Jarmila O’Neal


Career development 11h
I’m really confused about how to answer the salary question in interviews. After reading a bunch of “tips” online, I said that “a comfortable range for me is from … to ….”. But they told me I wasn’t a good fit because I’m not a straightforward person and give vague answers instead of being clear.
So what’s the right way, should I state an expected salary?

  • Marcia Elliott Gant

    1h

    Can anyone really pay me what I am worth? There are many skills, knowledg and personal atributes that one brings to the job that can not be... compensated with $. I would advise to do your research on the sallary range and then decide if you want to accept this figure or bump it up. Either way this is your asking sallary. Allow the company to intiate a negotiation and be ready to consider other non monitary compensations that may also allow you to reach your goal in this position. more

  • David Ivey

    7h

    The Magic of Thinking Big... always ask (demand) more... make them pay what you're worth. Almost always, the employer will balk and try to talk you... down. Be firm, be confident, do your research, and know your exact answers to these questions. more

    1

Career development

 5h

The Digital Hidden People: Where Modern Data Mining Meets Ancient Icelandic Folklore in the Shadow...


I love the literature of the Nordic peoples: spare, precise, and deeply human. It reflects their lives and their relationship with nature. In recent days, I was leafing through a beautiful book about the folk legends of the Icelandic people -- about trolls, elves, and other hidden beings. What might be so fascinating in these forgotten stories that could still speak to modern people?

For... thousands of years, the human mind has been wired to seek meaning and intention in chaos. When our ancestors encountered phenomena they could not understand -- whether a sudden storm, a missing child, or a strange illness -- the most intuitive solution was to attribute intention, will, and intelligence to these unknown natural forces. On the harsh, isolated, and dark farms of nineteenth-century Iceland, peasants turned to the legends of the "hidden people" (huldufólk), trolls, and ghosts to explain the incomprehensible workings of the world.

Today, in the twenty-first century, we tend to believe that we have moved beyond such superstitious thinking. The reality, however, is that the dark Icelandic winters and mist-covered highlands have been replaced by a new space that is infinitely complex and invisible to us: the digital data ecosystem.

The data-mining algorithms of giant technology companies and artificial intelligence (AI) systems quietly frame our reality, make decisions about our creditworthiness and employment prospects, and delimit the information that reaches us. And we, just like Icelandic farmers once did with the elves said to live in rocks, attribute mystical power and human-like intelligence to these algorithms.

The AI algorithm is the "hidden people" of our age: an invisible yet omnipresent entity that we fear, but one that we ourselves created, fed, and raised to such immense power -- from our own data.

Darkness and the "Black Box"

Nineteenth-century Iceland was an extremely isolated, rural society in which vast distances, severe weather, and long, dark winters shaped life. People lived in tiny, dark, damp turf houses, where the only light source was often a flickering oil lamp. The darkness surrounding the farm was a source of terror for both children and adults, because in the gloom any supernatural being might be lurking.

In the modern data age, those dark Icelandic nights have been replaced by the myth of the artificial intelligence "black box." When laypeople -- and often even developers -- see the astonishing performance of AI, when a generative model writes an essay or creates an image in moments, they tend to believe that the machine operates as an inexplicable, mystical black box.

Our fear arises from the same source as that of the Icelanders: from what we do not understand. Since AI algorithms run on massive quantities of data -- big data -- and on tens of millions or even billions of parameters, the process is effectively untraceable for the human mind.

Luc Julia, one of the creators of Siri, points out that AI can never truly be a "black box." Machines possess no unknowable magic; their unpredictability merely stems from randomness programmed into them or from human error. When a self-driving car suddenly stops at the sight of a pedestrian carrying a stop sign, it is not because the machine is "thinking" and yet making an inexplicable decision, but because it is reacting to an extreme situation according to coded rules. Just as darkness in Icelandic turf houses inspired fear, the arrival of electricity dispelled belief in ghosts. Similarly, the myth of the "black box" could be dispelled through proper data literacy and the demystification of algorithms.

The Huldufólk (Hidden People) and Invisible Algorithms

Among the most prominent figures of Icelandic folklore are the hidden people, or elves. According to legend, these beings live in rocks and hills parallel to human society. In appearance and behavior, they are very much like humans: they fish, farm, go to church, and even their clothes and tools mirror those of human society -- only they are a little richer and more powerful than we are. They are invisible, yet they have very real effects on human lives: if treated with respect, they reward people (for example, midwives who assist at childbirth), but if their territory is offended, they take cruel revenge.

In today's corporate and technological sphere, major data platforms and the data-mining algorithms that serve AI operate in exactly this way, as a kind of "hidden people." They are invisible to the end user; the average person does not see the data pipelines running beneath the surface, the active metadata, or the processes unfolding in data lakes and data warehouses. These systems steer our fate from the background.

They make decisions: algorithms filter incoming résumés, determine credit limits, and shape what information we see on social media.

Like the huldufólk, algorithms are mirrors of our society, since they feed on data generated by us -- structured and unstructured data, images, call logs. They possess no independent, divine intelligence; they merely imitate and amplify our behavior.

When Amazon's AI recruitment system discriminated against female applicants, it was not because the machine was independently evil or sexist. It happened because the AI had been trained on the résumés of successful applicants from the previous ten years, most of whom were men. The algorithm -- like a sprite living in the rock -- simply reflected the social and historical distortions and prejudices that we humans had fed into it.

Icelandic legends emphasize that "a good word earns a good reward," meaning that interaction with the hidden people is deterministic. The same is true of AI. The modern form of "magic" is what we call prompting, or prompt engineering. A generative AI's response, "creativity," and accuracy depend directly on the "good word" -- the instruction -- that a human provides. AI creates nothing out of nothing; it merely recombines the data and parameters fed into it.

Trolls, Robbers (Útilegumenn), and Big Data's Hunger

Another major group in Icelandic folklore is made up of trolls and robbers, or outlaws (útilegumenn). Trolls are gigantic, primitive beings tied to nature, characterized by enormous hunger and greed, often abducting people and animals. The útilegumenn, meanwhile, are outlaws who hide beyond the edges of civilization in the harsh highlands and raid the farmers' sheep from there. According to Icelandic researchers, legends about the útilegumenn survived in part because they helped explain sheep that mysteriously disappeared from summer pastures.

In the modern tech ecosystem, the enormous corporations building artificial intelligence -- the so-called GAMMA companies (Google, Apple, Microsoft, Meta, Amazon) -- behave like trolls and útilegumenn. The hunger of generative AI, such as ChatGPT, is unprecedented in the history of technology. Training machine learning systems and foundation models consumes staggering amounts of data, computing power, electricity, and water. Training ChatGPT-4, for example, reportedly required 25,000 A100 graphics processors (GPUs) operating for ninety days. To serve this hunger for resources, large companies build gigantic data centers that require immense quantities of fresh water for cooling, while their carbon emissions also soar. Like an insatiable troll, the technology destroys the environment, while companies often try to conceal this through "AI washing."

But it is not only their hunger for energy that makes them troll-like. Just as the útilegumenn steal the farmer's sheep in the darkness, major technology companies scraped the entire internet without the permission of users and creators in order to train their models. A multitude of lawsuits -- for example, between The New York Times and OpenAI, or in the Getty Images case -- demonstrate that AI models are built on stolen data that developers had no right to use. The digital "wanderers" -- ordinary internet users -- do not even realize that the content they created has become fodder for the machine. Just as, in Icelandic folklore, one could flee from trolls into the protection of the church and Christianity, humanity today seeks refuge behind legal regulations such as the European AI Act or the GDPR in an attempt to limit the destruction caused by these digital monsters.

Ghosts (Uppvakningar), Agents, and the Loss of Control

Icelandic ghost stories are the essence of darkness and fear. One of the most terrifying types of ghost is the uppvakningur, the revived dead. According to legend, sorcerers -- who in Iceland were almost always men, often learned priests -- could use magic to awaken the dead and program them for a specific task, most often revenge, then unleash them upon their enemies. The awakened spirit had no will of its own, only followed the sorcerer's command, yet it could wreak enormous destruction.

Today, we call these "awakened entities" agentic AI. While traditional generative AI merely responds to questions and generates content, agentic AI acts autonomously or semi-autonomously, plans, and interacts with other systems on our behalf, for example by updating databases or initiating transfers. The developer -- the modern sorcerer -- creates a digital agent, assigns it a task ("analyze supplier performance and look for savings opportunities"), and sets it loose on the network.

The fear, however, is the same in both cases: what happens if the "spirit" we have awakened slips out of our control?

Hollywood films love to portray AI as if it awakens to consciousness and kills humanity. In reality, however -- just as the uppvakningur was not self-aware -- AI does not think and does not rebel. The real danger lies in machine stupidity, faulty data, hallucinations, and the fact that autonomous systems may execute commands even without human oversight. If an AI-guided combat drone misinterprets a visual signal and shoots a person in purple clothing instead of someone in red, it is not because it is "evil," but because it is carrying out a programming or data error. Controlling agentic AI requires precisely the same kind of strict frameworks and "spells" from modern engineers that the containment of spirits required from nineteenth-century sorcerers.

Sea Monsters and Informational Chaos

Iceland is an island nation, so the ocean represented both life and the greatest threat, especially in the form of shipwrecks. The sea was that infinite, boundary-dissolving space where the natural and the supernatural met. Legends of sea monsters, of the stökkull or the rauðkembingur swallowing ships, and of seductive mermaids served to explain the ocean's cruel, unpredictable, and superhuman force.

For modern people, the global internet, social media, and the torrents of data flowing through them represent this same infinite and dangerous ocean. In this digital sea, the "monsters" are none other than the disinformation, fake news, deepfake videos, and hallucinations created by generative AI. AI can perfectly imitate the face and voice of a politician or celebrity and generate content that never happened. Just as in ancient tales the water spirit (nykur), disguised as a horse, lured children into the river and drowned them, deepfake voice scams can imitate the voices of our loved ones or our bank representatives in order to steal our data and money.

What is truly frightening is that AI, in its own "meaninglessness" -- because the algorithm merely calculates the statistical distribution of words and pixels and does not understand the content -- creates a post-truth world in which people find it increasingly difficult to distinguish reality from generated illusion. The legends of sea monsters taught Icelandic fishermen always to approach the ocean with respect and caution, never to tempt fate.

Today, in the ocean of algorithms, data literacy and critical thinking must serve the same function. Just as fishermen once recited special prayers at sea, we must use AI-based "watermarks" and authentication frameworks that signal to us when content is artificial.

Why Do We Believe the Myth?

The deepest connection between folklore and modern technology lies in the workings of the human brain itself. Why do we believe that AI is intelligent -- or even conscious?

According to Luc Julia, this comes from a cognitive bias of the human mind: in the real world, if someone can answer a complex question, we assume they also understand it. If ChatGPT responds fluently and grammatically flawlessly to our question about quantum physics, our brain reflexively attributes intelligence and consciousness to it.

