Jane Tilden


Career development 1h
Hi everyone! I’m a college student and I’m thinking about getting a job as a waiter in a cafe. But my parents are against it, my dad says that kind of job will ruin my resume, like no decent company will ever hire me afterward.
I’m tired of always asking my parents for money and I want to earn my own. How can I convince them?
Thanks

  • Rezvan Hosain

    7m

    There is no shame in hardwork. Second, it will make you independent. You create your own CV whats goes on it is entirely upto you. Just go for it.

Career development

 2h

WANTED: SOFREP Has an Immediate Opening for a Military Writer


This is a paid shot at telling the truth the hard way, under real deadlines and real scrutiny, for an audience that knows the difference between lived experience and borrowed valor.

CAN YOU HANDLE THE TRUTH?

This is not a slot for a hobbyist. This is not a résumé ornament. This is a paid, part-time writing position with an immediate opening.

Immediate. As in right the f*** now. No messing... around.

We are hiring before the end of the year, and we are looking for someone who already knows how the sausage is made because they have been inside the grinder.

So...If you have a military background or time in a three-letter agency, keep reading. This could be your dream opportunity.

THE MISSION

We write hard stories for people who can spot bullshit at a hundred yards. War, intelligence, national security, culture at the sharp end of the spear...that's our AO.

You will write fast, clean, and with authority. This is not press release fluff or recycled headlines. This position entails original work that carries weight because the audience knows when a writer has been there and when they have not.

You will be trusted with real topics, real deadlines, and real accountability.

WHO YOU ARE

You have worn a uniform, held a clearance, or operated inside systems that most people only read about. You write with bite, confidence, and a sense of controlled chaos. You understand dark humor, professional standards, and why accuracy matters when the stakes are high. You know what it means when we tell you "the only easy day was yesterday."

You do not need hand-holding. You do not need permission to tell truth to power.

WHY THIS MATTERS

Opportunities like this do not come around often. This is a chance to write for the best in the business, reach a serious audience, and put your voice where it belongs.

If you have been waiting for a place that gets it, this is it. more

Career development

 1d

Five things to do before every job interview


Preparing for a job interview is not just about choosing the right outfit or updating your résumé. It is about presenting the best version of yourself that reflects confidence, competence, and preparation.

Whether you are a first-time job seeker or a professional changing careers, knowing what to do before every job interview can help you stay calm, make a lasting impression, and improve your... chances of getting hired.

In this article, Tribune Online takes a look at five essential things to do before every job interview.

A common mistake many candidates make is attending an interview without knowing much about the organisation. Take time to visit the company's website and read about its mission, culture, and recent achievements. This helps you tailor your responses to align with their goals and values.

Showing that you have done your homework demonstrates genuine interest and professionalism, which employers notice immediately.

Understanding what the role demands gives you a clear sense of how to present your experience. Review the job posting, identify the key skills required, and prepare examples that show you have them.

Doing this not only helps you answer questions with precision but also allows you to highlight how your strengths fit the position.

As the saying goes, "practice makes perfect." Interviews can be unpredictable, but some questions are almost always asked. Rehearse responses to questions such as "Tell us about yourself" or "Why should we hire you?" so you can speak confidently and naturally.

You can record yourself or practise with a friend or family member to refine your tone, body language, and timing. Confidence often comes from familiarity, and practice helps you stay composed.

The way you dress is often the way you will be addressed. Your appearance and organisation can create a strong first impression before you even speak. Choose clothes that match the company's culture and make sure they are clean and well-fitted.

Gather your important documents, such as your CV, certificates, and other necessary papers, and arrange them neatly in a folder. If the interview is virtual, ensure your background is tidy, your device is charged, and your internet connection is stable.

A calm mind performs better than a tired one. Get enough rest the night before your interview and plan your route early so you can arrive on time. For virtual sessions, log in a few minutes early to test your microphone and camera.

Take a few deep breaths before the interview begins. Confidence and composure often make as strong an impression as your answers. more
6   

  • Amaro Glad

    4h

    True

  • tif saleem

    1
    21h

    #1 what Tribune is this-obviously a European one #2 Has this person been on an Interview in the past 5 years? These are things to know in the past... century- not this one. more

    1

Career development

 4d

The worst interview question (and how top developers answer it)


You know the right answer to: "Why should we hire you?"

"You shouldn't."

At least not yet.

Most software engineers treat this question like they're begging for scraps.

They reply with BS about "passion for the company mission" or "excited about the tech stack."

We both know that's not true.

Here's what I realized after landing offers I didn't even want:

An interview is a two-way sales... process.

You're not there to convince them you're worthy. You're there to see if they're worthy of your time.

Especially if the company asking this is one you just heard about because of a job listing.

Think about it: it's like Xiaomi asking "why should we sell you this phone?"

Weird, right?

Why This Question Is Outdated

Remember that "sell me this pen" question?

Nobody uses it anymore because good recruiters know they're just getting a surface-level performance. Not real insight.

"Why should we hire you?" is the same thing.

It's outdated. It's performative. And it forces you into a position of begging instead of evaluating.

Same with job interviews

They need a developer who can solve their problems.

You need a company that pays well, gives you room to grow, doesn't micromanage, and respects work-life balance.

But here's where most developers get it wrong.

The Real Problem

Most devs are too afraid to be honest about this. So they play the game and pretend to care about company values they don't actually care about.

They spend hours crafting the "perfect" answer. Researching the company. Memorizing their mission statement. Pretending they've always dreamed of working there.

That's not preparation. That's procrastination disguised as interview prep.

My answer to that question?

"I haven't made up my mind yet. You invited me to this call, so I'm here to see if this is a good fit for both of us."

I'd rather be real than try to be nice and soft.

What Actually Happened

I was recording interviews for my Dev Mastery students. Just capturing the process to show them how it works.

Applied to a Node.js senior role. Not because I wanted it. Just to record it.

Round 1: HR screening. Basic. Passed.

Round 2: Live coding. Data structures and algorithms. Passed.

Round 3: Project discussion. Architecture. System design. Scaling decisions. Live coding for 40 minutes. Passed.

Round 4: Final round with engineering manager and HR. Passed.

I wasn't trying to impress anyone. I was just there to answer questions correctly so students could learn from it.

No stress. No performance anxiety. No fake passion.

And I got another six-figure offer, which I don't even need.

Why This Works

When you know your worth, and you're not afraid to walk away from bad fits, everything changes.

You're not nervous about system design questions because you've designed systems before.

You're not worried about "why should we hire you" because you're also evaluating them.

