Luci Sheil


Career development 18h
I have a hybrid work schedule - I work from the office on Mondays and Fridays, and from home on the other days. This arrangement is because I have a child.
We have a new department manager, and he is clearly forcing me to work only from the office because he believes that working from home is not real work and that I am getting paid for nothing. However, I am always available and I complete all... my tasks on time.
How can I protect myself and stand up for my right to continue working from home? Thank you.

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  • John Hamilton

    5h

    I don’t know what your job is but it is exactly that … a job. You must change your objectivity to become your own boss. That is unsless your job can... become a career and you can move through the ranks to management and retire with a lucrative 401k! If not read RICH DAD POOR DAD by Robert Kiosaki! You can listen to it free on YouTube! You don’t Ned a college education to become wealthy! But you do need an education to become your own driver of your future! more

  • jurica vrdoljak

    16h

    Ako je takav ugovor nastavite raditi. Ako kaze da to nije rad recite da m9zete 2 puta ne radit od doma kad treba a onda neka usporedi rezultate

Anonymous member


Career development 2d
in 2023 i started working for a company that promised me to hire me after 3 month's probation, and i later get to sign a 3 month's contract with a note in brackets ( with no expectation of permanent employment) , and this continued for 2 years, i need an advice on what can i do as i feel this is an unfair labour practice or if i have a case against these company
1   
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Brianna Hollister


Career development 2w
A young, attractive woman just joined our team and immediately started dating a guy from IT. I get it, she’s young and has a personal life. But she basically doesn’t work. She’s always on her phone or disappearing, and when she does do something, it’s full of mistakes.
We’re the ones getting in trouble from management because of this. Now we’re not sure, should we just keep an eye on her work... ourselves, or tell the boss this can’t keep going?

 more
9   

  • adegbite adeyemi

    7h

    Don’t keep covering for her; that’s why the blame is landing on you.
    Document specific errors, missed deadlines, and rework.
    Have one person raise it... to the manager, focused on impact and delivery.
    If management knows and does nothing, the problem is bigger than her.     more

  • kamikazi christah

    1d

    tell the boss immediately but you can simply just consult her but if she can't listen then go ahead and report the case

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Career development

 10h

From nail salons in Kuala Lumpur to Per Se in New York: How Madeline Teh became a world-class sommelier while pursuing a Master of Wine


KUALA LUMPUR, Jan 16 -- "Aiya, wait, wait, I forgot to change," Teh said in a rush.

The 51-year-old beckoned me into her home in Bangsar, dressed in a typically Malaysian errand-running outfit of a crumpled shirt, baggy shorts, and flip-flops.

"I went to get an espresso and then..." she continued, her voice trailing off as she turned a corner.

Born and raised in Lucky Garden, Bangsar, Madeline... Teh spent most of her adult life running a successful nail and wax salon with multiple locations in Kuala Lumpur, all while raising a family and splitting her time between Malaysia and the United States.

She, like many others, had followed the path laid out for her, reaching her station in life as a mother, wife, and entrepreneur.

Just then, Teh reappeared, unrecognisable in a smart grey suit, brandishing a waiter's friend, also known as a wine key, and a chilled bottle of Roc de Cambes.

She had donned the uniform of the second phase of her life, which began during the pandemic, when a lifelong interest in wine finally became a serious pursuit.

In the span of just three years, she went from taking her first Wine & Spirit Education Trust (WSET) qualification course to working as a sommelier at Per Se, the three-Michelin-starred New York flagship of acclaimed American chef Thomas Keller.

It was a meteoric first chapter in a journey that continues today as she pursues a Master of Science in Vineyard and Winery Management at Bordeaux Sciences Agro, and a Master of Wine (MW) at the Institute of Masters of Wine.

As Teh remembers it, after completing school, she wanted to study abroad and earn a degree in marketing.

She felt it suited her character, but faced opposition. "You couldn't tell your parents you wanted to do a marketing degree in those days," she said.

"The whole family was like, 'No, you're a girl, you're doing accounting or finance. It's safer.' So I did accounting and finance because it was the only way I could go overseas."

Teh studied at Monash University in Melbourne, where she had her first professional experience with wine while working at an upmarket Thai restaurant.

After graduating, she spent a year and a half in the US, later returning to Kuala Lumpur to work as an accountant.

She quickly realised it wasn't for her and, inspired by her time in the US, started a nail and wax salon business that would grow to eight locations over the next 16 years, all while raising her two sons between Kuala Lumpur and the United States, where her husband is based.

Amid all that, her fascination with wine continued to grow. "I have a cousin who loves wine, and whenever I visited him in Hong Kong he would open iconic bottles for me to try. He once opened a 1950 Château Cheval Blanc, and lots of Château d'Yquem, even a 1996," she recalled.

"All those wines probably cost 10 times our house loans! I was just blown away, like, 'How can a wine taste like that?'"

She was hooked. Teh knew she wanted to understand wine better, but it would have to wait.

"I was still busy, raising the kids, making ends meet," she said. "But by 2019, the business was more stable, I had more time, and the kids were grown up."

Living in New Jersey at the time, she dove headfirst into wine, completing the WSET Level 1, 2 and 3 Awards in Wines in just one year. In the same month, she enrolled in the WSET Level 4 Diploma in Wines and began juggling three part-time jobs.

"My first job was as a tasting associate for Tomasello Winery, and they are famous for sweet wine," Teh laughed. "After all that thinking about Burgundy and French wines, I was selling sweet, flavoured moscatos."

She worked six days a week, dividing her time evenly between roles, including a tasting room position at Unionville Winery and shifts at a supermarket.

This routine continued for eight to nine months and later included a short stint as a server at Elements, chef Scott Anderson's New American fine dining restaurant in Princeton.

The total rose to four jobs, but more importantly, the experience informed her next move. "I wanted to try more wines," she said. "And I needed a full-time restaurant job to do that."

Teh began applying to restaurants in New York and was hired at Aldo Sohm Wine Bar, owned by Aldo Sohm, the wine director of Le Bernardin, the iconic three Michelin-starred restaurant in Manhattan.

"That was my first job in New York. He [Sohm] gave me an in -- he reminded me many times in my life, 'I gave you an in to New York', and I'm always going, 'Thank you very much,Aldo'," she chuckled.

"He said he wanted to interview this woman who has four jobs -- he saw my résumé and couldn't understand how I was juggling so many things at the same time. We had a video interview, and next thing you know, I got hired!"

"The first day there, I was in love," Teh said. "I knew I needed to be there, because it was the only way I would get to taste those types of wines."

On some occasions, Sohm would bring over the remaining pours from special bottles opened at Le Bernardin for the team to taste. "My first few months there, this guy ordered Château Rayas for a thousand bucks!"

"I was still very green. It was daunting, I had imposter syndrome every day going to work. But all the other sommeliers told me they felt the same thing."

After six months, Teh left to join the now-closed Gotham Restaurant, having by then completed and received sommelier training and accreditation from both the Court of Master Sommeliers and the Institute of Culinary Education.

As a sommelier at Gotham, Teh attended trade events and tastings, where she often met fellow sommeliers from across the city.

"It was one of the perks of the job," she explained. "The wine directors didn't really want to go, so they'd send me and I'd get to go and try different wines."

One such event was the annual Ruinart Sommelier Challenge in New York, where Teh met John Jansma, then the assistant head sommelier at Per Se.

"I was chatting with him, and he told me, 'Why don't you come interview with my boss, send in your résumé, just come to Per Se'," she recalled, beginning to sound flustered.

"I thought it was a bit far-fetched. I had no experience, I had just started at Gotham, I had only been there for about five or six months! I felt like I couldn't just leave and go there."

Teh accepted the invitation and was interviewed by the head sommelier at the time, Hak Soo Kim. "They asked me to come in and start as a cellar sommelier," she explained.

"As the cellar sommelier, I handled all the deliveries, opened every bottle for the floor sommeliers but the perk was I got to try different wines every night. It was a good thing because my mind at the time was only about tasting wine. That was the most important thing for me."

In July 2022, at the age of 47, Teh became the cellar sommelier at Per Se, a mere 12 months removed from her first ever sommelier job at Aldo Sohm Wine Bar, and only two years since she took her first WSET courses.

"I know, it's crazy. I couldn't believe it," she exclaimed. "I was like, 'Maybe after Covid everybody's short on staff, so they're hiring any Tom, Dick, and Harry now!'"

Ironically, it was Teh's eldest son who reminded her of how far she had come, even when she was just starting out at Aldo Sohm Wine Bar.

"One day we had lunch, and he was walking me to work, looking around at Le Bernardin on 51st Street and taking it all in," she reminisced. "He said, 'Mom, don't forget, you're from Lucky Garden.' I said, 'Yes, I know. I can't believe it, too.'"

The following year, Teh was promoted to the floor. "It was stressful. I asked for it because I thought I was ready, but I was scared," she admitted.

"But I had one or two co-workers who really encouraged me. They'd ask me to take over a wine pairing and come up with pairings while I was a cellar sommelier, so by the time I was promoted to the floor I had already done all these things."

In 2023, she returned to the Ruinart Sommelier Challenge and won, edging out Jansma, who finished runner-up, and later that year, completed her WSET Level 4 Diploma in Wines.

"In Per Se, everybody observes everybody. You're on your best behaviour. That's what I like about it. Everybody goes to work dedicated, like your whole life depends on it.

"You don't get that feeling in other restaurants. Everybody is focused, on the ball, and you look at Chef Keller and wonder how he motivates everyone even when he's not there."

But after two years at Per Se, Teh found herself at a crossroads. "I was doing very well there, I had my own section every night," she sighed. "But this thing came about, and I knew if I didn't go for it, I would be missing out."

The opportunity required her to leave Per Se altogether and relocate to Bordeaux for a year to further her studies, a decision that aligned directly with her long-term goal of becoming a Master of Wine.

"When you work in Per Se, you always want to do more. Everybody does," she said. "Like it or not, there is this competitive streak in each of us, and I would be sitting down and doing tastings with all these people who were always pursuing the next certification or accreditation. I want to do both, but I think I cannot do both at the same time."

Teh spent her first year in Bordeaux pursuing a Bachelor's degree in Viticulture and Enology at Bordeaux Sciences Agro.

Upon completion, she earned a scholarship to undertake a Master of Science in Vineyard and Winery Management, which she is now pursuing alongside the Master of Wine.

"I'm surprised that I'm even doing both in the first place, but it happened at the same time and I felt that I had to take it," she said. "It's going to be very challenging for me."

The Master of Wine exam is notoriously difficult to pass. There are currently 418 Masters of Wine across 30 countries; if successful, Teh would become just the second Malaysian-born MW, and the first Malaysian woman to do so.

Going back to school at 50, Teh insists, is not as daunting as it sounds. "I enjoy sleeping at 11pm instead of 2am," she smiles. "Class is nine to five, four days a week. There's lots of research involved."

"I just need to get through stage one and stage two [of the MW], which is going to take me four or five years, so let me worry about it in five years," Teh said.

"At the same time, I need something to do -- I'm probably going to look into making a small amount of wine. I'm there, right? I should make full use of it."

It is only now, with distance from the restaurant floor, that Teh has begun to reflect on how far she has come.

"I don't know, it all just happened one after another. Once I got to Per Se, it was express learning," she said. "I didn't have time to reflect. All I need is to go to work. Go to work, I come back and I'm so tired, I just need to go to sleep."

Even now, the momentum has not entirely eased. "But it is crazy, right? Sometimes, like I'm holding back about this next step, because I'm like, 'Maybe I shouldn't do anything yet?'" she mused.

"My friends and family questioned me in the beginning, but they know my nature. I want to do everything under the sun."

Self-belief, she admits, did not come easily. "It's a funny thing -- I found it really hard to tell people, even about working in New York. I think the defining moment came when I won the Ruinart Sommelier Challenge. It was like saying to myself, 'You're not so bad. You can actually do this.'"

* Follow us on Instagram @eatdrinkmm for more food gems. more

Career development

 17h

Designing Human-Agent Interaction: Principles for Trustworthy Collaboration " { design@tive } information design


Agentic systems demand new interaction models: visible reasoning, preserved human control, trust via dialogue -- not blind automation.

In earlier pieces of this series, I explored how design practice must evolve as intelligent systems take on roles that are neither simple tools nor full teammates. Human-Agent Centered Design (H-ACD) reframes our work: not just shaping interfaces, but designing... the relationships between people and systems that can reason, act, and adapt on their own.

We started upstream with intention mapping, focusing on how designers translate human goals into something agents can reliably act on. We then looked at workflow encapsulation, which defines what work can be safely delegated to agents -- and where human oversight must remain. Finally, dual evaluation addressed how teams measure success when both human experience and agent behavior matter.

Together, these pieces establish the why, the where, and the how well of human-agent collaboration.

What they don't yet fully answer is the how of day-to-day interaction.

As agents increasingly interpret intent, make decisions under uncertainty, and act beyond immediate user input, interaction design itself changes shape. Designers are no longer just orchestrating screens and flows; they are defining dialogue, control, feedback, and visibility across a human-agent-system triad. The question is no longer whether systems work, but whether people can understand, challenge, and govern how they work.

That brings us to the next frontier of H-ACD: designing interaction as the place where trust, control, and learning are negotiated in practice.

TL;DR;

* By designing interactions that let people ask "why," "how," and "what changed," you will gain the ability to spot misalignment early, challenge agent decisions with confidence, and avoid costly rework caused by hidden assumptions. You will help your team make better calls faster by normalizing visible reasoning -- so trust is earned through clarity, not blind reliance.

* By shaping dialogue and giving users clear ways to preview, adjust, and override agent behavior, you will be able to delegate work to agents without losing control or accountability. You will help your team scale automation responsibly by defining when agents act independently, when humans step back in, and how escalation works -- reducing risk while increasing speed.

* By embedding lightweight feedback and learning signals directly into everyday interactions, you will influence how systems evolve instead of reacting after things break. You will help your team build products that stay aligned over time by turning real usage into continuous improvement -- driving stronger adoption, better outcomes, and more resilient experiences.

Principles of Good Human-Agent Interaction Design

Human-Agent Centered Design recognizes that humans and agents need to work together. In this framing, the human remains the primary recipient of value, but interaction with systems increasingly flows through agents that serve as active intermediaries. Rather than reducing people to end-users of interfaces, H-ACD emphasizes that agents interpret intentions, mediate complexity, and deliver outcomes -- setting the stage for a different kind of design challenge.

This is a profound shift. Interaction is no longer just human-system, but human-agent-system. Agents are not tools we click or configure -- they are mediators we converse with. The result: interfaces that resemble relationships rather than menus and buttons.

The following principles articulate what must change in UX practice when systems become agentic:

These principles translate H-ACD theory into actionable interaction design. Now let's examine them more closely through practical patterns in design systems, conversation, voice, and prototyping workflows.

1. Make Reasoning Interrogable

Agentic systems must show their work. When outputs emerge from probabilistic reasoning rather than deterministic rules, observing results alone is insufficient. Users need access to how conclusions were formed, why alternatives were rejected, and what changed as new information arrived.