This is precisely the same psychological mechanism through which ancient Icelanders explained natural phenomena. When the shape of a huge rock or volcano resembled a human face, or when a shadow moved in the darkness of night, it was evolutionarily more advantageous to assume that a being with intention -- a troll or a ghost -- was there than to dismiss it as mere chance. In the age of technology, we also attribute intention to the machine: "AI figured it out," "AI is lying," "AI wants something."

Yet the reality is far more prosaic and disillusioning. The algorithm -- like the wind moving the branches of trees -- has no intention. Large language models (LLMs) merely predict, on the basis of mathematical probabilities, what the most likely next word is after a given word. When AI invents a false fact, when it hallucinates, it does not do so out of malice. It simply fills in missing parts during the fitting of a statistical model with elements that seem linguistically plausible, regardless of whether they are true in reality.

Moreover, tech companies consciously play into this "magic." Words like "generative" and "intelligence" mystify the product. Instead of calling it "statistical prediction software," they call it "artificial intelligence," because magic is much easier to sell to investors and the market. Just as shamans or sorcerer-priests once rose above society and gained power through their connection to the spirit world, today tech gurus and the "visionaries" of Silicon Valley present themselves as if they had brought fire down from the heavens. By controlling the narrative, they maintain the illusion that they are the ones capable of keeping this "dangerous, superintelligent" creature under control.

Breaking the Spell

The frightening stories told in the darkness of Icelandic farms about trolls, hidden people, and sea monsters did not serve merely to entertain. They functioned as cognitive maps, teaching children how far they might venture into the wilderness, how to respect the power of nature, and how to obey the unwritten moral rules of society. These legends gave structure to a reality that humans could not control.

Today, data, metadata, and algorithms rule our world. Artificial intelligence is neither God, nor demon, nor a new digital species.

It is merely extended intelligence: an incredibly powerful tool, a gigantic "hammer" with which we shape vast quantities of data. If we continue to see AI as a ghost or "hidden people," and allow tech companies to operate under the veil of mysticism -- unregulated, based on data theft and massive environmental destruction -- then we truly will become victims of our own creation.

If we no longer want to be afraid in the dark, we must turn on the light. One tool for breaking the spell is data literacy, along with transparency, the application of decentralized smaller language models (SLMs), and genuine human-centered data and AI governance.

If we recognize that there is no soul in the machine, only the reflection of our own society's accumulated data staring back at us, then we become capable of acting without being ruled by fear. The algorithm is not an invisible troll steering our fate from the background, but code written by us, whose responsibility and ethical limits remain exclusively in human hands.

Source of the images:

GHOSTS, TROLLS AND THE HIDDEN PEOPLE: AN ANTHOLOGY OF ICELANDIC FOLK LEGENDS

Edited by DAGRÚN ÓSK JÓNSDÓTTIR more

Career development

 8h

Top AI Resume Builder Tools in 2026


AI-powered tools seem to be the most effective way to find jobs in 2026. These tools have changed both the job-hunting and hiring processes. They are designed to understand the changes for each role and help your resume navigate automated screening systems.

The job market is flooded with many options for job seekers. Having the right resume, specifically tailored for the role is becoming... increasingly important.

Recent reports indicate that the following six AI can significantly enhance candidates' chances of standing out in interviews. Below is a breakdown of the features of each one: more

Career development

 9h

The Conversion Bottleneck Nobody Talks About When Building Autonomous Agents


When people build autonomous agents for repetitive tasks -- job applications, outreach, content publishing -- they almost always nail the intake layer and fail at the execution layer.

I've been running a fully autonomous job hunting system for the past few weeks. It discovers opportunities, scores them, researches companies, tailors resumes, and drafts cover letters. It runs 24/7 via cron jobs... with no manual trigger. On a good day it surfaces 150+ new leads.

Last night I pulled the pipeline data and found this:

That last number is the one that matters. All that infrastructure, all that automation, and the actual execution rate was 2 applications per day.

Most people assume the hard part of automating a job search is research: finding the jobs, scoring them, building the packet. That part is actually the easiest to automate. APIs, LLMs, and some basic scoring logic get you there fast.

The hard part is submission.

Job application forms are a hostile environment for automation:

My system could draft a perfect application in minutes. But submitting it through a live Greenhouse form requires a headed browser, CAPTCHA handling, field detection, and retry logic for timeouts -- each of which can fail independently. One failure kills the submission.

When I dug into the 44 stuck applications, they weren't stuck because of research quality or draft quality. The cover letters were clean -- I audited the last three and they passed quality checks. The apply URLs were valid.

They were stuck because the submission layer was running as a drip: 8 parallel conversion crons, each trying one application at a time, failing silently when ATS forms broke, moving on.

The result was a discovery-heavy, execution-light system. It was generating pipeline velocity but not revenue-adjacent outcomes.

Here's the architectural lesson I'm taking from this:

1. Rate your automation layers by failure surface, not by complexity.

Intake layers (scraping, scoring, drafting) have clean failure modes. The call fails, you log it, you retry. Execution layers have messy failure modes. The form submits, the confirmation page loads, but the ATS ate your application anyway. These are much harder to debug and much more costly when they fail silently.

2. Batching beats dripping for execution.

Running 8 parallel drip crons creates 8 simultaneous failure surfaces. Running a single batch session -- a human-supervised sweep of the 44 ready applications -- would have converted more in 90 minutes than the drip produced in a week. Sometimes the right automation is "prepare everything, then execute in one human-reviewed sprint."

3. The conversion gap is your real metric.

Discovery velocity (how many leads/day) is a vanity metric. The metric that matters is conversion: from "ready to submit" to "actually submitted." If you're discovering 150 opportunities a day and submitting 2, you have a conversion gap, not an intake problem. Don't add more intake crons.

4. Silent failures are the worst failures.

Execution layers need loud error reporting. When a form submission fails, that failure needs to surface immediately -- not get buried in a log file that nobody reads until the weekly review. I added a submission failure counter to the pipeline dashboard after this audit. Now I'll know same-day when the execution layer goes quiet.

This pattern shows up everywhere autonomous agents hit limits:

The intake layer is usually ~20% of the engineering work. The execution layer -- getting the thing to actually happen in a hostile, inconsistent real-world environment -- is the other 80%.

If you're building autonomous agents and measuring success by what the agent prepares, you're measuring the wrong thing.

Measure what it completes. more

James Savitsky


Career development 1d
Hi everyone! I was recently promoted to head of a department and I think I’m a pretty easygoing boss. I always listen to my team and try to help them. The only thing I really expect is that the work is done perfectly by the deadline. Is that so hard? Am I asking too much? Why do my employees work so slowly and poorly?

  • Eleina M

    12h

    Have you tried doing a 360 performance feedback model? Alot of managers think they’re great and communicating expectations great, but there are many... blind spots when we rate our own selves. You stated you wanted perfection and timeliness, what is the rate of error? There could be may factors contributing to timeliness issues (workload, inadequate resources, impossible deadlines) and issues that contribute to mistakes (like poor training, unclear expectations, etc). Have you asked the team what would make them more successful? Most people desire to perform well, but other things get in the way.  more

  • Micheal Saha Muasua

    1d

    Ensure they have adequate resources and necessary technology to support there work

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Career development

 15h

Chamber to Celebrate Past, Future of Leadership Anderson at April 30 Event -- The Anderson Observer


For more than 40 years, the promise of Leadership Anderson, the flagship program of the Anderson Area Chamber of Commerce, has fostered cumulative acts of neighborliness, where leaders do not always arrive with titles, but instead over 11 months, explore the version of themselves that belongs to the community as a whole.

On April 30, the story of that experiment in civic formation is converging... on a single night with a vivid dress code. "Let's Paint the Town Red," a reunion and celebration at Bleckley Station. The instructions are simple enough -- wear red, bring your stories, be prepared to see the past walk in wearing name tags -- but the stakes are quietly ambitious. The evening is meant to look backward and forward at once: honoring four decades of projects and relationships while underwriting something as unadorned, and as radical, as a front door and a set of keys for people who do not have either.

Leadership Anderson was born in an era when "leadership" programs were proliferating in small cities, each promising a kind of local finishing school for professionals. Anderson's version has turned out to be less a finishing school than a long, roaming seminar. Participants -- young hires, mid-career stalwarts, the occasional retiree -- spend a year learning how their county works and, more often, those areas that may not be working as well as possible. They tour schools and factories, sit through briefings on infrastructure, compare notes on poverty and possibility, and, in the informal margins -- on buses, over lunches -- begin to imagine that they might be responsible for something beyond their own résumés.

Over time, the abstractions have hardened into artifacts. There is the refurbished gym at the Westside Community Center, where one class traded flip charts for paint rollers. There is the exuberant mural on Orr Street, staking a claim for color in a corridor that had grown used to its own neglect. There are the almost invisible interventions: class projects that fortified small nonprofits, or, in a few cases, created them outright. Leadership Class 7 spun also off Junior Leadership Anderson, a program for high-school juniors that has been running for 33 years, a kind of apprenticeship in paying attention. Alumni like to tell the story of teenagers who once dreamed only of escaping Anderson and now find themselves planning a life here, surprised by their own attachment.

The program's influence is braided into the civic folklore.The Soirée, the annual downtown arts festival that Anderson likes to claim as part garden party, part block party, traces its origin to a cluster of Leadership Anderson classmates lingering over lunch, talking about what might be possible. While never an official class project, exactly, it emerged from the peculiar chemistry of that first cohort: mid-career professionals temporarily liberated from their silos, pressed together long enough to invent a new tradition.

Forty years in, the Chamber has chosen a more austere ambition. The anniversary project, undertaken with The LOT Project, is the construction of three small transitional houses on modest city lots -- two on H Street and one on G Street -- for people who are, at the moment, more theory than neighbor to much of Anderson: the unhoused. House One, on H Street, is already under construction, a wooden rebuttal to the idea that homelessness is an abstraction rather than an address. Class 41, the current cohort, has taken on House Two; the goal is to finance both and leave a "nest egg" for House Three. When all three are complete, as many as twelve people who might otherwise be sleeping under bridges or on couches will instead be in small, dignified rooms, working with case managers toward something the program's architects insist on naming: permanent housing.

The model is almost stubbornly pragmatic. Cash will be raised; building materials will be solicited from suppliers and quietly delivered; in-kind professional services will be begged, borrowed, and bartered; alumni will be summoned to paint, to hammer, to do the unglamorous things that make up the difference between an idea and a structure. It is, in its way, the logical extension of the old bus-tour pedagogy: having spent years looking at the problems of Anderson from the comfortable remove of a motor coach, the program is now asking its graduates to help build the solution, one shingle at a time.