You're not stressed about cultural fit because you know what kind of culture you actually want.

Companies can smell desperation. They can also smell confidence.

The Shift That Changes Everything

Setting boundaries in interviews is like setting boundaries in relationships.

If you accept anything, you'll end up somewhere you hate. Underpaid. Overworked. Disrespected.

Most developers I meet are slow decision makers. They're stuck in analysis paralysis.

"Should I leave this job where I'm working with legacy code?"

"Should I finally learn system design?"

"Should I start applying to senior roles?"

How long does it take you to answer these questions? A week? A month? Are you still "thinking about it" right now?

You already know the answer. You're just afraid to make the decision.

Here's What Changes

When you start rejecting the wrong opportunities, the right ones find you faster.

When you make decisions 10 times faster than everyone around you, you live more in one year than slow thinkers live in 10 years.

You don't need to pretend you've dreamed about their company since childhood.

You don't need to craft the perfect answer to "why should we hire you."

You just need to show up knowing exactly what you're worth and what you're looking for.

The Real Difference

This is the difference between developers who panic in interviews and engineers who pass them without trying.

When you reach a certain skill level, interviews stop being stressful. They become easy.

There's no black box they can introduce where you're thinking "wait, what are you talking about?"

You're not there to convince them. You're there to evaluate if this is worth your time.

That shift changes everything.

I landed that offer while barely trying. Not because I'm special. Because I showed up with real skills and zero desperation.

And once you have that, interviews become a formality. Not a test.

Want to see how this plays out in real interviews?

I recorded every stage of the process. How I answered their questions. How I evaluated them. The exact framework I use.

How I passed without preparing. Without stressing. Without pretending to care about things I don't care about 👇 more
12   

Anonymous member


Career development 1h
why is it that someone can apply for various jobs advertised and he/she feels is suitable and qualified for it but never gets a chance of even being shortlisted?

Career development

 12h

Contract work can be great -- until you get trapped in it


To be clear: Freelancing or contract work is work, of course. But if full-time employment is your goal, knowing how to address these concerns does matter in a job interview.

First, in a job interview -- no matter which side of the table you're sitting on -- it's essential not to make assumptions.

"It's important for hiring managers to be aware of assumptions they might have. Instead of assuming,... ask very direct questions," says Phoebe Gavin, a career and leadership coach. Don't just assume they can't work a 9-to-5, or that they're not willing to commit to a company long term. more

Career development

 12h

Why the 18-to-24 age group is dominating LinkedIn


LinkedIn is often seen as the purview of recruiters and thought leaders. But the professional networking platform is quietly attracting a rather unexpected audience.

According to recent data, 18- to 24-year-olds now make up 20.5% of its user base. That tracks, as college students and recent grads enter a cutthroat job market, eager to build a personal brand and online résumé that might help them... stand out from the competition.

What's more surprising is that high school students are also getting in on the game, younger than ever, and treating the platform as a means to get ahead. High schoolers are discussing how having a professional online presence -- before they even start their careers -- is simply showing initiative. Sharing volunteer work, internships, and professional goals where future employers can see them (and keeping brain-rot slang content confined to TikTok) shows ambition, some argue. The pressure to hit 500 connections is real.

LinkedIn opened its doors to users 13 and up back in 2013, long before today's teens were even online. But Gen Z and Gen Alpha are coming of age in a world where career anxiety starts early, as social media feeds them an endless scroll of entrepreneurs, side hustlers, and monetizable "passions" complete with six-figure salaries -- however unrealistic it may be.

As a result, early signs have shown that Gen Zers and Gen Alphas may have stronger entrepreneurial aspirations than previous generations. A new survey of 2,002 Gen Z and Gen Alpha users (ages 12 to 28) by social commerce platform Whop found that more than half are already using the internet to earn money through digital side hustles like selling vintage clothing, streaming video games, and posting on social media.

And it's paying off. Gen Alpha members report making an average of $13.92 per hour from digital pursuits, well above the federal minimum wage. When teens are bringing in the equivalent of a $28,000 salary before they can drive, it's no wonder that they want a professional profile to match.

For some teens, the platform acts as a great equalizer. LinkedIn can connect students -- especially those who don't come from wealthy or well-networked backgrounds -- to mentors, internships, and career paths they might not otherwise be aware of. Tools like LinkedIn Learning offer free courses in leadership, coding, design, and more.

Yet, comparison culture is rampant across social media. And LinkedIn is no exception. The pressure of worrying about future careers is taking hold at younger and younger ages.

As the World Economic Forum's "The Future of Jobs and Skills" report estimated back in 2016, 65% of children entering primary school that year will likely work in roles that didn't even exist yet. The same will most likely be true in another decade from now.

If you don't even know what job you'll be applying for when you graduate, there's really no use in worrying too much about it. After all, you're only 15 once. more

Career development

 13h

I got laid off at 57 and couldn't find work for 20 months. I had to sell my apartment and work odd jobs to make ends meet.


Persistence led her to a new HR role, teaching her resilience and appreciation for stability.

This as-told-to essay is based on a conversation with Amy Smith, a 59-year-old HR professional based in the Kansas City metro area. It's been edited for length and clarity.

I had spent the majority of my career in HR when I got laid off from my six-figure management job.

Over the next year and a half,... I went from living in an apartment with all the bells and whistles, not even thinking about money, to going on food stamps, selling my belongings, and moving into a friend's basement -- all because I couldn't find a job. At 57, I couldn't help but feel like my age was working against me in the market.

The rejections took a toll on me, and I fell into a depression. I just had this feeling that everything was closing in on top of me. Some days, it even felt hard to breathe.

After 20 months of job searching, I landed a role as an HR generalist that I love. If I could go back, I'd tell myself one thing to make my unemployment experience easier: Just get up.

In September 2023, I received a call from my boss saying he bank where I worked was restructuring, and my role would be eliminated the following month. I felt extremely disappointed, but I had been restructured from a previous role at the start of the pandemic, and it took me a few months to find a new job. I figured this time around it would take me at most 60 days.

I applied to any HR position I could find, even entry-level coordinator roles on job boards like LinkedIn and Indeed. The response was rejection after rejection. I even hired a professional résumé writer for help. It was $450 that I didn't have, but I was striking out so much on my own that I thought I'd give it a try.

It was another kick in the gut when I sent the new résumé to my recruiter friend, and she took one look at it and said, "You got taken, honey." She told me my original résumé was better.

When I would get interviews, I often made it through the initial screening and the phone interview, but it seemed like once I got to the in-person phase, I would get a call saying they went with another candidate. I'm not a spring chicken, so that's where I believe ageism came in.