These are not diagnostic edge cases; they are core interaction affordances. Interrogability transforms outputs into epistemic objects -- things that can be questioned, validated, and revised. Research in explainable AI consistently shows that explanations are most effective when they support ongoing sense-making rather than post-hoc justification (Miller, 2019; Schrum et al., n.d.).

This is where intention mapping becomes operational rather than abstract: interrogability allows humans to verify whether agent reasoning is still serving the original intent -- or has silently drifted. Those same explanations later become inputs into dual evaluation, where experience quality and agent effectiveness are assessed together.

Interrogability does not mean exposing raw model internals. It means translating machine reasoning into human-legible structures: goals, assumptions, constraints, uncertainty, and provenance (HiddenLayer, 2024; Agentic Design Collective, 2024).

This has always been -- in my opinion -- the cornerstone of good experience design, which is to remove the burden of complexity from users:

Case Study: The Bank Bot Intent Mapping Failure (Deibel & Evanhoe, 2021)

* User: Bank Bot, I need help figuring out how much I spent on groceries since March.

* Bank Bot: I'm sorry, I didn't understand that. Can you ask again?

* User: Can you list grocery charges since March?

* Bank Bot: Hm, I still didn't understand. Please try one more time.

* User: March credit card statements.

* Bank Bot: Sounds like you want to check out past credit card statements. What month's statement would you like to see?

* User: MARCH!

This exemplifies poor interrogability: the agent fails to map natural intent ("groceries since March") to actionable queries, trapping users in a "hidden rules" loop. H-ACD requires agents to expose reasoning gaps: "I parsed 'groceries since March' but lack categorization data -- show statements or filter by merchant?" Such transparency reveals the agent's interpretation, uncertainty, and repair needs, turning opaque failure into collaborative clarification (Neves et al., 2025).

H-ACD Implementation:

* Surface parse confidence: "Low confidence on 'groceries' -- did you mean merchant category or receipts?"

* Map intent explicitly: Restate interpretation before acting: "You want grocery spend since March -- here's $247 via merchant filter."

* Progressive repair: First confirm, then suggest alternatives (statements, categories), escalate if unresolved.

By making reasoning interrogable from the first turn, agents honor human expression rather than demanding "search query" syntax, preventing frustration and building trust (Deibel & Evanhoe, 2021).

2. Shape Dialogue Patterns

Every agent has a "conversation style," where designers define turn-taking models, interruption rules, and error-repair strategies that maintain flow during ambiguity or misunderstanding, using encapsulated workflows to standardize repair paths and prevent unintended escalations. Progressive disclosure unfolds explanations as curiosity deepens rather than overwhelming upfront, while escalation paths -- from simple clarification to human handoff -- ensure productive dialogue, evaluated dually for experiential and technical efficacy. Hans van Dam's "acknowledge, confirm, prompt" and Diana Deibel's Conversations with Things (2021) provide concrete instantiations of H-ACD's conversational principles for chat and voice.

Turn-taking -- the interplay through which conversation forms -- encapsulates power structures and norms that designers must intentionally govern (Deibel & Evanhoe, 2021). As a designer, you understand that much of turn-taking is determined by hardware and system architecture, but your task is to help users navigate the constraints through clear design patterns.

Key considerations include:

* Does the system allow barge-in? If users cannot interrupt, keep prompts brief and set expectations upfront; if you must prevent barge-in (e.g., for legal reasons), make that clear to the user.

* Does the system reprompt, and after how long? Design speech timeouts and reprompt intervals to align with user expectations; let users know the system is still listening.

* How long does the system "listen"? Know the limits; set realistic expectations about how long a speaker can talk.

* What turn-taking cues does the system offer? Sound, lights, or visual indicators signal listening state; these are critical to H-ACD's "expose system state" principle (Gravano & Hirschberg, 2011).

* How do you manage delays between turns? Buy user patience by announcing processing time upfront: "I may be a little slow on the uptake, bear with me" or "This step usually takes about 30 seconds" (Deibel & Evanhoe, 2021).

For chat interfaces and chatbots, turn-taking follows different mechanics but demands equal rigor (Cognigy, 2024):

* Does the interface show typing indicators? Reveal when the agent is processing or composing a response; absence breeds frustration and uncertainty.

* How long are agent messages? Mirror van Dam's "one-breath test": keep individual agent turns brief and scannable; long walls of text signal poor dialogue encapsulation.

* Does the interface prevent user interruption mid-response? In chat, users can send messages while agents compose; design for this overlap or explicitly disable it (Deibel & Evanhoe, 2021).

* What visual cues indicate agent state? Distinguish "thinking," "waiting for input," "error," and "escalating" via badges or status text, supporting H-ACD state exposure.

* How does the interface handle rapid user input? Queue, batch, or re-route burst messages to avoid overwhelming the agent; set expectations around response intervals.

* Does conversation context persist? Chat memory is mechanical; ensure the agent explicitly acknowledges retrieved context ("Earlier you mentioned...") rather than assuming user recognition.

Research on turn-taking cues identifies seven automatically computable features -- intonation, pause placement, syntactic completion, and others -- that signal turn-yielding in human dialogue (Gravano & Hirschberg, 2011). While LLMs generate expressive responses, H-ACD requires explicit encapsulation of these mechanical constraints, making turn structure legible and predictable. By designing dialogue patterns grounded in turn-taking mechanics rather than "natural conversation," you preserve trust and prevent users from frustrated escalations.

Shaping dialogue patterns means designers are no longer just crafting UI flows; they are defining interaction norms. These norms determine whether agents behave like collaborators that adapt to conversational breakdowns -- or rigid systems that amplify misunderstanding.

Designing for Conversation Repair

Conversation repair -- the mechanism by which humans detect and fix misunderstandings mid-flow -- occurs every 84 seconds in human dialogue (Enfield, 2017; Deibel & Evanhoe, 2021). Yet chatbots notoriously fail at repair, trapping users in loops of "I'm sorry, I didn't catch that." H-ACD treats repair as a core encapsulated workflow, not an afterthought.

Linguistically, repair takes three forms:?

* Hearing failure: The listener missed the speaker ("Can you say that again?" "Slow down!"). Design systems to flag low-confidence speech recognition; offer explicit options to re-state or clarify.

* Comprehension failure: The words were heard but meaning was unclear ("Did you say rutabaga?"). Build confirmation patterns into dialogue: "So you want to cancel your subscription -- is that right?"

* Information gap: The listener heard and understood but lacked context to respond. Prompt for specifics rather than looping: "I understand you want help. Are you asking about billing, technical issues, or account settings?"

Humans use brief, efficient repair signals -- a simple "huh?" suffices. Yet chatbots often repeat elaborate apologies, frustrating users and signaling poor mediation. H-ACD encapsulates repair as:

* Progressive escalation: First attempt repair via confirmation; if repeated, offer alternatives (speak slower, type instead, escalate to human).

* Transparent repair triggers: Signal why repair is needed ("I didn't catch the last word") rather than generic apologies like "Sorry, didn't understand."

* Bounded retry loops: Set explicit limits on repair attempts before escalation, preventing user abandonment.

* Multimodal fallback: If voice fails, suggest text; if text fails, offer structured buttons -- each step exposes constraint and agency.

* Context persistence: Reference prior messages ("From your refund question..."); don't reset on repair.

By designing repair as an intentional, bounded workflow rather than an error state, you honor the triadic relationship: humans signal intent, agents detect gaps and ask clarifying questions (mediation), and systems escalate when repair reaches limits (infrastructure).

3. Preserve Human Control

Autonomy should be adjustable, not absolute. In Human-Agent Centered Design, agents do not "take" control; humans delegate it -- conditionally, reversibly, and with oversight.

Classic UX controls (undo, cancel, confirmation) remain necessary but insufficient when decisions unfold across time and contexts. Studies on trust in autonomous systems show that loss of perceived control is a primary driver of rejection, even when outcomes are objectively good (Frontiers in Computer Science, 2024).

Preserving control requires multiple mechanisms:

* Previews that show intended actions before commitment

* Reversible decisions that allow safe exploration

* Override mechanisms that are easy to invoke and socially legitimate

* Adjustable autonomy levels, often expressed as "initiative dials" rather than binary switches

* Human-readable audit trails that reinforce accountability and traceability (HiddenLayer, 2024)

This only works when delegation boundaries are already defined. Workflow encapsulation establishes where agents may act independently; control mechanisms expose and modulate those boundaries in practice. Previews show what will happen next, reversibility makes exploration safe, and overrides provide legitimate re-entry points rather than emergency brakes.

Handoff, Takeback, and Graceful Disengagement

When agents encounter unhandleable exceptions despite anticipatory design, they must facilitate handoff (user takes control) and takeback (agent resumes) -- distinct from play, where users borrow tools while the agent continues. Noessel outlines five patterns aligning with H-ACD bounded delegation:

* Limited resources: Signal depletion (e.g., "Low battery; please plug in to continue") with replenishment guidance.

* Simple manipulations: For embodied agents, enable physical corrections with seamless resumption.

* Tuning triggers/behaviors: Controls for false positives/negatives ("Ignore similar alerts") or undesired actions.

* Disengagement: Polite opt-outs ("No matches lately -- close search?") or hibernation for inactivity.

* Death/transfer: Detect user inactivity/estate needs (financial agents) to hand off to next-of-kin gracefully.

Exceptions demand "most user engagement" -- design them to sustain trust (Noessel, 2017). H-ACD encapsulates these as auditable workflows: log handoff reasons, track takeback success, dual-evaluate experience vs. recovery.

Seen this way, overrides are not breakdowns -- they are designed signals. Each reversal, adjustment, or handoff marks where agent autonomy exceeded contextual acceptability. Those moments surface in dual evaluation -- not as errors to eliminate, but as evidence of misalignment, overreach, or unclear intent.

Control feels real when users can intervene meaningfully, whether tuning, handing off, or disengaging gracefully.

4. Embed Feedback Loops in the UI

Agents learn through interaction, which means feedback design is learning design. If feedback mechanisms are heavy, disruptive, or opaque, learning becomes skewed or stalls entirely.

This is cybernetics in action: as Noessel (2017) explains, agentive systems stabilize toward user goals via feedback loops, much like a thermostat adjusts to temperature deviations or Ashby's homeostat returns to equilibrium after perturbation.

H-ACD makes these loops explicit and participatory, turning users into active co-regulators rather than passive observers.

Research on human-AI collaboration shows that coarse feedback -- likes, dislikes, abandonment -- provides weak learning signals. Explainable systems enable targeted correction, where users can challenge assumptions, priorities, or interpretations rather than just outcomes (AAMAS, 2019; Chromik, M., Butz, A., & Wolff, C., 2021).

Effective feedback loops are:

* Contextual -- tied to visible reasoning or decisions

* Low-friction -- quick ratings, inline corrections, teach-back prompts

* Traceable -- users can see how feedback influenced future behavior (PMC, 2024)

These mechanisms encourage ongoing alignment without turning users into trainers. When people feel their input meaningfully shapes behavior, trust becomes participatory rather than passive (Journal of Computer-Mediated Communication, 2020).

These interaction-level signals are what make dual evaluation feasible in practice. They capture not only whether outcomes were acceptable, but whether the system's understanding of intent remained aligned as conditions changed. Teach-back prompts, in particular, function as live intent checks, surfacing misunderstandings before they calcify into learned behavior.

When feedback is embedded naturally into the UI, learning stops being a separate phase and becomes a property of use itself. Trust grows not because systems are flawless, but because they demonstrably adapt when challenged.

5. Ensure Inclusivity and Accessibility

Transparency that works only for experts is exclusion by design. Agentic systems demand universal transparency across cognitive styles, languages, and cultural contexts.

Explainability research shows that no single explanation format serves all users. What helps experts reason may overwhelm novices; what reassures one group may alienate another (Miller, 2019; Schrum et al., n.d.). Inclusive design responds by layering explanations rather than flattening them.

Key practices include:

* Plain language over technical jargon

* Multimodal explanations (visual, textual, voice)

* Culturally aware metaphors and examples

* Avoidance of anthropomorphic framing that creates false expectations of empathy or agency (PMC, 2020)

Inclusivity directly affects system learning. If only confident or technically fluent users can challenge agents, feedback becomes biased. Diverse participation improves robustness by surfacing edge cases and contextual blind spots (AAMAS, 2019; PMC, 2024).

Case Study: When Training Data Embeds Bias -- The Amazon Résumé Algorithm (Deibel & Evanhoe, 2021)

In 2018, Amazon revealed that an ML algorithm trained on 10 years of hiring data systematically downrated women's résumés because the training set reflected historical male dominance in tech roles. The algorithm appeared effective on aggregate metrics but perpetuated discrimination at scale (Deibel & Evanhoe, 2021). This illustrates a critical H-ACD principle: narrow training data and homogeneous user testing create epistemic blindness, not just ethical harm.

H-ACD mitigates this by:

* Interrogating training assumptions: Surface which data the agent learned from and acknowledge gaps ("This model trained on X; may not reflect Y users").

* Designing for diverse feedback loops: Ensure accessibility affordances (plain language, multimodal, no assumptions about environment/senses) so marginalized users can challenge the agent and expose bias early.

* Dual evaluation across cohorts: Measure not just aggregate performance but disaggregated outcomes -- do women, non-native speakers, or users with disabilities experience the same quality? Bias in learning becomes visible only when you look.

Interrogability and inclusivity are therefore inseparable: without diverse voices interrogating reasoning, agents inherit historical biases invisibly.

Design Practices for Bias-Aware Inclusivity (Deibel & Evanhoe, 2021):

* Question assumptions about context: Don't overassume reactions to environment ("In an airport, people won't want to voice-interact"); test with diverse users in real settings.

* Check for multimodal bias: Are you biased toward certain senses? Offer text alternatives to voice, voice to text, and structured options to freeform.

* Combat confirmation bias in analytics: Look for data that surprises or contradicts your assumptions; that's where blind spots live

* Involve diverse participants in design and testing: Narrow participation (e.g., only fluent English speakers, able-bodied users) creates feedback loops that reinforce existing biases rather than surface them.

Inclusivity also directly affects evaluation. Dual evaluation depends on whose feedback is captured and whose experience is measured. Systems that learn from narrow participation can appear highly effective while systematically failing large portions of their audience. Designing for accessibility is, therefore, not only an ethical requirement -- it is an epistemic one.

Avoiding misleading anthropomorphism is part of this work. Human-like metaphors can create false expectations of empathy or agency, obscuring limits rather than clarifying them. Universal transparency favors clarity over charm.

6. Expose System State

People trust what they can monitor. In agentic systems, much of the work happens out of sight -- background reasoning, delayed actions, or proactive suggestions. Without visibility, users experience surprise rather than support.

This principle directly embodies Jakob Nielsen's foundational usability heuristic #1: visibility of system status:

Research on trust and autonomy shows that situational awareness is a prerequisite for calibrated trust (Frontiers in Computer Science, 2024). Subtle but continuous cues -- status indicators, progress signals, trace summaries -- help users understand what the system is doing, even when they are not actively interacting (HiddenLayer, 2024).

