Tom Lockridge


Career development 2w
Yesterday during an important meeting with some clients, I accidentally broke a glass and ended up spilling champagne on a couple of people.
First, the director practically burned a hole through me with his stare and now our accounting department wants to deduct the cost of the glass from my salary. And honestly, it seems like they’re planning to fire me.
But seriously, can someone really lose... his job over such a small thing? It could happen to anyone, right?

 more
2   

  • Arikoj Jennifer

    1w

    There is more to this than just breaking a glass ,apologize let them decide and move on

  • Arikoj Jennifer

    1w

    There is more to this than just breaking a glass ,apologize let them decide and move on

Load more...

Career development

 4h

The Last Rung


The graduate's dilemma has never been starker. Fresh from university with a degree in hand, they discover that the entry-level positions that once promised a foothold in their chosen profession have vanished -- not outsourced, not downsized, but automated away entirely. Where junior analysts once spent months learning to parse data and spot patterns, algorithms now deliver insights in... milliseconds. Where apprentice designers once honed their craft through repetitive tasks, AI tools generate iterations at unprecedented speed. The traditional career ladder, with its predictable progression from novice to expert, is missing its bottom rungs. This isn't a distant future scenario -- it's happening now, forcing a fundamental reckoning with how we prepare young people for careers in an age of artificial intelligence.

The transformation isn't subtle. Across industries, the routine cognitive tasks that traditionally formed the backbone of entry-level work are being systematically automated. Junior accountants who once spent years mastering spreadsheet manipulation find that AI can process financial data with greater accuracy and speed. Marketing assistants who built expertise through campaign analysis discover that machine learning algorithms can identify patterns in consumer behaviour that would take human analysts months to uncover.

This shift creates what researchers are calling a "skills chasm" -- a widening gap between what educational institutions teach and what employers now expect from new hires. The problem isn't simply that AI is taking jobs; it's that it's eliminating the very positions where people traditionally learned to do those jobs. Companies that once hired graduates with the expectation of training them through progressively complex assignments now find themselves needing workers who can hit the ground running with advanced skills.

The pharmaceutical industry exemplifies this challenge. Where drug discovery once relied on armies of junior researchers conducting systematic literature reviews and basic experimental work, AI systems now screen millions of molecular compounds in the time it would take a human to evaluate hundreds. The entry-level positions that allowed new graduates to learn the fundamentals of drug development while contributing meaningful work have largely disappeared. Yet the industry still needs experts who understand both the science and the technology -- they just can't rely on traditional pathways to develop them.

This isn't merely about technical skills. The soft skills that professionals developed through years of routine work -- project management, client interaction, problem-solving under pressure -- were often acquired through tasks that no longer exist. A junior consultant who once spent months preparing presentations and analysing client data developed not just technical competence but also an understanding of business dynamics, client psychology, and professional communication. When AI handles the data analysis and presentation creation, these crucial learning opportunities evaporate.

The consequences extend beyond individual career prospects. Industries face a looming expertise gap as the pathways that traditionally produced senior professionals become obsolete. The institutional knowledge that once passed naturally from experienced workers to newcomers through collaborative projects and mentorship relationships risks being lost when there are no newcomers performing the foundational work that creates those relationships.

Against this backdrop, apprenticeships are experiencing an unexpected renaissance. Once viewed as an alternative for those not suited to university education, they're increasingly seen as a sophisticated response to the changing nature of work itself. The model's emphasis on learning through doing, combined with formal instruction, offers a potential solution to the skills chasm that traditional education struggles to bridge.

The National Health Service in the United Kingdom provides a compelling example of this shift in thinking. Faced with chronic staffing shortages and the recognition that healthcare delivery is becoming increasingly complex, the NHS has embarked on an ambitious expansion of apprenticeship programmes. Their Long Term Workforce Plan explicitly positions apprenticeships not as a secondary pathway but as a primary route to developing the next generation of healthcare professionals, from nurses to advanced practitioners.

What makes these modern apprenticeships different from their historical predecessors is their integration with emerging technologies rather than resistance to them. Healthcare apprentices learn to work alongside AI diagnostic tools, understanding both their capabilities and limitations. They develop skills in human-AI collaboration that no traditional educational programme currently teaches. This approach recognises that the future workforce won't compete with AI but will need to work effectively with it.