The rejections were taking me lower and lower. I deleted the spreadsheet where I tracked my applications because I couldn't take looking at it anymore.

By the end of the year, I couldn't afford to buy my grandbabies any Christmas presents, and I was devastated.

I stopped changing my clothes. I'd stay in my pajamas all day and maybe run a brush through my hair. Most nights, I would sit in the dark and just stare -- no TV, no lights, nothing. I didn't want to look at my computer, answer my phone, or even climb out of bed.

Once February 2024 came around, my unemployment ran out, and I had to apply for food stamps. I remember bawling to myself. I just had this overwhelming feeling that I didn't know what to do.

Then a point came when I thought to myself, "This isn't you." I told myself, "Get up, brush your teeth, brush your hair, and walk outside." I started forcing myself to leave the apartment every day. At first, it was just to grab the mail, then I started walking around outside my apartment complex to get some fresh air. It was about finding the determination to crawl out of that hole of depression, even just for five seconds at a time.

The next month, I started looking for work in my area and got hired to sell used cars. I had to sell cars that I knew weren't good quality, so on top of battling depression, I felt like I was taking advantage of customers. After a few months, I couldn't emotionally take it anymore, so I quit. I worked a few other odd jobs, including at a convenience store and another car dealership.

In August of 2024, I started selling any items I could on Facebook Marketplace, from furniture to my CPAP machine, to make rent. It wasn't enough, and I ended up getting turned over to collections for the rent a month before my lease ended.

I packed up whatever I could fit in my SUV and moved to Florida to stay with family for a few months before coming back to Kansas City to live with some friends in the mother-in-law's quarters in the basement, which is where I am now. I'm forever grateful for them and their support, but I still battle with the fact that I'm now 59 and don't have my own home.

A few months after moving back to Kansas City, I applied to an HR position at a health insurance company and went through a few rounds of interviews. I thought it went great, but I heard crickets.

I followed up multiple times and was clear that I wanted the job. Eventually, I got hired. The CEO told me it was my persistence throughout the interview process that won him over. It's been fantastic since I walked in the door.

I didn't feel it at the time, but the man upstairs has a plan for everything. This tough period of unemployment led me to where I am today, and I learned a valuable lesson in humility. I appreciate everything I have now, and I'm motivated to work even harder to get back the things that are important, such as my savings and retirement funds, my own place, and even my self-worth.

If I could talk to the version of me that was struggling most, I'd tell her to get out of bed, brush your teeth, and get out of your pajamas, even if it's just to put on a t-shirt and some jeans. Pushing myself to do something every day is what helped shake me out of my depression.

Take a deep breath and know that at the end of the day, you've got it and you're strong enough to get through anything that's coming at you. Don't give up on yourself because you're worth it. more

Career development

 2d

My Gen Z colleagues killed the Christmas party - I'm sad and frustrated


Whatever happened to Christmas cheer? Whatever happened to people celebrating their work, enjoying the (very few) perks we get given at work, or having fun full stop?

I'm in my 40s and have been at my company for seven years. Every year, the Christmas party rolls around and it's a good excuse for the team to have a couple of drinks, toast all the hard work and let our hair down.

This year,... management decided to do things a bit differently and polled the team on whether they'd rather a Christmas party or something else, and all our Gen Z colleagues voted that because most of them don't drink they would rather not have any festivities.

I feel that this is so sad. No one is forced to drink, it's also a chance to get to know other people a bit better or even network. I know people complain endlessly about Gen Z and they probably don't deserve half the stick they do get, but I feel like this is a bit excessive.

I just don't get it and am feeling frustrated that our longstanding tradition is being taken away for a lunch that lots of them "can't make" this week.

Hayley Dawson is an educator, researcher, speaker and founder of Let's Talk Human Skills, a workplace training and career development company.

I find your dilemma so interesting because we currently have five generations in the workplace, and 30 per cent of them are Gen Z. Each age group has been shaped by specific societal, economic and cultural conditions, so there is bound to be some friction across communication styles, preferred technological processes and working styles. In the same way, we have one group of people who might blow off steam by drinking and going to the pub, and then we've got another group who, outside of work, are looking at more activity-based hobbies.

Data from market intelligence group Mintel shows that around a third of Gen Z don't drink at all - they have been dubbed the sober-curious generation. I agree that a Christmas party is a great opportunity to celebrate and to have some fun, but fun looks different to different people. For some people, a boozy Christmas party is tradition, and for others, it's a chore that eats into their personal time.

I've been in the workplace for 16 years, and I've had 16 jobs over that period of time as well - so I've been to my fair share of Christmas parties. I've seen them done in lots of different ways. I've seen the horrendous boozy parties when someone gets too drunk and says something that they shouldn't, and then you've got two people in the workplace who have a problem with each other. So I've seen the terrible side and the fallout, but I've also seen it done really well.

In my previous job, we were a team of around 15 people across four generations, but we were mainly Gen Z and millennials. We were a remote team, and we'd meet at a co-working space in Kings Cross, then have a big two-hour meeting in the morning to reflect and look forward to the next year. Then we'd head over to Dishoom and have a lovely Christmas lunch.

It was done during working hours, so it wasn't taking up people's personal time, and after lunch, the group would naturally split and some would go home, and some would go to another place for drinks. This was the best way I ever saw it done, because the format allowed for different preferences. We were eating gorgeous food in a restaurant, and then you either stay or you go.

It's important to remember that there are so many other commitments that can prevent people from taking part in activities outside of working hours. So I would try and get out of the mentality of, "You're not coming to the Christmas party, so you're not a team-player."

Let's not forget, there is also a religious angle. Christmas is a religious holiday at its core, and there are many people who don't celebrate Christmas.

You seem to really cherish the tradition of a Christmas party, but are there any other moments of the year when you can celebrate as a company? If there aren't, then perhaps something bigger is missing. What else does the company do to celebrate? Do your wages match the intensity of your work and your output?

If it's just a Christmas celebration, perhaps it feels forced to people, especially if the company culture has a history of brushing off staff demands or complaints.

These culture initiatives and celebrations are all well and good, but they can fall flat if the basics haven't already been covered, such as making sure that teams can communicate, and aren't burned out, and are listened to by management.

I think it's important to understand that nothing stays the same forever, and new traditions can be made. In the world of work, we're in a period of really fast-paced change, which is accelerating every day. And it's not just to do with technology. It's to do with people and a multi-generational workforce as well, trying to figure out how to interact with each other and what each other prefers.

