSC programme before applying.

For specialised departments such as Finance, Audit, and Human Resources, professional certifications are mandatory. The organisation further emphasised integrity, professionalism, and interpersonal skills as critical selection criteria.

The programme is open exclusively to Nigerian graduates.

Benefits of the University Press Plc Management Trainee Programme

The trainee programme offers more than just employment opportunities. According to the announcement, successful applicants will receive structured professional development and practical workplace experience designed to prepare them for long-term careers.

Participants will also gain mentorship opportunities, exposure to business operations, and hands-on learning within one of Nigeria's leading educational publishing organisations.

Although the company did not disclose a fixed salary structure, the programme includes monthly remuneration and career advancement opportunities for outstanding candidates.

Industry analysts say graduate trainee programmes like this remain important pathways for young Nigerians looking to secure corporate experience and build employability skills.

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Required Documents for Application

Interested applicants are expected to submit several supporting documents during the application process.

The required documents include:

* Curriculum Vitae (CV)

* Cover letter addressed to the AGM, Human Resources Division

* B.Sc or HND certificate

* Birth certificate

* WAEC or NECO result

* Professional certifications where applicable

The company instructed applicants sending submissions through email to combine all documents into a single PDF file.

How to Apply for University Press Plc Management Trainee Program 2026

Eligible candidates can apply through the company's application portal or submit their applications via email.

Applicants are required to complete the application form and upload all relevant credentials before the deadline.

The company also provided an alternative submission method through its official recruitment email address: [email protected].

Recruitment experts advise candidates to carefully review all application documents before submission to avoid errors that may affect selection chances.

Growing Demand for Graduate Opportunities in Nigeria

The announcement has generated significant interest among Nigerian graduates searching for employment and internship opportunities in 2026.

Graduate trainee programmes offered by established organisations are often viewed as stepping stones into competitive industries, especially for candidates with limited professional experience.

With unemployment and underemployment still affecting many young Nigerians, structured trainee initiatives remain highly sought after across sectors including publishing, banking, technology, and consulting.

Observers believe programmes like the University Press Plc Management Trainee initiative could help bridge the gap between academic qualifications and workplace experience.

FAQ About University Press Plc Management Trainee Program 2026

What is the University Press Plc Management Trainee Program 2026?

The University Press Plc Management Trainee Program is a graduate development initiative designed to train fresh Nigerian graduates in publishing, administration, sales, finance, and corporate operations.

Who can apply for the University Press Plc trainee programme?

The programme is open to Nigerian graduates who have completed NYSC and possess at least a Second Class Lower degree or Lower Credit HND qualification.

Is the University Press Plc Management Trainee Program paid?

Yes. The programme includes monthly salary payments alongside professional development and workplace experience opportunities.

What is the application deadline for the trainee programme?

Applications for the 2026 University Press Plc Management Trainee Program close on May 29, 2026.

Does University Press Plc require NYSC completion?

Yes. Applicants must have completed the National Youth Service Corps (NYSC) programme before applying.

What documents are required for the application?

Applicants need to submit:

* CV

* Cover letter

* Degree or HND certificate

* Birth certificate

* WAEC/NECO result

* Professional certifications where necessary

How can I apply for University Press Plc Management Trainee Program 2026?

Interested candidates can apply through the official application portal or send a single PDF document containing all credentials to the company's recruitment email.

Are professional certifications compulsory?

Professional certifications are mandatory only for applicants seeking roles in Finance, Audit, and Human Resources departments.

What benefits do trainees receive?

Selected trainees receive:

* Monthly salary

* Professional mentorship

* Workplace experience

* Career development exposure

* Corporate operations training

Is University Press Plc a good company to work for?

University Press Plc is regarded as one of Nigeria's oldest publishing companies with a strong reputation in educational publishing and professional development opportunities.

What skills does University Press Plc look for in applicants?

The company values communication skills, teamwork, analytical thinking, professionalism, adaptability, and integrity.

Can HND holders apply for the trainee programme?

Yes. HND holders with at least Lower Credit are eligible to apply. more

Career development

 1d

The micro-macro shift: How to measure AI visibility now that precision is gone


AI visibility is now a macro measurement problem. Here's how to build a defensible framework for tracking recommendation trends.

The funnel query pathway (FQP), the cohort-with-intent tree you populate from the conversion node upward, is the measurement framework for AI visibility. Measuring the FQP every quarter produces a defensible strategic read you can actually act on.

The shift the... methodology operationalizes is what I call the micro-macro shift. You can't measure AI-era visibility with the precision micro (ranking) instruments search trained us to expect because assistive engines and agents are too opaque for micro-level measurement. Macro is the only available discipline.

Why the precision we used to take for granted no longer applies

The same economics-versus-economics distinction I drew earlier applies here: corner shop versus Bank of England, micro instruments versus macro instinct, with neither set of tools working in the other's environment.

AI-era visibility lives in the same kind of macro environment that forced economics to develop a different measurement discipline, and it forces our industry to do the same.

Our industry operated at a micro scale with ranking and tracking, but the instruments we use for search don't apply in AI. Microeconomics versus macroeconomics is the canonical case.

The structural property is brand-user-algorithm (BUA) opacity. The consequence matters here: four layers of opacity operate on every AI-era brand recommendation, and the brand has no visible signal at any of them.

The brand is opaque to the engine inside the walled garden. The user is opaque to themselves about how the engine reasoned on their behalf.

The engine is opaque to itself because the interpretability problem in large language models remains unsolved.

The brand is opaque to its own claim-level abstention events when the engine encounters contradictions in the corroboration backbone and silently declines to surface a specific claim.

The conversion rate softens, and the brand can't see which contradiction caused the softening.

BUA opacity is why micro-instruments fail on assistive and agential surfaces. You can't change that opacity.

It's the environment you're working in, and my methodology projects through it at the macro level, delivering trend rather than precision and accepting that the right answer is the one that holds up over time rather than the one that's exact in the moment.

Where micro measurement still works -- and where macro takes over

Micro and macro coexist. Three modes operate in parallel in 2026.

* Search (essentially micro) hasn't gone anywhere. It's growing.

* Assistive (essentially macro) has emerged alongside it.

* Agent has emerged alongside both (the delightful mix of micro and macro).

Each mode has its own measurement environment, and the approach that makes sense for your business depends on the data that environment can supply.

Search keeps the user in control

The user types a query, the engine returns 10 options, and the user picks one. The brand can see the query, observe the position, measure the click, track the session, and attribute the conversion.

Micro instruments work because the environment supports them, and brands operating with search-era buyers on search-era surfaces should keep running micro strategies for those buyers. So the way you measure search doesn't change, unless you want to add a macro methodology, which I personally think is a good idea.

Assistive narrows the choice at the user's request

The user asks ChatGPT, Perplexity, Claude, Gemini, or Copilot for a recommendation, and the engine retrieves, synthesizes, and commits to one or two options on the user's behalf.

The brand doesn't see the series of exchanges, the retrieval, the synthesis, or, most importantly, the alternatives the engine considered before committing. You can see the conversion, but you can't attribute it explicitly.

The entire journey runs inside walled gardens where you can't measure with micro instruments, which means macro is the only available discipline. Assistive is the most elusive of the three.

Agent removes the decision from the user entirely

The user delegates, the agent executes, and the brand receives the order. The negotiation and transaction are observable, attributable, and measurable: the agent queried, negotiated, and (hopefully) bought your product, and you can micro-measure that.

What you can't see is why the agent chose your product over its competitors because the decision logic the agent applied happened inside the agent, drawing on retrievals, comparisons, and reasoning the brand has no visibility into.

The pathway to the conversion is macro, but the conversion itself is micro.

The buyer chooses the surface

You might think search, assistive, and agential are a simple split where you can apply a dedicated measurement system to each. Not so.

Buyers move between search, assistive, and agent surfaces depending on what they're buying, why, and how complex the decision is -- often within the same journey. The brand doesn't choose which surface its buyer will use. The buyer does, case by case, and the measurement (and strategic) methodology has to handle every surface mix the buyer chooses.

That's why macro is the only viable solution.

How you measure defines your methodology

The clearest way to show and tell is to translate each search-era measurement into its AI-era equivalent. Here's my take, though every practitioner running this work seriously will have their own opinion on every row, which is the point: how you define each row becomes the foundation of your methodology.