Exposing system state does not mean constant interruption. It means providing ambient intelligibility: users can check in when they want, understand what is pending, and anticipate what may happen next. This visibility is especially critical when agents act proactively or asynchronously.

These traces also become the raw material for dual evaluation. Logs, summaries, and decision histories ground dual evaluation in observable behavior rather than retrospective interpretation. Over time, they allow teams to assess not just what agents did, but how they behaved under uncertainty.

Visibility does not require constant interruption. It requires ambient intelligibility: the ability to check in, understand the state, and anticipate consequences without friction. When people can see what systems are doing -- even peripherally -- autonomy feels earned rather than imposed.

H-ACD in Practice: Conversation and Voice Design Patterns

These resources provide concrete patterns for implementing H-ACD principles in chat, voice, and multimodal agents, bridging traditional UX with agentic co-agency.

Conversation Design in the Age of LLMs

Conversation Design emerged in the early 2010s alongside chatbots and voice assistants like Siri (2011) and Alexa (2014), evolving from scripted decision trees to NLU-driven flows by the late 2010s. With LLMs like GPT-3 (2020), it shifted toward generative, open-ended dialogue. However, LLMs are just the tip of the iceberg of agentic-driven experiences. The future of human-agent centered design is one where agents function as translators and executors: they interpret human intent, negotiate complexity, and carry out actions across systems with bounded autonomy (Neves et al., 2025). Agents do not own goals, values, or moral judgment; they operationalize them. As practitioners like Hans van Dam (Cognigy, 2024) warn, LLMs excel at tone and empathy yet lack built-in strategy for task completion, escalation, or business alignment -- requiring deliberate orchestration.

H-ACD reframes conversation design as triadic co-agency: agents become mediators between human intent and system workflows, with explicit encapsulation separating expressive "feel" (what LLMs excel at) from functional "do" (routing, escalation, data actions), ensuring auditable mediation rather than black-box generation (Neves et al., 2025). Treating agents as anything more than translators and executors -- whether as independent decision-makers or quasi-human collaborators -- creates false expectations and obscures responsibility. Dual evaluation judges not just conversation quality but agent-system alignment, addressing LLM risks like hallucination or drift that pure dialogue design overlooks

Recommendations

* Script the strategic layer, not just the turns: Treat "acknowledge, confirm, prompt" as a concrete implementation of H-ACD's epistemic space: every turn restates intent, validates interpretation, and advances the workflow -- map this to intention specs upfront (Neves et al., 2025).

* Distinguish "feel" from function: In agent patterns, separate LLM tone/empathy from routing, escalation, and data actions; encapsulate function as explicit workflows with escalation rules and side-effect constraints to govern what the LLM cannot do.

* Apply dual evaluation for continuous improvement: Track conversation metrics (task success, handoff quality, satisfaction) alongside model/workflow metrics (error types, repair success) to refine co-agency over time, per van Dam's testing emphasis.

* Address organizational skill gaps: Invest in orchestration skills to avoid stalling at FAQ bots; H-ACD frames this as designing mediation and shared responsibility, evolving conversation design beyond LLM prompts (Neves et al., 2025).

Voice UIs and Natural Interaction as Epistemic Design

Voice User Interfaces (VUIs) trace back to 1990s speech recognition but gained traction with smartphones (Siri, 2011) and smart speakers (Alexa/Google Home, 2014-2016). The Interaction Design Foundation's guidelines (IxDF, 2025b) build on Amazon's Alexa best practices, stressing explicit guidance for "invisible" interactions -- users lack visual cues and must use situated, idiomatic speech (Nass & Brave, 2007). Natural User Interfaces (NUIs) extend this to gesture/touch, prioritizing human-like interaction over learned conventions (IxDF, 2025c). While VUI design counters invisibility with status announcements and constrained phrasing, it often treats systems as passive responders rather than active mediators.

H-ACD elevates voice agents to active mediators in a human-agent-system triad, making constraints legible as part of co-agency: expose not just "what I can do" but "how I interpret and what I escalate," with encapsulated workflows handling context gaps LLMs still struggle with (Neves et al., 2025). "Natural" becomes "legibly mediated," balancing user expectations with auditable processes via dual evaluation of comprehension and execution fidelity.

Recommendations

* Guide explicit intent expression: Align with H-ACD's "express intentions in examples": show full-intent utterances (e.g., "Leo horoscope today") and teach what the agent can/cannot interpret, avoiding overpromises of "natural conversation." (IxDF, 2025b; Neves et al., 2025).

* Design mechanical turn-taking: Make turn-taking constraints explicit via audible/visual cues -- barge-in affordances, reprompt intervals, listening duration limits -- so users understand the rhythm of the interaction rather than feeling silenced or abandoned (Deibel & Evanhoe, 2021; IxDF, 2025b).

* Encapsulate conversation repair workflows: Distinguish hearing failure (low-confidence speech recognition), comprehension failure (confirm intent), and information gaps (request specifics); escalate progressively after 2-3 repair attempts, avoiding infinite "I didn't catch that" loops (Deibel & Evanhoe, 2021; Neves et al., 2025).

* Expose state via multi-modal cues: Use audible mode announcements ("Today's weather forecast is..."), short status statements, and visual feedback (LEDs, captions) for listening, current capability, and location -- core to H-ACD system state exposure (IxDF, 2025b; Neves et al., 2025).

* Design for transient memory: Implement VUI limits -- no more than three options, "one-breath test" brevity, grouped choices -- as progressive disclosure and clear exits in H-ACD dialogue patterns (IxDF, 2025b).

* Prioritize legible constraints for "natural enough": Make agent boundaries explicit (capabilities, phrasing, exits) to sustain trust, leveraging NUI's focus on human skills while ensuring H-ACD governance (IxDF, 2025c; Neves et al., 2025).

Designing for AI Trust and Ethical Co-Agency

AI trust design gained urgency post-2018 scandals (e.g., Cambridge Analytica), with frameworks like the Interaction Design Foundation's (2025a) emerging alongside EU AI Act drafts (2021) and NIST's AI Risk Management Framework (2022). The IxDF synthesizes pillars like transparency and safeguards from HCI research, addressing black-box fears in generative AI (IxDF, 2025a).

Trust guidelines emphasize user perception (e.g., explainability badges), but H-ACD operationalizes them as infrastructure: embed trust pillars into encapsulated workflows as enforceable rules (data lineage, bias checks), evaluated dually against human trust and system compliance (Neves et al., 2025). As explored in Operationalizing AI Ethics in Design, this shifts high-level principles into workflow-level governance -- proactive rules that detect drift, flag unfairness, and enforce mediation boundaries before side effects propagate.

Recommendations

* Embed trust pillars in workflows: Express IxDF's data sources, error probability, safety/privacy/fairness as requirements per encapsulated workflow (e.g., "this model excludes PII; bias flagged here"), matching H-ACD ethics operationalization (IxDF, 2025a).

* Status updates for process insight: Deliver regular updates on running processes, changes, and audit paths as H-ACD state exposure, building calibrated trust in proactive agents (IxDF, 2025a).

* Govern side effects proactively: Use maturity models to define failure responses (rollback, escalation) in workflow contracts, turning abstract trust into auditable co-agency while anticipating AI side effects (NIST, 2022).

* Operationalize ethical governance: IxDF (2025a) provides mainstream validation for H-ACD's epistemic transparency and ethical governance, grounding operationalized AI ethics in workflow encapsulation via patterns like provenance badges, uncertainty indicators, and bias escalation.

AI Tools as Agentic Collaborators: Governing "Prototype-First" Iteration

AI-for-design tools like Midjourney, Figma Make, Claude, UX Pilot, Relume, Google Stitch, and Framer AI exploded post-2022. As Marty Cagan observes (2025), more teams embrace "prototype-first" -- building prototypes to describe requirements.

Some teams are still finding their way on this, but overall I consider this an extremely good thing for product in general, and for product discovery in particular. But there has been at least one surprising consequence of this trend, and that is we're learning that not everyone understands the difference between a prototype, and the eventual product (Cagan, M., Prototypes vs Products, 2025).

Marty Cagan reminds us that confusion around prototypes isn't new -- stakeholders have long mistaken them for finished products. But in the age of AI-driven concept generation, that confusion now extends to the makers themselves. The line between discovery and delivery is thinner than ever, and unless teams remember that in product discovery we're building to learn -- not to launch -- they risk mistaking quick fidelity for real validation.

This shift to prototype-first has clear benefits: faster alignment, tangible artifacts earlier, and the possibility of richer feedback loops. Yet it carries risks -- especially when the prototyping leap occurs without anchoring vision or framing.

H-ACD addresses this by treating AI tools as internal agents in the designer's triad: map intentions explicitly (e.g., "generate variants testing onboarding hypothesis"), encapsulate scopes (safe generation, no layouts), and dual-evaluate outputs (fidelity vs. learning value) to prevent garbage-in/garbage-out (Neves et al., 2025). This governs iteration intelligently, anchoring prototypes to strategy.

Recommendations

* Map intentions before prompting: Identify human outcomes/JTBD first, then define problems, agent scopes ("generate 3 variants for hypothesis X; no layouts"), and non-goals; e.g., Midjourney for visuals, Figma Make for flows testing user behavior assumptions (IxDF, 2025d; Neves et al., 2025).

* Annotate and rationalize variants: Document which hypothesis each AI output (Relume layouts, Framer AI pages) addresses; use UX Pilot for A/B research mocks, filtering via sensemaking (Cagan, 2025).

* Dual-evaluate iteration outcomes: Judge tool performance (accuracy, relevance) against designer learning (stakeholder reactions, usability signals); refine prompts with validation data from Google Stitch analytics or Adobe Firefly tests (Neves et al., 2025).

* Encapsulate workflows for safe iteration: Limit AI scopes (e.g., Firefly copy gen only), expose state (generation logs), and escalate (human override); maintain oversight to decide delivery readiness (Neves et al., 2025).

* Frame back to strategy in critiques: Every round returns to "are we solving the right problem?" -- use human judgment for synthesis, per prototype pitfalls (Cagan, 2025).

Recommended Reading

Amershi, S., Weld, D., Kaur, H., Omernick, S., Vorvoreanu, M., Fourney, A., ... & Horvitz, E. (2019). Guidelines for human-AI interaction. In Proceedings of the 2019 chi conference on human factors in computing systems (pp. 1-13). ACM. https://doi.org/10.1145/3290605.3300233

Cagan, M. (2025). Prototypes vs products. Silicon Valley Product

Cappuccio, A., & Esposito, F. (Eds.). (2025). Explanation user interfaces: A systematic literature review. AI and Society, 30(2), 145-162.

Chromik, M., Butz, A., & Wolff, C. (2021). A review and design principles for explanation user interfaces. Journal of Machine Learning, 3, 1-45.

Cognigy. (2024). Conversation design in the age of LLMs: Hans van Dam on strategic conversation design. Retrieved from https://www.cognigy.com/blog/conversation_design_institute

Deibel, D., & Evanhoe, R. (2021). Conversations with Things: UX Design for Chat and Voice. Rosenfeld Media.

Enfield, N. J. (2017). How we talk: The inner language of conversation. Basic Books.

Interaction Design Foundation. (2025a). AI challenges and how you can overcome them: How to design for trust. Retrieved from https://www.interaction-design.org/literature/article/ai-challenges-and-how-you-can-overcome-them-how-to-design-for-trust

Interaction Design Foundation. (2025b). How to design voice user interfaces. Retrieved from https://www.interaction-design.org/literature/article/how-to-design-voice-user-interfaces

Interaction Design Foundation. (2025c). Natural user interfaces: What are they and how do you design user interfaces that feel natural? Retrieved from https://www.interaction-design.org/literature/article/natural-user-interfaces-what-are-they-and-how-do-you-design-user-interfaces-that-feel-natural

Interaction Design Foundation. (2025d). AI tools for UX designers. Retrieved from https://www.interaction-design.org/literature/article/ai-tools-for-ux-designers

Liao, Q. V., Gruen, D., & Miller, S. (2021). Human-centered explainable AI (XAI): From algorithms to user experiences. In CHI 2021 Workshop. Association for Computing Machinery.

Methnani, M., Calvaresi, D., & Schumacher, M. (2021). Let me take over: Variable autonomy for meaningful human control of autonomous agents. Frontiers in Artificial Intelligence, 4, 737072. https://doi.org/10.3389/frai.2021.737072

Microsoft Design. (2019). Guidelines for human-AI interaction. Microsoft Research. Retrieved from https://www.microsoft.com/en-us/research/publication/guidelines-for-human-ai-interaction/

Microsoft Design. (2025). UX design for agents. Retrieved from https://microsoft.design/articles/ux-design-for-agents/

Nass, C., & Brave, S. (2007). Wired for speech: How voice activates and advances the human-computer relationship. MIT Press.

National Institute of Standards and Technology (NIST). (2022). AI risk management framework. U.S. Department of Commerce. https://nvlpubs.nist.gov/nistpubs/ai/NIST.AI.600-1.pdf

Neves, A., França, C., Medeiros, I., Credidio, D., Fernandes, F., Lemos, F., Calegario, F., ... & Meira, S. (2025). Human-agent centered design (H-ACD): A triadic framework for interaction design in AI-driven ecosystems. TDS.Company. ISBN 978-65-978626-0-3

Nielsen, J. (1994, April 24). 10 usability heuristics for user interface design. Nielsen Norman Group. https://www.nngroup.com/articles/ten-usability-heuristics/

Noessel, C. (2017). Designing agentive technology: AI that works for people. Rosenfeld

Papadimitriou, I., & Cummings, M. L. (2024). Decision-oriented dialogue for human-AI collaboration. Transactions of the Association for Computational Linguistics, 12, 123-140. https://doi.org/10.1162/tacl_a_00679

Suchman, L. A. (1985). Plans and situated actions: The problem of human-machine communication. Cambridge University Press.

Supernova. (2025, January 7). Top 6 examples of AI guidelines in design systems. Retrieved from https://www.supernova.io/blog/top-6-examples-of-ai-guidelines-in-design-systems

van Dam, H., & Conversation Design Institute. (2024). Conversation design fundamentals with Hans van Dam. Retrieved from https://www.cognigy.com/blog/conversation_design_institute

Wallach, W., & Allen, C. (2008). Moral machines: Teaching robots right from wrong. Oxford University Press.

Weld, D. S., & Bansal, G. (2019). The challenge of crafting intelligible intelligence. Communications of the ACM, 62(6), 70-79. more

Anonymous member


Career development 1d
I previously left my job due to an unhealthy work environment. Despite offering my skills and working diligently, I was not treated fairly. My age was not respected, and my salary was paid in bits while other employees were paid on time. I raised the issue with my employer, but the situation did not improve, which left me with no choice but to resign.