A growing portion of people are fully remote and may not even benefit from a physical in-person event such as a Christmas party, so some offices may be weighing up alternative ways in which to reward and celebrate their staff.

As someone who has been at the company for seven years and presumably has more seniority, you have the opportunity to show that you want to spearhead building this bridge between generations and are onboard with this solution that a majority has voted for.

Management have created a poll for a reason, they envisage change - get ahead of it or be pulled along. Perhaps you could ask the Gen Z group to choose a restaurant for lunch and you could choose a pub afterwards.

That being said, Gen Z are one of the most hyper-connected age groups but sadly, paradoxically, have also been labelled the least social and "loneliest".

I do think there is something to be said for missing out on these relationship-building moments at work. Think of it like when you're late for a meeting and you miss out on that pre-meeting small talk. Many of us dislike it, but it is important for getting a read on the room, for sharing an idea beforehand to sense-check it, or for showing that you care about your co-workers.

There is something to be said for your face being shown at these events especially if you're not super visible or are more junior. If you don't show your face, if you don't self promote, if you don't take care of your co-worker interactions, you'll likely find it difficult to get to where you want to be at your current company, or land the career opportunities that you want outside of it.

For whatever reason, Gen Z might be missing out by prioritising other things. There is certainly a way to do this in a balanced way without sacrificing one thing for another. more

  • Turanzyomwe Ishmael

    16h

    Thank God for the Gen Z workmates who God has opened eyes for your good and his glory, a few years from today you will sit down and thank them for... helping you not to misplace God's glory. I am happy for such workmates if to you Christmas party is all about drinking, that's a rare specie of Gen Zs. Blessings more

Career development

 16h

Corey Coto: How to Leverage Data to Increase Talent Velocity


Talent development tends to be treated as a linear path, one governed by output metrics, performance reviews, and hiring efficiency. On such a promotion cycle that equates time in seat with growth, a junior engineer might spend their first year completing onboarding modules and closing small tickets.

Corey Coto advocates for a very different, more active approach. He treats talent development as... a real‑time read of how someone creates leverage across a system rather than a time‑based progression through roles. That same junior engineer would instead be reviewed for taking real ownership, unblocking teammates, navigating ambiguity, and influencing the system around them -- signals that offer a far more accurate read on their trajectory and potential. He calls this talent velocity.

"Talent velocity is how quickly someone goes from new to trusted owner and then how fast they step into a bigger arena," says Coto, an Operating Advisor at Fauntleroy Partners. In Coto's model, data is the mechanism that makes sought‑after behaviors (ownership, cross‑team influence, and sound judgment under pressure) visible. For him, data, when used correctly, reveals who is creating leverage across a system and who is ready for more responsibility. When misused, data becomes a decorative layer that complicates decision making and obscures potential. The right signals accelerate growth, while the wrong ones slow organizations down.

Data in Practice: What Talent Velocity Looks Like

For him, data, when used correctly, reveals who is creating leverage across a system and who is ready for more responsibility. The right data reveals who is truly creating impact long before traditional metrics notice, allowing leaders to reward real influence instead of surface-level activity.

At Pluralsight, while serving as SVP of Product Development, Coto encountered two senior engineers whose résumés and performance ratings looked nearly identical, yet their trajectories were drifting apart. Data revealed the nuance that traditional evaluation methods missed. "It wasn't lines of code or story points that differentiated them. It was cycle time, review behavior, and cross‑team impact," he says. These indicators showed one engineer steadily expanding their sphere of influence by unblocking peers, taking on ambiguous cross‑team work, and elevating the quality of difficult reviews. Once leaders understood the pattern beneath the surface, promotion decisions became clearer and more consistent, shifting focus away from "perceived busyness and toward meaningful, system‑level impact."

A similar dynamic played out at Amazon where he worked on software development. Incident analytics offered a more textured view of engineering judgment, making it clear who stayed composed under pressure and who built systems sturdy enough for others to rely on. "If I wouldn't trust you on the pager at 2am, I probably shouldn't give you a bigger team or more responsibilities." By examining on‑call behavior, incident patterns, and the quality of root cause analysis, leaders could distinguish routine execution from the kind of reliability and decision making that signal readiness for greater scope.

How Data Goes Wrong

Even with the right intentions, organizations often misuse data in ways that stall rather than accelerate talent growth. Coto sees three patterns that show up repeatedly, each creating the illusion of rigor while distancing leaders from the signals that actually matter.

The first is treating metrics as scorecards instead of stories.When leaders mandate activity targets or experiment quotas, teams optimize for motion rather than learning, creating what he calls "metrics theater" -- a flurry of data points with little insight underneath.

The second is an overreliance on lagging indicators.Promotion rates, regretted attrition, and annual performance ratings diagnose yesterday's events but offer almost no guidance on who is ready for more responsibility now. These "autopsy metrics" describe outcomes long after meaningful intervention was possible.

The third is context‑free analytics. "If your metric doesn't change who you bet on, how you staff, or how you onboard, it's not data, it's decor." For Coto, data is only valuable when it influences real decisions about ownership, opportunity, and growth.

Building High Velocity Talent Systems

If data can accelerate growth and mislead at the same time, the natural question becomes how leaders should use it with intention. The most effective systems rely on a blend of qualitative judgment and quantitative signals, allowing managers to see not just what people deliver but how they grow. "What makes someone ramp fast here? Who grew faster than the system expected, and why?"

From those conversations, he introduces a set of targeted experiments designed to help leaders create clarity around what progress looks like and create capacity for people to reach that progress more quickly.

Coto encourages leaders to baseline talent velocity across a few representative teams by measuring time to first meaningful impact and the point at which someone is trusted to own a domain. He then pairs those definitions with a more intentional, experiential onboarding model that replaces generic checklists with structured 30‑60‑90 day plans, named buddies, early ownership moments, and simple confidence check‑ins. This gives leaders a clearer view into how and why someone is ramping, not just how fast.

There is also a real need to remove friction from daily work. it's hard for talent to grow in environments weighed down by excessive meetings, slow review cycles, or too much work in progress. By reducing PR queue times, limiting context switching, and introducing protected review blocks, leaders create the headroom people need to accelerate. Equally important is making internal opportunities visible. A lightweight stretch‑opportunity board can reveal hidden ambition and give emerging talent a clear path to raise their hand for meaningful responsibility. "If after 90 days you can't name at least one person whose ramp or scope changed because of these experiments, you're still in slideware land."

AI and the Future of Talent

People grow faster when leaders can see the right signals early, things like real ownership, judgment under pressure, or cross-team influence. AI stands to enhance that because it can surface these signals continuously, giving leaders better information sooner. Because of this Coto predicts talent systems of the future will feel more personalized and adaptive, helping people ramp and grow more smoothly.