The model is spreading beyond traditional trades. Technology companies, financial services firms, and consulting organisations are developing apprenticeship programmes that combine hands-on experience with formal learning in ways that universities struggle to replicate. These programmes often involve rotations through different departments, exposure to real client work, and mentorship from senior professionals -- creating the kind of comprehensive learning environment that entry-level positions once provided.

Crucially, successful apprenticeship programmes are designed with clear progression pathways. Participants don't simply learn to perform specific tasks; they develop the foundational knowledge and problem-solving abilities that enable them to advance to senior roles. The best programmes include explicit leadership development components, recognising that today's apprentices must be prepared to become tomorrow's managers and decision-makers.

The financial model also represents a significant shift. Unlike traditional education, where students accumulate debt while learning, apprenticeships allow participants to earn while they learn. This "earn-and-learn" approach not only makes career development more accessible but also ensures that learning is immediately applicable and valuable to employers. Companies invest in apprentices knowing they're developing skills directly relevant to their needs, creating a more efficient alignment between education and employment.

The rise of apprenticeships coincides with growing questions about higher education's effectiveness in preparing students for modern careers. The criticism isn't that universities are failing entirely, but that their traditional model -- broad theoretical knowledge delivered through lectures and assessments -- is increasingly misaligned with the practical, technology-integrated skills that employers need.

The problem is particularly acute in technology-related fields. Computer science programmes often focus on theoretical foundations while students graduate without experience in the collaborative development practices, cloud technologies, or AI integration techniques that define modern software development. Business schools teach case studies from previous decades while the actual practice of business becomes increasingly data-driven and automated.

This misalignment has prompted some universities to fundamentally rethink their approach. Rather than simply adding technology modules to existing curricula, forward-thinking institutions are restructuring entire programmes around project-based learning, industry partnerships, and real-world problem-solving. These programmes blur the line between education and professional experience, creating environments where students work on actual challenges faced by partner organisations.

The most innovative approaches combine the theoretical depth of university education with the practical focus of apprenticeships. Students might spend part of their time in traditional academic settings and part in professional environments, moving fluidly between learning and application. This hybrid model recognises that both theoretical understanding and practical experience are essential, but that the traditional sequence -- theory first, then application -- may no longer be optimal.

Some institutions are going further, partnering directly with employers to create degree apprenticeships that combine university-level academic study with professional training. These programmes typically take longer than traditional degrees but produce graduates with both theoretical knowledge and proven practical capabilities. Participants graduate with work experience, professional networks, and often guaranteed employment -- advantages that traditional university graduates increasingly struggle to achieve.

The shift also reflects changing employer attitudes towards credentials. While degrees remain important, many organisations are placing greater emphasis on demonstrable skills and practical experience. This trend accelerates as AI makes it easier to assess actual capabilities rather than relying on educational credentials as proxies for ability. Companies can now use sophisticated simulations and practical assessments to evaluate candidates' problem-solving abilities, technical skills, and potential for growth.

The transformation of career pathways raises profound questions about equity and access. Traditional entry-level positions, despite their limitations, provided a relatively clear route for social mobility. A motivated individual could start in a junior role and, through dedication and skill development, advance to senior positions regardless of their educational background or social connections.

The new landscape is more complex and potentially more exclusionary. Apprenticeship programmes, while promising, often require cultural capital -- knowledge of how to navigate application processes, professional networks, and workplace norms -- that may not be equally distributed across society. Young people from families without professional experience may struggle to access these opportunities or succeed within them.

The challenge is particularly acute for underrepresented groups who already face barriers in traditional career pathways. Research by the Center for American Progress highlights how systematic inequalities in education, networking opportunities, and workplace experiences compound over time. If new career pathways aren't deliberately designed to address these inequalities, they risk creating even greater disparities.

The geographic dimension adds another layer of complexity. Apprenticeship opportunities tend to concentrate in major metropolitan areas where large employers are based, potentially limiting access for young people in smaller communities. Remote work, accelerated by the pandemic, offers some solutions but also requires digital literacy and home environments conducive to professional development -- resources that aren't equally available to all.

Successful equity initiatives require intentional design and sustained commitment. The most effective programmes actively recruit from underrepresented communities, provide additional support during the application process, and create inclusive workplace cultures that enable all participants to thrive. Some organisations partner with community colleges, community organisations, and social services agencies to reach candidates who might not otherwise learn about opportunities.

Mentorship becomes particularly crucial in this context. When career pathways become less standardised, having someone who can provide guidance, advocacy, and professional networks becomes even more valuable. Formal mentorship programmes can help level the playing field, but they require careful design to ensure that mentors represent diverse backgrounds and can relate to the challenges faced by participants from different communities.