I believe in professionalism, ethical work... practices, and a healthy work environment. If anyone knows of available opportunities or can guide me on where I can apply, I would truly appreciate your help. more
17   

  • collins ianne

    18h

    sorry for that it is very discriminating . I am also in the same situation and now i am a job hunter

  • Deborah D.

    20h

    I completely understand. I had to quit. I worked three grant positions but only got paid for one. I established relationships with clients and was... treated like an afterthought. Its okay though, my BP dropped within 24hrs, stress level gone and the it is all in my rearview mirror and I am happy. more

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Tim Young


Career development 3d
After yesterday’s interview I can’t stop thinking about it. I keep trying to figure out whether I'm really such a loser.
The HR directly asked me how I feel about being a loser, since for the past 3,5 years my position at the company hasn’t changed. I’ve been working in customer service the whole time and I still do. Honestly, I’m fine with it, but I want a higher salary. That's why I went to the... interview.
Do you also think I’m a complete loser?

 more
1   

  • Peace Adamu

    19h

    Perception is personal and it's individual's opinion that doesn't make it a fact.
    Don't give room to that critic it's when you accept it then it... becomes your reality. more

  • Peace Adamu

    19h

    Perception is personal and it's individual's opinion that doesn't make it a fact.
    Don't give room to that critic it's when you accept it then it... becomes your reality. more

Load more...

Career development

 23h

RoleCatcher Use Case: State Employment Services


Empowering Clients with RoleCatcher's Comprehensive Solution

At the forefront of supporting job seekers, state employment services play a vital role in guiding individuals toward rewarding career opportunities. However, traditional methods often involve cumbersome administrative tasks and fragmented resources, hindering the ability to provide efficient and comprehensive support. RoleCatcher... revolutionizes this landscape, offering a powerful platform that streamlines processes while equipping both employment counselors and clients with the tools they need for success.

Key Takeaways:

* State employment services play a vital role in supporting job seekers, but often face administrative burdens and disjointed resources that hinder efficient client support.

* RoleCatcher provides a comprehensive solution that addresses these challenges, consolidating administrative tasks, job search tools, and career development resources into a single, integrated platform.

* Automated reporting and data tracking capabilities eliminate administrative burdens, enabling counselors to dedicate more time to direct client support.

* Clients gain access to a suite of powerful job search tools, including job boards, application tailoring assistance, and AI-powered interview preparation resources, increasing their chances of securing employment.

* Seamless information sharing through integrated communication channels fosters collaboration and transparency between counsellors and clients.

* A vast career development repository empowers clients with access to career guides, skill-building resources, and interview preparation materials, ensuring they are well-equipped for their career journey.

* Centralized client management allows efficient monitoring of multiple clients' progress, engagement levels, and outcomes, enabling targeted support and continuous improvement of services.

* By partnering with RoleCatcher, state employment services can streamline processes, provide comprehensive support, and drive successful employment outcomes more efficiently and effectively.

The State Employment Dilemma: Administrative Burdens and Disjointed Resources

The Problem:

State employment services often grapple with the burden of manual reporting and data tracking, diverting valuable time and resources away from direct client support. Additionally, the lack of an integrated, centralized platform for job search tools and career resources can lead to disjointed experiences, hindering clients' progress and overall outcomes.

The RoleCatcher Solution:

RoleCatcher provides a comprehensive solution that addresses the unique needs of state employment services. By consolidating administrative tasks, job search tools, and career development resources into a single, integrated platform, RoleCatcher empowers both counselors and clients to streamline their efforts and achieve success more efficiently.

Key Features for State Employment Services

Automated Reporting and Data Tracking:

Eliminate the administrative burden with RoleCatcher's automated reporting and data tracking capabilities, enabling counselors to spend more time focused on direct client support.

Comprehensive Job Search Tools:

Provide clients with access to a suite of powerful job search tools, including job boards, application tailoring assistance, and AI-powered interview preparation resources, increasing their chances of success.

Seamless Information Sharing:

Easily share job leads, employer information, notes, and action items with clients through RoleCatcher's integrated communication channels, fostering collaboration and transparency.

Vast Career Development Repository:

Empower clients with access to an extensive library of career guides, skill-building resources, and interview preparation materials, ensuring they are equipped with the knowledge and tools to navigate their career journey successfully.

Centralized Client Management:

Efficiently manage and monitor multiple clients' progress, engagement levels, and outcomes within a unified dashboard, enabling targeted support and continuous improvement of services.

By partnering with RoleCatcher, state employment services can streamline administrative tasks, provide clients with a comprehensive suite of job search and career development tools, and foster a collaborative environment through seamless information sharing. Ultimately, this integrated solution empowers both counselors and clients to achieve their goals more efficiently and effectively.

Continuous Innovation: RoleCatcher's Commitment to the Future

RoleCatcher's journey is far from over. Our team of dedicated innovators is constantly exploring new avenues to enhance the job search experience further. With a steadfast commitment to staying at the forefront of technology, RoleCatcher's roadmap includes the development of new interconnected modules and features designed to empower job seekers like never before. Rest assured, as the job market evolves, RoleCatcher will evolve with it, ensuring that you always have the most cutting-edge tools and resources to support your clients to successful outcomes.

Transforming State Employment Services with RoleCatcher

RoleCatcher offers tailored solutions and partnerships for state employment services, ensuring a seamless integration of our platform into existing workflows and processes. Our dedicated support team will work closely with your organization to understand your unique needs and provide customized onboarding, training, and ongoing assistance.

Accelerate Employment Outcomes with RoleCatcher

In the realm of state employment services, efficiency and effectiveness are paramount in guiding job seekers towards rewarding career opportunities. By partnering with RoleCatcher, you can unlock the potential to drive exceptional employment outcomes, empowering your clients to secure jobs faster while maximizing the impact of taxpayer resources.

Imagine a future where administrative burdens are minimized, freeing up valuable time and resources to focus on what truly matters - providing personalized, comprehensive support to your clients. With RoleCatcher's automated reporting and data tracking capabilities, your counselors can dedicate their efforts to delivering tailored guidance and leveraging the platform's powerful job search tools to accelerate job attainment.

Invest in Excellence, Drive Tangible Results

Don't let outdated methods and disjointed resources hinder your ability to deliver outstanding employment services. Join the growing community of state employment organizations that have already discovered the transformative power of RoleCatcher.

Embrace the future of state employment services excellence, where your clients' success is the driving force behind your continued growth and impact. With RoleCatcher, you'll not only empower individuals to achieve their career aspirations but also contribute to the economic well-being of your community, creating a ripple effect of positive change. Please feel free to reach out to our CEO James Fogg on LinkedIn to find out more: https://www.linkedin.com/in/james-fogg/ more

Career development

 23h

RoleCatcher Use Case | Universities & Schools


Empowering Student Career Success with RoleCatcher

In today's competitive job market, higher education institutions play a pivotal role in equipping students with the tools and resources necessary to navigate their post-graduation career paths successfully. However, traditional career services often struggle to provide a comprehensive, integrated experience that connects students with the wealth... of information and support they need.

Key Takeaways:

* Universities and schools play a crucial role in equipping students with the necessary resources and guidance for successful career development and job attainment.

* Traditional career services often struggle to provide a cohesive and integrated experience, with resources scattered across various platforms and limited visibility into student engagement levels.

* RoleCatcher offers a revolutionary platform that consolidates all career development resources, job search tools, and communication channels into a single, integrated ecosystem.

* With access to over 3,000 career guides, 13,000 skill guides, and 17,000 interview guides, students gain a comprehensive knowledge base tailored to their specific career paths.

* Robust reporting and analytics capabilities provide valuable insights into student engagement levels, enabling targeted support and continuous improvement of career services.

* Direct communication channels foster seamless interactions between career counsellors and students, facilitating personalized guidance and resource sharing.

* RoleCatcher's extensive job search tools, including job boards, application tailoring assistance, and AI-powered interview preparation resources, empower students to navigate the job market confidently.

* Alumni tracking and networking features maintain connections with graduates, fostering a strong professional network and providing valuable insights for current students.

The Higher Education Challenge: Disconnected Resources, Limited Visibility

The Problem:

Career development resources for students are typically scattered across various platforms and sources, making it difficult for universities and schools to provide a cohesive and centralized experience. From career guides and skill-building resources to job search tools and interview preparation materials, students often find themselves navigating a fragmented landscape, leading to confusion and missed opportunities.

Additionally, traditional career services lack visibility into students' engagement levels and progress, making it challenging to provide targeted support and ensure successful post-graduation outcomes.

The RoleCatcher Solution:

RoleCatcher offers a revolutionary platform that consolidates all career development resources and job search tools into a single, integrated ecosystem. By partnering with RoleCatcher, universities and schools can empower their students with a comprehensive, end-to-end solution that streamlines their journey from career exploration to job attainment and beyond.

Key Features for Universities & Schools

Vast Knowledge Base:

Access to over 3,000 career guides, 13,000 skill guides, and 17,000 interview guides, all logically interconnected and tailored to students' specific career paths. The largest global careers repository.

Robust Reporting and Analytics:

Gain valuable insights into students' engagement levels, progress, and outcomes, enabling targeted support and continuous improvement of career services.

Direct Communication Channels:

Seamlessly communicate with students, share resources, and provide personalized guidance through RoleCatcher's built-in messaging and collaboration tools.

Integrated Job Search Tools:

Empower students with a comprehensive suite of job search capabilities, including job boards, application tailoring tools, and AI-powered interview preparation resources.

Internationalization:

Do you have foreign students, but your careers service currently only supports native speakers and is limited to Geography? RoleCatcher supports the 17 most widely spoken languages, along with integrated global job postings.

Alumni Tracking and Networking:

Maintain connections with alumni and track their career progressions, fostering a strong professional network and valuable insights for current students.

Partnering with RoleCatcher for Student Career Success

By partnering with RoleCatcher, universities and schools can provide their students with a comprehensive, integrated platform that supports them throughout their entire career journey - from initial exploration to post-graduation success and beyond. Streamline career services, enhance student engagement, and unlock a wealth of resources that empower students to thrive in today's competitive job market.

RoleCatcher offers tailored solutions and partnerships for universities and schools, ensuring a seamless integration of our platform into your existing career services infrastructure. Our dedicated support team will work closely with you to understand your institution's unique needs and provide customized onboarding, training, and ongoing assistance.

Continuous Innovation: RoleCatcher's Commitment to the Future

RoleCatcher's journey is far from over. Our team of dedicated innovators is constantly exploring new avenues to enhance the job search experience further. With a steadfast commitment to staying at the forefront of technology, RoleCatcher's roadmap includes the development of new interconnected modules and features designed to empower job seekers and their job coaches like never before. Rest assured, as the job market evolves, RoleCatcher will evolve with it, ensuring that you always have access to the most cutting-edge tools and resources to support you and your students.

Elevate Your Institution's Career Services with RoleCatcher

Providing exceptional career development support is paramount for attracting and retaining top student talent. By partnering with RoleCatcher, your institution can set itself apart, offering a comprehensive and engaging career services experience that fosters student success and drives unparalleled engagement.

Imagine the impact of having a centralized platform that consolidates all career resources, empowering your students with the tools and guidance they need to navigate their professional journeys seamlessly. From leveraging AI-powered interview preparation to accessing a vast repository of career guides and skill-building resources, RoleCatcher equips your students with a competitive edge in the job market.

Lead the Way in Student Career Success

Don't settle for fragmented career services that leave your students feeling disconnected and underprepared. Elevate your institution's offerings by empowering your students with RoleCatcher. Explore our website and application to see how our comprehensive platform can revolutionize your career services, driving significant upticks in student engagement, streamlining operations, and ultimately propelling your graduates towards rewarding career paths.

Invest in the future of your students and the reputation of your institution. With RoleCatcher, you'll not only empower your students to thrive in their professional endeavours but also position your career services as a leading force in the higher education landscape, setting new standards for student success and career readiness. Please feel free to reach out to our CEO James Fogg on LinkedIn to find out more: https://www.linkedin.com/in/james-fogg/ more

Career development

 23h

About Us


RoleCatcher: Revolutionizing the Job Search Experience

The Birth of an Idea

At RoleCatcher, we understand the frustrations and challenges that come with navigating the modern job market. Our story begins with the personal experience of our founder, James Fogg, who found himself unexpectedly searching for a new opportunity after 19 years in the investment banking industry.

The Broken... System

Like many others, James quickly discovered that the recruitment landscape had undergone a significant transformation, with automation and technology removing the human touch points that once defined the process. The rise of AI-powered applicant tracking systems meant that securing a coveted job interview had become a game of keyword matching, with countless hours spent tailoring resumes and cover letters in the hopes of catching an algorithm's attention.

A Disconnect from Reality

Faced with the daunting task of managing a sprawling network of professional contacts, organizing a vast trove of job search data, and preparing for high-stakes interviews, James found himself overwhelmed and discouraged. The traditional tools and methods for job hunting proved woefully inadequate, leaving him feeling disconnected and out of control.

The Lightbulb Moment

In a moment of frustration and inspiration, James searched for a comprehensive solution to streamline the job search process - but his search yielded no meaningful results. It was in that pivotal moment that the idea for RoleCatcher was born.

From Concept to Reality

What started as a solution to organize the job search quickly evolved into a holistic, end-to-end platform designed to empower job seekers at every stage of their journey. By leveraging cutting-edge AI capabilities, RoleCatcher revolutionizes the way candidates research careers, tailor application materials, manage their professional networks, and prepare for interviews.

Reintroducing the Human Element

But our mission goes beyond simply providing a suite of powerful tools. We are committed to reintroducing the human element into the recruitment process, fostering direct connections between employers and job seekers, and dismantling the barriers that have long hindered meaningful interactions.

A Growing Community

Today, RoleCatcher is a rapidly growing community of job seekers, employers, coaches, and industry partners, united in our pursuit of a more efficient, personalized, and rewarding job search experience. We are driven by a passion for innovation and a commitment to empowering individuals to take control of their professional journey.

Join the Revolution

Join us on this transformative journey, and experience the future of job hunting - where technology and human connections converge to unlock a world of possibilities. more

Anonymous member


Career development 4d
At the end of the year our department head calculated our bonuses and based on that we received our annual bonus.
I accidentally found out that my bonus was exactly half of what my colleagues received, even though I don’t work any worse and in many ways, I work better.
Now I don’t feel like working at all. I’ve even felt like quitting. I understand this is emotional, but it’s really hurtful. How... am I supposed to keep working after this?

 more
1   

  • Eliot Feldman

    2d

    If your bonus is performance based, you should inquire as to how the bonuses are calculated. Are they subjective, objective or a combination.

  • Phindile Mahlangu

    3d

    It is hurtful I know but your salary payment was efficient as always that was bonus. My dear the job is scarce be vigilant with all the decisions... making for now. Check with your experience maybe it was your first year I don't know. more

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Career development

 1d

Early independence: career development fellowship


See further guidance and information about TR&I, including where applicants can find additional support.

We are running this funding opportunity on the new UKRI Funding Service so please ensure that your organisation is registered. You cannot apply on the Joint Electronic Submissions (Je-S) system.