AI will offer what he calls an always on talent radar, connecting signals from code, incidents, documents, and conversations into a living map of influence. It will surface hidden talent, anticipate ramp times, and recommend staffing decisions grounded in real behavior. Growth paths will become dynamic, adjusting like a curated playlist as people demonstrate new capabilities.

"AI can detect patterns, but it can't decide your values or your risk tolerance," he says. The hardest calls about stretching someone, supporting them through failure, or realigning their path will remain squarely with managers. This is why talent velocity matters. "Most companies don't have a talent problem, they have a signal problem," Coto says. Organizations that act on those signals will promote faster, onboard better, and spot emerging talent before the market does.

To learn more about Corey Coto's work, connect with him on LinkedIn or visit his website.

Related Items:Corey Coto, Talent Velocity more

Tomas Eckholm


Career development 1w
Hi! I work as a driver for a large company and I’m assigned to one of the managers. I drive him to and from work and during the day if he needs it. But my boss keeps giving me more and more tasks. First, I had to drive his daughter to school. Then I started picking her up every day. Now I’m supposed to go to his house and walk his dog. I also have to drive his wife wherever she needs to go.
None... of this is part of my job. Should I ask for extra pay, refuse these tasks or talk to the company director? Thanks.

 more
6   

  • Henry Akelo

    17h

    Each time he assigns you these extra duties, let him sign the work ticket authorizing these assignments - ensure the assignments are properly... documented in the work ticket  more

  • kibet wesley

    1d

    Follow your job description and specification well. Discuss the issue with the steward who is a union representative of the company employees.

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Career development

 21h

Entry-Level Chronological Resume Revamp


I have a draft résumé that needs a professional makeover. The goal is to reshape my existing content into a clean, modern chronological format that positions me strongly for entry-level roles. I'm looking for concise wording, strong action verbs, and keyword optimisation so the document reads well to both hiring managers and ATS systems. You'll work with the material I already have, restructuring... sections, tightening language, and adding any missing detail after a quick clarifying chat. Design matters too -- I'd like a balanced, easy-to-scan layout with consistent fonts, subtle styling, and smart use of white space. Deliverables: * One polished résumé in editable Word format * A matching PDF ready to send out * Up to two rounds of minor tweaks once the first draft is submitted If you have a track record of writing successful chronological resumes for graduates or career starters, let's get this turned around quickly. more

Career development

 22h

LinkedIn & Résumé Upgrade


My current résumé and LinkedIn profile do the job, but they don't truly showcase the breadth of my skills and accomplishments. I need a fresh, cohesive rewrite that sharpens the Summary / Headline, enriches the Work-Experience section with measurable results, and highlights Skills & Endorsements in a way that pops for both human readers and ATS algorithms. Key points of the assignment: * Rework... the LinkedIn headline and "About" section so they clearly convey my value proposition, yet remain flexible enough to appeal across multiple industries rather than locking me into a single niche. * Transform each work-experience entry into concise achievement stories that balance storytelling with keyword optimisation. * Curate and arrange the Skills & Endorsements section to reinforce the narrative you craft in the headline and body. * Mirror that language and structure in an updated, ATS-friendly résumé (Word + PDF) so both documents tell one consistent story. I will supply the existing résumé, my current LinkedIn URL, and any supporting metrics or project notes you need. The finished deliverables are: 1. A polished résumé ready for immediate applications. 2. Revised LinkedIn copy I can paste directly into my profile. 3. A brief set of implementation notes (character limits, suggested sections to reorder, etc.) so I know exactly how to apply the changes. If small follow-up tweaks are needed once everything is live, please keep some room for a quick round of revisions to ensure the final result feels authentic to my voice. One additional note. I will likely be seeking a personal professional website to further communicate who I am to a broad audience. The information developed in this project will be used to kickstart the copy for this site and links to social media and resume will be included. more

Career development

 23h

Man Tells His Friends He Thinks It'll Be Easy For Him To Find A New Job Because He Has Such Good Connections, So His Unemployed Friends Got Upset


Imagine losing your job, but you're not too worried about finding another job because you're well-connected and have friends in the same industry who might be able to help you find a job where they work. Would you be honest about that with your unemployed friends, or would you keep that information to yourself?

In this story, one man is in this exact situation, and he decided to share why job... hunting isn't all that hard for him. His friends reacted in a way he never expected, and now, he's wondering if he did something wrong.

Let's read the whole story.

As title said, i have a bunch of friends who are currently looking for a job.

Some of them didn't find any in 4 weeks, some only started looking, some has been unemployed for sometime and living due to partners money and personal money for a rainy day.

As you imagine it's not going great for them.

We all share our stories and struggles about work when we hang out together for years, so it was always kinda normal.

OP finds job hunting to be pretty easy.

I was fired from my job I've worked 4 years in and now I'm looking for one as well, but the thing is - I'm very social and have a lot of acquaintances specially in my work field, so it wasn't that long until some people from my community offered a help to get me new place.

Some kind of recommendations or even "we'll interview you and see if you are up for my team". I'm really grateful to those people and think I'm kind of lucky that our community is that helpful.

Tho my friends doesn't really share my enthusiasm in the subject.

A lot of job hunting really is about who you know.

When i told them that I think I'll find a place or two where to go - their mood suddenly changed when i reveal it's mostly bcs i know some people:

"Of course you do".

"Some of us didn't have friends or contacts besides our friend group".

"I've been getting reject after reject, and you just find a work with high salary only bcs you know someone? Great".

"And you get a higher payment? Again? Nice, very happy for you".

He's confused why his friends are upset.

While I'm trying to sympathize with them on a subject, i don't really understand what i did wrong.

It seems like it's ok for them to share with each other such news, but when it's me it seems to hurt them. Specially since they are all introverts and i'm a guy from a meme who enters a bar and handshake half of it.

To be clear, i don't share it like "Haha, i'm better than you", i just share it like any other news without downplaying anyone else.

I don't really think it's my fault that i was born that way.

It's not like he's getting a job just based on who he knows.

My work require skills too and knowing someone doesn't really provide 100% employment rate, it just provide opportunity which I'm willing to take.

To them it seems like i'm doing nothing and just get it without much struggle, while being a social butterfly.

But on the other hand, my friends have a hard time finding a job and it seems like my positive attitude and success in that hurts them, and i cannot share anything related to work to keep them safe.

Am i a jerk?