"Let's Paint the Town Red" is the social ignition switch for this work. The event's chair, Kimberly Spears, arrives with a local reputation -- "the best party in town" is the phrase that gets repeated, half as promise, half as warning. The plan is to avoid the ritual stiffness of the plated banquet in favor of food stations, music, and the particular kind of circulation that occurs when the people in the room already know something intimate about one another: who got divorced in Class 12, who landed their first big promotion in the middle of Class 24, who still tells the same joke from the bus ride in Class 6.

Yet the organizers are emphatic that the party itself will be modest. Every dollar that does not have to be spent on the evening will go to the houses. The Chamber will take none of the proceeds. Anderson County has signed on as presenting sponsor, a kind of institutional benediction. The program book, printed by a local shop, will double as scrapbook and ledger, documenting forty years of classes while quietly reminding guests why the ticket price was not, in fact, too high.

There is, too, a subtler project underway: the resuscitation -- "for the third time, and this time will be the charm," as one organizer puts it -- of a Leadership Anderson Alumni Association. More than 1,000 people have come through the program; many drifted away, pulled back into the eddies of professional and family life. The new alumni group is meant to reassemble them into something like a standing army of civic competence: people who can be dispatched to mentor current classes, staff new projects, and, each year, fund a scholarship for someone who might not otherwise afford the tuition. At the April 30 event, the association will announce the first such scholarship for Class 42 and present a Distinguished Alum Award, formalizing what has, for years, been a more casual hierarchy of legends and local heroes.

Not all of the evening will be celebratory. Sullivan-King Mortuary, a local institution, has taken on the task of curating memorials for graduates who have died in the program's 40-year span. Families and friends will have the opportunity to honor those whose names linger in class rosters and in the small, enduring things they helped build. It is a reminder that the program's alumni are no longer merely "emerging" leaders; some are emeritus, some are gone, and the civic story they wrote is now in the hands of younger people, many of whom are already pressing to get in.

If there is a problem Leadership Anderson does not have, it is scarcity of demand. Class 41 filled with 31 members -- the largest group yet -- without any marketing at all, and there is already a waiting list for the future. Next year's class is taking shape even as this year's group is only in its third session. The Junior Leadership program, too, continues to move teenagers through its annual rite of bus rides and facility tours, hoping to persuade at least a few that home is not a place you outgrow but a place for which you eventually take responsibility.

In a national moment when "leadership" is often a euphemism for personal brand, the Anderson Chamber version is almost suspiciously old-fashioned. It assumes that to lead a community you must first sit still long enough to see it, then get up and do something about what you have seen. The red clothing on April 30 will be festive, perhaps even theatrical, but it will also be a kind of uniform: a visible acknowledgment that those in the room once signed up to learn how Anderson works, and now, all these years later, are being asked to help make sure that, for at least a dozen people who have been living outside the frame, the city works a little better. more

Anonymous member


Career development 1w
Hi! People at work look at me like I’m crazy or from another planet. When we collect money for someone’s birthday, people usually ask for simple things like a toaster or a frying pan. But I said I’d like an art book. I’ve wanted one for a long time, but I can’t usually afford it, so I thought it would be a nice group gift.
Some people didn’t like that. They said it’s a waste of money and now they... look at me strangely.
Should I try to change their minds, or just let them keep dreaming about frying pans? Thanks

 more
1   

  • Michelle Bolton

    17h

    In that case, everyone should be able to add their opinion on what type of gift to purchase. Maybe writing on a piece of paper your thoughts on a gift... idea and pull from a hat, basket, jar or whatever is available. Especially with a group of people. No stale gifts desired. Thought (It would be great if we switched up the thought process of gift giving for the employees. Everyone writes their idea and someone who is voted on to pick, picks the best maybe 2 out of three choices and gifts should be under a certain amount. How does that sound? It would give others an opportunity to feel their gift ideas are special and meaningful.) This is something I would say. Or I would say it a different way but still have the chance to switch the gift ideas received.  more

  • Tree Moon

    1w

    They are the weird ones. It's a great idea. Collectible, too. I was gifted a Maxfield Parish Calendar which later sold at auction for $2000. i send... original art as gifts all the time. With Art the value can really skyrocket. more

    1
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Career development

 17h

How to Lose Your Job in 280 Characters With Social Media - Innovation & Tech Today


Online privacy is an illusion. It doesn't exist. All it takes is one poor choice when making a social media post to destroy your reputation and bring about a level of personal fame that you hadn't planned for. The fact that all social media posts are potentially public means that people can have access to posts that you never intended a larger audience to see. This includes potential employers.... There is a growing awareness of the role that social media plays in someone's professional livelihood, with debates arising about whether or not employers can terminate workers based on their social media misfires. For instance, according to CareerBuilder, "37% of companies use social networks to research potential job candidates." That said, here are some of the putrid posts, shameful shares, and rancid retweets that have led to people cleaning out their desks.

Paging Mrs. CarlyCrunkBear

Under the Twitter handle of "CarlyCrunkBear," a 10th-grade teacher was placed on academic leave after posting Tweets about smoking marijuana along with a number of racy photos. With such insightful tweets as "#SpliffManiac Nothings better than medical marijuana" and "Naked. Wet. Stoned," we can only assume Mrs. CarlyCrunkBear wasn't heading up the English department.

Would You Like Urine With That?

A Taco Bell employee Tweeted a shocking photo of himself urinating onto a plate of nachos, utilizing the caption "guess where I work?" Adding in the popular hashtags #nachobellgrande and #pissolympics, the employee's identity was uncovered by Anonymous and his information was shared with the general public. Now when will Anonymous uncover the identity of the guy that burnt my Crunchwrap Supreme?

A Fatty, Nonexistent Paycheck

A 22-year-old UC Berkeley graduate did something absolutely nobody ever does on social media: complain about her job. However, there was a slight twist to her ill-advised post, as she had not even started her first day at Cisco. The Tweet in question lamented her need to "weigh the utility of a fatty paycheck against the daily commute to San Jose and hating the work." Looks like her problem worked itself out.

Vine Day Afternoon

A police officer was suspended without pay after his Vine web series "Angry Cops" showed him, in full uniform, gleefully joking about shooting a man because he's out of vacation days and stealing cocaine from the evidence room. It's just too bad we had to miss out on the conversation where the commissioner said, "give me your gun, your badge, and your Vine password."

Seriously, No Spoilers

The Glee fanbase was shaken one calm day in April 2011 when a supporting actress did the unthinkable - she spoiled the identities of the show's prom queen and king, disappointing anyone who openly admitted to watching Glee. She was promptly fired from the show, presumably after also informing people that Darth Vader is Luke's father and Snape killed Dumbledore. more

Career development

 18h

I have 18 years of experience in PR. My job applications still go unanswered.


This as-told-to essay is based on a conversation with Candice N. Mackel of Candice Nicole Public Relations. It has been edited for length and clarity.

I've been a PR entrepreneur for 18 years, operating it full-time for 10 years. I've worked with other entrepreneurs, musicians, nonprofits, and in beauty, fashion, tech, cannabis, and more industries.

But recently, something changed. I used to be... very busy, and then I wasn't.

I feel like a bubble popped two years ago. It wasn't just me as a PR professional; my hairstylist and nail tech, for example, felt this shift too.

That's when I started considering returning to a corporate job because things have slowed down. I was also tired of chasing money owed to me.

It's only been two months of my job search, but I've sent out hundreds of applications. I'm currently using LinkedIn, Indeed, and Idealist, which I've found are best for nonprofit jobs, which is what I'm looking for.

I feel like my 18 years of experience and the fact that I'm an entrepreneur are working against me in this search. I've had a hard time getting companies to notice me, despite my extensive experience. There have been no responses to the majority of applications I submit. I'd say I've gotten 5% responses, all rejections.

It's frustrating. I am ready to bring my value in-house somewhere. I'm ready to align with a company that has a mission and can make an impact. I'm ready to work with a team again.

I try not to take the lack of responses personally, but my mom's background is in HR, so I know how it used to be. Growing up and watching her, if she posted a position and 150 people applied, it meant she reviewed 150 résumés. She would always send a note saying it was great to speak with them, and letting them know the status. That doesn't happen anymore.

I think I am doing the right things, such as customizing my cover letters, or emailing my résumé to an individual's email rather than into a black hole. But applications are also asking a lot of candidates. It's a lot of work just to get auto-rejected. It's maddening that you can't just say, "Here is my résumé" anymore. Now, it all feels like a game. It really depends on the hiring manager or recruiter's preference -- if your résumé even gets that far.

I don't think I've experienced ageism directly, but my experience seems to work against me. People have told me to change my title, but I'm a full-time entrepreneur. I created this. Why shouldn't I be proud of it? I started it from the ground up. It means I have a lot of determination and resilience.

People have asked me why I want to go back to a 9-to-5. My life has changed. I'm married now, and I have a 16-month-old. I need more stability. When you work for a company, you have benefits and know you're going to get paid every two weeks.

My son is home with me now. I enjoy doing things like making him breakfast. If I were to get a full-time job, I'd find childcare. But I can't even get to that point in the conversation.

I check job sites every day, sometimes twice a day. I'm also still applying for RFPs that come my way for my PR company. I've considered attaching a capabilities deck I made to applications to help people understand more about my experience. I might also include press releases and case studies.

I try not to listen to advice from others; they're not paying my bills. They don't know my goals. I do know that I have to get rid of pride and tell myself to let go of my ego. So I've been trying to share my experience more online. more

Career development

 18h

Woman Who Has Been Unemployed For Over 3 Years Describes What It's Like To Be 'So Poor That You Couldn't Afford To Get To A Job Interview'


For some, unemployment is just a temporary setback. For others, especially those without financial security, being unemployed can lead to a negative cycle that feels impossible to escape from.

Even the process of applying and interviewing for jobs can be too financially straining. This is exactly what one unemployed woman is going through, and she's sharing her situation with others to spread... awareness for this underlying problem.

In a recent TikTok video, the woman, who goes by @maestermel82, discussed her discouraging experience of trying to apply for jobs as an unemployed person. She explained that she's been job hunting for two and a half years and has filled out nearly 4,000 job applications, which have only led to 3 job offers since December 2022.

Unfortunately, none of them were viable options for her. One was fraudulent, another ghosted her and hired an inexperienced college student instead, and the third was so far from her home that it would've cost her more to commute than she would have earned.

And it's not just upper-level positions that the woman is struggling to get. She's not even able to land a minimum wage or entry-level job in the meantime. When she asked the manager at her local Trader Joe's grocery store if they were hiring, she was told, "They have applications backlogged, and they get at least six people that walk in the store every day asking for work."

With over 18 years of sales management experience and two master's degrees, the woman never expected to have such a hard time finding a job. She even has eight different resumes at the ready, all keyword optimized and customized for different roles. "Applying for work is a full-time job," she stated.