The financial aspects also matter significantly. While apprenticeships typically provide income, the amounts may not be sufficient for individuals supporting families or facing significant financial pressures. Supplementary support -- housing assistance, childcare, transportation -- may be necessary to make opportunities truly accessible to those who need them most.

The pace of technological change means that career preparation can no longer focus solely on specific skills or knowledge sets. Instead, educational systems must develop learners' capacity for continuous adaptation and learning. This shift requires fundamental changes in how we think about curriculum design, assessment, and the relationship between formal education and professional development.

The foundation begins in early childhood education, where research from the National Academies emphasises the importance of developing cognitive flexibility, emotional regulation, and social skills that enable lifelong learning. These capabilities become increasingly valuable as AI handles routine cognitive tasks, leaving humans to focus on creative problem-solving, interpersonal communication, and complex decision-making.

Primary and secondary education systems are beginning to integrate these insights, moving away from rote learning towards approaches that emphasise critical thinking, collaboration, and adaptability. Project-based learning, where students work on complex, open-ended challenges, helps develop the kind of integrative thinking that remains distinctly human. These approaches also introduce students to the iterative process of learning from failure and refining solutions -- skills essential for working in rapidly evolving professional environments.

The integration of technology into learning must be thoughtful rather than superficial. Simply adding computers to classrooms or teaching basic coding skills isn't sufficient. Students need to understand how to leverage technology as a tool for learning and problem-solving while developing the judgment to know when human insight is irreplaceable. This includes understanding AI's capabilities and limitations, learning to prompt and guide AI systems effectively, and maintaining the critical thinking skills necessary to evaluate AI-generated outputs.

Assessment systems also require transformation. Traditional testing methods that emphasise memorisation and standardised responses become less relevant when information is instantly accessible and AI can perform many analytical tasks. Instead, assessment must focus on higher-order thinking skills, creativity, and the ability to apply knowledge in novel situations. Portfolio-based assessment, where students demonstrate learning through projects and real-world applications, offers a more authentic measure of capabilities.

Professional development throughout careers becomes continuous rather than front-loaded. The half-life of specific technical skills continues to shrink, making the ability to quickly acquire new competencies more valuable than mastery of any particular tool or technique. This reality requires new models of workplace learning that integrate seamlessly with professional responsibilities rather than requiring separate training periods.

Forward-thinking employers aren't waiting for educational institutions to adapt -- they're creating their own solutions. These industry-led initiatives offer insights into what effective career development might look like in an AI-transformed economy. The most successful programmes share common characteristics: they're hands-on, immediately applicable, and designed with clear progression pathways.

Technology companies have been pioneers in this space, partly because they face the most acute skills shortages and partly because they have the resources to experiment with new approaches. Major firms have developed comprehensive internal academies that combine technical training with business skills development. These programmes often include rotational assignments, cross-functional projects, and exposure to senior leadership -- creating the kind of comprehensive professional development that traditional entry-level positions once provided.

The financial services industry has taken a different approach, partnering with universities to create specialised programmes that combine academic rigour with practical application. These partnerships often involve industry professionals teaching alongside academic faculty, ensuring that theoretical knowledge is grounded in current practice. Students work on real client projects while completing their studies, graduating with both credentials and proven experience.

Healthcare organisations face unique challenges because of regulatory requirements and the life-or-death nature of their work. Their response has been to create extended apprenticeship programmes that combine clinical training with technology education. Participants learn to work with AI diagnostic tools, electronic health records, and telemedicine platforms while developing the clinical judgment and patient interaction skills that remain fundamentally human.

Manufacturing industries are reimagining apprenticeships for the digital age. Modern manufacturing apprentices learn not just traditional machining and assembly skills but also robotics programming, quality control systems, and data analysis. These programmes recognise that future manufacturing workers will be as much technology operators as craftspeople, requiring both technical skills and systems thinking.

The most innovative programmes create clear pathways from apprenticeship to leadership. Participants who demonstrate aptitude and commitment can advance to supervisory roles, specialised technical positions, or management tracks. Some organisations have restructured their entire career development systems around these principles, creating multiple pathways to senior roles that don't all require traditional university education.

The challenge of preparing workers for an AI-transformed economy isn't unique to any single country, but different nations are approaching it with varying strategies and levels of urgency. These diverse approaches offer valuable insights into what works and what doesn't in different cultural and economic contexts.