Job hunting really is easier when you know people who can help you get a job. OP didn't do anything wrong. The friends are obviously and understandably jealous, but since it sounds like he didn't present the information in a condescending way but as an update on his life, their jealousy is a them problem. However, that doesn't mean he shouldn't be more considerate of their feelings.

Let's see how Reddit reacted to this story.

Here's a suggestion to "read the room."

Even if he doesn't mean to brag, that's how his friends are taking it.

This is a very good idea.

Here's a suggestion for how to tone it down so he doesn't sound like he's bragging.

He needs to consider his friends' feelings.

If you liked that story, check out this post about a group of employees who got together and why working from home was a good financial decision. more

Career development

 1d

Job Applicant Fraud Is Rising. This Startup Is Using AI To Stop It


Today's job market is filled with AI no matter where you look. Applicants are using it to bypass applicant tracking system (ATS) software in hopes of getting their résumés read by a human. Hiring managers are using it to read through the hundreds, if not thousands, of applications they're receiving per opening. Fraudsters are taking advantage of it.

One Toronto-based startup, Tofu, is hoping to... stop that, using AI to verify applicants' identity with the metadata behind their publicly available social media profiles. The two-year-old company pivoted last September from a talent marketplace to use machine learning to cross-reference the age of social accounts, posting and liking activity and even the number of LinkedIn connections.

Today, Tofu announced that they'll be running applicant fraud detection for Gem, an ATS and AI-powered hiring platform, helping companies recruit candidates from sourcing to application and hire. They've also announced the close of their $5 million seed round, led by Slow Ventures, which will help them grow employee and customer headcount.

Human resources has always been a human-led industry, says Jason Zoltak, cofounder and CEO of Tofu. "We're very much committed to building the identity layer for it," he adds.

Fraudulent job applications have only grown since the labor market cooldown. More Americans are now unemployed for more than 27 weeks, and others report taking more than 6 months to find a new job. "There's a lot of great talent on the market," says Gem cofounder and CEO Steve Bartel, "but the reality is that while application volume has gone way up, that hasn't necessarily translated into quality." Not just from laid-off, qualified candidates, but also from AI-generated bots.

Creating a fake job profile is faster and easier than ever. In just 70 minutes, a novice AI user can create a profile and masquerade as a real person during an interview with a recruiter or hiring manager. By 2028, research and advisory firm Gartner estimates that 25% of job applicants will be phony, supercharged by the growth of deepfakes and voice clones.

"Understanding who's real and who's a fake person is a pretty big deal," says Sam Lessin, general partner at Slow Ventures and lead investor of Tofu's seed round.

It's creating a growing industry for fraud detectors like Tofu. Background check companies like Checkr, Certn and First Advantage are using AI to spot fraudsters, from detecting the tell-tale signs of altered IDs to faked drug tests. Greenhouse, one of the major application platforms for technology companies, uses AI to flag spam or bot applicants, while Workday's AI agents help human resources professionals with administrative tasks. (A lawsuit against the company alleges the AI Workday uses to screen candidates discriminated against those 40 and older.)

But they are among the few using publicly available social media metadata -- profile age, activity, number of connections -- to do so. Tofu's software parses through social media accounts, from Instagram and TikTok to Foursquare and MySpace, to confirm an applicant is who they say they are. Employers receive a report listing profiles likely to be fake. A typical phony candidate might have a LinkedIn account that's about four months old with two or three connections, Zoltak told Forbes earlier this year.

To investor Micah Rosenbloom of Founder Collective, the process is much like traditional know-your-customer processes, where regulated businesses verify their clients. "It's like KYC, but the "C" is candidates," he says.

There are different kinds of fraud recruiters, hiring managers and heads of people strategy are concerned about, according to both Gem cofounder Steve Bartel and Tofu's Zoltak. At its most innocent, desperate job seekers are using AI software to mass-apply to jobs, perfectly matching their résumés to job descriptions. Though well-intentioned -- reaching a human in the interview process is the coveted stage, even before formal offers -- these tools can often misrepresent the actual experience of candidates.

Then the offenses escalate. There are those polyworking, or secretly working multiple full-time positions at the same time. Others "steal" active LinkedIn profiles with no image and their desired work history to apply for jobs as them, showing up for on-camera or in-person interviews as themselves. At its most dangerous, AI-created applicants can be nefarious actors, working to steal customer information or company secrets. The Department of Justice has already charged multiple American employees who aided North Korean IT workers to "work" remote IT jobs, only to use their salaries to fund their country's military.

The roles most at risk for fraud, says Bartel, are remote jobs in either the engineering or customer service departments. more

Career development

 3d

What to do when job makes you depressed


Please don't tell me to just leave etc. Job hunting for over a year not landed anything, hence very depressed. (I don't say that lightly either I have been diagnosed with moderate depression by a psychiatrist previously, and things feel worse atm)

I deal with extreme micromanagement and toxic managers who love to blame and pressure you. Bad working procedures, little to no guidance or... training, very low salary, days with high workload (done so much unpaid overtime).

I sometimes worry my friends/family will think I'm crazy or exaggerating because they wouldn't believe how bad the working conditions are. Also I imagine 'normal' people with career prospects wouldn't stand for it and simply land another job. A lot of my colleagues also very unhappy, some are immigrants from countries with harsher working conditions

I also have autism but not been given any reasonable adjustments as I'd have to go through one of the toxic managers to ask for this who will likely see it as an unfair advantage and it will make her resent me even more. I really don't have any energy to survive more of her wrath, I try hard to dissociate from my job situation.

I'm constantly tearful from work, struggle to eat 3 basic meals a day due to the work stress. Today I was so overwhelmed made a small mistake but in my defence I had extra workload put on me since the minute I logged on, back to back calls in morning, no lunch or break until 3pm. ASD makes me struggle with heavy workload which involves juggling multiple priorities too but I don't have reasonable adjustments.

I am already dreading work on Monday and daydream of being hit by a bus because at least I'd have time off work. I'm writing this at 03:50 and I've barely noticed it's so late because my head has been so overwhelmed, I can't think of sleep. more
3   

  • James Anderson

    Pro
    7
    1d

    Start your own business. Take a look at franchising. 80% still going after 10 years. DM me.

    1

  • Bryant Bridgewaters

    4
    2d

    You can learn how to do trading. I just started and I LOVE it!

    1
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Career development

 2w
"Which part of a bicycle do you associate yourself with?".
This is one of those tricky interview questions you may be asked in a job interview.
What would you answer, and why?
1   

  • Jim Nicholson

    1d

    You may think it is a stupid question, but the interviewer uses your answer to gain insight on how you view yourself in a team or group setting.