RELATED: A Woman Was Called 'Inconsiderate' For Trying To Shake A Job Interviewer's Hand

DimaBerlin | Shutterstock

The woman also brought up a harsh reality many unemployed people are facing: being too poor to afford to apply for jobs. She called the process "dehumanizing" and "physiologically and psychospiritually exhausting," particularly for those who have been unemployed for a long time.

What most people don't realize, according to the woman, is that applying for jobs costs money. She hasn't had internet service in her home for the last two years because she can't afford it, thereby forcing her to go to the library or a cafe to use their Wi-Fi hotspots for job hunting. Additionally, the woman said she's repeatedly had to miss on-site job interviews because she couldn't afford transportation to get there.

To all those out there currently struggling in the job market, she said, "You are not crazy, it is that bad. People who have not experienced it will gaslight you, they will insult you, they will disrespect you, even people that love you, because they do not get it."

RELATED: People Share The 3 Surprising Careers That Helped Them 'Escape Poverty'

The woman's story clearly resonated with a lot of people. Many empathized, saying they were dealing with similar situations. One struggling person wrote, "I was rejected for a job because their definition of reliable transportation is you own multiple cars. we own one and one of us works from home. I'm reliable, but too poor for their tastes."

StockPhotoDirectors | Shutterstock

According to the U.S. Bureau of Labor Statistics, the number of unemployed individuals in the United States is estimated to be around 7.6 million, at a rate of about 4.4%. People with degrees and even years of experience are being turned down for even the most entry-level positions, not to mention the plethora of scams and fake job listings floating around the market.

Understandably, being unemployed can feel hopeless at times. That's why it's important to keep your chin up and make sure to maintain your mental health. Continue learning and upskilling in any way you can, whether that be through free online courses or volunteering your time. Engage in hobbies that you enjoy and stick to a healthy routine to help manage the stress. You never know when a breakthrough is just around the corner.

RELATED: Job Applicant Refuses To Accept Rejection Email & Gets Offered The Role -- 'Don't Let Anyone Tell You That You're Not A Good Fit!'

Kayla Asbach is a writer currently working on her bachelor's degree at the University of Central Florida. She covers relationships, psychology, self-help, pop culture, and human interest topics. more

Career development

 19h

Duolingo CEO's taxi driver test decides who gets hired -- before the interview even starts | Fortune


At Duolingo, job interviews start the moment a candidate steps into a car.

Luis von Ahn, the billionaire cofounder and CEO of the language-learning app, revealed on Phoebe Gates' and Sophia Kianni's The Burnouts podcast how a job candidate treats their driver from the airport to the office can make or break their chances of getting hired -- regardless of how impressive their résumé looks or how... much they like the candidate in the interview process.

Entrepreneur von Ahn, who cofounded Duolingo in 2011 with Severin Hacker, recalled a time when the company had been seeking a chief financial officer "for like a year." The candidate had a strong résumé and the entire hiring committee "really liked," he told The Burnouts in a February interview.

But "it turned out that they were pretty mean to their driver from the airport to the office," von Ahn said. "And that made us not hire them."

The CEO of Duolingo, which has a market cap of $4.65 billion, knew this because he pays taxi drivers to evaluate whether candidates are worth hiring.

"Our belief is if they're going to be mean to the driver, they're probably going to be mean to other people, particularly people under them," he said.

It's particularly important to Duolingo to hire the right person because of how much the company and von Ahn have leaned into AI. Last April, von Ahn said he was getting rid of contract employees and replacing them with AI.

"We can't wait until the technology is 100% perfect," von Ahn wrote in a memo posted to LinkedIn in April 2025. "We'd rather move with urgency and take occasional small hits on quality than move slowly and miss the moment."

While von Ahn's taxi-driver test is an unconventional interview test, candidates in today's brutal job market are being evaluated in ways they may not even realize.

His approach comes at a time when landing a job has never felt more grueling. Hiring in tech has slowed drastically, with job postings down an estimated 36% from pre-2020 levels, according to Indeed's 2025 Tech Talent Report. Meanwhile, more than 40,000 people working in tech have been laid off so far this year, Layoffs.fyi data shows.

Plus, interview processes have become much longer and more involved. Candidates routinely face five to eight interview rounds, panel presentations, case studies, and personality assessments before receiving an offer. The average time-to-hire in the U.S. is approximately 36 days from job posting to offer, according to research by Alex Benjamin, vice president of talent acquisition at OnPoint Consulting Services.

And on top of that, culture and character evaluations have quietly become a standard part of the process -- even when candidates don't know they're being assessed.

Duolingo's CEO isn't alone in looking beyond a résumé and interview to look for character signals.

Trent Innes, the former managing director of accounting platform Xeno, and now chief growth officer at SiteMinder, told The Ventures podcast in an episode published in September 2024 he uses a coffee-cup test to evaluate candidates.

When a job candidate arrives for an interview, the interviewer walks them to the kitchen for a beverage.

"Then we take that back, have our interview, and one of the things I'm always looking for at the end of the interview is, does the person doing the interview want to take that empty cup back to the kitchen?" Innes said.

For anyone who leaves their dirty cup behind after the interview and doesn't offer to take it back to the kitchen, it's a no-go.

"You can develop skills, you can gain knowledge and experience, but it really does come down to attitude, and the attitude that we talk a lot about is the concept of 'wash your coffee cup,'" he said.

Even without odd tests, several big-name CEOs are vocal about how important street smarts and attitude are to securing a job. Amazon built its hiring process around its core Leadership Principles, with interviewers trained to probe for red flags, and JPMorgan Chase CEO Jamie Dimon has been outspoken about valuing street smarts and intellectual curiosity over pedigree alone.

"I care how you deal with our tellers, our guards, and our receptionists as much as I care how you deal with CEOs," Dimon said in a July 2024 interview with LinkedIn. "It's those 300,000 people that matter, and we have to set up right for everybody." more

Career development

 19h

How to plan your next steps after graduating


Graduation marks a turning point that brings both excitement and uncertainty. A clear plan helps transform that uncertainty into direction and purpose. Careful thinking about goals, finances, and personal growth can shape a stable future. Each decision taken after graduation builds momentum toward long-term success. Instead of rushing into choices, thoughtful planning creates confidence and... clarity. The following sections break down practical steps that guide new graduates through this transition. Each step focuses on real actions that support career development, financial stability, and personal well-being. A structured approach keeps progress steady and prevents unnecessary stress.

1. Reflect on Your Goals

Clarity begins with honest reflection. Personal goals shape every decision that follows graduation. Take time to define short-term and long-term ambitions. Consider career interests, lifestyle preferences, and personal values. A written plan helps organize thoughts and identify priorities. Avoid comparing paths with others, as each journey differs. Focus on strengths and areas that need improvement. Self-awareness builds confidence and direction. Reflection also reveals what truly motivates consistent effort. When goals feel meaningful, commitment becomes natural. A strong foundation of clarity makes every next step more intentional and less overwhelming.

2. Evaluate Your Financial Position

Financial awareness plays a crucial role after graduation. Review savings, expenses, and any existing obligations. A clear understanding of finances helps prevent future stress. Create a realistic budget that supports essential needs and allows gradual growth. Many graduates also explore ways to refinance student loans to reduce monthly pressure and improve flexibility. Smart financial decisions early on create long-term stability. Avoid unnecessary spending and focus on building emergency savings. Financial discipline does not limit freedom; it strengthens it. A strong financial base supports career risks, personal goals, and future investments with confidence.

3. Explore Career Options

Career exploration requires curiosity and openness. Research different industries and roles that align with skills and interests. Internships, freelance work, or entry-level positions provide valuable experience. Networking with professionals offers insight into real-world expectations. Avoid rushing into a role that feels misaligned. Instead, test different paths to understand what fits best. Career growth does not follow a straight line. Each experience adds knowledge and builds confidence. Stay flexible and adapt to new opportunities. Exploration helps uncover strengths and reveals paths that might not seem obvious at first.

4. Build a Strong Resume

A well-crafted resume creates strong first impressions. Focus on clarity, relevance, and accuracy. Highlight skills, achievements, and experiences that match targeted roles. Use action-driven language to show impact and results. Keep formatting clean and professional. Tailor each resume to specific job applications rather than using a generic version. Include measurable outcomes where possible. Employers value evidence of initiative and responsibility. A strong resume reflects both capability and effort. Regular updates ensure that new experiences stay included. A polished resume increases confidence during applications and improves chances of success.

5. Develop New Skills

Continuous learning keeps growth active after graduation. Identify skills that match career goals and industry demands. Online courses, certifications, and workshops provide accessible learning opportunities. Practical skills often matter more than theoretical knowledge in many roles. Focus on communication, problem-solving, and adaptability. These skills support success across different fields. Learning should remain consistent rather than occasional. Small efforts over time create strong results. Skill development also builds confidence during interviews and professional interactions. Staying curious and committed to improvement opens more doors and strengthens long-term career potential.

6. Network with Purpose

Connections play a major role in career progress. Meaningful networking builds relationships that support growth. Reach out to peers, mentors, and professionals in desired industries. Attend events, join online communities, and participate in discussions. Authentic conversations create stronger connections than forced interactions. Focus on learning rather than asking for immediate opportunities. Offer value where possible, even in small ways. Consistent communication helps maintain relationships over time. Networking does not require large groups; a few strong connections can create a lasting impact. Purposeful networking often leads to unexpected opportunities.

7. Create a Job Search Strategy

A structured job search improves efficiency and results. Set clear targets for roles, industries, and locations. Allocate time daily for applications, research, and follow-ups. Customize each application to match job requirements. Track progress to stay organized and consistent. Avoid applying randomly without direction. Focus on quality rather than quantity. Preparation for interviews also plays a key role in success. Practice responses and research companies thoroughly. A focused strategy reduces frustration and increases success rates. Consistency and patience remain essential throughout the process. Progress may feel slow, but steady effort brings results.

8. Maintain a Healthy Routine

A balanced routine supports both mental and physical well-being. Regular sleep, exercise, and proper nutrition improve focus and energy. Job searching and career planning can feel stressful without structure. A daily routine creates stability during uncertain times. Include breaks and activities that bring enjoyment. Avoid burnout by maintaining balance between effort and rest. Mental health deserves equal attention as career goals. A strong routine improves productivity and decision-making. Healthy habits also build discipline that supports long-term success. Consistency in daily life creates a strong foundation for future challenges.

9. Stay Open to Change

Flexibility helps navigate the early stages after graduation. Plans may shift as new opportunities arise. Staying open allows growth in unexpected directions. Avoid rigid expectations that limit potential. Adaptation shows strength rather than uncertainty. Each experience adds value, even if it differs from original plans. Challenges often lead to new skills and insights. Accepting change builds resilience and confidence. A flexible mindset helps manage setbacks and adjust quickly. Growth rarely follows a fixed path. Openness creates space for better opportunities and meaningful progress.