Germany's dual education system, which combines classroom learning with workplace training, has long been held up as a model for other countries. The system's emphasis on practical skills development alongside theoretical knowledge creates workers who are both technically competent and adaptable. German companies report high levels of satisfaction with graduates from these programmes, and youth unemployment rates remain relatively low even as AI adoption accelerates.

Singapore has taken a more centralised approach, with government agencies working closely with employers to identify skills gaps and develop targeted training programmes. The country's SkillsFuture initiative provides credits that citizens can use throughout their careers for approved training programmes, recognising that career development must be continuous rather than front-loaded. This approach has enabled rapid adaptation to technological change while maintaining high employment levels.

South Korea's emphasis on technology integration in education has created a generation comfortable with digital tools and AI systems. However, the country also faces challenges in ensuring that this technological fluency translates into practical workplace skills. Recent initiatives focus on bridging this gap through expanded internship programmes and closer university-industry collaboration.

Nordic countries have emphasised the social dimensions of career development, ensuring that new pathways remain accessible to all citizens regardless of background. Their approaches often include comprehensive support systems -- financial assistance, career counselling, and social services -- that enable individuals to pursue training and career changes without facing economic hardship.

Developing economies face different challenges, often lacking the institutional infrastructure to support large-scale apprenticeship programmes or the employer base to provide sufficient opportunities. However, some have found innovative solutions through public-private partnerships and international collaboration. Mobile technology and online learning platforms enable skills development even in areas with limited physical infrastructure.

While AI creates challenges for traditional career development, it also offers new tools for learning and skill development. Virtual reality simulations allow students to practice complex procedures without real-world consequences. AI tutoring systems provide personalised instruction adapted to individual learning styles and paces. Online platforms enable collaboration between learners across geographic boundaries, creating global communities of practice.

The most promising applications use AI to enhance rather than replace human learning. Intelligent tutoring systems can identify knowledge gaps and suggest targeted learning activities, while natural language processing tools help students develop communication skills through practice and feedback. Virtual reality environments allow safe practice of high-stakes procedures, from surgical techniques to emergency response protocols.

Adaptive learning platforms adjust content and pacing based on individual progress, ensuring that no student falls behind while allowing advanced learners to move quickly through material they've mastered. These systems can track learning patterns over time, identifying the most effective approaches for different types of content and different types of learners.

AI-powered assessment tools can evaluate complex skills like critical thinking and creativity in ways that traditional testing cannot. By analysing patterns in student work, these systems can provide detailed feedback on reasoning processes, not just final answers. This capability enables more sophisticated understanding of student capabilities and more targeted support for improvement.

The technology also enables new forms of collaborative learning. AI can match learners with complementary skills and interests, facilitating peer learning relationships that might not otherwise develop. Virtual collaboration tools allow students to work together on complex projects regardless of physical location, preparing them for increasingly distributed work environments.

However, the integration of technology into learning must be thoughtful and purposeful. Technology for its own sake doesn't improve educational outcomes; it must be deployed in service of clear learning objectives and pedagogical principles. The most effective programmes use technology to amplify human capabilities rather than attempting to replace human judgment and creativity.

Traditional metrics for educational and career success -- graduation rates, employment statistics, starting salaries -- may not capture the full picture in an AI-transformed economy. New approaches to measurement must account for adaptability, continuous learning, and the ability to work effectively with AI systems.

Competency-based assessment focuses on what individuals can actually do rather than what credentials they hold. This approach requires detailed frameworks that define specific skills and knowledge areas, along with methods for assessing proficiency in real-world contexts. Portfolio-based evaluation, where individuals demonstrate capabilities through collections of work samples, offers one promising approach.

Long-term career tracking becomes more important as traditional career paths become less predictable. Following individuals over extended periods can reveal which educational approaches best prepare people for career success and adaptation. This longitudinal perspective is essential for understanding the effectiveness of new programmes and identifying areas for improvement.

Employer satisfaction metrics provide crucial feedback on programme effectiveness. Regular surveys and focus groups with hiring managers can identify gaps between programme outcomes and workplace needs. This feedback loop enables continuous programme improvement and ensures that training remains relevant to actual job requirements.

Student and participant satisfaction measures remain important but must be interpreted carefully. Immediate satisfaction with a programme may not correlate with long-term career success, particularly when programmes challenge participants to develop new ways of thinking and working. Delayed satisfaction surveys, conducted months or years after programme completion, often provide more meaningful insights.