  • Mbaka JB

    Pro
    1d

    The spikes. They are the reason the tyres will rotate. one off and the bike cannot move. An unfair question though, it assumes everyone being asked... is a bike rider! more

Load more...

Career development

 1d

Lady who attended 46 interviews lands 6 jobs at same time after several rejection letters


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A young lady who was job-hunting has shared her success story after facing many rejections.

Jewel noted that she go rejected by many of the companies she applied to but at last, she had a reason to be happy.

According to her, she letter got six job... appointments, a development that gladdened her heart.

She said:

"After seven months of unemployment, countless rejections, 46 interviews, I finally received six job offers."

"I have spent all I have printing cvs, I don't have money to even pay someone to help me write a better CV I don't even know what's wrong."

@cheyenne said:

"Not me collecting job offers like Pokémon cards thanks to sprout."

@Abdul Mullah said:

"I'm currently on my 1001 job application without an offer but I don't give up."

@cassss____4 said:

"It's not that the market's bad, it's that some of yall still doing job apps 2015 style."

@Maxie N said:

"Let me save this I'll come back after I get a job been doing countless of applications."

@little Angel said:

"If I can get this I swear to God my first salary would be giving to people I don't care how much it is."

@Leendy said:

"May this kind of opportunity locate me in Jesus name amen."

"Congratulations! Me too I am still waiting for God's Mercy."

Earlier, Legit.ng reported that a video trending on social media showed a man who allegedly attended another job interview after taking an excuse from his workplace.

The man was said to have told his HR that he was going for a break, only to be seen at another firm where an interview was going on.

The man's colleague, who also attended the interview, saw him at the venue and shared the video on social media.

In a related story, Legit.ng reported that a lady shared what happened to her on the day she attended an interview for a job she had applied for.

According to the story she narrated on TikTok, it appeared she became nervous when appearing before the panel.

She said she did not know what to tell the interview panel, so she decided to say whatever came into her mind. more

Career development

 1d

From Recruitment to Recognition: Enhancing the University Experience - NTK News


The Foundation: Building Engagement from the Student Experience

The university journey is transformative. It shapes individuals and opens new doors. But for institutions, this journey is just the start. It's the beginning of a lifelong relationship.

This enduring connection, when nurtured, builds a powerful ecosystem. Strong student and alumni engagement improves student success. It fuels... institutional growth. It also fosters a vibrant, supportive community. This is more than just fundraising. It is about creating a deep sense of belonging and mutual support. Engaged alumni become advocates, mentors, and partners. They enrich the experience for current students. They also strengthen the institution's legacy.

In this guide, we will explore how to build these vital relationships. We will start by examining the student experience. We will then look at bridging the gap between students and alumni. We will also cover how to use technology and measure success. Our aim is to help institutions create lasting, meaningful engagement. This benefits everyone involved.

A strong foundation for alumni engagement isn't laid after graduation; it's built while students are still on campus, often beginning even before they enroll. This proactive approach, which can be described as an Archer student-first engagement model, emphasizes creating a positive and connected student experience that fosters a lasting sense of belonging and institutional pride. When students feel genuinely connected to their institution, they are far more likely to remain engaged as alumni, changing into lifelong advocates and supporters.

The journey begins with student satisfaction, which directly impacts their sense of belonging and future engagement. Institutions must focus on providing robust student support services, enriching extracurricular activities, and creating an inclusive campus environment. This holistic approach ensures that students not only succeed academically but also develop a deep emotional tie to their alma mater. For example, students who connect with alumni for recruitment, early socialization, mentoring, career advice, and long-term networking report greater long-term satisfaction with their educational experience. This is especially true for undergraduate minority and first-generation students, where alumni engagement significantly increases the quality of their college experience.

The importance of this early engagement is underscored by the fact that only 12% of students feel they totally belong at their college or university. When asked what would help them feel more connected, "having more opportunities to talk with industry reps and alumni" was a main factor. This highlights the critical role that early, meaningful interactions with the alumni community play in shaping a student's sense of identity and belonging within the institution.

Creating a strong sense of belonging is paramount. This involves more than just academic support; it encompasses comprehensive well-being resources, mental health services, and initiatives that build inclusive communities. Institutions should actively seek to understand and address the diverse needs of their student body, including first-generation students, who particularly benefit from strong support networks.

High-impact practices for fostering student belonging include:

By prioritizing student well-being and creating an environment where every student feels seen, heard, and valued, institutions lay the groundwork for a lifelong relationship.

Career development is a powerful catalyst for student and alumni engagement. For many students, future career prospects are a significant factor when choosing a university, with 47% of students surveyed in the Connected Student Report listing this as a key consideration. Showcasing what alumni have accomplished with their degrees can attract new students and boost enrollment.

Integrating career development early and often into the student journey is crucial. This means:

By embedding career readiness throughout the student experience, institutions demonstrate their commitment to student success beyond graduation. This not only equips students with valuable skills but also reinforces the tangible return on investment of their education, strengthening their bond with the institution and encouraging future engagement as alumni.

Effectively bridging the gap between current students and alumni is essential for fostering a vibrant, interconnected university community. This involves creating intentional programs and strategies that facilitate meaningful connections, allowing both groups to benefit from shared experiences, wisdom, and opportunities. When done well, these initiatives enrich the student experience, provide valuable avenues for alumni to give back, and strengthen the institution's overall network.

These connections are not merely transactional; they are about building a supportive ecosystem where knowledge, experience, and opportunities flow freely between generations of the university family. Universities like the University of Toronto actively connect students and alumni through events, webinars, and workshops hosted by departments like Career Exploration & Education, aiming to share experiences and career journeys. Similarly, York University's Student Programs page highlights initiatives like the Student Alumni Ambassador Program (SAAP) and Mentor Circles, which aim to link student and alumni experiences for personal and professional growth.

Mentorship and networking are cornerstones of effective student and alumni engagement. They provide tangible benefits for both students seeking guidance and alumni looking to make a difference.

These initiatives help students expand their networks, gain valuable insights, and contribute to a thriving community of lifelong learners and leaders. For alumni, it offers a chance to share their expertise, recruit talent, and strengthen their own professional connections within the university's vast network.

Bringing alumni directly into the academic experience enriches learning and provides students with real-world perspectives. Alumni possess a wealth of practical knowledge and experience that can complement theoretical classroom learning.

By integrating alumni expertise into the classroom, institutions provide an unparalleled educational experience. This not only improves student learning outcomes but also deepens alumni engagement by offering them meaningful opportunities to contribute to the academic mission of their alma mater.