The funnel query pathway defines which queries I'm going to track, and the table below applies the same logic to every other measurement decision. The differences between practitioners on these rows will become increasingly visible in our measurement outputs over the coming months and years, and that visibility is the methodological signal worth paying attention to.

The macro methodology I'm publishing here is in its infancy. I started building it seriously this year, and the table below reflects my current position after a few months of thought, analysis, and live data collected since 2015.

I'm doing my best to finalize this list before the end of 2026 and freeze the methodology from January 2027 because of a constraint that matters: once you change a parameter, you lose direct comparability with everything you measured before the change. Quarter-eight compounding is only meaningful if the methodology remains stable across all eight quarters.

Take the measurement, express it as a share of the cohort, normalize it over time, and report the trend rather than the snapshot. That's the move in every cell of the table, and it's what makes the three columns directly comparable.

Keep running the micro instruments you already know from search-era practice: ranking position 1-10 on a specific keyword, CTR on a specific URL, and A/B test outcomes on a specific page element.

Use them for tactics, but keep them out of the strategic dashboard because they aren't comparable to anything in the assistive or agential columns. If you mix them, you'll lose the strategic value.

The five rows match across the three modes: read across any row and see your brand's relative position across all three engines in directly comparable units.

Compare your search-mode share against your assistive-mode share and your agential-mode share on the visibility row, the authority row, and the revenue row, and you have a continuous read on which mode is producing the best return at this moment and how that weighting is shifting quarter over quarter thanks to your work. That gives you a macro-level view of your strategic priorities across all three engines.

The five rows also hold for paid measurement. Paid and organic are converging on the same engine and the same macro methodology.

How measurement works across the funnel query pathway

The funnel query pathway isn't one tree. It's an orchard. Each cohort-with-intent intersection you cultivate is a tree, and the orchard grows as you plant more trees. Each tree has three parts.

* The trunk is the conversion node -- a representative branded BOFU query that represents the buying moment for that cohort-with-intent intersection.

* The branches are the MOFU evaluation queries that the buyer asks when researching options.

* The twigs are the TOFU awareness queries that the buyer asked before narrowing to specific options or brands. The orchard grows from the ground of your brand and business operations, and the apples fall on that ground when the trees bear fruit.

The ground makes the orchard productive over time, and the brand that lets its ground go fallow watches the trees die, regardless of how well its branches are optimized.

You run measurement at every layer of every tree, but for different reasons, because the buyer's intent shifts as you move up from trunk to branches to twigs, and the question you're asking shifts with it.

Three funnel layers each have their own diagnostic:

* Bottom of funnel (BOFU), where the buyer decides.

* Middle of funnel (MOFU), where the buyer evaluates options.

* Top of funnel (TOFU), where the buyer is still asking topical questions.

Bottom of funnel, brand-only: The trunk as a brand-confirming campaign

The trunk of every tree is the buying-moment query with your brand name in it. "Men's red shirt from Uniqlo" is the trunk of the XL men buying a red shirt tree on the FQP I built for Uniqlo. Whatever the equivalent looks like for your brand sits in the equivalent position on every tree in your orchard.

One representative trunk query per tree is what Kalicube tracks period over period. The FAQ page on the brand's site can carry as many variants of the BOFU query as the brand wants (and should), but the methodology tracks one trunk query per tree as the structural read on whether the tree is producing fruit. That single query is the representative sample for the whole trunk.

We measure three KPIs:

* Brand appearance: When the engine answers the conversion query, does it surface your brand? You expect 100% appearance because the query carries your brand name, and the engine has no reason to omit you unless something has broken upstream. Any miss at this position is an audit-grade signal, and in commercial language, it's the doubt tax or invisibility tax hitting at the bottom of your own funnel.

* Sentiment of the appearance: When the engine surfaces your brand, the framing carries tone: positive, neutral, or negative, with a fourth hedged state in brackets. Hedged framing tells you the engine has surfaced you but isn't confident enough to commit, which is the cascading confidence loss Rand Fishkin first documented, made visible at the recommendation surface.

* Accuracy against the brand-defined AI résumé: The engine's synthesis either matches your defined narrative or drifts from it. The drift is the framing gap made measurable. Tracking it quarter over quarter tells you whether the work on the open web is moving the engine's understanding toward your defined position or away from it. How I score the drift is straightforward in principle: take the brand-defined version, compare it to what the engine produces, and measure the gap. Practitioners who know me will recognize the move.

Bottom of funnel, competitor, runs as a separate campaign at the trunk

Most practitioners count brand-versus-competitor as middle of funnel because comparison feels like research.

I count it as bottom of funnel, but run it as a separate campaign with a separate bucket because the buying moment is happening. The buyer is naming both brands and asking the engine to decide. I separate these queries because the measurement affects the brand-only reads when they're mixed.

Three measurements run here:

* Recommendation bias: Which brand the engine specifically picks.

* Sentiment bias: Tone toward your brand against the competitor's.

* Accuracy against both 500-word brand-defined AI résumés: Your brand and the competitor's, written from their perspective as if you were them.

Middle of funnel: The branches

Move one level up the tree and you land on the branches. The cohort is still your ideal customer profile (ICP), the intent is still the buying motion, but the brand isn't mentioned in the query yet because the buyer is still researching. "Best red shirt for men" is a branch on Uniqlo's XL men buying a red shirt tree.

We measure three KPIs:

* Brand appearance: When the engine answers a research query, which brands surface in the recommendations, if any? Track yours and each competitor. The brands the engine reaches for at this layer are the brands it considers candidate answers to the research question, and the brands that don't surface are the brands the engine has decided aren't leading candidates. That decision was made against the corroboration available to the engine on the open web before the buyer ever asked.

* Sentiment bias, normalized against appearance volume: Sentiment per appearance is the meaningful unit, not sentiment total. A brand that surfaces twice with neutral sentiment isn't necessarily losing to a brand that surfaces 10 times with mixed sentiment because the comparison isn't about volume of mention. It's about the quality of mention per surfacing event. Raw totals get distorted by frequency in ways that misread the signal, and the normalization is what makes period-over-period comparison hold.

* Accuracy drift against both narratives: A research-stage synthesis that matches your defined narrative is set up to carry the buyer toward the conversion at the bottom of the funnel with the right framing. One that is unclear, inaccurate, or incomplete is one the engine will repeat across its answers.

The ghost tax is the middle of funnel tax: the competitor recommended because you are absent, because the engine is biased to them, or their framing was better than yours. Those last two are vital -- just counting the appearances doesn't give a good measurement of the probability that ICP will reliably end up at your door.

Top of funnel: The twigs

At the top of every tree sit the twigs: topical questions the buyer asked before narrowing down to research the purchase or conversion. "Can men wear red shirts to work?" is a good example of a twig.

The diagnostic question at the twigs differs from that at the trunk and branches because the buyer isn't asking about brands or even choices. The engine is reasoning at the topical layer, drawing on whatever content has earned recruitment for the topical question, and brand surfacing is rare and therefore not the primary indicator of success (you'd be measuring nothing most of the time).

Three measurements run on each twig.

* Topical answer adoption, scored through corpus similarity: The engine's answer compared against your content corpus and against each tracked competitor's, with the brand whose corpus scores highest being the brand the engine has learned from. It's the most novel measurement in the methodology and the one most likely to draw critical replies. TOFU attribution in the AI search is solvable by reading the engine's output back against the candidate topical coverage.

* Brand appearance: Brands that surface at the topical layer sit in a stronger competitive position than the ones that don't. A brand that consistently surfaces at the awareness layer for a category is a brand the engine treats as topically authoritative with a level of ownership for that category, and topical authority is what underwrites recruitment further down the tree.

* Competitor creep at the twigs: Which brands are surfacing at the twigs when yours isn't, and what does the pattern tell you about whose content the engine has identified as topically authoritative?

The top and middle of the funnel have grown, not shrunk

AI has made research faster, and faster research means people do more of it. TOFU and MOFU volumes have grown, even as the share of the mix has rearranged underneath.

The three-layer model is now "visibility, influence, transaction." The AI engines are the biggest influencers in the world, the website is where the transaction closes, and brands measuring AI visibility as a replacement for website traffic are measuring the wrong substitution.

The substitution is in the influence layer, and the transaction layer is doing better than it looks once you understand what's influencing the new traffic and where it's coming from.