The measurement challenge extends to societal outcomes. Educational systems must track not just individual success but also broader impacts on economic mobility, social equity, and community development. These macro-level indicators help ensure that new approaches to career development serve broader social goals, not just economic efficiency.

The transformation of career pathways in response to AI requires coordinated action across multiple sectors and stakeholders. Educational institutions, employers, government agencies, and community organisations must work together to create coherent systems that serve both individual aspirations and societal needs.

Policy frameworks need updating to support new models of career development. Funding mechanisms designed for traditional higher education may not work for apprenticeship programmes or hybrid learning models. Regulatory structures must evolve to recognise new forms of credentials and competency demonstration. Labour laws may need adjustment to accommodate the extended learning periods and multiple transitions that characterise modern careers.

Employer engagement is crucial but requires careful cultivation. Companies must see clear benefits from investing in apprenticeship programmes and alternative career pathways. This often means demonstrating return on investment through reduced recruitment costs, improved employee retention, and enhanced organisational capabilities. Successful programmes create value for employers while providing meaningful opportunities for participants.

Community partnerships can help ensure that new career pathways serve diverse populations and local needs. Community colleges, workforce development agencies, and social service organisations often have deep relationships with underrepresented communities and can help connect individuals to opportunities. These partnerships also help address practical barriers -- transportation, childcare, financial support -- that might otherwise prevent participation.

The international dimension becomes increasingly important as AI adoption accelerates globally. Countries that successfully adapt their career development systems will have competitive advantages in attracting investment and developing innovative industries. International collaboration can help share best practices and avoid duplicating expensive pilot programmes.

The elimination of traditional entry-level positions by AI represents both a crisis and an opportunity. The crisis is real -- young people face unprecedented challenges in launching careers and developing the expertise that society needs. Traditional pathways that served previous generations are disappearing faster than new ones are being created.

But the opportunity is equally significant. By reimagining how people develop careers, society can create systems that are more equitable, more responsive to individual needs, and better aligned with the realities of modern work. Apprenticeships, hybrid learning models, and industry partnerships offer promising alternatives to educational approaches that no longer serve their intended purposes.

Success requires recognising that this transformation is about more than job training or educational reform. It's about creating new social institutions that can adapt to technological change while preserving human potential and dignity. The young people entering the workforce today will face career challenges that previous generations couldn't imagine, but they'll also have opportunities to shape their professional development in ways that were previously impossible.

The stakes couldn't be higher. Get this right, and society can harness AI's power while ensuring that human expertise and leadership continue to flourish. Get it wrong, and we risk creating a generation unable to develop the capabilities that society needs to thrive in an AI-augmented world.

The transformation is already underway. The question isn't whether career pathways will change, but whether society will actively shape that change to serve human flourishing or simply react to technological imperatives. The choices made today will determine whether AI becomes a tool for human empowerment or a source of unprecedented inequality and social disruption.

The path forward requires courage to abandon systems that no longer work, wisdom to preserve what remains valuable, and creativity to imagine new possibilities. Most importantly, it requires commitment to ensuring that every young person has the opportunity to develop their potential and contribute to society, regardless of how dramatically the nature of work continues to evolve.

Primary Sources:

National Center for Biotechnology Information. "The Nursing Workforce - The Future of Nursing 2020-2030." Available at: www.ncbi.nlm.nih.gov

Achieve Partners. "News and Industry Analysis." Available at: www.achievepartners.com

Center for American Progress. "Systematic Inequality Research and Analysis." Available at: www.americanprogress.org

NHS England. "NHS Long Term Workforce Plan." Available at: www.england.nhs.uk

National Academies of Sciences, Engineering, and Medicine. "Child Development and Early Learning | Transforming the Workforce for Children Birth Through Age 8." Available at: nap.nationalacademies.org

Additional Reading:

Organisation for Economic Co-operation and Development (OECD). "The Future of Work: OECD Employment Outlook 2019." OECD Publishing, 2019.

World Economic Forum. "The Future of Jobs Report 2023." World Economic Forum, 2023.

McKinsey Global Institute. "The Age of AI: Artificial Intelligence and the Future of Work." McKinsey & Company, 2023.

Brookings Institution. "Automation and the Future of Work." Brookings Institution Press, 2019.

MIT Task Force on the Work of the Future. "The Work of the Future: Building Better Jobs in an Age of Intelligent Machines." MIT Press, 2020.

Government and Policy Resources:

UK Department for Education. "Apprenticeship and Technical Education Reform." Gov.uk, 2023.