Life after graduation presents both opportunity and uncertainty. A thoughtful approach turns that uncertainty into direction and growth. Each step, from reflection to long-term planning, builds a strong foundation for the future. Consistency, discipline, and adaptability play key roles in achieving success. Small actions taken daily create meaningful progress over time. Confidence grows through preparation and experience rather than instant results. Staying focused on goals while remaining open to change creates balance. With a clear plan and steady effort, the transition from graduation to a fulfilling career becomes both manageable and rewarding. more

Career development

 19h

TGI Young Professionals Program 2026: How to Apply


The TGI Young Professionals Program 2026 is now open for qualified Nigerian graduates, creating fresh buzz among job seekers searching for paid graduate trainee opportunities in Nigeria. The program, launched by Tropical General Investments (TGI) Group, is being positioned as a structured talent pipeline for young professionals looking to accelerate their careers through monthly salary, hands-on... training, leadership development, and possible long-term employment.

With growing interest around graduate jobs in Nigeria 2026, the TGI Young Professionals Program has emerged as one of the most talked-about private sector career opportunities this week. According to listings and application portals currently online, the program is designed to help high-potential young Nigerians gain cross-functional exposure, practical business experience, and leadership competencies inside one of the country's most recognized multinational groups.

What Is the TGI Young Professionals Program 2026?

The TGI Young Professionals Program (YPP) 2026 is a six-month structured talent development initiative by Tropical General Investments (TGI) Group, aimed at preparing young professionals for future managerial and leadership roles within the organization. The company describes it as part of its broader talent pipeline strategy, offering candidates the chance to deepen their knowledge and build competencies needed for long-term career growth.

TGI states that the program is built around cross-functional and cross-business rotations, combined with experiential learning, project-based activities, and an intensive six-week induction. That means successful applicants are not just joining a short internship, they are entering a structured development track that could open doors across different businesses within the TGI Group after completion.

TGI Young Professionals Program Benefits: Salary, Training and Employment Opportunity

One of the biggest reasons the TGI Young Professionals Program 2026 is trending is the package attached to it. TGI's official job page states that successful applicants will have the opportunity, upon completing the program, to work across the group's businesses after the induction phase. The program is widely described across recruitment platforms as offering:

* Monthly salary

* Hands-on practical training

* Career development

* Potential employment opportunity after successful completion

While the exact salary amount is not publicly listed on the official job page, the emphasis on paid training and career progression has made the program especially attractive to young Nigerian graduates seeking alternatives to unpaid internships.

Who Can Apply for the TGI Young Professionals Program 2026?

According to the official TGI listing and mirrored job postings, applicants must meet several core requirements to be considered. The eligibility criteria include:

* B.Sc or HND in Engineering, Social Sciences, Agriculture, Sciences, or other disciplines relevant to the business

* Minimum of 2 years' relevant work experience

* Completed NYSC

* Maximum age of 27 years

* A CV containing comprehensive and relevant professional information

TGI also notes that the following are added advantages:

* Professional certification

* Graduate degree (MSc/MBA) from a reputable business school

This eligibility structure makes the opportunity especially relevant for young Nigerian professionals who already have some post-graduate work experience, rather than fresh graduates with no industry exposure.

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Where Is the TGI Young Professionals Program Based?

The official TGI application page lists the job location as Lagos, though the program is often discussed as a broader Nigeria-focused opportunity because TGI operates across multiple sectors and business units in the country. Candidates should therefore expect that the training and potential future deployment may involve exposure to different operational areas within the group, even if the primary application listing is tied to Lagos.

For Nigerian job seekers, especially in Lagos, where graduate opportunities are highly competitive, the TGI YPP is being closely watched as a potential gateway into the FMCG, agriculture, manufacturing, and broader corporate sectors where the group has a presence.

TGI Young Professionals Program 2026 Deadline: Why Applicants Should Move Fast

One area where applicants should be cautious is the deadline discrepancy across third-party platforms. Several scholarship and job aggregation sites list different deadlines, including March 12, March 14, and March 30, 2026. However, the official TGI application portal currently indicates that the role "expires 2 weeks from now" from the time it was indexed, rather than displaying a fixed public date in the snippet. Because of these inconsistencies, the safest move is to apply immediately through the official portal instead of relying on reposted deadlines.

For accuracy and urgency, applicants should treat the application as time-sensitive and avoid waiting until the last minute.

How to Apply for the TGI Young Professionals Program 2026

Interested candidates can apply through TGI's official recruitment portal hosted on SeamlessHiring. The official listing shows the role as "TGI Young Professionals Program" and includes an Apply button for submission. Applicants should ensure they upload a well-detailed CV that clearly reflects relevant work experience, NYSC completion, educational background, and any certifications.

Because the role specifically requests comprehensive and relevant professional information, candidates are likely to improve their chances by tailoring their CV toward leadership potential, cross-functional skills, project work, and measurable achievements.

Why the TGI Young Professionals Program Matters in Nigeria's 2026 Graduate Job Market

At a time when many young Nigerians are actively searching for paid graduate trainee jobs, internships with salary, and career development programs, the TGI Young Professionals Program 2026 stands out because it targets a very specific gap: early-career professionals who are no longer entry-level but not yet in management.

That makes it especially valuable in Nigeria's current labor market, where many opportunities are either aimed at fresh graduates or senior professionals. TGI's program appears to sit in the middle, offering structured training with real career progression potential for candidates who already have some work experience and want a faster path to leadership.

For many applicants, that combination of salary + training + employment pathway is exactly what makes this opportunity one of the more compelling career openings currently circulating online.

FAQ: TGI Young Professionals Program 2026

1. What is the TGI Young Professionals Program 2026?

The TGI Young Professionals Program 2026 is a six-month talent development program by Tropical General Investments (TGI) Group designed to prepare young professionals for future leadership and managerial roles. It combines cross-functional rotations, practical learning, project activities, and an intensive induction.

2. Is the TGI Young Professionals Program paid?

Yes, the program is widely listed as offering a monthly salary, alongside hands-on training and career development. However, the official public listing does not specify the exact salary amount in the visible job summary.

3. Who can apply for the TGI Young Professionals Program 2026?

Applicants must generally have a B.Sc or HND in a relevant discipline, at least 2 years of relevant work experience, completed NYSC, and be 27 years old or younger. Professional certifications and postgraduate degrees such as MSc or MBA are listed as advantages.

4. What courses or disciplines are accepted for TGI YPP?

TGI says applicants from Engineering, Social Sciences, Agriculture, Sciences, and other disciplines relevant to the business can apply. That means the program is not limited to one field and may suit candidates from multiple academic backgrounds.

5. Is NYSC compulsory for the TGI Young Professionals Program?

Yes. Completed NYSC is clearly listed as one of the official requirements for the program. Candidates who have not completed NYSC may not meet the eligibility criteria.

6. What is the age limit for the TGI Young Professionals Program 2026?

The official listing states that applicants must be a maximum of 27 years old. This is one of the most important eligibility filters for the program.

7. How long is the TGI Young Professionals Program?

The program is designed to run for six months. It includes a six-week induction followed by cross-functional and cross-business exposure across the TGI Group.

8. Does the TGI Young Professionals Program lead to employment?

TGI says successful applicants will have the opportunity, upon completion of the program, to work across the group's businesses after the induction phase. While this suggests a strong pathway to employment, it is best understood as a potential opportunity rather than an absolute guarantee.

9. Where can I apply for the TGI Young Professionals Program 2026?

Applications can be submitted through TGI's official recruitment portal on SeamlessHiring. The official job listing appears as "TGI Young Professionals Program" and includes an Apply button.

10. What is the deadline for TGI Young Professionals Program 2026?

This is where applicants should be careful. Third-party sites list different deadlines, including March 12, March 14, and March 30, 2026. The official TGI listing snippet did not show a fixed date in the indexed preview, instead indicating the role expires soon. Because of this inconsistency, the best advice is to apply immediately via the official portal.

11. Is the TGI Young Professionals Program for fresh graduates?

Not exactly. While it targets young professionals, it is not a pure fresh graduate program because applicants need at least two years of relevant work experience. It is better suited for early-career professionals rather than those with zero post-school experience.

12. Why is the TGI Young Professionals Program trending in Nigeria?

The program is attracting attention because it combines three things many young Nigerians are actively searching for: paid training, structured career growth, and potential employment. In a competitive 2026 job market, opportunities with those features tend to generate strong search interest. more

Career development

 19h

7Up Graduate Trainee Program 2026: Monthly Salary, Training & How to Apply


The 7Up Graduate Trainee Program 2026 has officially opened for applications, offering young Nigerian graduates a valuable opportunity to begin their careers with one of the country's largest beverage manufacturing companies. The program, launched by Seven-Up Bottling Company (SBC), is positioned as a career-building initiative designed to equip fresh graduates with practical workplace experience,... structured training, and exposure to multiple business functions.

For many job seekers in Nigeria, graduate trainee opportunities remain among the most sought-after early-career openings because they combine professional development, mentorship, and a potential pathway to long-term employment. The latest announcement around the Seven Up Graduate Trainee Program 2026 is therefore likely to attract significant interest, especially among candidates looking to break into the manufacturing, engineering, operations, and corporate services sectors.

According to the published details, the 7Up Graduate Trainee Program comes with a competitive monthly salary, training opportunities, and employment-focused career development, though the application deadline has not been specified, making early application highly advisable.

What Is the 7Up Graduate Trainee Program 2026?

The 7Up Graduate Trainee Program 2026 is a structured early-career development scheme by Seven-Up Bottling Company Limited, aimed at helping young Nigerian graduates gain hands-on experience while working with experienced professionals across the company's operations.

Seven-Up Bottling Company is widely known in Nigeria's fast-moving consumer goods (FMCG) space, producing and distributing popular beverage brands such as 7Up, Pepsi, Mirinda, Mountain Dew, H2oH!, Teem, Lipton Ice Tea, and Aquafina. With nine bottling plants across Nigeria, the company has established itself as one of the country's major manufacturing employers.

The trainee program is designed to expose successful applicants to a rotation-based learning structure, where they can interact with multiple departments, understand core business operations, and identify where their strengths best fit within the organization. This makes the opportunity especially attractive for graduates who want a broad corporate foundation rather than a narrow entry-level role.

Why the 7Up Graduate Trainee Program Matters for Nigerian Graduates

At a time when youth unemployment and underemployment remain major concerns in Nigeria, programs like the Seven Up Graduate Trainee Program 2026 stand out because they offer more than just a temporary internship. They are structured to support skill acquisition, workplace readiness, and long-term employability.

For recent graduates, landing a role in a respected company like Seven-Up Bottling Company can significantly strengthen a CV. Beyond salary, the program emphasizes mentorship, cross-functional exposure, and professional growth, which are increasingly critical in a competitive labor market.

The announcement also reflects a broader trend among top employers in Nigeria who are investing in graduate trainee pipelines to identify and nurture young talent early. For applicants with strong academic backgrounds and the willingness to relocate or work in different company locations, this could be a major stepping stone.