The analytics layer closes the loop to revenue

The FQP measurement tells you where the engines are recommending you. Analytics tells you whether those recommendations convert. Closing the loop is the operational work, and it's where the methodology earns its keep at the board level.

You build the AI-traffic cohort from referral signals and user-agent strings: Gemini, ChatGPT, Perplexity, AI Mode, and Copilot.

UTM tagging won't help for inbound traffic from the assistive engines themselves because they don't pass UTM parameters. So tag every source you do control, shrink the "Direct" bucket as far as it will go, and then identify the residual AI traffic through referrer signals, user-agent strings, and behavior patterns once the session lands.

The cohort you build is a sample you extrapolate from, small today and growing.

Take the cohort's conversion rate, average order value, time on site, and repeat purchase behavior. Apply it to the total recruitment volume the FQP measurement says you should be earning. That's your revenue read.

AI-influenced visitors arrive with a perspective already formed -- they had the brand summarized for them before they clicked -- and they should convert more than organic. Track the AI-influenced cohort separately from the search cohort it's mostly replacing.

At the analytics layer, you bring profit margin back into the picture. The engine doesn't know your margin, so it optimizes for user satisfaction.

You know your margin, so you weight your "orchard" investment toward the trees (the cohort x intent intersections) where conversion volume x margin justifies the cultivation. That's the organic equivalent of the cohort x intent x conversion rate x margin math that ads have run for 15 years.

Always remember that AI engine traffic will generally be more engaged, spend longer on your site, and convert better than search traffic. If it isn't, that's a "you" problem, not an engine problem.

Agential commerce is a measurement gain

Agents might look like the worst measurement environment yet: the user delegates, the agent decides, and the brand sees only the conversion. Everything between the question and the purchase is invisible.

The instinct is to grieve the human signals we're losing: mouse movements, scroll depth, hesitation patterns, micro-pauses on the comparison page, and the back-and-forth between tabs that used to tell us so much about consideration. Those signals are gone in agent mode. What replaces them is a measurement surface humans never gave us in the first place.

Every interaction the agent has with your infrastructure is a programmatic event. It queries your product catalog, retrieves details, comes back for clarification, initiates a price negotiation, submits a mandate, and confirms the purchase.

That's a conversion funnel you can track step by step, including the back-and-forth negotiation. As a programmatic user, the agent fires events through your MCP server, UCP endpoint, decoupled checkout, and mandate handling.

Every protocol layer you build for agential commerce is also a measurement layer, and the brands that build the infrastructure to transact with agents get the bonus of measuring the agent's full reasoning chain in a way no one has ever been able to measure human reasoning.

For me, this is the most important measurement framework for the industry in the next phase. Search, assistive, and agential each land at the won gate, with three click types resolving the journey.

* Search produces the imperfect click (the user picks from a list).

* Assistive produces the perfect click (the AI gives one answer and the user confirms).

* Agential produces the agentic click (the agent acts without the user seeing the candidates).

Each of the three modes offers its own measurement points, and the points aren't equivalent.

* Search is observable at the micro scale across the full journey.

* Assistive is largely opaque at the micro scale and only surfaces sparse tactical signals: citation tracking, referrer patterns, user-agent strings, and behavioral cohort identification post-event.

* Agential is observable at the programmatic scale, but only if the brand has built the protocol layer (MCP, UCP, decoupled checkout, and mandate handling) to capture the events.

The discipline is the same across all three modes. Harvest every tactical measurement point you can from every surface. Use those signals for tactical decisions because that's what tactical micro signals are for.

Resist the temptation to make strategic decisions from any single mode's tactical instruments because the picture each one produces is fragmented, partial, and structurally incomplete.

Strategic decisions remain bolted to the macro read on the funnel query pathway, aggregating across all three modes at the FQP level. The tactical instruments serve the strategy. They don't replace it.

Macro measurement works on a slower timeline

For decades, we measured search the way the corner shop measures inventory: count what's on the shelf this week, count it again next week, compare, and act. The instruments delivered the precision the environment supported, and you and your boardroom got trained through years of weekly dashboards to expect that exact shape of answer: a number this week against the same number last week, tracking work you can point at.

You're not in the corner shop anymore. You're operating inside an economy in its own right: seven assistive engines, the agents behind them, the apps each engine ships inside, the operating systems that surface them, the hardware in every pocket and on every face, every personalized context inside every walled garden, and the open web shifting under all of it, all running at once, all reshaping who gets recommended at the moment of decision.

Asking me for a precise monthly read on whether your brand is winning in that environment is asking the Bank of England for a precise monthly read on the loaf of bread you bought yesterday.

The Bank gives you inflation at 3% per month, on schedule, and the number is real, comparable across months, and defensible across years. But you can't take 3% and apply it to your loaf because your loaf might have gone up 8%, and the loaf in the next shop might have gone up 1%. The 3% is the aggregate read on the system, not a measurement of any single transaction inside it.

That's the discipline you're moving to. I can give you a quarterly read on whether your brand is being recommended across the economy of engines, and the read will be comparable to last quarter and the quarter before, and projected against next quarter and the one after. The trend over time is what your strategy rests on.

What I can't give you is a clean number for whether you won the Perplexity recommendation against your top competitor last Tuesday. That's the loaf. The macro discipline gives you the inflation read. The loaf-level question doesn't have a defensible answer in this environment, and the methodologies that pretend it does are selling you a false-precision number dressed up as the real thing.

Strategic clarity comes from quarterly trend data

This is the move you have to make, and the move you have to walk your boardroom through alongside you. You're not measuring fewer things than you used to. You're measuring something far bigger, and the instruments that fit the wider environment work on a slower timeline.

If you run the methodology month by month, the drift will swamp the signal. You'll read noise and act on noise, and you'll do that every month. If you run it quarter by quarter, you get one delta against one baseline, which still isn't a trend. It's two points and a line.

By the fourth quarter, you have three deltas, the noise comes down, and the trend reads through. By the eighth, the methodology has compounded into a read that your strategic decisions can actually rest on, with a real pathway of comparison going backward across two full years.

Quarter eight is also where most measurement programs die, because boardroom impatience peaks at exactly the point when the methodology produces its first defensible answer. Hold the line, and you compound the maturity.

Cave at month six, demand the weekly dashboard back, and you'll spend the next several years hunting for precision the environment can't deliver, while competitors who held the line walk past you with strategic clarity you used to have and gave up.

Make the case to your boardroom plainly:

* We're operating inside an economy, and your brand's standing inside it determines whether AI puts you in front of the right buyer at the right moment.

* The measurement discipline that fits this environment is the macro discipline economists developed for exactly the same kind of problem 100 years ago.

Move to macro measurement, accept the timescale, and the methodology compounds into the strategic clarity, the micro instruments stopped delivering the moment your buyer's journey moved off your measurable surfaces and onto the engine's.

The macro environment won't give you a single, clear dashboard number. What it gives you, if you run this methodology with patience, is a quarter-by-quarter, mode-by-mode, engine-by-engine read of whether AI is recommending your brand at every stage of every buying journey the orchard is built around.

That's the answer you can build a strategy around to gain a long-term competitive advantage.

This is the 15th piece in my AI authority series. more

Career development

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Why the US job market is so hard, especially for recent college graduates


The American job market is behaving in a way that economists are struggling to explain. The economy is growing. Unemployment is low. And yet, for millions of workers, finding a job has become harder than at almost any other point in decades.

Amanda Munro followed every rule she had been taught. She earned a graduate degree, cultivated expertise in data science and environmental policy, and began... establishing a track record as a policymaker, negotiating line by line with foreign governments over rules designed to protect sharks and rays on the high seas. When she was laid off last year as part of the federal cuts imposed by the U.S. DOGE Service, she expected to find another job quickly. Instead, she ended the year sorting packages in a warehouse in Portland, Ore., earning $19 an hour. "It feels like the rules changed," she said.

The struggle is felt across the U.S. workforce, but for the millions of students graduating this spring, it arrives at the worst possible moment.

A 'low-hire and some-fire' economy

The first clue that something unusual is happening: Companies are not bringing on new workers the way they normally would in an economy this strong.

"It is weird for us to have GDP growing at the rate it is and the hires rate be this low," said Laura Ullrich, director of economic research at the job search platform Indeed.

The hiring rate -- the share of the workforce that starts a new job in a given month -- has hovered well below prepandemic levels for more than a year, running at 3.5% in the most recent month, a level more typical of the sluggish years following the 2008 financial crisis than a growing economy.