US Department of Labor. "Apprenticeship: Closing the Skills Gap." DOL Employment and Training Administration, 2023.

European Commission. "Digital Education Action Plan 2021-2027." European Commission, 2021.

Industry and Professional Organisation Reports:

Confederation of British Industry. "Education and Skills Survey 2023." CBI, 2023.

Association of Graduate Recruiters. "The AGR Graduate Recruitment Survey 2023." AGR, 2023.

Institute for the Future. "Future Work Skills 2030." Institute for the Future, 2021.

Tim explores the intersections of artificial intelligence, decentralised cognition, and posthuman ethics. His work, published at smarterarticles.co.uk, challenges dominant narratives of technological progress while proposing interdisciplinary frameworks for collective intelligence and digital stewardship.

His writing has been featured on Ground News and shared by independent researchers across both academic and technological communities. more

Career development

 6h

An IDP for Career Development Professionals (opinion)


When was the last time you filled out an individual development plan for yourself? As professionals across career development and academic administration, we support and guide others toward growth and opportunity. Yet in today's higher education landscape, marked by rapid advances in artificial intelligence, shifting institutional priorities, budget cuts and rising rates of burnout, our own growth... often takes a back seat. The truth is, we face the same need for intentional career planning that we champion for our students, postdocs and faculty.

That is why the Graduate Career Consortium's Professional Development Committee spent the past three years creating an Individual Development Plan tool tailored specifically for those working in, or entering, the career and professional development field. Adapted from the foundational IDP model that has been used for two decades to help trainees identify their goals and plan their career transitions, this version addresses the realities we face as educators and academic administrators: navigating unclear career paths, balancing evolving skill demands and working in roles that are often undervalued despite their impact.

The Value of Planning Our Own Development

Just as we advise our students and postdocs, there is value in periodically assessing our values, interests, strengths and progress. We can benefit from reflecting on our next career steps, defining goals and seeking input from mentors. An IDP process offers clear, actionable insights into your strengths and priorities, fosters a sense of agency and brings greater clarity to your career trajectory. It can boost confidence in professional decisions, help you cultivate mentor relationships and contribute to long-term career satisfaction.

A Tool Tailored to Our Field

How is this tool tailored for academic administrators in career and professional development? This IDP tool centers the realities of our field and the skills we need to thrive, giving us a practical framework for building the fulfilling careers we envision for ourselves. The IDP framework may look familiar -- it follows the same structure as the well-researched IDP tools designed for early-career researchers. However, the prompts and resources in this tool are designed to address the unique needs and challenges we face.

Inside the Tool

This IDP tool is organized into four sections, each building on the last: Self-Assessment, Career Vision, Goal-Setting and Action Planning, and Mentorship.

Self-assessment provides a foundation: You are asked to assess your skills, reflect on what you enjoy in your work (career advising, workshop design, etc.) and consider your work-related values (advancing inclusive practices, collaborating within a team, maintaining work flexibility, etc.). The self-assessment step is tailored to our field by linking to the GCC's Graduate Professional and Career Development Competencies self-assessment, which provides a list of skills and tasks fundamental to career development roles.

Next, you are invited to envision your career, such as by expanding your role or exploring new directions. The tool provides resources to help explore options, such as ImaginePhD's "Higher Education Administration" job family. In the Goal-Setting and Action Planning section, you will draw on earlier reflections to create goals and an action plan -- while accounting for common constraints in our field. With goals established, you are then encouraged to leverage your mentorship network -- and the tool offers ways to expand your network, including strategies for informational interviews. Professional organizations can play a valuable role here -- for example, the GCC offers a mentoring program and communities of practice. The tailored prompts in the IDP are designed to get you thinking and excited about career possibilities, all while empowering you with an action plan and field-specific resources.

Whom This Tool Is For

The IDP process is one that we can return to periodically throughout our careers. As such, we developed this tool with multiple career stages in mind -- from those wanting to transition into the field to those who are midcareer and established. For example, a program manager coordinating career development programming may develop an IDP to help them take on more leadership responsibilities. An associate director interested in studying the outcomes of their programming may want to grow their skills in educational evaluation, reporting or scholarship. A graduate student or postdoc in the sciences or humanities may be interested in transitioning into a career development or academic administration role.

While designed for career development professionals, the prompts can resonate with academic administrators and educators more broadly. Whatever your goals, this IDP tool can guide your reflection and help you develop an action plan.