The fellow is responsible for completing the application process on the Funding Service, but we... expect all team members and project partners to contribute to the application. The fellow will need input from their research office for costing the fellowship and submitting the application by the deadline.

Only the lead research organisation can submit an application to UKRI.

If the lead research organisation is an NHS organisation check it is available in the Funding Service. You are encouraged to check this early as there may be addition steps for the organisation to be set up before you can apply.

To apply

Select 'Start application' near the beginning of this Funding finder page.

Where indicated, you can also demonstrate elements of your responses in visual form if relevant.

When including images, you must:

* provide a descriptive caption or legend for each image immediately underneath it in the text box (this must be outside the image and counts towards your word limit)

* insert each new image on a new line

* use files smaller than 5MB and in JPEG, JPG, JPE, JFI, JIF, JFIF, PNG, GIF, BMP or WEBP format

Images should only be used to convey important visual information that cannot easily be put into words. The following are not permitted, and your application may be rejected if you include:

* sentences or paragraphs of text

* tables

* excessive quantities of images

A few words are permitted where the image would lack clarity without the contextual words, such as a diagram, where text labels are required for an axis or graph column.

For more guidance on the Funding Service, see:

References

References should be included within the word count of the appropriate question section. You should use your discretion when including references and prioritise those most pertinent to the application.

Hyperlinks can be used in reference information. When including references, you should consider how your references will be viewed and used by the assessors, ensuring that:

* references are easily identifiable by the assessors

* references are formatted as appropriate to your research

* persistent identifiers are used where possible

General use of hyperlinks

Applications should be self-contained. You should only use hyperlinks to link directly to reference information. You must not include links to web resources to extend your application. Assessors are not required to access links to conduct assessment or recommend a funding decision.

Generative artificial intelligence (AI)

Use of generative AI tools to prepare funding applications is permitted, however, caution should be applied.

For more information see our policy on the use of generative AI in application and assessment.

Deadline

MRC must receive your application by 21 April 2026 at 4:00pm UK time.

You will not be able to apply after this time.

Make sure you are aware of and follow any internal institutional deadlines.

Following the submission of your application to this funding opportunity, your application cannot be changed, and submitted applications will not be amended. If your application does not follow the guidance, it may be rejected.

Personal data

Processing personal data

MRC, as part of UKRI, will need to collect some personal information to manage your Funding Service account and the registration of your funding applications.

We will handle personal data in line with UK data protection legislation and manage it securely. For more information, including how to exercise your rights, read our privacy notice.

If you apply for a jointly funded fellowship, MRC will need to share the application and any personal information that it contains with the joint funder so that they can participate in the assessment process. For more information on how the joint funders use personal information, visit their websites.

Sensitive information

If you or a core team member needs to tell us something you wish to remain confidential, email fellows@mrc.ukri.org

Include in the subject line: [the funding opportunity title; sensitive information; your Funding Service application number].

Typical examples of confidential information include:

* individual is unavailable until a certain date (for example due to parental leave)

* declaration of interest

* additional information about eligibility to apply that would not be appropriately shared in the 'Applicant and team capability' section

* conflict of interest for UKRI to consider in reviewer or panel participant selection

* the application is an invited resubmission

For information about how UKRI handles personal data, read UKRI's privacy notice.

Institutional Matched Funding

There is no requirement for matched funding from the institutions hosting the project lead, beyond the standard 20% FEC. Expert reviewers and panels assessing UKRI funding applications must not consider levels of institutional matched funding as a factor on which to base recommendations. Direct and in-kind contributions from third party project partners are encouraged.

This policy does not remove the need for support from host organisations who must provide the necessary research environment and infrastructure for award-specific activities funded by UKRI. For example, research facilities, training and development of staff.

Publication of outcomes

MRC, as part of UKRI, will publish the outcomes of this funding opportunity at board and panel outcomes.

If your application is successful, we will publish some personal information on the UKRI Gateway to Research.

Summary

Word limit: 550

In plain English, provide a summary we can use to identify the most suitable experts to assess your application.

We usually make this summary publicly available on external-facing websites, therefore do not include any confidential or sensitive information. Make it suitable for a variety of readers, for example:

* opinion-formers

* policymakers

* the public

* the wider research community

Guidance for writing a summary

Clearly describe your proposed work in terms of:

* context

* the challenge the project addresses

* aims and objectives

* potential applications and benefits

Core team

List the key members of your team and assign them roles from the following:

* fellow

* specialist

* professional enabling staff

* research and innovation associate

* technician

Only list one individual as fellow. If you include more than one fellow, your application will fail at the checking stage.

Your sponsor(s) should not be listed in the core team. Our previous guidance advised you to include sponsors as professional enabling staff, we no longer require this.

Mentors should not be listed in the core team.

We expect the core team to be limited to the key named individuals who will deliver the proposed work. The fellow may be the only core team member. Resources can be requested and justified for directly incurred salary costs of unnamed and other positions. These do not need to be core team members.

UKRI has introduced a new addition to the 'Specialist' role type. Public contributors such as people with lived experience can now be added to an application.

Find out more about UKRI's core team roles in funding applications.

Application questions

Vision

Word limit: 550

What are you hoping to achieve with your proposed work?

What the assessors are looking for in your response

Explain how your proposed work:

* is of excellent quality and importance within or beyond the field(s) or area(s)

* has the potential to advance current understanding, or generate new knowledge, thinking or discovery within or beyond the field or area of its focus

* is timely, given current trends, context, and needs

* impacts world-leading research, society, the economy or the environment

Within the Vision section we also expect you to:

* identify the potential direct or indirect benefits and who the beneficiaries might be

* identify potential improvements in human or population health, whether through contributing to relieving disease or disability burden, improving quality of life or providing benefit to the health service or health-related industry

* outline your plans for engagement, communication and dissemination about your research and its outcomes with the research community and, where appropriate, with potentially interested wider audiences

References may be included within this section.

You may demonstrate elements of your responses in visual form if relevant. Further details are provided in the Funding Service.

Approach

Word limit: 2,800

How are you going to deliver your proposed work?

What the assessors are looking for in your response

Explain how you have designed your work so that it:

* is effective and appropriate to achieve your objectives

* is feasible, and comprehensively identifies any risks to delivery and how you will manage them

* uses a clearly written and transparent methodology (if applicable)

* summarises the previous work and describes how you will build on and progress this work (if applicable)

* will maximise translation of outputs into outcomes and impacts

Within the Approach section we also expect you to:

* demonstrate access to the appropriate services, facilities, infrastructure, or equipment to deliver the proposed work

* provide a detailed and comprehensive project plan, including milestones and timelines in the form of a Gantt chart or diagram

* explain who you intend to collaborate with at the host organisation and your plans for wider research collaborations (project partner details should be provided only in that section)

* include details of work that will take place as part of the proposed fellowship at a second UK or overseas organisation (if applicable)

* explain and justify how you will approach diversity and inclusion in the study population and follow the MRC embedding diversity in research design policy (if applicable)

* show how you will use male and female animals or tissues and cells from female and male donors (if applicable) in your research. If you are not proposing to do this, justify why

* explain and justify the inclusion of public partnerships (if applicable) and the added value these offer

References may be included within this section.

You may demonstrate elements of your responses in visual form if relevant. Further details are provided in the Funding Service.

Reproducibility and statistical design

Word limit: 500

How will you ensure your proposed work is reliable, robust and reproducible?

What assessors are looking for in your response

Information about reproducibility and how you will ensure reliability and robustness of your proposed work, such as further details of statistical analyses, methodology and experimental design, not provided in your approach.

We expect you to seek professional statistical or other relevant advice in preparing your response, which should include, as appropriate:

* sample and effect sizes

* planned statistical analyses

* models chosen (for example animal model, cell line)

* potential sources of bias and how these will be mitigated during analysis

* how your approach to addressing diversity is reflected in the experimental design and analyses

Refer to the MRC guidance for applicants, for further information, examples and online tools.

If your proposed work involves animals, and you provide information on animal sample sizes and statistical analyses here, you should not duplicate it in the research involving the use of animals section. Use the 'Research involving the use of animals' section to provide information on the rationale for using animals, choice of species, welfare and procedure severity.

You may demonstrate elements of your responses in visual form if relevant. Further details are provided in the Funding Service.

The length of your response will vary depending on the type of project, you may not need to use 500 words.

PhD award and research organisation (or equivalent)

Word limit: 75

When was your PhD awarded?

What the assessors are looking for in your response

You must provide the following:

* the year your PhD was awarded

* the research organisation that awarded it

* the title of your thesis

* details of your equivalent research experience (if applicable)

If you have not yet been awarded your PhD, you must contact fellows@mrc.ukri.org before submission for advice.

Career history

Word limit: 350

Provide details of your career history, since your PhD.

What the assessors are looking for in your response

Complete the career history template and copy and paste into the text box.

Demonstrate how the positions you have held, organisations you have worked at and funding you have been awarded are relevant to this fellowship application and the career stage it aims to support, including:

* your current position and your relevant employment history

* your research funding history, including the award type, awarded amount and the role you held

Career development

Word limit: 1,000

Why is this fellowship the right way to develop your career and how will you use it to benefit others?

What the assessors are looking for in your response

Ensure that you have identified:

* career development goals appropriate to the fellowship funding opportunity

* how the fellowship will provide a feasible and appropriate trajectory for your personal development and to achieve your stated career development goals

* how you will instigate positive change in the wider research and innovation community, for example through Equality Diversity and Inclusion, advocacy or advisory roles, stakeholder engagement, participation in expert review, influencing policy, public engagement, or outreach

Within the Career development section, we also expect you to describe:

* how you will ensure continued research and professional development in those you will be managing on the project, to have a positive research and innovation experience, with opportunities or support to progress their own careers (useful links Concordat to Support the Career Development of Researchers and Technician Commitment)

* how the proposed work will provide a feasible and appropriate trajectory for you to acquire additional skills, like research, leadership, communication and management

Applicant capability to deliver

Word limit: 2,000

Why are you the right individual to successfully deliver the proposed work?

What the assessors are looking for in your response

Evidence of how you have:

* the relevant experience to make best use of the benefits presented by this funding opportunity to develop your career

* the right balance of skills and aptitude to deliver the proposed work

* contributed to developing a positive research environment and wider community

* the appropriate team working or leadership skills (appropriate to career stage)

You may demonstrate elements of your responses in visual form if relevant. Further details are provided in the Funding Service.

The word limit for this section is 2,000 words, 1,500 words to be used for Résumé for Research and Innovation (R4RI) modules (including references) and, if necessary, a further 500 words for additions.

Use the R4RI format to showcase the range of relevant skills you have and how this will help to deliver the proposed work. You can include specific achievements and choose past contributions that best evidence your ability to deliver this work. You are encouraged to include ORCID IDs for individuals where relevant, as this can help to demonstrate and verify their achievements.

Complete this section using the following R4RI module headings. You should use each heading once, see the UKRI guidance on R4RI. You should consider how to balance your answer, and emphasise where appropriate the key skills you bring:

* contributions to the generation of new ideas, tools, methodologies, or knowledge

* the development of others and maintenance of effective working relationships

* contributions to the wider research and innovation community

* contributions to broader research or innovation, users and audiences, and towards wider societal benefit, including public partnerships

Additions

Provide any further details relevant to your application. This section is optional and can be up to 500 words. You should not use it to describe additional skills, experiences, or outputs, but you can use it to describe any factors that provide context for the rest of your R4RI (for example, details of career breaks if you wish to disclose them).

You should complete this section as a narrative. Do not format it like a CV.

References may be included within this section.

The roles in funding applications policy has descriptions of the different project roles.

Host organisation support

Word limit: 1,000

How will the host organisation support your fellowship?

What the assessors are looking for in your response

Ensure the head of department (of the host organisation) provides you with a supporting statement (which they have written), that includes:

* the name and title of the head of department providing the written support statement

* evidence detailing how the host will support you, as appropriate for your career development and the vision and approach of the fellowship

* how your research environment will contribute to the success of the work, in terms of suitability of the host organisation and strategic relevance to the project

* how the host organisation will ensure your time commitment to the fellowship is protected

* what development and training opportunities will be provided and how they form a cohesive career development package tailored to your aims and aspirations

* what financial or practical support, such as access to the appropriate services, facilities, infrastructure, or equipment, is being provided and how this strengthens your application

* evidence of your suitability for an MRC fellowship

* details of the fellowship work to be conducted at another UK or overseas host organisation and how they will support you (if applicable)

The statement of support provided by your host organisation should be copied and pasted into the text box. You cannot upload the statement of support to this section.

Your application may be rejected if you upload a host organisation statement of support to the 'Project partners: letters (or emails) of support' section or any other section of your application.

If your application includes a second host organisation (industry or research), and you would like to provide a previous head of department supporting statement, this information should be included within the next two sections of your application.

Second host organisation support

Word limit: 1,000

How will the host organisation support your fellowship?

What the assessors are looking for in your response

If relevant to your fellowship, you should include a support statement from your second host organisation. Note, your second host organisation can be another eligible research organisation, an international research organisation, an industrial organisation or company, or an enterprise that puts or has intention to put goods or services on a market.

If your fellowship application does not include a second host organisation, you should indicate 'N/A' within the text box and mark the section as complete.

The appropriate head of department (or equivalent, if your second host organisation is from industry), must provide a statement of support confirm their commitment to supporting your MRC fellowship, by including:

* the name and title of the head of department (or industry equivalent), that has written your supporting statement

* evidence detailing how the second host research organisation or industry partner will support you, as appropriate for your career development and the vision and approach of the fellowship

* how your research environment will contribute to the success of the work, in terms of suitability of the host organisation and strategic relevance to the project

* how the second host research or industry organisation will ensure your time commitment to the fellowship is protected

* what development and training opportunities will be provided and how they form a cohesive career development package tailored to your aims and aspirations

* what financial or practical support, such as access to the appropriate services, facilities, infrastructure, or equipment, is being provided and how this strengthens your application

The statement of support provided by your second host organisation should be copied and pasted into the text box. You cannot upload the statement of support to this section.

Your application may be rejected if you upload a second host organisation statement of support to the 'Project partners: letters (or emails) of support' section or any other section of your application.

Previous head of department support statement

Word limit: 1,000

If applicable, provide a support statement from your previous head of department.

What the assessors are looking for in your response

If you plan to undertake your fellowship at a different department to your current affiliation or have recently moved department, a statement of support should be included from your current or previous head of department, with their assessment of your suitability for an MRC fellowship.

The statement of support provided by your previous head of department should be copied and pasted into the text box. You cannot upload the statement of support to this section.

Your application may be rejected if you upload a previous head of department statement of support to the 'Project partners: letters (or emails) of support' section or any other section of your application.

If not applicable to your fellowship application, you should indicate 'N/A' within the text box and mark the section as complete.

Sponsors

Word limit: 3,000

Provide details of your sponsors and their support.

What the assessors are looking for in your response

A statement must be provided by at least one sponsor who is a senior member of the department where you are applying to host your fellowship and who will have academic responsibility for you. Include other sponsors if necessary to support all areas of the proposed work, they may be from other organisations.