The headline unemployment rate, at 4.2%, looks healthy. But that figure has been buoyed by a shrinking labor force: Fewer people are actively looking for work, which keeps the rate down even as hiring slows.

Layoffs remain low by historical standards, but they vary widely across sectors. "In some narrow sectors, certainly tech and media included, it is low hire and some fire," Ullrich said.

The pattern is most visible in tech, where some of the largest employers have shed staff. Amazon (founded by Washington Post owner Jeff Bezos) laid off 16,000 corporate workers in January. Oracle followed in March with cuts affecting as many as 30,000 jobs. Meta said in April it would eliminate 10% of its workforce, roughly 8,000 jobs. PayPal announced another 4,800 in early May.

To an extent, these companies are trying to recalibrate after their hiring sprees of 2021 and 2022, when many had raised pay, offered flexible schedules and signed people quickly. Ullrich says she's hearing from companies: "We hired too many people, so we don't need to hire a lot of entry-level people. We still have people here."

Higher interest rates have also made expansion more expensive, pushing many firms to invest in technology rather than head count.

The AI hiring trap

Another reason hiring has slowed is uncertainty about artificial intelligence. Even though the technology has not yet replaced large numbers of workers, it is already shaping how companies think about hiring. "I don't think this is AI displacement," said Ben Zweig, chief executive of Revelio Labs, a workforce data company. "What we're seeing is anticipatory." Instead of rushing to bring on new workers, some firms are waiting to see how the technology evolves and which tasks it will eventually take over.

AI is also reshaping the hiring process itself. Recruiters say they are being overwhelmed with applications, many generated by AI, making it harder to identify strong candidates. "Everyone knows it's a problem," Zweig said. "We're getting flooded."

For job seekers, the hiring process can appear to offer little feedback and even less recourse. Paula Sales Corpuz, a business and accounting major at Montgomery College, a community college in Maryland, has never met an employer in person in a year and a half of job searching, she said. Instead, she was screened through automated video interviews.

"The platform gives you a question, and then you just have to record yourself answering it," she said. So far the approach has led mainly to silence. "I feel like they haven't taken the time out of their day to look over the résumé or the application. They just say, 'We've picked another applicant.' That's about it."

On the other side of the screen, automated systems scan incoming applications for keywords before a human reviewer ever sees them, turning the résumé into a puzzle to be solved rather than a record of experience. Job seekers say tailoring each application to match those terms has become almost mandatory, with little guarantee it will work.

Entry-level jobs are vanishing

Samantha Gilstrap graduated from journalism school in 2019 and has barely caught her breath since. She entered the job market as the pandemic began, later lost a digital reporting job at WUSA9 during industry consolidation, and has since applied for hundreds of jobs. Most applications have led nowhere. "The only times I've been able to interact with humans is if it's a who-you-know basis," she said. She is now couch surfing to save money. "At some point, if things don't work out, I will be walking into the nearest McDonald's."

Her experience reflects a broader pattern among recent graduates. The unemployment rate for people ages 22 to 27 who recently completed college hit 5.6% in the final months of 2025 -- well above the 4.2% rate for all workers, according to national data from the Federal Reserve Bank of New York. Nearly half of that age group was underemployed, meaning people were working in jobs that did not require a degree, the highest share since 2020.

The squeeze is hardest on those just starting out. At one point last summer, new workforce entrants made up a larger share of the unemployed than at any point since the late 1980s -- higher even than during the Great Recession.

When hiring slows, the door closes first on those without an existing foothold. For the class of 2026, the timing could hardly be worse.

"It is getting increasingly clear that young people are being more affected by AI than older workers," Zweig said. Companies are not eliminating jobs at scale, but many are slow to hire junior workers. At the same time, older workers are staying in the labor force longer, leaving fewer openings for new arrivals.

Shifting goal posts

Even when jobs are available, the bar has shifted.

Positions once considered entry level now often require several years of experience, technical expertise and familiarity with artificial intelligence tools. With fewer openings and more applicants, companies are holding out for candidates who can do the job immediately and need little training. "Because they can," Ullrich said.

Employers are also looking for a different mix of skills. An analysis of millions of job postings by Indeed found that communication skills now appear in nearly 42% of all listings, while leadership skills feature in nearly a third -- capabilities that are harder to prove on a résumé and harder still to demonstrate without an existing professional network.

Christine Beck, a career coach who works with early-career job seekers, said employers are asking more of the people they do hire. "Companies are trying to do more with less," she said, pointing to a growing emphasis on candidates who can lead projects and expand an organization's capacity without adding head count.

Meanwhile, the technical skills required for many jobs keep shifting, making career planning difficult. A certification or course can take months to complete, only for demand to move elsewhere by the time it is finished.

Where the jobs actually are

Lance Hebert, of Seattle, has applied for jobs in two very different markets. Between 2015 and 2020, when he worked as a physical therapist, it took him fewer than five applications to land every role he held. But his most recent job search, as a web developer, involved 453 applications to get a handful of interviews and two offers. He eventually accepted a role helping healthcare companies set up new software systems. "When I pivoted out of physical therapy into tech, that's when the job search became much harder."

The care economy appears to be the only engine still running smoothly. Of the net 369,000 positions added across the entire economy since the start of 2025, healthcare alone accounted for nearly 800,000 -- meaning every other sector, taken together, shed jobs.

At the Goodwill Excel Center in Baltimore, where adults come to earn their diplomas and retrain for new careers, coordinator Joe Binder knows exactly where to point his graduates. "We're seeing tons of spaces still being opened in healthcare," he said.

Interest in the retraining program has surged: Jonathan Balog, who handles marketing for the school, said roughly 400 people are on the waiting list. "The demand is tremendous," he said.

Adding to workers' sense of disorientation is the fact that different corners of the workforce are weakening at different times: federal workers facing mass layoffs, logistics and manufacturing contracting after their pandemic surge, white-collar hiring quietly freezing up.

Kevin Gordon, head of macro research at the Schwab Center for Financial Research, has a name for it: "rolling labor recessions." Instead of a broad downturn that triggers a national crisis, the pain hits one group after another.

Even organizations that have spent more than a century helping people find work say the path forward has become harder to predict. "Everyone is unclear what the labor market will be," said Katy Gaul-Stigge, president and chief executive of Goodwill Industries of Greater New York and Northern New Jersey.

Munro, the ocean policy expert, spent her months working in the warehouse alongside a former graphic designer and an ex-IT contractor whose job with the Forest Service had ended when his contract ran out, each with their own version of the same story.

In January, she was rehired by the federal government. The return brought relief, but did not erase her fear that the ground was still shifting. more

Career development

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ServiceNow's Talent Signature Is The System AI-First Companies Need


For twenty years, companies have been chasing the dream of becoming "skills-based organizations." They built taxonomies and asked employees to self-report what they could do. They mapped jobs to skills, skills to roles, roles to learning paths. And still, most leaders I talk to admit the same thing: the data is stale almost as soon as it is collected.

ServiceNow appears to be asking a more useful... question. What if the problem isn't that companies need a better skills framework? What if the problem is that the entire idea of a static skills framework is obsolete?

In a recent conversation with ServiceNow's Vice President of Workforce Skills and Talent Readiness Josh Newman, I heard a term that perked my interest: Talent Signature. The idea is simple but impactful. Instead of relying on a frozen snapshot of what someone says they can do, ServiceNow is working toward a dynamic profile of what a person has actually demonstrated through real work, real behavior, and real outcomes. It is less like a résumé and more like a living fingerprint of capability. And I believe this is an early signal of how AI is beginning to change the way companies understand work itself.

"What someone puts on a form tells you who they were when they filled it out," Newman told me, "Talent Signature tells you what they're capable of and where they're ready to land next. That changes every workforce decision that follows."

The end of "skills theater"

For years, "skills-based" talent strategy has been treated as the enlightened alternative to job-based workforce planning. In theory, that is right. Job descriptions are too rigid and titles are often misleading and neither tends to truly capture what people actually do.

But the execution of a skills-based framework has often fallen apart. The conventional model depends on getting the skills data right. This has relied on employees self-assessing, managers validating, and HR defining the taxonomy. The system tries to keep up with the business. And by the time the data is clean, the work has changed.