Taking the Next Step

As career development professionals, we invite you to take the next step in your own professional development. Set aside time to explore this IDP and complete it for yourself or with the guidance of a trusted colleague or mentor. Use it as an opportunity to pause, reflect and identify areas for professional growth. You may use it as a quarterly check-in guide for yourself to ask whether or not your work and goals are aligned closely with your career aspirations.

Whether we are advising a graduate student or mentoring an early-career professional, commitment to self-reflection and goal-setting enables us to communicate better with those who are seeking guidance and direction. Engaging in this process can not only support your own career progression and satisfaction but also strengthen your ability to guide others in doing the same.

Conclusion

In a field marked by evolving demands and uncertain paths, investing in our own growth isn't indulgent -- it is essential. We encourage you to share this IDP tool with your colleagues and across professional networks. Whether you are brand-new to academic administration or an established leader at your institution, this tool can help clarify goals, identify new opportunities and renew a sense of purpose in our work. By embracing the same career planning mindset that we champion for students and postdocs, we can model career development as an iterative process and strengthen our community of practice along the way. We ask our students and postdocs to reflect, to grow, to evolve. Isn't it time we did the same? more

Career development

 8h

Multi Skilled Engineer Job In Essex


Our client is a leading food manufacturing business, supplying into a range of retailers wholesalers. We're working in partnership to assist them in recruiting a Multi Skilled Engineer (Mech Bias) to join their Engineering team. This is a fantastic opportunity to join a business who are investing heavily and growing. They can offer genuine career development and progression.

Role Purpose:

To... provide Engineering resource in carrying out planned and reactive maintenance activities to minimise downtime and reduce quality issues. To strive towards Continuous improvement of machinery equipment and ways of working in line with the business strategy.

Mechanical Bias ideally... you'll need to have similar food or FMCG experience. All experience considered as full machine and product training given, along with an in-depth on-boarding programme. The company will also fund further engineering training / courses as required.

Hours / Shifts:

Early & Late rotating shift pattern

Monday to Friday - 6am-2.15pm / 2pm-10.15pm

Overtime is available

Fantastic benefits including Bonus scheme, matched Private Pension, 25 days Holiday + BH's, Medical cash plan

Multi Skilled Engineer - Summary of core responsibilities:

Required skills & experience:

Ideally Mech Bias, but Multi skilled. This role would be perfect for an engineer who is happy to be hands-on, but also carry out machine condition monitoring, asset care management & project work. Strong mechanical fault finding & repairs skills - hydraulics, gearboxes, bearings, shafts, drives. NVQ Level 3 / ONC / HNC Engineering more

Career development

 8h

Level Up Your Career: Using Copilot for Interview Prep & Self-Assessment


In today's fast-evolving job market, it's not enough to simply update your resume when you're actively job hunting. I've found it invaluable to periodically "benchmark" myself -- preparing for interviews every 18-20 months, even if I'm not planning a move. This habit helps me reflect on how I've upskilled, stay attuned to current market trends, and ensure I'm aligned with the latest in company... culture and compensation benchmarks.

Regular interview prep isn't just about readiness for new opportunities; it's about understanding where you stand, what the market values, and how your growth matches up with industry expectations. It's a proactive way to identify skill gaps, discover new in-demand tools or frameworks, and make sure your career trajectory remains competitive and fulfilling.

With the advent of tools like M365 Copilot, this process has become more structured and insightful. Copilot can help you analyze job descriptions, tailor your resume and cover letter, and even simulate interview scenarios -- making your periodic self-assessment both efficient and actionable.

In this article, I'll walk you through how to use Copilot to prepare for a job interview, starting with tailoring your resume and cover letter. I'll also share practical prompts you can use as part of your own prep routine.

The Copilot-Powered Interview Prep Workflow:

Preparing for a job interview is a multi-step journey, and leveraging Copilot can make each stage more focused and effective. The process begins with researching the role and company to understand what employers are seeking. Next, you tailor your resume to highlight the most relevant skills and experiences. After that, you craft a compelling cover letter that connects your story to the organization's mission. Finally, you prepare for interview questions, ensuring you're ready to showcase your strengths and fit. Here's a visual overview of this workflow:

Tailoring Resume:

Tailoring your resume is about more than just keyword-matching -- it's about presenting your experience in a way that resonates with recruiters and aligns with the specific needs of the role. This prompt leverages Copilot's ability to analyze, compare, and provide actionable feedback, making your resume refinement process both data-driven and recruiter-focused.