7Up Graduate Trainee Program 2026 Eligibility Requirements

To be considered for the 7Up Graduate Trainee Program 2026, applicants are expected to meet several academic and professional criteria.

The listed requirements include:

* A minimum of Second-Class Upper Division from a recognized university

* A Bachelor's degree

* Completion of NYSC

* 0-2 years of relevant work experience

* Strong research and writing abilities

* Knowledge of AUTOCAD (even if only from academic experience, this is considered a bonus)

* Strong communication and presentation skills

* Proficiency in Microsoft Office applications, especially Word, PowerPoint, and Excel

* Strong analytical, critical thinking, and problem-solving skills

* Willingness to work in any company location within and outside Nigeria

These requirements suggest the program is especially suited for high-performing recent graduates who can demonstrate adaptability, technical awareness, and a readiness to work in a structured corporate environment.

READ ALSO

TGI Young Professionals Program 2026: How to Apply

Mastercard Foundation Associates Program Opens for Africans: Apply for Paid Internship, Stipend, Mentorship and Remote Roles

7Up Graduate Trainee Program 2026 Benefits and Rewards

One of the strongest attractions of the Seven Up Graduate Trainee Program is its focus on career progression and real-world experience.

According to the program details, selected trainees can expect:

* Monthly salary

* Professional training

* Employment-focused development

* Mentoring and guidance from experienced professionals

* Exposure to multiple business functions through a rotation scheme

* Potential access to health and leave benefits, as highlighted in the program overview

The company describes the trainee journey as a transformative experience, built to help young professionals navigate the early stages of their careers while gaining practical knowledge from multiple parts of the business.

This multi-disciplinary exposure is important because it allows trainees to understand how different departments interact, from operations and engineering to strategy and administration, which can make them more valuable employees over time.

Key Responsibilities for 7Up Graduate Trainees

The 7Up Graduate Trainee Program 2026 is not just about learning in theory. It is designed around active participation and contribution.

Successful candidates are expected to:

* Participate in training sessions and workshops

* Work with experienced professionals across departments

* Contribute to live projects

* Apply problem-solving skills to improve processes

* Engage in team meetings and brainstorming sessions

* Seek feedback from mentors

* Stay informed on industry trends

* Demonstrate a consistent commitment to excellence and innovation

This indicates that the program values initiative, collaboration, and growth mindset, which are qualities increasingly prioritised by major employers.

How to Apply for the 7Up Graduate Trainee Program 2026

The application process for the 7Up Graduate Trainee Program 2026 is straightforward, based on the published guide.

Step-by-step application process:

Notably, the deadline is not specified, which means candidates should apply immediately rather than wait. Opportunities like this often attract a large volume of applicants, and some employers may close applications once they have enough qualified entries.

Why Early Application Could Be Crucial

Because the 7Up Graduate Trainee Program 2026 deadline is not specified, prospective applicants should treat the opening as time-sensitive. In many competitive Nigerian graduate schemes, application windows can close without extensive notice.

Applying early can also improve your chances of avoiding technical issues, rushed submissions, or incomplete documentation. Candidates should ensure their CV is polished, their academic records are accurate, and they are prepared to clearly communicate their skills and interest in the role.

For job seekers targeting graduate trainee jobs in Nigeria 2026, this is one of the more compelling openings currently available in the FMCG and manufacturing sector.

FAQ: 7Up Graduate Trainee Program 2026

1. Is the 7Up Graduate Trainee Program 2026 currently open?

Yes. According to the published announcement, applications for the 7Up Graduate Trainee Program 2026 have commenced. Interested Nigerian graduates are encouraged to apply as early as possible.

2. What is the 7Up Graduate Trainee Program 2026?

The 7Up Graduate Trainee Program 2026 is an early-career development program by Seven-Up Bottling Company that offers Nigerian graduates professional training, cross-functional exposure, mentorship, and a pathway to employment in the company.

3. Who can apply for the Seven Up Graduate Trainee Program?

The program is open to Nigerian graduates who meet the stated requirements, including a Bachelor's degree, minimum Second-Class Upper Division, completed NYSC, and 0-2 years of relevant work experience.

4. What are the requirements for 7Up Graduate Trainee Program 2026?

Applicants must typically have:

* A Bachelor's degree

* At least a Second-Class Upper Division

* NYSC completion

* 0-2 years work experience

* Strong communication, research, analytical, and Microsoft Office skills

* Willingness to work in different locations

* AUTOCAD knowledge is listed as a bonus

5. Does the 7Up Graduate Trainee Program pay salary?

Yes. The program states that selected candidates will receive a monthly salary. It also highlights professional training and possible employment benefits, making it a paid graduate opportunity.

6. What is the deadline for 7Up Graduate Trainee Program 2026?

The published details state that the deadline is not specified. Because no closing date has been announced, applicants should submit their applications immediately to avoid missing the opportunity.

7. How do I apply for the 7Up Graduate Trainee Program 2026?

To apply:

8. Is NYSC compulsory for the 7Up Graduate Trainee Program?

Yes. Based on the listed eligibility criteria, applicants are expected to have completed NYSC before applying.

9. Can fresh graduates apply for 7Up Graduate Trainee Program 2026?

Yes, if they meet the criteria. The program accepts candidates with 0-2 years of relevant work experience, meaning many recent graduates can qualify, provided they also meet the academic and NYSC requirements.

10. Can HND holders apply for the 7Up Graduate Trainee Program?

The available program description specifically mentions a Bachelor's degree and does not clearly state HND eligibility. Unless the official application page explicitly confirms HND acceptance, applicants should assume the program is primarily targeted at university degree holders.

11. What kind of jobs can the 7Up Graduate Trainee Program lead to?

The program is designed to build foundational experience across different business units, which may lead to opportunities in:

* Operations

* Engineering

* Supply chain

* Administration

* Strategy

* Corporate support functions It can serve as a launchpad for long-term roles within the company.

12. Why is the 7Up Graduate Trainee Program important for Nigerian job seekers?

It offers a rare combination of: more

Anonymous member


Career development 2d
I’m in a difficult situation at work. We broke up with a guy from another department, we dated and even lived together for a year. Now it feels uncomfortable to see him at the office and in the kitchen. It’s also hard to deal with coworkers asking questions and showing sympathy about our breakup. I don’t want to change jobs, and I don’t have anywhere else to go.
How can I get coworkers to ask... fewer questions and make work feel more comfortable? Thank you

 more
4   

  • Phire Shines

    20h

    Let them know it’s a difficult or uncomfortable situation that you would like privacy to deal with.

  • Steward Tony Pacheco

    1d

    “My Personal Life Is Private, Please Do Not Bring It Up Again”
    Let everyone that asks you get this response and it should quell the curiosity. Stick... to business as usual. Do not let it affect your work & soon it will be Passat! This is why you don’t waste where you eat! The world is not all puppies and unicorns, there are wolves in the forest as well. Personal life & work life do not mix! Thats was both of yours first mistake! Making it obvious at work was both of yours second mistake. Then think of everyone at the office now stressed and caught up in that drama of choosing sides when they should be focused on their respective jobs.  more

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Career development

 21h

How employers actually evaluate candidates today


For many pro­fes­sion­als across the Caribbean, the hir­ing process can feel con­fus­ing and un­pre­dictable. Can­di­dates up­date their ré­sumés, high­light their ex­pe­ri­ence, and ap­ply for mul­ti­ple op­por­tu­ni­ties, yet many still strug­gle to move for­ward in re­cruit­ment process­es.

Part of the chal­lenge is that the way em­ploy­ers eval­u­ate can­di­dates has changed sig­nif­i­cant­ly... in re­cent years. While many pro­fes­sion­als still ap­proach job ap­pli­ca­tions us­ing tra­di­tion­al meth­ods, hir­ing teams to­day are in­creas­ing­ly look­ing for very dif­fer­ent sig­nals when de­cid­ing who ad­vances in the process.

To bet­ter un­der­stand how or­gan­i­sa­tions ac­tu­al­ly as­sess can­di­dates to­day, I spoke with Khadi­ja Moore, re­gion­al di­rec­tor of hu­man cap­i­tal at the Uni­com­er Group, a multi­na­tion­al re­tail and con­sumer fi­nance com­pa­ny op­er­at­ing across more than 20 coun­tries. Moore is al­so a con­trib­u­tor to the Forbes Busi­ness Coun­cil, where she writes about lead­er­ship, tal­ent strat­e­gy, and the fu­ture of work.

From her per­spec­tive lead­ing tal­ent strat­e­gy across mul­ti­ple mar­kets, Moore out­lined four key prin­ci­ples that in­creas­ing­ly shape how em­ploy­ers eval­u­ate can­di­dates to­day.

Fo­cus on out­comes, not just re­spon­si­bil­i­ties

One of the most com­mon mis­takes job ap­pli­cants make, Moore says, is de­scrib­ing what they were re­spon­si­ble for rather than what they ac­tu­al­ly achieved.

"In to­day's hir­ing en­vi­ron­ment, or­gan­i­sa­tions are look­ing for sig­nals of im­pact and ex­e­cu­tion," she ex­plained. Re­cruiters and hir­ing man­agers want to un­der­stand how a can­di­date's work "moved the nee­dle."

Many ré­sumés still read like job de­scrip­tions. Can­di­dates of­ten list du­ties and re­spon­si­bil­i­ties with­out ex­plain­ing the re­sults those ac­tiv­i­ties pro­duced.

Moore en­cour­ages pro­fes­sion­als to present their ex­pe­ri­ence in terms of mea­sur­able im­pact.

In­stead of writ­ing:

"Re­spon­si­ble for man­ag­ing cus­tomer ser­vice op­er­a­tions."

Can­di­dates should show re­sults, for ex­am­ple:

"Led a cus­tomer ser­vice team that im­proved sat­is­fac­tion scores by 18 per cent and re­duced com­plaint res­o­lu­tion time by 30 per cent."

"Em­ploy­ers in­creas­ing­ly eval­u­ate can­di­dates based on ev­i­dence of per­for­mance, not just tenure or job ti­tles," Moore said. "The most com­pelling can­di­dates show how their work cre­at­ed mea­sur­able val­ue."

She be­lieves pro­fes­sion­als should re­think the pur­pose of a ré­sumé en­tire­ly.

"Your re­sume is nei­ther a bi­og­ra­phy nor a brochure - it is a da­ta set and per­for­mance record."

Write for both hu­mans and tech­nol­o­gy

An­oth­er ma­jor shift in hir­ing is the grow­ing role tech­nol­o­gy plays in screen­ing ap­pli­ca­tions.

Or­gan­i­sa­tions to­day of­ten re­ceive large vol­umes of ap­pli­cants for a sin­gle role, which has led many com­pa­nies to adopt au­to­mat­ed sys­tems to help man­age the process.