The problem is that this model treats skills as a database problem: something to catalogue and maintain. When they are really an intelligence problem: something to continuously infer from the work itself. The distinction matters. A database tells you what someone was tagged with at a moment in time. An intelligence layer helps you understand what someone can actually do based on evidence. That is the leap ServiceNow is trying to make.

From skills inventory to Talent Signature

The "Talent Signature" concept starts with a different premise: people reveal their capabilities through the work they actually perform. That means capability isn't inferred only from a course completed, a credential earned, or a manager's once-a-year assessment. It is also informed by a broader set of signals: the outcomes a person has delivered, the problems they have solved, the kinds of work they are pulled into, the capabilities they demonstrate in context, and the gaps between what the system thinks they can do and what leaders see them doing in reality. That is the opportunity. AI can help close the gap between what the formal system knows and what the organization is actually learning through work.

ServiceNow's Talent Signature works across three layers. The first captures the basics: who someone is, their role, and their core profile. The second is where skills, credentials, and learning history live as constantly evolving signals rather than a fixed record, alongside collaboration patterns like who someone regularly works with. The third is where AI pulls everything together into insights like where someone's strengths are trending and what they should do next. Together, these layers answer three questions for every individual: who they are, what they know, and what they need next.

The system is already live, primarily within ServiceNow University, which has grown to nearly 2 million registered learners. Of the hundreds of thousands of individuals who hold credentials on the platform, nearly 95% have earned AI credentials specifically, a sign of just how much capability-building is converging around AI. Talent Signature is the intelligence layer underpinning those outcomes and the foundation for expanding personalization across all ServiceNow experiences as the system matures.

The real breakthrough: connecting skills, work, and outcomes

The bigger move here is not simply creating better employee profiles. It is connecting three things companies have historically managed separately: What people can do. What work needs to get done. What outcomes the work produces.

Most HR systems were never designed to connect those dots in real time. Learning data lived in one place, performance data in another, and workforce planning in another. Project work somewhere else. And business outcomes were often completely disconnected from the talent system. That separation is no longer sustainable.

In an AI-first organization, leaders need to know where capability exists, where it is emerging, where it is misread, and where it needs to be built fast. They need to know not just who has a skill, but who has demonstrated the ability to apply that skill in a business context.

ServiceNow's approach points toward a different kind of workforce architecture: a system where work continuously updates the view of talent, and that view then feeds back into decisions about learning, deployment, role design, and workforce readiness. That is a very different operating model than the annual talent review. It means workforce intelligence becomes a living system.

Why this matters for HR

For years, HR leaders have been told they need to become more strategic. HR business partners, in particular, have been promised a future where they spend less time on manual work and more time advising the business. But that future has been hard to realize because the underlying systems did not provide the intelligence required. HRBPs were often stuck stitching together reports, chasing data, and translating fragmented inputs into something useful.

Agentic AI has the potential to change that for HR. Not because AI magically makes HR strategic, but because it can remove the manual drag and surface better insight. In the ServiceNow example, talent readiness data does not sit off to the side. It becomes fuel for broader workforce decisions. It helps leaders understand whether people are ready for new work, where learning should be targeted, and how roles themselves may need to evolve.

That is the new job of HR: not simply managing people processes, but helping the enterprise redesign the relationship between people, AI, work, and outcomes.

When the Data and Reality Don't Match

One of the most important parts of the ServiceNow conversation was what they are not doing. They are not pretending the system has perfect knowledge. In fact, they are doing the opposite. When the data does not match what leaders observe, that gap becomes valuable. It tells the organization where the inference engine needs to improve.

Picture a project manager whose Talent Signature shows no AI credentials. But their team lead has watched them build and deploy an AI workflow from scratch over the past quarter. The answer is not to blindly trust the system. The answer is to investigate. What is the system missing? What evidence should be added? Assessments are a critical part of the answer, providing structured, formal evidence of demonstrated capability that the system can learn from. And leaders who can see what the data cannot are a functional part of the design. Human judgment, the human advantage, is how the system gets smarter over time.

The high-return practices other leaders should copy

There are three practices from the ServiceNow story that every CHRO and CEO should pay attention to.

First, stop treating skills as static inventory. Skills data matters, but it is only useful if it is continually refreshed by evidence from real work. The goal should not be a perfect taxonomy. The goal should be a better intelligence loop.

Second, look for roles that are emerging before they are formally named. AI transformation will create new patterns of work before HR has job descriptions for them. Leaders need systems that can detect those patterns early.

Third, connect capability to outcomes. Workforce planning should not ask "Who has what skill?" It should verify "What capabilities are producing the outcomes we need, where do they exist, and how do we build or deploy them faster?"

That is where the real value is.

The work ahead is understanding capability in real time

One of the biggest constraints in AI transformation is organizational capability. Companies are moving faster than their talent systems can understand. Work is changing and teams are evolving as agents join as team mates. The old machinery of workforce planning cannot keep up.

ServiceNow's work is important because it points to what comes next. The future is a living intelligence layer that understands people through the work they do, learns from outcomes, and continuously feeds that intelligence back into the business. That is the real promise of AI in HR, finally helping organizations see what their people are truly capable of and redesigning work around that truth.

This article was originally published on Forbes.com more

Career development

 1d

Fort Bliss job fair helps soldiers find new careers after military life


As the hundreds of U.S. Army veterans-to-be and their families entered the transition job fair at Fort Bliss with résumés in hand, new careers were only a handshake away.

The Fort Bliss Annual Transition Expo held on post on Wednesday, May 20, welcomed an estimated 140 employers and organizations to help transitioning service members, their spouses, family members, veterans and reserve component... service members who are 12 months or less from departing the military find their next professional chapter.

The vendors present ran the gamut of industries and skill levels in healthcare, technology, education, manufacturing and law enforcement to name a few.

"I really like this (job fair) because it's so important for that next career for those leaving the military," said Spc. Lizette Lozano, who will leave the military in June 2027. "I think adjusting to civilian life will be the biggest challenge. I'm used to military life, and I've never had a civilian job."

Like Lozano, many soldiers in attendance have only known the security and expectations of a military life and paycheck. The large economic, and possibly existential, questions as to what comes next started with asking vendors to explain the details and benefits of the myriad of jobs represented there.

"This event is a big help for us because some of us are still looking for what direction comes next," said Pfc. Deshawn Watson, who will be entering civilian life by the end of the year. "Reaching out to employers directly is a big advantage because I didn't really have a plan. But this pushes me to figure out the next steps. The biggest thing will be finding that comfort outside the military we had here."

Employer: Veterans are a 'reliable' workforce

Employers like technology manufacturing company, Texas Instruments, are no strangers to El Paso, with many miles logged coming to recruit in the city.

David Okocha, a recruiter for Texas Instruments, highlighted the wide range of skills veterans already have.

"They come in with such different expertise with their different training," Okocha said. "We know they'll come in and be reliable and on time and there's that expectation they're going to meet our standards. At TI, we come to Fort Bliss and partner with other military organizations like MBA veterans."

For San Antonio-based Christus Health System, having a presence in Texas, New Mexico and Louisiana makes it a prime employer for the newly minted Fort Bliss veterans wishing to stay in the region.

James McAlister, a recruiter for Christus Health, credited veterans as employees with a clear work ethic.

"They're purpose drive and that matches our mission of extending the healing hands of Jesus Christ," McAlister said. "They work well within our system, and we have a small team of three to recruit and we are all retired from the military. So it's like we're giving back to help veterans transition during what could be a tough time for them."

Among the tools for investing in a veteran's success is the company promoting from within, which establishes a long-term relationship with new employees.

El Paso a 'desirable' place for veterans

Bernie Sprutie, a transition services specialist for Fort Bliss, makes it his job to know and understand the challenges of entering the civilian workforce after the profound service to one's country.

It is for that reason that the transition job fair is an annual event.

"These jobs at this fair are local, statewide, national and even global," Sprutie said. "We also offer skills like how to write résumés, interview techniques and grant writing. Hiring veterans gives that employer a leg up. They have skills easily transferable to the civilian world."

Sprutie noted some challenges facing them is a lack of a chain of command in the military sense, pay and benefits may be different as well as the general work environment.

"Fort Bliss is a huge installation with about 10,000 to 15,000 transitioning soldiers every year and it's a great stepping off point for them," Sprutie said.