A sponsor statement should be up to 1,000 words, only use the full word limit if you have multiple sponsors.

A sponsor is not expected to fulfil a supervisory role during the fellowship, but they act as a supporter for the application and the fellowship.

A sponsor should have expertise in the research area of the application and will act as guarantor for the quality of the proposed research, suitability of you as a fellowship candidate and the quality of training and development you will receive.

An entry should be included for each sponsor, detailing:

* the sponsor's name and current position

* in what capacity they know you

* how long they have known you

* their views on your research ability and suitability for this fellowship

* measures of research activity where you will be based, such as the number of academic staff

* the suitability and quality of the support, training and skills that you will receive, including how your research area fits with the priorities of the research environment

Each sponsor(s) statement of support provided, should be copied and pasted into the text box. You are not permitted to upload your sponsor(s) statement of support to this or any other section of your application.

Mentors

Word limit: 500

How will you be mentored during the fellowship?

What the assessors are looking for in your response

Explain your proposed mentoring arrangements.

If a mentor has been identified, they should be named in the response to this question and provide a statement of support detailing how they will support you.

Project partners

Add details about any project partners' contributions. If there are no project partners, you can indicate this on the Funding Service.

A project partner is a collaborating person or organisation who will have an integral role in your proposed research. Their involvement may include direct (cash) and or indirect (in-kind) contributions such as expertise, staff time, use of facilities or recruitment of research participants. Project partners may be in industry, academia, third sector or government organisations in the UK or overseas, including partners based in the EU.

A project partner is not anyone in your core team or anyone from your organisation or any of the other organisations represented by core team members.

Add the following project partner details:

* the organisation name (searchable via a drop-down list or enter the organisation's details manually, as applicable)

* the project partner contact name and email address

* the type of contribution (direct or in-direct) and its monetary value

If a detail is entered incorrectly and you have saved the entry, remove the specific project partner record and re-add it with the correct information.

If there are specific circumstances where project partners do require funding for minor costs such as travel and subsistence, these project partner costs should be claimed and justified within the resources and costs section of your application. Refer to Project partners guidance on costs we fund.

Important information

If you are adding a project partner to this section, you must ensure they provide you with a letter or email of support and you upload it to 'Project partners: letters or emails of support'.

If your project partners are from industry or a company, you must also complete the 'Industry Collaboration Framework (ICF)' section.

Project partners responsible for carrying out animal work

If the project partner is responsible for conducting animal work or providing animals or animal tissue samples, you must ensure that you complete and upload the appropriate forms under the sections 'Research involving the use of animals' and 'Conducting research with animals overseas' (if applicable).

For audit purposes, UKRI requires formal collaboration agreements to be put in place if an award is made.

Project partners: letters (or emails) of support

Word limit: 10

Upload a single PDF containing the letters or emails of support from each partner you named in the 'Project partners' section. These should be uploaded in English or Welsh only.

What the assessors are looking for in your response

If you do not have any project partners, you will be able to indicate this in the Funding Service.

What supporting statements we are looking for

We are looking for you to provide letters or emails of support from all your identified project partners.

What we are not looking for

We don't want any other letters, statements or emails of support, from people or organisations who are not your identified project partners, such as supporting documents from:

* those simply expressing general support for your project

* your host, second and or previous research organisation(s)

If you upload this type of supporting information, your application may be rejected.

Important information

You should only provide letters or emails of support from people you have identified in the project partner section of your application, who will have an integral role in your proposed research.

What each project partner letter or email of support must include

Each project partner letter or email you provide should:

* include the name of the project partner organisation and contact information

* explain the project partners' commitment to the project

* explain the value, relevance, and possible benefits of the proposed work, to them

* describe any additional value they will bring to the project

* not exceed two sides of A4 per project partner

Project partner letters and emails of support are not required to be on headed paper or include handwritten signatures (electronic signatures are acceptable).

The Funding Service will provide document upload details when you apply.

Project partners from industry or a company

Industry or company project partners are required to download and complete the industry or company letter of support template. You must also complete the 'Industry Collaboration Framework (ICF)' section. Find out more about ICF.

Project partners responsible for recruiting research participants or providing human tissue or samples

If the project partner is responsible for the recruitment of people as research participants or providing human tissue their letter or email of support should include:

* agreement that the project partner will recruit the participants or provide tissue

* confirmation that what is being supplied is suitable for the proposed work

* confirmation that the quantity of tissue being supplied is suitable, but not excessive for achieving meaningful results (if applicable)

Agreement with your project partners

Ensure you have prior agreement from project partners so that, if you are offered funding, they will support your project as indicated in the 'Project partners' section.

For audit purposes, UKRI requires formal collaboration agreements to be put in place if an award is made.

Industry Collaboration Framework (ICF)

Word limit: 1,500

Does your application include collaboration with industry or company project partners?

What the assessors are looking for in your response

The assessors are looking for you to confirm if your proposed work involves collaboration with an industry or company project partner. If it does, you will need to follow the MRC industry collaboration framework (ICF).

By 'industry or company' we mean an enterprise that puts or has intention to put goods or services on a market.

For guidance to assist your decision if your proposed work requires you to follow ICF, you should explore the ICF decision tree (PDF, 41KB) and find out more about ICF which includes:

* collaboration agreements

* definitions of basic or applied research

* internationally based companies

* subsidy control

* intellectual property (IP) arrangements

* fully flexible and gated contributions

* the ICF assessment criteria

Enter 'Yes' in the text box if you have industry or company project partners and you are likely to follow ICF. You should also confirm your answers to the ICF questions one to nine in the text box for each ICF project partner.

Contact fellows@mrc.ukri.org if you are unsure if your application should follow ICF.

In addition to the project partner information completed in the previous section, the assessors are looking for information relating to the nature, goals and conditions of the collaboration and any restrictions or rights to the project results that could be claimed by the industry or company project partner.

Confirm your answers to the ICF questions in the text box, repeat this process for each ICF project partner:

Failure to provide the information requested for industry or company partners under ICF could result in your application being rejected.

You are recommended to discuss the goals and conditions of any collaboration with an industry or company with your technology transfer or contracts office before applying.

For audit purposes, UKRI requires formal collaboration agreements to be put in place if an award is made. You must provide us with a copy of the collaboration agreement, signed by all partners, before an ICF award starts.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Trusted Research and Innovation (TR&I)

Word limit: 100

Does your proposed work relate to UKRI's Trusted Research and Innovation principles?

What the assessors are looking for in your response

Demonstrate how your proposed work relates to UKRI's Trusted Research and Innovation principles including:

* list any dual-use (both military and non-military) applications to your research

* if this project is relevant to one or more of the 17 areas of the UK National Security and Investment (NSI) Act, please list the area(s)

* please read the academic export control guidance and confirm if an export control licence is required for this project and the status of any application(s)

* if your project involves any items or substances on the UK strategic export control list, please list these

We may ask you to provide additional TR&I information later, in line with UKRI TR&I principles and funding terms and conditions (RGC 2.6.2, 2.7.1 and 2.7.2).

International collaboration

Word limit: 100

Does the proposed work involve any international collaboration or engagement?

What the assessors are looking for in your response

Provide details about your expected international collaboration or engagement, including:

* a list of the countries your project partners, or other collaborators are based in

* details of any subcontractors or service providers

If your proposed work does not involve international collaboration or engagement, you will be able to indicate this in the Funding Service.

Facilities

Word limit: 250

Does your proposed research require the support and use of a facility?

What the assessors are looking for in your response

If you will need to use a facility, follow your proposed facility's normal access request procedures. Ensure you have prior agreement so that if you are offered funding, they will support the use of their facility on your project.

For each requested facility you will need to provide the:

* name of facility, copied and pasted from the facility information list (DOCX, 42KB)

* proposed usage or costs, or costs per unit, where indicated on the facility information list

* confirmation you have their agreement where required

Facilities should only be named if they are on the facility information list above.

If you will not need to use a facility, you will be able to indicate this in the Funding Service.

Data management and sharing

Word limit: 1,500

How will you manage and share data collected or acquired through the proposed research?

What the assessors are looking for in your response

Provide a data management plan which should clearly detail how you will comply with MRC's published data management and sharing policies, which includes detailed guidance notes.

Provide your response in the text box following the headings in the MRC data management plan template. You are not required to upload the document to your application.

The length of your plan will vary depending on the type of study being undertaken:

* population cohorts; longitudinal studies; genetic, omics and imaging data; biobanks, and other collections that are potentially a rich resource for the wider research community: maximum of 1,500 words

* all other research, less complex, the plan may be as short as 500 words

Ethics and responsible research and innovation (RRI)

Word limit: 500

What are the ethical or RRI implications and issues relating to the proposed work?

If you do not think that the proposed work raises any ethical or RRI issues, explain why.

What the assessors are looking for in your response

Demonstrate that you have identified and evaluated:

* the relevant ethical or responsible research and innovation considerations

* how you will manage these considerations

Consider the MRC guidance on ethics and approvals.

You may demonstrate elements of your responses in visual form if relevant. Further details are provided in the Funding Service.

Please refer to the UKRI position statement on funding ethical research and responsible innovation for more information around our expectations on ethical and responsible research and innovation.

Genetic and biological risk

Word limit: 700

Does your proposed research involve any genetic or biological risk?

What the assessors are looking for in your response

In respect of animals, plants or microbes, are you proposing to:

* use genetic modification as an experimental tool, like studying gene function in a genetically modified organism

* release genetically modified organisms

* ultimately develop commercial and industrial genetically modified outcomes

If yes, provide the name of any required approving body and state if approval is already in place. If it is not, provide an indicative time frame for obtaining the required approval.

Identify the organism or organisms as a plant, animal or microbe and specify the species and which of the three categories the research relates to.

Identify the genetic and biological risks resulting from the proposed research, their implications, and any mitigation you plan on taking. Assessors will want to know you have considered the risks and their implications to justify that any identified risks do not outweigh any benefits of the proposed research.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Research involving the use of animals

Word limit: 10

Does your proposed research involve the use of vertebrate animals or other organisms covered by the Animals Scientific Procedures Act?

What the assessors are looking for in your response

If you are proposing research that requires using animals, download and complete the research involving the use of animals template (DOCX, 52.5KB), which contains all the questions relating to research using vertebrate animals or other animals (Scientific Procedures) Act 1986 regulated organisms.

When a project partner will be responsible

If a project partner will conduct animal work for the proposed research, or will provide animals or animal tissue, you must:

* upload a letter of support under the 'Project partners: letters (or emails) of support' section

* complete and upload the required template in this section

* complete and upload the template in the 'Conducting research with animals overseas' section (if applicable)

Save it as a PDF. The Funding Service will provide document upload details when you apply.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Conducting research with animals overseas

Word limit: 700

Will any of the proposed animal research be conducted overseas?

What the assessors are looking for in your response

If you are proposing to conduct overseas research, it must be conducted in accordance with welfare standards consistent with those in the UK, as in responsibility in the use of animals in bioscience research. Ensure all named applicants in the UK and overseas are aware of this requirement.

If your application proposes animal research to be conducted overseas, you must provide a statement in the text box. Depending on the species involved, you may also need to upload a completed template for each species listed.

Statement

Provide a statement to confirm that:

* all named applicants are aware of the requirements and have agreed to abide by them

* this overseas research will be conducted in accordance with welfare standards consistent with the principles of UK legislation

* the expectation set out in Responsibility in the use of animals in bioscience research will be applied and maintained

* appropriate national and institutional approvals are in place

Templates

Overseas studies proposing to use non-human primates, cats, dogs, equines or pigs will be assessed during NC3Rs review of research applications. Provide the required information by completing the template from the question 'Research involving the use of animals'.

For studies involving other species, such as:

* rodents

* rabbits

* sheep

* goats

* pigs

* cattle

* xenopus laevis and xenopus tropicalis

* zebrafish

Select, download, and complete the relevant Word checklist or checklists by exploring NC3Rs checklist for the use of animals overseas.

Save your completed template as a PDF and upload to the Funding Service. If you use more than one checklist template, save it as a single PDF.

The Funding Service will provide document upload details when you apply.

If conducting research with animals overseas does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Research involving human participation

Word limit: 700

Will the project involve the use of human subjects or their personal information?

What the assessors are looking for in your response

If you are proposing research that requires the involvement of human subjects, provide the name of any required approving body and whether approval is already in place.

Justify the number and the diversity of the participants involved, as well as any procedures.

Provide details of any areas of substantial or moderate severity of impact.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Research involving human tissues or biological samples

Word limit: 700

Does your proposed research involve the use of human tissues, or biological samples?

What the assessors are looking for in your response

If you are proposing work that involves human tissues or biological samples, provide the name of any required approving body and whether approval is already in place.

Justify the use of human tissue or biological samples specifying the nature and quantity of the material to be used and its source.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Resources and cost justification

Word limit: 1,000

What will you need to deliver your proposed work and how much will it cost?

What the assessors are looking for in your response

Justify the application's more costly resources, in particular:

* project staff

* significant travel for field work or collaboration (but not regular travel between collaborating organisations or to conferences) as outlined in fellowship application and policy guide for UKRI Funding Service

* any equipment that will cost more than £25,000

* any consumables beyond typical requirements, or that are required in exceptional quantities

* all facilities and infrastructure costs

* training costs

* all resources that have been costed as 'Exceptions'

* support to work at a second organisation in the UK or overseas

* support for public and patient involvement and engagement. Payments to public partners can be included under the exceptions fund heading

* support for preserving, long-term storage, or sharing of data

* NHS research costs, when they are associated with NHS studies

* animal costs, such as numbers that need to be bred or maintained and to achieve high welfare standards

You can request costs associated with reasonable adjustments where they increase as a direct result of working on the project. For further information see disability and accessibility support for UKRI applicants and grant holders.

Assessors are not looking for detailed costs or a line-by-line breakdown of all project resources. Overall, they want you to demonstrate how the resources you anticipate needing for your proposed work:

* are comprehensive, appropriate, and justified

* represent the optimal use of resources to achieve the intended outcomes

* maximise potential outcomes and impact

Clinical research using NHS resources

Word limit: 250

Are you applying to do clinical research in the UK?

What the assessors are looking for in your response

Researchers applying to do clinical research in the NHS, public health or social care usually need to complete a Schedule of Events Cost Attribution Tool (SoECAT).

We request the SoECAT because we want to know that you have taken the appropriate steps to request National institute for Health and Care Research (NIHR) support and for the full costs of your research to be attributed, calculated and paid.

We want to see the expected total resources required for your project to consider if these are appropriate.

Enter 'Yes' and complete and upload a SoECAT if you are applying for clinical research and:

* you will carry out your research in the UK

* your research will use NHS resources

* the research requires approval by Health Research Authority (England) or its equivalents in Northern Ireland, Scotland or Wales

* you will need support from the NIHR Research Delivery Network, this may include studies in a social care or public health setting

It is important to complete a SoECAT to be eligible for NIHR support. You must complete a SoECAT even if you don't think your clinical research will involve excess treatment costs (ETCs).