The digital landscape has fundamentally transformed how universities connect with their students and alumni. Technology and digital platforms are no longer just tools; they are integral to building and sustaining vibrant, engaged communities. From managing vast alumni databases to hosting global virtual events, digital innovation allows institutions to reach wider audiences, personalize communications, and foster deeper connections than ever before.

This digital shift is critical for modern engagement. As alumni progress in their careers and personal lives, they frequently relocate or change their contact information, making it difficult for institutions to manage their engagement efforts. Leveraging technology helps overcome these challenges by providing dynamic ways to stay connected.

Personalization is key in today's digital age. Alumni and students expect relevant, custom communications, not generic mass emails. Technology enables institutions to deliver this level of personalization at scale.

By leveraging these technologies, institutions can move beyond one-size-fits-all communication to create a more intimate and impactful dialogue with their student and alumni communities.

Beyond personalized outreach, digital platforms open up a world of innovative engagement opportunities, changing how students and alumni interact with each other and the institution.

By embracing these digital innovations, institutions can create dynamic, accessible, and engaging experiences that strengthen the bonds between students, alumni, and the university, fostering a truly global and interconnected community.

To truly understand the value and impact of student and alumni engagement initiatives, institutions must adopt a rigorous approach to measurement and evaluation. This involves defining clear objectives, tracking relevant data, and continuously analyzing performance to refine strategies. A sustainable, long-term engagement plan is built on insights derived from data, ensuring that resources are allocated effectively and programs evolve to meet the changing needs of the community.

Measuring success goes beyond simply counting participants; it's about understanding the depth and quality of engagement, and its ultimate impact on both individuals and the institution. Institutions with strong alumni engagement programs see up to 40% higher donor participation rates than those without structured engagement strategies, highlighting the direct financial benefits. However, the impact extends far beyond philanthropy, touching areas like brand reputation, student recruitment, and career support.

Developing a comprehensive set of Key Performance Indicators (KPIs) is crucial for assessing the effectiveness of engagement programs. These metrics provide tangible evidence of success and identify areas for improvement.

By consistently tracking these metrics, institutions can gain valuable insights into the health of their engagement ecosystem and make data-driven decisions.

A sustainable engagement strategy requires foresight, flexibility, and a commitment to continuous improvement. It's about building relationships that last a lifetime, adapting to alumni's evolving needs and interests.

By embedding these best practices into the institutional culture, universities can cultivate a vibrant, engaged community that supports students throughout their academic journey and beyond, securing a strong and sustainable future for all.

For institutions, benefits include increased donations, improved brand reputation, and improved student recruitment and retention. Engaged alumni are more likely to contribute financially; alumni giving accounted for 23% of funds raised by universities in the 2020-21 academic year, highlighting the financial impact. They also serve as powerful brand ambassadors, sharing positive experiences and attracting prospective students. For individuals, it provides valuable career support through mentorship and networking, a lifelong sense of community, and opportunities for continued learning and personal growth. Students benefit from career advice and early socialization, while alumni find fulfillment in giving back and staying connected to their alma mater.

Begin by focusing on the current student experience to build a strong foundation. Create opportunities for students to feel connected and supported, as this will naturally lead to future alumni engagement. Simultaneously, start with low-lift alumni initiatives like a simple e-newsletter or inviting alumni to existing campus events. Leveraging a centralized database like Advance to track alumni information and identifying key campus partners (e.g., career services, student affairs) are crucial first steps. The goal is to establish points of connection and demonstrate value from the outset, gradually building more structured programs as capacity grows.

A major challenge is maintaining accurate contact information as alumni progress in their careers and personal lives. Relocations and changes in email addresses make it difficult to reach alumni with relevant opportunities. Overcoming this requires a multi-channel approach to communication, including email, social media, and even text messaging. Institutions should provide clear value and incentives for alumni to update their information, such as exclusive event invitations or access to career resources. Regularly cleaning and updating databases, and making the process of updating contact details simple and accessible, are also vital to ensure sustained connection.

The journey from student to engaged alumnus is a continuous, lifelong relationship that offers profound benefits for both individuals and the institution. We've explored how fostering a strong sense of belonging during the student years, bridging the gap with meaningful mentorship and networking, and leveraging digital technologies for personalized engagement are all critical components of a holistic strategy. Measuring success through key metrics and building a sustainable plan ensures that these efforts yield long-term value.

Investing in student and alumni engagement is an investment in the future. It cultivates a powerful network of advocates, mentors, and supporters who enrich the university experience for generations to come. By prioritizing these crucial relationships, institutions not only improve their legacy but also build a vibrant, interconnected community that thrives on mutual support and shared success. more

Career development

 1d

Winter Reruns: New Survey: Interview Questions "Database" (aka Interview Questions Repository)


I'm taking time off! I'll be back with new content in February. Take this survey to share your opinions about what would be most helpful/interesting. While I'm out, I'm running a selection of Hiring Librarians' greatest hits and most reviled posts.

This post, which originally ran March 2013, introduces what is probably the most popular and most shared resource from Hiring Librarians, The... Interview Questions Repository. This Google spreadsheet gathers questions people have been asked in all sorts of LIS interviews. As of October 2025, 653 interviews have been recorded. The repository was started in March of 2013 (and it kind of tickles me that the video option for "What kind of interview was it?" is "Skype" rather than "Zoom," "Teams," or "WebEx".)

In 2019 a colleague approached me to see if I'd be willing to add a resource for salary transparency. Even though the blog was shuttered at that point, it was a really good idea and I was happy to add it. You can see salary information for 489 LIS workers (as of October 20025) on the second page of the spreadsheet.

Hey look, a new survey! (kind-of)

A few months ago there was a LinkedIn discussion about interview questions, and someone, possibly even me, suggested that it would be a good idea to put together a database where people could share questions they were asked at interviews.**

Well, here it is.

You'll notice that 1) it's not a database, it's a spreadsheet and 2) more than 60 people have shared questions! Hopefully you can work with the first and increase the second.

Top Tip: Switch the spreadsheet to list view, in order to be able to limit by answers - you can choose to only look at the phone interviews at public libraries, for example.

If you have recently been interviewed, or if in the future you go on and interview, or even answer some supplemental questions, please go to the

Library Interview Questions Form,

and let us know what you were asked. As it says on the form, please of course conform to any confidentiality agreements your potential employer put in place with you.

If you are going on an interview, eventually

the spreadsheet

will be a place to help you prepare.

**If I was not the person that had this idea, if you were the person who had this idea, thank you, and I hope this is ok. more