Kristian Jaime is the Top Story Reporter for the El Paso Times and is reachable at Kjaime@elpasotimes.com. more

Career development

 1d

Long-tenured workers are least prepared for layoffs, new research finds


Long-serving employees are among the hardest workers to support through a layoff, and new research suggests most organizations are failing them in the separation process.

A survey of 900 workers laid off after five or more years of continuous service, conducted by outplacement firm Careerminds in April 2026, found that long-tenured employees arrive at separation deeply unprepared, frequently... blindsided and carrying a financial fragility that makes a difficult transition significantly harder. "These employees arrive [on the job market] with dormant networks, out-of-date resumes and no experience in job hunting," the report notes.

The dominant finding is how thoroughly the departure caught long-tenured employees off guard. More than two-thirds of these workers said they felt "blindsided" when their layoff was announced. Nearly a third said the news came with no hint that it was coming at all.

More than 7 in 10 workers believed their years of service would shield them from layoffs and more than half said they had turned down at least one other job offer before being let go.

The belief that loyalty buys protection has been an assumption in U.S. workplaces for decades. As a reference, the report points out how the federal workforce became the most visible example in recent years. Previously, government work was actively positioned as a stable career path until mass layoffs arrived.

Nearly half of the respondents lacked a resume or had one that was significantly out of date. Only 13.8% had a resume ready to send and more than half had a mostly or completely inactive professional network. These factors are the result of settled employment, where the need to maintain job-hunting readiness doesn't exist because these loyal workers were focused on the job they had.

The exit package didn't match the relationship

For workers who had invested years in an organization, the terms of being let go often felt like salt in the wound. Nearly two-thirds said their tenure wasn't reflected in how they were treated during the layoff process. Nearly half received no severance pay after five or more years of service, while outplacement support was offered to fewer than 4 in 10 workers and more than 63% received nothing to help them along their way: no career coaching, no resume help and no job search guidance.

The question of what a fair separation looks like for loyal workers is playing out in real time at some of the country's largest employers. As HR Executive reported in April, Oracle's mass layoff put severance design under scrutiny when the company offered four weeks of base pay plus one additional week per year of tenure, capped at 26 weeks. By contrast, tech firm Block included 20 weeks of base pay, one additional week per year of tenure, six months of healthcare coverage and a $5,000 transition stipend.

A long emotional recovery

When workers believe loyalty is a form of protection, losing a job tends to take a psychological toll. The survey found that more than half of respondents took longer than six months to emotionally process their layoff, and 1 in four took more than a year. The most common emotional experiences in the months following the layoff included financial stress, depression or persistent low mood and anxiety or panic.

In addition, workforce reductions are watched by the colleagues who survive the layoffs. How long-tenured workers are treated on the way out appears to represent what loyalty is worth inside the organization. The research bears this out, finding that more than half of surveyed workers said they are now less loyal to employers as a direct result of their layoff experience, and a quarter described themselves as significantly less loyal. more

Career development

 1d

EARMA Academy: A New Chapter for Professional Development in Research Management


The European Association of Research Managers and Administrators (EARMA) marked an important milestone during the EARMA Conference 2026, held from 5-7 May in Utrecht, with the official launch of the EARMA Academy.

Bringing together research management professionals from across Europe and beyond, the conference provided the ideal setting to introduce an initiative designed to strengthen... professional recognition, support career development, and respond to the evolving needs of the Research Management and Administration (RMA) community.

The launch session presented the Academy not simply as a training programme, but as a long-term investment in building skills, fostering collaboration, and supporting lifelong learning within the profession.

Research managers today operate in increasingly complex environments shaped by international collaboration, digital transformation, evolving funding landscapes, and growing expectations around research impact, ethics, and governance. These developments require continuous learning opportunities that are flexible, accessible, and aligned with real professional needs.

The EARMA Academy was created to address these challenges by offering a structured yet adaptable learning ecosystem. It aims to empower research management professionals at different career stages -- from newcomers entering the field to experienced practitioners seeking to deepen expertise or expand into new areas.

By combining online learning, certification pathways, and community-driven activities, the Academy contributes to strengthening the professional identity of research managers while supporting institutional excellence across the European research ecosystem.

At the heart of the EARMA Academy lies a comprehensive portfolio designed to support continuous professional development through multiple complementary formats.

The Academy provides modular training opportunities covering key competencies in research management. These open-access learning modules allow participants to build knowledge progressively, focusing on practical skills directly applicable to their daily work.

Training is delivered through flexible online formats, enabling professionals to learn at their own pace while balancing demanding professional responsibilities. The modular structure allows learners to tailor their learning journey according to individual interests, career goals, and institutional priorities.

A central feature of the Academy is its certification framework, designed to recognise professional competencies and achievements.

Participants can obtain topic-specific certificates by completing assessments linked to individual learning modules. These certificates can then be combined into broader certification pathways, ultimately leading to comprehensive recognition of expertiseaccording to the different levels, aligned with the European Competence Framework for Research Managers RM COMP.

The flexible certification model allows learners to progress step by step or follow a full certification package, supporting both gradual learning journeys and more structured professional development plans.

Complementing online learning, the EARMA Academy will offer interactive in-person workshops focused on emerging topics and practical challenges faced by research managers.

These sessions provide opportunities for deeper engagement, peer exchange, and collaborative problem-solving. Workshops will connect participants directly with experts and fellow practitioners, reinforcing the community dimension of professional learning.

Recognising that professional growth goes beyond formal training, the Academy also integrates mentoring activities into its offer.

Mentoring initiatives aim to connect experienced professionals with those at earlier stages of their careers, fostering knowledge exchange, confidence building, and career guidance. This peer-to-peer support strengthens the RMA community while promoting inclusive professional development.

Beyond its educational offer, the EARMA Academy represents a shift toward a more connected and inclusive learning culture. It creates a space where research managers can share experiences, learn collaboratively, and contribute to shaping the future of their profession.

The enthusiastic response during the conference launch demonstrated the strong demand for structured professional development opportunities and confirmed the community's readiness to embrace new learning models.

The launch of the EARMA Academy marks the beginning of a new phase for EARMA's commitment to professional excellence. As the Academy grows, it will continue to expand its portfolio, develop new learning pathways, and strengthen collaboration across institutions, countries, and professional networks.

By investing in skills, recognition, and community building, the EARMA Academy positions itself as a cornerstone initiative supporting the next generation of research management professionals. more

Career development

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Job Fairs Near Me: Finding Employment Opportunities at Local Career Events


If you're searching for job fairs near me, you're discovering one of the most effective ways to connect with employers directly. Job fairs near me bring multiple employers to one location, creating networking and interview opportunities. Whether you're job searching, career changing, or exploring opportunities, job fairs near me provide direct access to hiring managers and recruiters. A job fair... near me offers advantages that online applications cannot match: face-to-face interaction, immediate feedback, and sometimes same-day interviews.

This guide walks you through finding job fairs near me, preparing for your attendance, understanding what employers expect, and maximizing your success at job fair events. By the end, you'll know exactly how to leverage job fairs near me to land interviews and advance your career.

Understanding the value of job fairs near me helps you approach them strategically. Job fair near me events differ fundamentally from online job searching.

Job fairs near me bring multiple employers together. A single job fair near me might feature 50 to 200+ employers. This concentration of hiring managers creates efficiency. You meet many employers in one location. Job fairs near me save time compared to visiting individual offices.

Direct access to decision-makers happens at job fairs near me. Recruiters and hiring managers staff booths. You speak directly with people making hiring decisions at job fair near me events. This direct access accelerates conversations. Job fairs near me eliminate intermediaries and gatekeepers sometimes.

Face-to-face impression matters at job fairs near me. Your appearance, demeanor, and communication skill become apparent immediately. Employers remember people they meet. A job fair near me creates personal connections. Job fairs near me build relationships difficult to establish online.

Immediate feedback occurs at job fairs near me. Employers tell you directly if you're a fit. Many job fair near me attendees learn their suitability immediately. Some employers interview on-the-spot at job fairs near me. This instant feedback guides your next steps.

Interview opportunities sometimes happen same-day at job fairs near me. Some employers conduct preliminary interviews at job fair near me booths. A job fair near me sometimes leads to job offers same day. Job fairs near me accelerate hiring timelines dramatically.

Workforce services often partner with job fairs near me. State workforce agencies, career centers, and employment services promote job fairs near me. Workforce services sometimes provide resume assistance at job fairs near me events. Career counselors attend job fair near me to help attendees. Workforce services support job fairs near me as official partners.