"Or­gan­i­sa­tions in the re­gion are in­creas­ing the use of tech­nol­o­gy like Ap­pli­cant Track­ing Sys­tems to process ap­pli­ca­tions be­fore a hu­man ever sees them," Moore said.

Be­cause of this, can­di­dates must en­sure their ap­pli­ca­tions can be in­ter­pret­ed clear­ly by both tech­nol­o­gy and hir­ing man­agers.

Moore rec­om­mends sev­er­al prac­ti­cal strate­gies. These in­clude us­ing clear sec­tion head­ings such as ex­pe­ri­ence, skills and ed­u­ca­tion, avoid­ing com­plex graph­ics or lay­outs that may con­fuse screen­ing sys­tems, and in­clud­ing key­words rel­e­vant to the role such as tools, cer­ti­fi­ca­tions and soft­ware.

How­ev­er, op­ti­mis­ing for tech­nol­o­gy alone is not enough.

"At the same time, the nar­ra­tive still needs to res­onate with the hir­ing man­ag­er," Moore said.

"The goal is a re­sume that pass­es the al­go­rithm and per­suades the hu­man."

For job seek­ers, this means struc­tur­ing their ré­sumé so that their val­ue is im­me­di­ate­ly clear to both au­to­mat­ed sys­tems and the peo­ple mak­ing hir­ing de­ci­sions.

Demon­strate adapt­abil­i­ty and con­tin­u­ous learn­ing

Moore al­so em­pha­sised how rapid­ly evolv­ing in­dus­tries are chang­ing what em­ploy­ers look for in can­di­dates.

"The na­ture of work is evolv­ing quick­ly due to dig­i­tal trans­for­ma­tion and AI adop­tion," she said.

Be­cause of this shift, em­ploy­ers are in­creas­ing­ly eval­u­at­ing can­di­dates not on­ly on their cur­rent knowl­edge but al­so on their abil­i­ty to learn and adapt.

"What em­ploy­ers in­creas­ing­ly look for is not just what some­one knows to­day, but how quick­ly they can learn and adapt," Moore ex­plained.

Strong can­di­dates demon­strate this through tan­gi­ble ev­i­dence of growth. This may in­clude earn­ing cer­ti­fi­ca­tions or mi­cro-cre­den­tials, par­tic­i­pat­ing in cross-func­tion­al projects, adopt­ing new tools or sys­tems, or en­gag­ing in self-di­rect­ed learn­ing.

"In to­day's labour mar­ket, learn­ing agili­ty is be­com­ing one of the most valu­able pro­fes­sion­al as­sets," Moore said.

"Or­gan­i­sa­tions want peo­ple who can grow as the busi­ness evolves."

This shift re­flects broad­er glob­al work­force trends. Ac­cord­ing to the World Eco­nom­ic Fo­rum's Fu­ture of Jobs Re­port, tech­no­log­i­cal change will con­tin­ue re­shap­ing in­dus­tries and job roles over the com­ing decade, re­quir­ing work­ers to con­tin­u­al­ly up­date their skills.

The grow­ing val­ue of con­tin­u­ous learn­ing is al­so re­flect­ed in com­pen­sa­tion trends. Re­search from Cours­era's Glob­al Skills Re­port shows that pro­fes­sion­als who earn mi­cro-cre­den­tials and in­dus­try cer­ti­fi­ca­tions can com­mand salary pre­mi­ums of up to 20 per cent com­pared with peers with­out those cre­den­tials, par­tic­u­lar­ly in tech­nol­o­gy-dri­ven roles.

Shape your ca­reer port­fo­lio and pro­fes­sion­al nar­ra­tive

Fi­nal­ly, Moore em­pha­sised that can­di­dates to­day must think be­yond sim­ply pre­sent­ing a list of pre­vi­ous jobs.

"The strongest can­di­dates don't just present a list of roles - they present a port­fo­lio of con­tri­bu­tions, skills and projects," she said.

One use­ful strat­e­gy is to analyse how sim­i­lar roles are de­scribed at lead­ing or­gan­sa­tions. Plat­forms such as LinkedIn al­low pro­fes­sion­als to study job de­scrip­tions across com­pa­nies and iden­ti­fy the ca­pa­bil­i­ties em­ploy­ers con­sis­tent­ly pri­or­i­tize.

Can­di­dates can then eval­u­ate their own ex­pe­ri­ence against those ex­pec­ta­tions.

"If there are gaps, pur­sue ways to close them," Moore ad­vised.

This might in­volve lead­ing projects or process im­prove­ments with­in one's or­ga­ni­za­tion, de­liv­er­ing pre­sen­ta­tions or thought lead­er­ship with­in a field, earn­ing cer­ti­fi­ca­tions or spe­cialised train­ing, or tak­ing on vol­un­teer lead­er­ship or com­mu­ni­ty ini­tia­tives.

These ex­pe­ri­ences help build a port­fo­lio that demon­strates both ini­tia­tive and ca­pa­bil­i­ty.

"The goal," Moore said, "is to lever­age and shape your ca­reer port­fo­lio in­to a clear pro­fes­sion­al nar­ra­tive - one that clear­ly ar­tic­u­lates the prob­lems you solve, the strengths that de­fine you, and the di­rec­tion your ca­reer is mov­ing."

Keron Rose is a Caribbean dig­i­tal strate­gist and dig­i­tal no­mad based in Thai­land. He helps en­tre­pre­neurs build, mon­e­tise, and scale their dig­i­tal pres­ence while ac­cess­ing glob­al op­por­tu­ni­ties. Vis­it keron­rose.com to learn more about the dig­i­tal world. more

Career development

 1d

Personalized Job Search Guidance


I'd like hands-on support identifying and landing my next role. My priority is targeted job searching -- sourcing open positions that truly match my background, preparing tailored applications, and keeping everything organized so I can move quickly when the right opportunity appears. I'm open to both fully remote roles and positions tied to a specific city (we can discuss geography once you're... onboard). Industry-wise I'm flexible; what matters most is fit and growth potential. Here's what I need from you: * A steady stream of well-matched vacancies, curated from reputable job boards, company pages, and niche communities. * Brief role summaries with key requirements, application deadlines, and direct application links. * A simple tracker (spreadsheet or Airtable) so I can monitor where each application stands. * Optional -- but appreciated -- advice on refining my résumé and cover letters for any standout postings you uncover. If you have proven experience as a job search strategist or recruiter and know your way around LinkedIn, Indeed, Glassdoor, and other sourcing tools, let's connect. I'm ready to start right away and welcome your suggestions for making this search efficient and effective. more

Career development

 1d

How high schoolers can stand out with employers at job fairs


From attitude and communication to paperwork and technology, employers highlighted skills and habits that help students turn job fairs into real opportunities.

Garland ISD students speak with employers at the school district's Gilbreath-Reed Career and Technical Center.Gilbreath-Reed Career and Technical Center . The Naaman Forest High School senior's teacher helped her complete a résumé, while... friends walked her through interview questions and made sure her outfit looked appropriate for employers.

to study aerospace engineering, where she expects to cover most of the costs herself. She said she feels confident about working with new people and believes students like her can succeed if adults give them a chance to learn.At Garland ISD's recent career fair, employers, colleges and nonprofits laid out skills they hope North Texas teens will bring to those opportunities.Garland ISD students speak with employers at the school district's Gilbreath-Reed Career and Technical Center. Employers at the job fair emphasized that they notice a student's attitude before résumés, certifications or grades.Employers emphasized that they notice a student's attitude before résumés, certifications or grades. Garland ISD roofing supervisor Bryan Petty said the teens who stand out show energy and are ready to work. They approach employers engaged, ask questions and express a willingness to put in "sweat equity" instead of looking for instant results. He also warned students against only dwelling on a paycheck."Money cannot replace experience," he said, urging teens to be willing to take starter jobs they may not love so they can build a work history.not often taught in classrooms. The nonprofit helps Hispanic families understand college and career pathways and offers a student marketing internship. Núñez said she wants students who can communicate clearly, tell their own stories and motivate others. She described the difference between a teen who gives up at the first barrier and one who learns to push back respectfully. The goal is to help students hear a rejection and think about how to turn "this no into a yes" by asking for resources, support or another chance. She spends just as much time with parents. As an immigrant mother of a young adult, she said it is hard to move from directing every detail to becoming "a supporter and a provider of resources." Families, she said, have to learn how to guide without sitting in the driver's seat.Educators at the Gilbreath-Reed Career and Technical Center opened computer labs so students could polish résumés, get feedback and print copies before the job fair. They also hosted an etiquette luncheon where hospitality students walked classmates through place settings, handshakes and professional dress.CeAira Flores, a license and permit specialist II at the Texas Department of Public Safety, said one of the biggest problems they see is students arriving without the documents needed to apply for the IDs or driver's licenses required for work. She advised teens to read every email and confirmation carefully, bring all requested paperwork and schedule DPS appointments months in advance., a private investigation and security services firm, said many teenagers come to fairs curious but not ready, often forgetting about paperwork until it is too late. Students should bring real résumés, not just a file on their phone, because some employers may want to hire them at the fair, and missing something as basic as a printed résumé can cost them a job on the spot. Brandy Schneider, the principal of Garland ISD's Gilbreath-Reed Career and Technical Center, said her educators opened computer labs so students could polish résumés, get feedback and print copies before the fair. They also hosted an etiquette luncheon where hospitality students walked classmates through place settings, handshakes and professional dress, while a photographer took free headshots for students who wanted a more professional photo.Air Force Staff Sgt. Michael Holtzclaw shares information with students during a career fair at Garland ISD's Gilbreath-Reed Career and Technical Center on Tuesday, March 25, 2026.Most employers said they do not expect high school students to arrive as experts. What matters is if they are teachable. Military recruiters stressed a similar point. Air Force Staff Sgt. Michael Holtzclaw said he did not know how to repair HVAC systems before he enlisted. The military sent him to a six month HVAC school, paid for it and helped him earn industry certifications. He tells students if they can name a civilian job they are considering, "we probably have the equivalent of it in the Air Force," plus education, medical care, food and housing while they serve., said his company works on everything from light duty trucks to heavy equipment and lawnmower engines. They can teach technical skills if students are willing to train and keep up with changing technology. But what he cannot teach as easily is effort.Some employers, trade schools and training centers talked about life skills, such as financial literacy, attention to detail and hands-on abilities students can use in any job.Some of the most specific advice was about practical skills that rarely make it into glossy brochures., said students aspiring for business jobs need a strong grasp of spreadsheets. Teens should start learning spreadsheet software now, using free tutorials if needed. "Excel is the name of the game," she said. "It is not something they can skirt by, AI cannot mitigate it for them." Other employers, trade schools and training centers talked about life skills, such as financial literacy, attention to detail and hands-on abilities students can use in any job.Employers also shared feedback on the long-term importance of money. One recuiter said passion matters, but students also need to understand their cost of living and how their chosen field will support them.Employers don't expect every teenager to have life mapped out. What they do want to see is intention. Army Staff Sgt. Xavier Laboy said the students who concern him most are the ones who have no plan and never thought about what kind of work or training they might want after graduation. Teens should at least set a short-term goal and ask employers how to get there, he said. Employers also shared feedback on the long-term importance of money. Wilson said passion matters, but students also need to understand their cost of living and how their chosen field will support them. Quintana said students should find work they can love on hard days, and to let the money follow their skills. That kind of intentional thinking has already forced Harmeet Gill, a Lakeview Centennial High School senior, to change course. He started high school in computer science, then shifted into engineering after watching howThis reporting is part of the Future of North Texas, a community-funded journalism initiative supported by the Commit Partnership, Communities Foundation of Texas, The Dallas Foundation, the Dallas Mavericks, the Dallas Regional Chamber, Deedie Rose, Lisa and Charles Siegel, the McCune-Losinger Family Fund, The Meadows Foundation, the Perot Foundation, the United Way of Metropolitan Dallas and the University of Texas at Dallas. The News retains full editorial control of this coverage.Wilborn P. Nobles III is the workforce readiness and economic mobility reporter for The Dallas Morning News. He previously covered Atlanta City Hall for Axios and The Atlanta Journal-Constitution. He also worked for The Baltimore Sun and The Times-Picayune. The New Orleans native is a graduate of Louisiana State University.