See MRC guidance on who needs to complete a SoECAT.

How to complete a SoECAT

SoECAT guidance can be found on the NIHR website.

These are the steps you need to take:

Applications that require a SoECAT but have not uploaded the SoECAT funder export study information and summary may be rejected.

Ensure the AcoRD specialists name and date are included within the uploaded summary page. The SoECAT is invalid without this information.

Contact fellows@mrc.ukri.org if you have questions about the UKRI aspects of this process or have concerns that your SoECAT may not be authorised in time for the application closing date.

If this does not apply to your proposed work, you will be able to indicate this in the Funding Service.

Related applications

Word limit: 500

Is this application related to another application to MRC or other funding organisation?

What the assessors are looking for in your response

If your application is not related to another, you will be able to indicate this in the Funding Service.

If yes, explain how this new application is related to the other application. You must include details of any related applications currently under consideration or previously submitted. Also include details of any grant applications you currently have under review where you are the project lead.

You must not submit fundamentally the same project to multiple UKRI funding opportunities simultaneously (which encompasses all fellowship schemes led by any of the research councils or Innovate UK). Fellowship applications to other funders are permissible. However, no part of the fellowship project may be under consideration as a grant application with any organisation while under consideration for an MRC fellowship.

If the related application was submitted to another funder, you should identify the name of the funder and when you applied as outlined in fellowship application and policy guide for UKRI Funding Service.

If this is a resubmission include the reference number of your previous MRC application. Describe how this application differs from the previous application and how feedback on the previous application has been considered and acted on.

You may only apply twice for any MRC fellowship, regardless of the extent of changes to the application. Changing your organisation or project does not reset your number of previous applications.

Joint funders

Word limit: 20

Are you applying for a jointly-funded fellowship?

What the assessors are looking for in your response

If you are not applying for a jointly-funded fellowship, you will be able to indicate this in the Funding Service.

If you are applying for a jointly-funded fellowship, we want to know the name of the joint funder. If applicable, select your joint funder from the following list and paste it in the text box:

* Addiction Healthcare Goals, led by the Office for Life Sciences

* The Borne Foundation

* DEBRA (the butterfly skin charity)

* Diabetes UK

* Kidney Research UK

* Macular Society

* Multiple Sclerosis Society

* Parkinson's UK

By selecting a joint funder, you agree to MRC sharing this application and your personal information with the chosen joint funder or funders.

If you apply for a jointly funded fellowship which is not available for any reason, we will automatically consider you for a standard MRC fellowship instead. more

Career development

 1d

How to Create a Content Copywriter "Résumé"


As résumés are going out of fashion, why not standout in the job market by showing your creativity and sense of humor? Here's a sample "résumé" for applying to a content copywriter job position. A relevant bachelors degree, experience and referrals are a bonus.

You could've chosen to land your eyeballs anywhere. And yet, here you are.

So, thank you.

Our attention spans are getting smaller, so... let me make this quick and painless for both of us.

Until last year, I was a senior Big Data analyst with the 3rd best company to work for in America, [redacted]. But, you see, humans are the only species that deliberately embark on difficult journeys by asking themselves, "Where am I going?", "Who am I?" and "What's my purpose?" For no apparent reason we choose to complicate our lives.

I started asking myself questions like, "Do I matter?" and "What can I offer the world?" And found myself on a path to have the most positive impact on humanity while also looking for the purpose of my life. I became a storyteller and a content writer at FutureSTRONG.org.

With Future STRONG, I wish to empower human beings to function optimally, develop resilience, and live their best lives. Future STRONG helps reinforce our commitment to grow ourselves, while contributing to the wellbeing of others who rely on us.

At Future STRONG, I also disrupt the world's technology addiction one truth at a time by creating awareness about engineered addiction by Big Tech companies through their devices.

I'm in this because I want to write. I do everything that throws me on a path to creating content with words. I create marketing content for artist websites, non-profit organizations, small businesses and conduct writing workshops out of my house.

I also write to show that while we've a ton of places to show how pissed off we are, we can also have places on the internet where we can radicalize people with kindness. Of course, I still don't have a solution for cleaning up septic tanks of the web like the YouTube comments section.

In the end, should we choose to part ways, let's not ghost each other. You send me a rejection letter and I'll know you no longer have feelings for this resume. And, we both move on. more

Career development

 1d

Mastering Work Ethic: Key Traits to Define Your Professional Approach


Work ethic is a multifaceted concept that plays a crucial role in achieving professional success. To truly understand how to describe work ethic, it is essential to explore the various dimensions that characterize this personal attribute. A strong work ethic encompasses traits such as reliability, dedication, productivity, and integrity. Understanding these traits can help individuals articulate... their own work ethic in professional settings, be it during a job interview, in a cover letter, or as a part of personal development.

How to Describe Work Ethic

Describing work ethic requires a nuanced understanding of the traits that define a hard-working individual. The following sections will delve into key attributes that form the foundation of a strong work ethic. By exploring these characteristics, you can better communicate your own work ethic to employers and peers.

Reliability

Reliability is a cornerstone of any robust work ethic. It involves consistently delivering on promises and meeting deadlines, a trait that is highly valued in any professional environment. Reliable workers are dependable and can be counted on to complete tasks efficiently while maintaining high-quality standards. Highlighting instances where you have demonstrated reliability in past roles can enhance your professional appeal.

Dedication and Commitment

Dedication reflects a person's commitment to their work and the goals of their organization. Dedicated individuals often go the extra mile to ensure their tasks are completed to the best of their ability. They are willing to invest additional time and effort to achieve objectives, indicating a steadfast commitment to their roles. Demonstrating dedication can be as simple as sharing examples where you've worked beyond the standard requirements to ensure success.

Productivity

A productive work ethic is characterized by efficient and effective performance. Productive individuals make the best use of their time, resources, and skills to deliver results. They possess good organizational abilities and can prioritize tasks for optimal outcomes. When describing productivity, consider discussing how you manage your workload and the strategies you use to maintain high levels of output.

Integrity

Integrity involves the adherence to moral and ethical principles. Professionals with integrity are trustworthy, honest, and fair in all their dealings. This trait is pivotal in establishing credibility and gaining the trust of colleagues and stakeholders. Sharing instances where integrity influenced your decision-making can illustrate your commitment to ethical standards.

For those looking to gain employment or advance their careers, a strong work ethic is incredibly beneficial. In roles where learning on the job is emphasized, such as those highlighted in jobs that pay you to master new skills, a solid work ethic can also enhance your marketability and progression opportunities.

Self-Discipline

Self-discipline is the ability to push oneself to work diligently, even without external pressure. It involves maintaining motivation, consistency, and focus on long-term tasks. Individuals who possess this trait can work autonomously and achieve goals despite obstacles or distractions. Highlighting how you cultivate self-discipline in your daily routine can underscore your ability to work independently.

Adaptability

In today's rapidly changing work environments, adaptability is a vital component of a strong work ethic. Being able to adjust to new situations and adopt new skills is highly valued. Adaptable individuals are open to change and are willing to learn and grow within their roles. Sharing how you have successfully adapted to change can demonstrate your readiness to face future challenges.

Teamwork

While personal diligence is important, a sound work ethic also involves effective collaboration with others. Individuals who work well in team settings contribute positively to group dynamics and help foster a productive work environment. They show respect for differing viewpoints and communicate openly. Providing examples of successful team projects can illustrate your collaboration skills.

Understanding these key traits can help individuals recognize and develop a comprehensive work ethic, valuable for any professional setting. For further reading on various educational aspects and professional skills development, consider visiting this resource.

In conclusion, knowing how to describe work ethic effectively can greatly influence your professional trajectory. Recognizing and articulating the diverse elements that constitute a strong work ethic can equip you with the confidence to pursue career opportunities with assurance and prowess.

* Work ethic includes traits like reliability, dedication, and integrity.

* Being adaptable and productive are key components of a strong work ethic.

* Describing work ethic involves sharing concrete examples from your experiences.

* A solid work ethic is essential for success in any professional field.

* Continuous personal development can enhance your work ethic.

What defines a strong work ethic?

A strong work ethic is defined by traits such as reliability, dedication, productivity, and integrity. Individuals with a strong work ethic prioritize their responsibilities and strive to meet high standards.

How can I demonstrate work ethic in a resume?

To demonstrate work ethic in a resume, highlight specific examples of past experiences that illustrate reliability, dedication, and productivity. Include metrics where possible to substantiate your achievements.

Why is work ethic important in the workplace?

Work ethic is crucial in the workplace as it impacts productivity, team dynamics, and company reputation. Employees with a strong work ethic contribute positively to organizational goals and success.

Can work ethic be improved?

Yes, work ethic can be improved with concerted effort and personal development. Setting goals, seeking feedback, and continuously learning new skills are effective ways to enhance work ethic.

What role does adaptability play in work ethic?

Adaptability plays a significant role in work ethic by enabling individuals to respond effectively to changes and challenges. This flexibility supports continuous personal and professional growth. more

Career development

 1d

They graduated from Stanford. Due to AI, they can't find a job


A Stanford software engineering degree used to be a golden ticket. Artificial intelligence has devalued it to bronze, recent graduates say.

The elite students are shocked by the lack of job offers as they finish studies at what is often ranked as the top university in America.

When they were freshmen, ChatGPT hadn't yet been released upon the world. Today, AI can code better than most... humans.

Top tech companies just don't need as many fresh graduates.

"Stanford computer science graduates are struggling to find entry-level jobs" with the most prominent tech brands, said Jan Liphardt, associate professor of bioengineering at Stanford University. "I think that's crazy."

While the rapidly advancing coding capabilities of generative AI have made experienced engineers more productive, they have also hobbled the job prospects of early-career software engineers.

Stanford students describe a suddenly skewed job market, where just a small slice of graduates -- those considered "cracked engineers" who already have thick résumés building products and doing research -- are getting the few good jobs, leaving everyone else to fight for scraps.

"There's definitely a very dreary mood on campus," said a recent computer science graduate who asked not to be named so they could speak freely. "People (who are) job hunting are very stressed out, and it's very hard for them to actually secure jobs."

The shake-up is being felt across California colleges, including UC Berkeley, USC and others. The job search has been even tougher for those with less prestigious degrees.

Eylul Akgul graduated last year with a degree in computer science from Loyola Marymount University. She wasn't getting offers, so she went home to Turkey and got some experience at a startup. In May, she returned to the U.S., and still, she was "ghosted" by hundreds of employers.

"The industry for programmers is getting very oversaturated," Akgul said.

The engineers' most significant competitor is getting stronger by the day. When ChatGPT launched in 2022, it could only code for 30 seconds at a time. Today's AI agents can code for hours, and do basic programming faster with fewer mistakes.

Data suggests that even though AI startups like OpenAI and Anthropic are hiring many people, it is not offsetting the decline in hiring elsewhere. Employment for specific groups, such as early-career software developers between the ages of 22 and 25 has declined by nearly 20% from its peak in late 2022, according to a Stanford study.

It wasn't just software engineers, but also customer service and accounting jobs that were highly exposed to competition from AI. The Stanford study estimated that entry-level hiring for AI-exposed jobs declined 13% relative to less-exposed jobs such as nursing.

In the Los Angeles region, another study estimated that close to 200,000 jobs are exposed. Around 40% of tasks done by call center workers, editors and personal finance experts could be automated and done by AI, according to an AI Exposure Index curated by résumé builder MyPerfectResume.

Many tech startups and titans have not been shy about broadcasting that they are cutting back on hiring plans as AI allows them to do more programming with fewer people.

Anthropic Chief Executive Dario Amodei said that 70% to 90% of the code for some products at his company is written by his company's AI, called Claude. In May, he predicted that AI's capabilities will increase until close to 50% of all entry-level white-collar jobs might be wiped out in five years.

A common sentiment from hiring managers is that where they previously needed ten engineers, they now only need "two skilled engineers and one of these LLM-based agents," which can be just as productive, said Nenad Medvidović, a computer science professor at the University of Southern California.

"We don't need the junior developers anymore," said Amr Awadallah, CEO of Vectara, a Palo Alto-based AI startup. "The AI now can code better than the average junior developer that comes out of the best schools out there."

To be sure, AI is still a long way from causing the extinction of software engineers. As AI handles structured, repetitive tasks, human engineers' jobs are shifting toward oversight.

Today's AIs are powerful but "jagged," meaning they can excel at certain math problems yet still fail basic logic tests and aren't consistent. One study found that AI tools made experienced developers 19% slower at work, as they spent more time reviewing code and fixing errors.

Students should focus on learning how to manage and check the work of AI as well as getting experience working with it, said John David N. Dionisio, a computer science professor at LMU.

Stanford students say they are arriving at the job market and finding a split in the road; capable AI engineers can find jobs, but basic, old-school computer science jobs are disappearing.

As they hit this surprise speed bump, some students are lowering their standards and joining companies they wouldn't have considered before. Some are creating their own startups. A large group of frustrated grads are deciding to continue their studies to beef up their résumés and add more skills needed to compete with AI.

"If you look at the enrollment numbers in the past two years, they've skyrocketed for people wanting to do a fifth-year master's," the Stanford graduate said. "It's a whole other year, a whole other cycle to do recruiting. I would say, half of my friends are still on campus doing their fifth-year master's."

After four months of searching, LMU graduate Akgul finally landed a technical lead job at a software consultancy in Los Angeles. At her new job, she uses AI coding tools, but she feels like she has to do the work of three developers.

Universities and students will have to rethink their curricula and majors to ensure that their four years of study prepare them for a world with AI.

"That's been a dramatic reversal from three years ago, when all of my undergraduate mentees found great jobs at the companies around us," Stanford's Liphardt said. "That has changed." more

Career development

 1d

College Grad Applied For A Full Time Version Of The Internship He Just Completed, But The University Rejected Him For "Not Meeting Qualifications


Job hunting can feel especially discouraging when the rejection makes no logical sense.

What would you do if you applied for a full-time role that was identical to a job you already held as an intern for over a year? Would you question them about the decision? Or would you just leave it at that and move on?

In the following story, one college student finds himself in this situation and finds it... all very confusing. Here's what's going on.

Basically, I just finished my degree this month. Classes ended the first week of December, and I applied for this job a few weeks before that.

While I was earning my degree, I held an internship/work-study position in a department at my university.

I worked in this position for a year and a half (the time it took to complete the degree). This position only hires two student workers, so it is a little bit competitive.

I saw that the school posted a job opening for literally the exact position I had through the internship.

The only difference is that it was a full-time position instead of an internship/work study, and it also paid more.

He thought it would be easy to get because he's already done the job before.

I applied, as the qualifications and job responsibilities were all the same as what I had been doing.

About 2 days later, I got a rejection email saying I wasn't qualified for the position.

I'm kind of dumbfounded that they gave that reason because I clearly am... I got one of the two spots in the internship version of the job.

I was considering emailing them to ask why exactly I was unqualified, but whatever, I likely will just leave it at that.