Diverse employer representation occurs at job fairs near me. Different industries, company sizes, and positions attend job fairs near me. A job fair near me covers retail, healthcare, tech, trades, and more. Diversity at job fairs near me suits different career interests.

No-appointment-needed access characterizes job fairs near me. Unlike interviews requiring scheduling, job fairs near me operate on walk-in basis. A job fair near me is accessible to anyone. Job fairs near me eliminate scheduling friction.

Resume collection happens at job fairs near me. Employers collect resumes directly from job fair near me attendees. Your resume goes directly to hiring managers. Job fairs near me get your materials in front of decision-makers immediately.

Networking happens naturally at job fairs near me. You meet other job seekers at job fair near me. Professional connections sometimes develop at job fairs near me. Job fairs near me create community among job seekers.

Understanding different job fair near me formats helps you prepare appropriately.

General Job Fairs

General job fairs near me feature employers across industries. Retail, healthcare, technology, trades, and services all attend. A general job fair near me suits people exploring options. Job fair near me events like these appeal to diverse job seekers. Workforce services often sponsor general job fairs near me. Many job fairs near me are general format.

Industry-Specific Job Fairs

Healthcare job fairs near me feature hospitals, clinics, and medical employers. Tech job fairs near me showcase technology companies. Manufacturing job fairs near me highlight industrial employers. An industry-specific job fair near me suits people targeting specific fields. Workforce services sometimes organize industry job fairs near me. Job fairs near me by industry are increasingly common.

Career Transition Job Fairs

Job fairs near me for career changer attracts people leaving industries. Returning workers, career switchers, and veterans attend. A job fair near me for transitions acknowledges unique needs. Workforce services often facilitate transition job fairs near me. Job fairs near me with this focus help non-traditional candidates.

Entry-Level Job Fairs

Job fairs near me for entry-level candidates target first-time workers. Recent graduates and career starters attend. A job fair near me for entry-level welcomes minimal experience. Many job fairs near me welcome entry-level candidates. Job fair near me events for entry-level are common.

Executive and Professional Job Fairs

High-level job fairs near me attract senior candidates. Executive, professional, and management positions appear. A job fair near me at professional level involves higher expectations. Workforce services sometimes organize professional job fairs near me. Job fairs near me at this level are specialized.

Virtual Job Fairs

Job fairs near me increasingly include virtual components. Online video booths and chat happen at job fairs near me. A virtual job fair near me extends access beyond geography. Workforce services leverage virtual job fairs near me for broader reach. Job fairs near me in hybrid format combine in-person and virtual.

Government and Civil Service Job Fairs

Job fairs near me for government positions feature federal, state, and local agencies. Civil service roles appear at these job fairs near me. A job fair near me for government positions follows specific protocols. Workforce services partner with government job fairs near me. Job fairs near me for public employment are specialized.

Locating job fairs near me requires strategic search. Multiple resources help you find job fair near me events.

Local Workforce Services

State workforce agencies and career centers know about job fairs near me. Workforce services coordinate many job fairs near me locally. Contact your state workforce services office asking about upcoming job fairs near me. Workforce services websites list job fairs near me schedules. Your local workforce services promotes job fairs near me in your area.

Library and Community Centers

Public libraries often host or know about job fairs near me. Community centers frequently feature job fairs near me. Check library bulletin boards for job fairs near me postings. Many libraries have job fair near me schedules. Community resources promote job fairs near me regularly.

University and College Career Centers

Educational institutions host job fairs near me regularly. College career centers organize job fairs near me for students and alumni. Universities often invite public attendance at job fairs near me. Educational job fairs near me sometimes welcome community members. College job fairs near me happen multiple times yearly.

Job Board Calendar Sections

Indeed, LinkedIn, and ZipRecruiter list job fairs near me. Search "job fairs near me" on these platforms. Job boards maintain job fair near me calendars. Regular searches reveal upcoming job fairs near me. Job board job fairs near me listings are current usually.

Chamber of Commerce

Local chambers know about job fairs near me. Chambers sometimes organize job fairs near me. Contact your chamber asking about job fairs near me. Chamber websites list member job fairs near me. Chambers promote job fairs near me in their communities.

Social Media and Local Pages

Facebook pages for your city often post job fairs near me. Local government pages announce job fairs near me. Community groups share job fair near me information. Following local pages reveals job fairs near me. Social media job fairs near me notices are timely.

Newspaper and Online News

Local newspapers list job fairs near me. Online local news sites announce job fairs near me. Community calendars feature job fairs near me. News sources promote job fairs near me regularly. Print and online job fairs near me announcements reach different audiences.

Staffing and Recruiting Agencies

Staffing agencies often know about job fairs near me. Agencies attend or organize job fairs near me. Contact agencies asking about job fairs near me. Agencies email job fairs near me notifications to candidates. Recruiting firms promote job fairs near me they attend.

Government Employment Offices

State employment offices know about all job fairs near me. Unemployment offices post job fairs near me information. Government workforce services promote job fairs near me. Contact your employment office about job fairs near me. Government job fairs near me resources are free and comprehensive.

Preparation determines your success at job fairs near me. Strategic readiness maximizes job fair near me results.

Research Employers at Job Fair Near Me

Before attending job fairs near me, research attending employers. Company websites reveal job fair near me participant information. Understand what companies at job fairs near me do. Knowing job fairs near me employers helps conversations. Prepare questions about job fairs near me companies beforehand.

Prepare Your Elevator Pitch

An elevator pitch works at job fairs near me. Your 30-second introduction matters at a job fair near me. Practice describing yourself for job fairs near me interactions. Confidence at job fairs near me comes from preparation. Your pitch at job fairs near me should be engaging and clear.

Bring Multiple Resumes

Job fairs near me require many copies of resumes. Bring 20 to 30 resumes to job fairs near me. Employers collect resumes at job fairs near me booths. Running out of resumes at job fairs near me hurts your chances. Have extras at job fairs near me just in case.

Dress Professionally

Professional attire matters at job fairs near me. Business casual minimum for job fairs near me. First impressions at job fairs near me are visual. Your appearance at job fairs near me affects employer perception. Dressing professionally shows respect for job fairs near me.

Plan Your Route Through Job Fairs Near Me

Know the layout of job fairs near me beforehand. Identify key employers at job fairs near me you want to visit. Plan your job fair near me route strategically. Hitting priority employers early at job fairs near me works best. Energy is highest early at job fairs near me.

Prepare Questions for Employers

Good questions stand out at job fairs near me. Ask about company culture at job fairs near me. Inquire about growth opportunities at job fairs near me. Smart questions at job fairs near me show genuine interest. Avoid yes-or-no questions at job fairs near me.

Bring Business Cards

Personal business cards help at job fairs near me. Exchange cards with recruiters at job fairs near me. Cards make you memorable at job fairs near me. Your information stays with job fair near me contacts. Business cards elevate your presence at job fairs near me.

Understanding employer expectations helps you succeed at job fair near me events.

Professional Appearance

Employers notice grooming and dress at job fairs near me. Professional presentation matters at a job fair near me. Your appearance represents you at job fairs near me. Neat grooming shows respect for job fairs near me. Employers judge quickly at job fairs near me.

Genuine Interest

Authentic enthusiasm impresses at job fairs near me. Show real interest in companies at job fairs near me. Employers sense genuine interest at job fair near me booths. Fake interest is obvious at job fairs near me. Authentic engagement stands out at job fairs near me.

Clear Communication

Speaking clearly matters at job fairs near me. Concise explanations work at job fairs near me. Employers appreciate articulate candidates at job fairs near me. Mumbling or unclear speech hurts at job fairs near me. Communication skills shine at job fairs near me.

Prepared Knowledge

Knowing about companies impresses at job fairs near me. Research shows at job fairs near me conversations. Questions about company specifics work at job fairs near me. General knowledge helps at job fairs near me. Preparation is obvious at job fairs near me.

Relevant Skills

Highlighting applicable skills matters at job fairs near me. Mention skills matching job descriptions at job fairs near me. Employers want relevant candidates at job fairs near me. Specific skill mentions stand out at job fairs near me. Skills discussion helps at job fairs near me.

Reliability and Follow-Through

Trustworthiness matters at job fairs near me. Your demeanor suggests reliability at job fairs near me. Professional conduct at job fairs near me builds confidence. Employers seek dependable people at job fairs near me. Your presence at job fairs near me reflects commitment.