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Career development

 1d

Here's how high school students can stand out with local employers at job fairs


Maxine Escanlar went all out to prepare for her first job fair at Garland ISD's Gilbreath-Reed Career and Technical Center. The Naaman Forest High School senior's teacher helped her complete a résumé, while friends walked her through interview questions and made sure her outfit looked appropriate for employers.

She's also practicing for a bigger transition. This fall, Escanlar plans to attend the... University of Texas at Arlington to study aerospace engineering, where she expects to cover most of the costs herself. She said she feels confident about working with new people and believes students like her can succeed if adults give them a chance to learn.

"Give us a chance and we'll run with it," she said.

Although Texas' high school graduation rate surpasses the national average, 63% of jobs statewide will require education beyond high school by 2031, according to a Georgetown University report. Workforce advocates say that's why career and technical training, apprenticeships and military service are becoming more important paths to living-wage jobs without the heavy student debt often tied to a four-year degree.

At Garland ISD's recent career fair, employers, colleges and nonprofits laid out skills they hope North Texas teens will bring to those opportunities.

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Attitude matters

Employers emphasized that they notice a student's attitude before résumés, certifications or grades.

Garland ISD roofing supervisor Bryan Petty said the teens who stand out show energy and are ready to work. They approach employers engaged, ask questions and express a willingness to put in "sweat equity" instead of looking for instant results. He also warned students against only dwelling on a paycheck.

Advertisement

"Money cannot replace experience," he said, urging teens to be willing to take starter jobs they may not love so they can build a work history.

Soft skills

Sofía Núñez, Empower the Voice founder, focused on soft skills not often taught in classrooms. The nonprofit helps Hispanic families understand college and career pathways and offers a student marketing internship.

Núñez said she wants students who can communicate clearly, tell their own stories and motivate others. She described the difference between a teen who gives up at the first barrier and one who learns to push back respectfully. The goal is to help students hear a rejection and think about how to turn "this no into a yes" by asking for resources, support or another chance.

She spends just as much time with parents. As an immigrant mother of a young adult, she said it is hard to move from directing every detail to becoming "a supporter and a provider of resources." Families, she said, have to learn how to guide without sitting in the driver's seat.

AdvertisementCome prepared

CeAira Flores, a license and permit specialist II at the Texas Department of Public Safety, said one of the biggest problems they see is students arriving without the documents needed to apply for the IDs or driver's licenses required for work.

She advised teens to read every email and confirmation carefully, bring all requested paperwork and schedule DPS appointments months in advance.

Sharonda Green, CEO of Linson Eye Investigation, a private investigation and security services firm, said many teenagers come to fairs curious but not ready, often forgetting about paperwork until it is too late. Students should bring real résumés, not just a file on their phone, because some employers may want to hire them at the fair, and missing something as basic as a printed résumé can cost them a job on the spot.

Brandy Schneider, the principal of Garland ISD's Gilbreath-Reed Career and Technical Center, said her educators opened computer labs so students could polish résumés, get feedback and print copies before the fair. They also hosted an etiquette luncheon where hospitality students walked classmates through place settings, handshakes and professional dress, while a photographer took free headshots for students who wanted a more professional photo.

AdvertisementBe willing to learn

Most employers said they do not expect high school students to arrive as experts. What matters is if they are teachable.

Military recruiters stressed a similar point. Air Force Staff Sgt. Michael Holtzclaw said he did not know how to repair HVAC systems before he enlisted. The military sent him to a six month HVAC school, paid for it and helped him earn industry certifications. He tells students if they can name a civilian job they are considering, "we probably have the equivalent of it in the Air Force," plus education, medical care, food and housing while they serve.

Carlos Quintana, a shop manager for Backyard Dieselz, said his company works on everything from light duty trucks to heavy equipment and lawnmower engines. They can teach technical skills if students are willing to train and keep up with changing technology. But what he cannot teach as easily is effort.

"If you wake up to do something, do it to the best of your ability," he said.

AdvertisementLearn practical skills

Some of the most specific advice was about practical skills that rarely make it into glossy brochures.

Lynette Wilson, community affairs director for the Dallas-Fort Worth Alliance of Black Accountants, said students aspiring for business jobs need a strong grasp of spreadsheets. Teens should start learning spreadsheet software now, using free tutorials if needed.

"Excel is the name of the game," she said. "It is not something they can skirt by, AI cannot mitigate it for them."

Other employers, trade schools and training centers talked about life skills, such as financial literacy, attention to detail and hands-on abilities students can use in any job.

AdvertisementHave a plan but be flexible

Employers don't expect every teenager to have life mapped out. What they do want to see is intention.

Army Staff Sgt. Xavier Laboy said the students who concern him most are the ones who have no plan and never thought about what kind of work or training they might want after graduation. Teens should at least set a short-term goal and ask employers how to get there, he said.

Employers also shared feedback on the long-term importance of money. Wilson said passion matters, but students also need to understand their cost of living and how their chosen field will support them. Quintana said students should find work they can love on hard days, and to let the money follow their skills.

That kind of intentional thinking has already forced Harmeet Gill, a Lakeview Centennial High School senior, to change course. He started high school in computer science, then shifted into engineering after watching how AI is reshaping the job market. After taking engineering and robotics classes, he is now looking at civil engineering.

Advertisement

"I do not think AI can take over that job as well," he said.

This reporting is part of the Future of North Texas, a community-funded journalism initiative supported by the Commit Partnership, Communities Foundation of Texas, The Dallas Foundation, the Dallas Mavericks, the Dallas Regional Chamber, Deedie Rose, Lisa and Charles Siegel, the McCune-Losinger Family Fund, The Meadows Foundation, the Perot Foundation, the United Way of Metropolitan Dallas and the University of Texas at Dallas. The News retains full editorial control of this coverage.

Related StoriesView MoreFive ways North Texans can benefit from local workforce programsRepublicans are remaking Texas' public universities. Some professors are leaving more

Career development

 4d

Student Employee Was Given An Ultimatum By A Bad Boss To Choose Between School And The Job, So They Walked Away And Left The Store Short Staffed


When employers talk about "give and take," they usually mean the employee does all the giving and the boss does all the taking.

So when one model employee requested reasonable accommodations for their class schedule, an egotistical store manager insisted they work with the schedule they're given or find another job.

That's when the employee decided their education was worth more than a... measly paycheck.

I just started college, and my store manager was made aware when I started that I would have to work around school, which is now Tuesday and Thursday with weekend tutoring.

Their education has recently taken a bit of a hit.

Due to life (and the résumé that got me the job), I missed a lot of school and need additional tutoring to catch up -- and fast.

This is my dream, and I talk about it more than anything else with everyone at work.

This employee doesn't have the greatest history with the boss.

As some background on the store manager, she chewed me a new one once before because she asked if I would work a Friday shift.

I said I might but let me check my schedule.

After seeing how busy it would make them, they declined, which didn't make the boss happy at all.

It turned out that would have made it an eight-day week for me with one day off and another long week, so I said no.

She went off on me about how I was a terrible person and a lazy worker and the job is give and take and I'm not being flexible and it's only a 38-hour week and she only looked at the current week's total.

So the employee tried once again to reason with her.

I explained my schedule to my department manager, and she was fine with me working Monday, Wednesday, and Friday during school, as I've been working weekends and any random day (changes every week) since I started almost eight months ago now.

But soon after, the boss goes back on her word.

So I was surprised to see my schedule changed to work Sunday.

I spoke to the store manager, and she said she had changed it and "I won't lose good workers because it isn't fair to the other employees that you don't work weekends," as if me not working weekends in my department would matter to anyone, as my co-workers don't mind the weekend shifts at all (they enjoy weekdays off), and it was entirely fine.

This was a complete departure from what she promised.

I reminded her that when I started, I told her that my schedule would have to work around school, and she said "that's perfectly fine."

She replied that she had said "I would have to work some weekends."

I've worked every weekend for eight months.

So then the boss gives them an ultimatum.

She went on to say I -had- to work weekends or find a different job.

So I cleaned up, closed, and left two hours early after turning in my name tags and hat with a flat "I quit" to the manager on duty, surprising the heck out of her.

While parading around the store with my green hair (against policy).

Their departure ended up having serious consequences for the store.

So now they are down one of their three fully trained workers.

The other is in school taking five courses this semester, and the third is already full time.

We've had several new hires since I started, and they all quit, transferred, or just can't do the job.

This employee mentions they were quite good at their job and others knew it too.

The manager in my department recently changed as well to someone new at managing, and I was one of the few workers to catch praise from the store inspector that comes in every few weeks.

Not to mention I was the only one cross-trained in another department that was understaffed and frequently needed my help on short notice.

I'll be looking into working at the school tomorrow.

Sounds like this boss let her ego cloud her judgement.

Why not go over the manager's head entirely?

It's quite clear to this reader what the end goal is.

Campus jobs seem to be a bit more accommodating with class schedules.

At the end of the day, her degree meant a lot more to her than tolerating the boss' nonsense.

When you push good help out the door, that's on you. more

  • Steward Tony Pacheco

    64
    1d

    Ok! Resume Did Not Get Anyone The Job! The Interview Did which leads me to the next point. Were the plans to continue education discussed in the... interview? If not then the interview and acceptance of position were under false pretenses. Manager(s) now have to jump hoops for an intern employee who clearly has no idea what corporate etiquette is? Am I missing something as I did not read the novel of justification left for us to ponder. Stay in school, find another job. more