Wow! Something doesn't sound right about all this.

Let's see how the folks over at Reddit feel about it.

Let's hope this isn't everywhere.

Ahh, the old saying.

This person has a pretty stark way of looking at it.

For this person, it's all about networking.

He should follow up with them.

Maybe it was an honest mistake because something seems way off with this whole thing.

Thought that was satisfying? Check out what this employee did when their manager refused to pay for their time while they were traveling for business. more

Career development

 1d

Surviving job hunting hell


Job hunting rejection feels so personal. Here's how to stay grounded.

Job hunting right now is brutal. Job postings are limited, more people compete for the same role, it seems like there are scam postings everywhere, and don't get us started on AI. It's pretty bad out there, but the part we don't always talk about is how the process can get inside of your head. How weeks or months of rejection... or silence can shake your confidence or make you question who you are without a title attached to your name. So this week, Reema talks to career coach Phoebe Gavin and writer Rachel Meade Smith about how to survive Job Hunting Hell without losing your dignity or your sense of self in the process.

A few takeaways from this episode:

Reema and producer Alice Wilder shared some hypothetical job search scenarios with Phoebe Gavin and Rachel Meade Smith, and here's their advice (lightly edited for clarity and length):

Phoebe Gavin: You can say to them, "I appreciate your interest and your care about me, but these sorts of questions are actually very difficult emotionally, and I don't want our relationship to suffer because of it. Would you mind if we don't talk about this anymore?"

Rachel Meade Smith: That said, there are times when people who are unemployed and struggling do want to talk about that. Sometimes people just need to vent, they need to talk about this crappy thing that happened in an interview. And then there are times when they just really don't want to talk about it.

Gavin: You made a really good point though, that sometimes people do want to talk about it. And so if someone in your life that you know and care about is between opportunities, you can proactively reach out to them and say, "I am available if you want to talk about stuff, if you want to send me a resume or a cover letter." And that is a very different thing from randomly at brunch saying, "So how's your job search? Can you afford this mimosa?"

Smith: I think this is where you have to put relationships above the job. This is evidence that you guys are interested in the same things, and as long as you can agree to be supportive of each other no matter what happens, I think both people should support the other in pursuing the opportunity. And if not, then I'm not sure what kind of friendship it is.

Gavin: Yes, what kind of friendship are we talking about here? Because your instincts around that relationship are going to tell you whether that is safe to do or not. And then, if you have a strong relationship, you can compare notes and do everything you can to make sure that one of you gets that job.

Gavin: It depends how good of a writer you are. If you can turn it into a really compelling story where it draws people in and you're able to get both support and solidarity, but you are also presenting yourself as giving your best to the process, not in a resentful way, then there are ways for that to work. I wouldn't recommend it for everyone. But I would do it: I feel confident in my ability to make that into a funny story. I would not say that this is like a beginner level social media use.

Smith: LinkedIn is this space where you can be rewarded for your honesty and vulnerability - if you maintain the rules, if you play within the bounds of professionalism. You know, LinkedIn is a very specific platform for a very specific thing, so you have to know what's going to play and what's not on that platform.

Gavin: I am not a therapist, but I definitely end up in situations where part of the career problem is also a relationship problem. And when that's the case, I encourage you to address the situation directly. So actually ask your person, "I am noticing this feeling and these thoughts within myself, and I would like to hear how you feel about it, and I would really appreciate it if you could just be honest and straightforward with me about it."

Now, everybody's relationship is different, and that might not work for you, but it will still be better for you to get some information, rather than for this to be one more thing that you're worrying about: "I need to get a job, and also, I think my spouse hates me because I'm not doing enough cleaning, even though I'm applying for jobs all day."

Smith: Make your job searching work visible. This is labor you're doing, you're just not getting paid for it or getting any of the benefits and respect that come with employment. Obviously you shouldn't have to explain to your partner why you're working so hard or what that work looks like, but you can pull back the curtain a little and share that in some way that makes you feel good about yourself.

If you liked this episode, share it with a friend. And if you have a job hunting horror story or you want some work advice, email us at uncomfortable@marketplace.org or fill out the form below. more

Career development

 1d

Despite a $45 million net worth, Big Bang Theory star still works tough, 16-hour days -- he repeats one mantra when overwhelmed | Fortune


Kunal Nayyar has a life most would describe as a dream. He landed his breakthrough role as Rajesh Koothrappali on The Big Bang Theory at just 26, rose to global fame almost overnight, and went on to earn around $1 million per episode at the height of the show's success -- becoming one of the highest-paid actors on television ever.

Today, the 44-year-old actor, producer, and entrepreneur has an... estimated net worth of $45 million, a résumé spanning film, television, publishing, and tech. But none of that has insulated him from difficult days.

When things start to unravel, Nayyar doesn't reach for motivational podcasts or productivity hacks. He repeats one word to himself instead: Surrender.

"Sometimes, if I find myself really banging my head against something, and it's just one of those days where everything's going wrong, I just tell myself surrender," Nayyar tells Fortune.

"Take a breath. Take a pause. Let's just see what happens."

The practice is more than simply having a mindful moment. He's challenging his inner critic.

"Our minds work in such a way where on a difficult day, it keeps going to the worst-case scenario," the actor explained, adding that the reality is rarely as bad as you imagine. And even in the very worst case, you always come out the other side. "So in those moments, you have to really just look at your mind and say, stop. Take a breath. Surrender to this moment and let's see what happens."

Nayyar admits he uses the mantra "quite often, to be honest." Especially after auditions, in between waiting to hear how you did, and trawling the internet to see if someone else got the job -- something any job seeker can relate to.

"I don't think anything is in our control other than how we perceive things."

The British-Indian actor has a string of ventures to his name, including Good Karma Productions and, most recently, the document-storage app IQ121. He's also still acting, most recently leading Christmas Karma -- and it's a career that keeps him relentlessly busy.

"I don't have a regular nine to five job, so it's different. When I'm shooting, then I'm a slave to whatever my schedule is," Nayyar says. "Those days can lead into 16, hour days, with six hour turnarounds."

That means he might only get six hours of sleep and rest before the next call time. It's why even when he's off work, he sticks to a disciplined routine. "Otherwise, it's easy to just sleep all day -- or not sleep all day, but relax all day -- because you're exhausted from shooting."

"I do nothing for the first hour -- hour and a half," Nayyar explains. "I have coffee. I sit on the patio, check my phone, maybe talk to the family. But I really do nothing. I don't get into work mode. I go to the gym, I come back, and I probably start my work day around 9:30 a.m."

"I have the weirdest thing where I don't do anything in the afternoon, I need that time in the afternoon to recharge," Nayyar says. On days he's not filming, he'll take his last meeting at 2:30 p.m. and then rest from 3 p.m. until 5 p.m. "I try to do nothing," he adds. "If I can take a nap, I'll take a nap. And then after 5pm I'm back on."

On set, he's equally intentional about protecting his focus. Rather than scrolling between takes, Nayyar brings a book, often choosing something his character might read to stay in the zone.

In the evenings, if Nayyar isn't working he'll makes time to see a friend. Instead of trying to squeeze time in their calendars, he'll just call them or invite them over for a cup of tea. Otherwise, you'll find him sitting on his patio: "With my dog, sitting in silence, maybe watching some sports-I love watching golf, NFL, EFL. It really calms me."

"I like to have dinner during the week at home, no matter what." Does he cook for himself? No.

Nayyar keeps a strict bedtime, with the aim to be asleep no later than 10:30 p.m. -- and he has a daily wind down routine to make sure that happens. "When I'm lying in bed, I put my phone down, and right before I sleep, I just like to go completely quiet. I don't try to think about tomorrow or anything. Just go completely silent until I fall asleep."

It's not just a Hollywood problem. Even the world's top leaders have shared that between messy return-to-office politics, scrambling to keep up with AI, and an unforgiving schedule, work gets too daunting for them, too, sometimes.

When that happens, billionaire philanthropist Melinda French Gates says she "replays" Warren Buffett's words of wisdom in her head.

"I remember what he said to us originally, which is, 'You're working on the problems society left behind, and they left them behind for a reason." French Gates previously revealed in an interview with the Wall Street Journal. "'They are hard, right? So don't be so tough on yourself.'"

The former Amazon chief exec, Jeff Bezos, take a more aggressive approach by confronting the cause of his anxieties head-on.

"Stress primarily comes from not taking action over something that you can have some control over," the former Amazon CEO said in an interview with the Academy of Achievement. "I find as soon as I identify it, and make the first phone call, or send off the first e-mail message...The mere fact that we're addressing it dramatically reduces any stress that might come from it."

Meanwhile, Google's CEO repeats this mantra to himself when he's overwhelmed: Most decisions are inconsequential.

"It might appear very tough at the time. It may feel like a lot rides on it, [but] you look later and you realize it wasn't that consequential," Sundar Pichai said at Stanford's Business School. "There are few consequential decisions, and judgment is a big part of leadership."

Essentially, most of us aren't surgeons saving lives at work -- that font color or PowerPoint presentation you're worrying about probably won't matter in 10 years' time. more

Career development

 1d

Essential résumé trends for 2026: What you must know


Hiring in 2026 won't look much like hiring even two years ago. If you don't pay attention, you will get left behind. I was a retained search consultant for 25-plus years. I've written executive and board résumés for the last 10 years. I've never seen so much change in candidate sourcing happen so quickly.

CEO priorities and expectations have shifted. AI is reshaping how candidates get surfaced.... Résumé sameness has skyrocketed. Candidate shortlist cycles have accelerated.

For you to be visible, your résumé has to do more than describe your work. It has to hit leaders' priorities, satisfy automated systems' tests, and make sense. The following five trends show you what that means and how to stay ahead of it:

Late-2025 surveys found four top-of-mind priorities for CEOs as we head into 2026. Those topics map to compelling information for your résumé's experience section. I list them below. Then, I frame the question that decision-makers want your résumé to answer. Finally, to inspire you, I share examples of subjects you might use in impact bullets.

CEO Priority: Geopolitical & Economic Uncertainty

For years, you've written for applicant tracking systems, recruiters, and hiring managers. And you still will. But in 2026, more organisations will use AI to source candidates and expand talent pools. While an Applicant Tracking System (ATS) looks for keywords, AI looks for patterns.

To benefit from AI's ability to expand talent pools, you'll need to learn those patterns and embed them in your résumé.

Examples include: showing you're ready for promotion to the next level; writing about repeated records of success; and describing challenges you've handled that also exist in other industries.

Beyond CEO concerns, your trio of readers wants to know where you've operated. If you haven't already, now is the time to add company descriptions to your résumé.

Basics include size, ownership, industry, footprint, and systemic challenges.

Readers need to see adjacencies to their worlds to predict your effectiveness.

Next, I talked with many recruiters over a few days at the Unleash World HR conference in Paris in October. I wanted to learn how they use AI to find people. They wanted to talk about the crushing tsunami of generic résumés they receive.

While AI might up-level a bad résumé to average, always keep a human in the loop to stand out. Make it yours.

Otherwise, your readers' eyes will glaze over from the sameness. Plus, AI continues to generate word salad and logical inconsistencies.

The narrative sounds good on the surface, but it doesn't hold up to scrutiny.

Recruiters catch those faux pas, so don't make them.

Finally, a Siemens recruiter claims that LinkedIn's AI cut his time-to-shortlist by at least 20 times. That means an accelerated recruiting cycle, with prepared candidates getting first looks. If you need time to update your résumé, you might get left behind.

Career visibility in 2026 won't happen by accident. It will be because you built a résumé that meets the moment: substantive, AI-savvy, and ready before anyone asks for it.

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Career development

 1d

Elevating women GMs in India's booming hospitality sector


The Indian hospitality sector is entering an important phase in advancing leadership diversity. Women occupy less than 10 per cent of General Manager positions, yet increasing recognition of the business value of inclusive leadership is accelerating change. Globally, women are better represented in mid- and senior management, highlighting the opportunity for Indian hotels to strengthen gender... diversity at the top. Nevertheless, their presence at the top remains limited, highlighting a broader opportunity for advancement. Leading hotel chains are increasingly championing female leadership through structured programs, mentorship, and career development initiatives, signaling a shift in both culture and strategy. As the sector recognises the untapped potential of women leaders, the focus is shifting toward creating pathways that encourage equitable representation, harness diverse perspectives as well as strengthen organisational performance across the country's dynamic hospitality landscape.

Key drivers of women's rise to general manager positions

Strategic corporate initiatives: The Indian hospitality sector is actively advancing women's leadership. For instance, Taj Hotels aims to raise women's workforce participation to 25 per cent by 2025. Moreover, 25 per cent of leadership roles at upcoming properties are reserved for women. Across the sector, prominent hotel groups are introducing mentorship programs, leadership training, and networking initiatives to accelerate female career progression. These efforts go beyond recruitment, establishing clear pathways to senior roles, fostering inclusive cultures, and strengthening organisational resilience. By investing in women's development, the sector is addressing historical gaps while unlocking untapped talent to drive long-term performance and growth.

Recognition of business drivers: The hospitality sector is recognising that women-led teams contribute measurable business value. Women travellers are an influential and expanding customer segment, showing strong brand loyalty and discerning choices. Leadership representation of women enables hotels to better connect with this demographic, delivering authentic experiences and driving both customer satisfaction and commercial impact. This approach goes beyond diversity for its own sake, positioning female leadership as a strategic business advantage that enhances organisational performance, builds deeper customer connections, and aligns talent development with evolving market opportunities.

Unique leadership qualities and skills: Women leaders bring distinctive strengths such as emotional intelligence, empathy, and patience, improving relationships with both guests and staff. Recognising these qualities, the hospitality sector is investing in training and development programs to nurture female talent. Career-return initiatives provide structured pathways for women re-entering the workforce after career breaks, addressing critical barriers to progression. By combining innate leadership competencies with supportive programs, organisations are fostering inclusive leadership pipelines, improving employee engagement, and unlocking untapped talent, while simultaneously delivering more authentic and guest-centric experiences.

The significant increase in women becoming general managers in Indian hospitality reflects a convergence of corporate strategy, business logic and customer-driven necessity. They are not only taking up more general manager roles, but more women are reflecting at the corporate leadership levels, and rightly so. There is still a lot of ground to cover, and hence, this momentum must continue. Strategic initiatives by major chains, recognition of women's leadership qualities, support systems enabling career continuity, and the undeniable business case around women travellers have created genuine momentum towards this charge.

All in all, women's advancement into senior hospitality roles reflects the sector's commitment to inclusive leadership and talent development. By merging structured programs, supportive career paths as well as recognition of women's distinctive strengths, hotels are building robust leadership pipelines. This progress strengthens organisational culture, enhances employee engagement and enables more authentic, guest-centric experiences. Maintaining this momentum will ensure that diversity at the top continues to drive business performance, innovation, and sustainable growth across India's dynamic hospitality landscape.

The author, Sidharth Thakur is director, Grassik Search. The views expressed in this article are those of the author and do not necessarily represent those of ET HospitalityWorld. more