Maximizing job fair near me results requires strategic action during and after events.

Arrive Early to Job Fairs Near Me

Arriving early at job fairs near me means less crowded booths. Early job fairs near me attendance gets better attention. Recruiters are fresher early at job fairs near me. Lines are shorter early at job fairs near Me. Priority employers are available early at job fairs near me.

Visit High-Priority Booths First

Hit your priority employers early at job fairs near me. Energy is highest early at job fairs near me. Top choices deserve your best presentation at job fairs near me. Visiting priorities first maximizes job fair near me success. Leaving priority employers for later at job fairs near me risks missing them.

Engage Booth Attendants Meaningfully

Have real conversations at job fair near me booths. Ask thoughtful questions at job fairs near me. Listen actively to responses at job fairs near me. Deep conversations stand out at job fairs near me. Memorable interactions at job fairs near me help employers remember you.

Exchange Contact Information

Get recruiter contact information at job fairs near me. Give your business card at job fairs near me. Ask for email addresses at job fairs near me. Email follow-up is easier with contact info from job fairs near me. Collected information from job fairs near me enables next steps.

Take Notes at Job Fairs Near Me

Write notes about employers at job fairs near me. Record specific conversation details from job fairs near me. Notes help you remember at job fairs near me interactions. Reference notes when following up from job fairs near me.

Follow Up After Job Fairs Near Me

Email employers within 24 hours of job fairs near me. Reference your job fairs near me conversation. Express continued interest from job fairs near me interaction. Professional follow-up from job fairs near me matters greatly. Most people don't follow up from job fairs near me; you'll stand out.

Track Your Job Fairs Near Me Interactions

Create a spreadsheet of job fairs near me contacts. Track follow-ups from job fairs near me. Note interview progress from job fairs near me meetings. Organization matters for managing job fairs near me leads. Many opportunities come from job fairs near me follow-ups.

Workforce services support job seekers through job fairs near me.

Free Job Fair Near Me Access

Workforce services provide free job fair near me attendance. No fees to attend workforce-sponsored job fairs near me. Career counseling before job fairs near me is free. Resume help before job fairs near me costs nothing. Workforce services make job fairs near me accessible.

Resume Assistance

Workforce services review resumes before job fairs near me. Career counselors help tailor resumes for job fairs near me. Professional resume help improves job fair near me success. Many agencies offer free resume services for job fairs near me. Better resumes lead to better job fairs near me results.

Interview Coaching

Workforce services coach interview skills for job fairs near me. Practice interviews prepare you for job fairs near me. Coaching builds confidence for job fair near me interactions. Interview preparation improves job fairs near me outcomes. Workforce services invest in candidate success at job fairs near me.

Job Fair Near Me Scheduling Assistance

Career counselors help identify suitable job fairs near me. Workforce services guide you to relevant job fairs near me. Personalized recommendations match you to job fairs near me. Counselors suggest best job fairs near me for your goals. Expert guidance improves job fair near me selection.

Post-Job Fair Near Me Support

Workforce services help after job fairs near me. Follow-up guidance strengthens job fair near me outcomes. Counselors help track job fairs near me leads. Workforce services monitor your progress from job fairs near me. Continued support extends job fair near me value.

Understanding difficulties helps you prepare for job fair near me challenges.

Competition at Job Fairs Near Me

Job fairs near me attract many candidates. Competition at job fairs near me is fierce. Standing out at job fairs near me requires effort. Your unique value matters at job fairs near me. Differentiation helps at job fairs near me.

Crowded Booths at Job Fairs Near Me

Popular employers have long lines at job fairs near me. Wait times at job fairs near me can be substantial. Limited recruiter time at job fairs near me means quick interactions. You must impress quickly at job fairs near me. Concise pitches work better at crowded job fairs near me booths.

Fatigue During Job Fairs Near Me

Standing all day at job fairs near me exhausts you. Energy dips as job fairs near me progress. Flagging energy at job fairs near me hurts later conversations. Pacing yourself at job fairs near me helps. Rest breaks during job fairs near me restore energy.

Limited Job Fair Near Me Information

Employers sometimes withhold details at job fairs near me. Specific information isn't always available at job fairs near me. Follow-up research after job fairs near me becomes necessary. Job fairs near me provide overviews, not complete information. Post-event research clarifies job fairs near me opportunities.

Unclear Job Fair Near Me Instructions

Some job fairs near me lack clear guidance. Navigation can be confusing at job fairs near me. Getting lost at job fairs near me wastes time. Asking staff helps at job fairs near me. Maps at job fairs near me help when available. more

Career development

 1d

Classic Word CV Template


I'm refreshing my résumé and need a polished, classic-style CV template built directly in Microsoft Word. The document should open as a clean, fully editable .docx file and carry a timeless look -- think balanced typography, modest use of lines or shading, and plenty of white space so recruiters can scan it quickly. The layout must include these core sections in the order below: * Work Experience... * Education * Skills Please use Word's built-in styles and tables (not text boxes) so I can add or remove content without breaking the formatting. Headings, sub-headings, and bullet lists should all be style-linked for easy global edits. Save the file ready for both A4 and Letter printing. Deliverable: * One unlocked .docx template that matches the description above, ready for me to drop in my details. more

Career development

 1d

Months Of Lies Fall Apart As Guy Is Not Fluent In Spanish Like He Pretends, Drama Escalates To HR


C'mon, let the first person who hasn't lied on their résumé throw the first stone. And if my boss is reading this, no, they aren't, because I actually did not lie on mine (seriously, I didn't). But everyone has told a little white lie at some point.

For instance, saying you're proficient in Excel when, in reality, you've only used it twice during that tech class in high school. And sometimes,... these little white lies will actually land you the job, but the real problem comes later: when they ask you to put that "knowledge" into practice. In today's story, this kind of lie actually ended up involving HR, so here's what happened.

The hilarious story today is told by a hotel staff worker, our Original Poster, who admitted he's in a bit of a work pickle. As it turns out, during the interview process for his job, the manager asked him if he spoke Spanish, since most of the guests were Spanish-speaking. The OP apparently said yes, because he'd taken two years of Spanish in high school, and then indirectly became the hotel's translator.

However, he explains that whenever a guest came in speaking Spanish, he would pull out his best Dora the Explorer impersonation, using basic sentences he'd learned over time and through the show. Still, he was the staff member who knew Spanish best, which ultimately led everyone to believe he was absolutely fluent in the language. Apparently, he knew just enough to be understood by Spanish-speaking guests.

One day, though, chaos ensued in the hotel lobby. A Spanish-speaking family had their flight canceled and a clogged toilet, so amid all the confusion, they sought help. Obviously, the staff pointed them to the OP, the resident translator, but they weren't the usual happy-go-lucky guests he normally dealt with. They were nervous, talking fast, and expecting answers he simply didn't have.

So when he resorted to his typical one-liners, the family became increasingly upset, thinking they were being made fun of. Eventually, a bilingual guest was forced to intervene, and everyone realized the OP wasn't as fluent as they had thought. After the incident, he was called in to speak with HR, expecting to be promptly fired, but no further updates were given.

If you actually think the OP is in the wrong for lying on his résumé, you might be surprised to learn that studies show 64.2% of Americans have admitted to lying on their résumé at least once in their lives. Apparently, these lies often take the form of exaggeration, such as claiming fluency in a language when they aren't, or embellishing other skills, much like our narrator today.

His two years of Spanish may have also led him to develop what psychologists call the "Dunning-Kruger effect." This phenomenon happens when people overestimate their skills or knowledge in a specific area. In this case, he believed his language skills would never actually be put to use and that he could get away with knowing just the basics, which he did for eight months. But ultimately, everyone got a reality check.

So what exactly could he have done in this situation? Well, he could have tried to actually learn Spanish once he realized he needed it, especially since basic Spanglish phrases wouldn't cut it during a crisis. Linguists point out that while it may take a few years for an English speaker to become fully fluent in Spanish, most people can reach a conversational level within six to seven months of consistent daily practice.

Ultimately, the OP had enough time to improve and polish his Spanish skills, and netizens definitely took note of that. Many questioned whether it had ever crossed his mind to properly learn the language, and in some comments, he admitted he didn't want to because he had been getting by with what he already knew. So, what would you have done in this situation? Come clean immediately, or learn as you go? more