What this prompt guides you with

Reassess post Resume Updates:

Resume tailoring is rarely a one-and-done task. By reassessing after each round of edits, you ensure your resume is as compelling and relevant as possible for the specific role. Copilot's structured feedback helps you focus on what matters most to recruiters, making your application sharper and more competitive with each iteration.

This step would help you to assess how the modification has improved the chances

Targeted Enhancement: Asks for specific, actionable advice on further strengthening your resume.

Prioritization & Consolidation: Focuses on making your resume concise and relevant, ensuring the most important qualifications stand out.

Cover Letter :

Not every job application requires a cover letter, but reaching out for an informational meeting can be a powerful way to learn more about the role and make a positive impression. If you spot an opportunity to connect with the hiring manager, consider using Copilot to help you draft a concise, warm, and purposeful email.

This approach helps you build rapport, gain insider insights, and demonstrate initiative -- often making you a more memorable candidate, even before the formal interview process begins.

Prepare for Interview Questions:

Interview preparation isn't just about rehearsing answers -- it's about understanding who you're speaking with, what they value, and how you can connect your story to the role and team. Copilot acts as a strategic partner, helping you prepare with empathy, insight, and precision.

This prompt enables Copilot acts as a strategic partner, helping you prepare with empathy, insight, and precision.

Closing Thoughts:

M365 Copilot isn't just a productivity tool -- it's a collaborative assistant that helps you structure your thinking, refine your materials, and prepare with confidence. But remember: while Copilot can guide and support you, your unique voice, experiences, and perspective are what truly make your application stand out.

Whether you're actively job hunting or simply benchmarking yourself against the market, these prompts offer a structured way to reflect, improve, and grow. I encourage you to try them out, adapt them to your own style, and see how Copilot can elevate your interview prep journey.Share your experience or favorite prompt in the comments -- I'd love to hear how you're using AI to level up your career. more

Career development

 8h

The in-between years: Navigating life's transition seasons


We must use this period to position ourselves for a better next step; the low wage doesn't mean our value is low. Guard your self-worth jealously.

For most of us, the time between after school but before graduation remains yet the most challenging period of the life after school. I will refer to this period as the transition period.

This is the bridge between school and after school. The... transition period doesn't actually come with a fixed timeline (as it may appear), there is no assurance that the coming of the transcript will make things better.

When we finish our last paper, dreams are very big. Little do we know that we are finishing school to step into yet another school called employment. During this transition period, a few lucky and or connected individuals get placements in companies and organisations that offer on-the-job training opportunities while the rest of us remain waiting, searching.

This transition period is more than just a short interlude but a period where one experiences the frustrations of job hunting, under employment and underpayment.

There is a mismatch between what education offers and what is required in the job market. Individuals leave school with the best grades but lack the practical skills and experience required at jobs, hence the common phrase "Jobs need experience, yet we require jobs to get experience", a very absurd reality.

This in-between period is frustrating because you are no longer a full-time student but a job seeker, and you feel you ought to be working, earning and contributing, yet you are not. If you are, it is not what you anticipated. The process of job seeking is in itself a full-time job.

You send out CVs, attend interviews if you are lucky, you try networking, you update your LinkedIn daily, and yet still face the reality of rejection and silence from employers.

This forces many of us to accept jobs that barely cover the basics like rent, food and transport. This underpayment, coupled with the ever-increasing cost of living and job insecurity or absence, means many of us feel like we are being treated like the available, abundant, unskilled, cheap and undervalued labour we studied about in secondary school.

A recent study report in June 2023 showed that 49 percent of Ugandans in informal employment earned less than Shs168,000 per month, which is not even enough to afford basic needs in this economy.

The problem of unemployment can be seen to present itself in form of a job but not worth much.

When one has spent 20+ years studying, and they've invested time and resources, the expectation is that one's first "real job" will at least reflect some returns. But where are the returns if the "real job" in itself is not there? This is why many people in Uganda today refer to qualifications as "just papers".

Despite the fact that many others have gone to school, found jobs in their fields of training and are earning decent money, a bigger part of us have ended up resentful, demoralised and stuck. One starts to ask themselves questions like 'Why did I study this?' 'Where are the returns?' 'Will I be stuck here forever?'

This period of transition is one in which many of us go astray and even end up in very different career paths than we always imagined. This is because, as you step out of school, you realise the job market is different, it is smaller, slower and most of all in Uganda, it is network-driven.

As time goes by and graduation approaches, you fear because you will not only be called jobless but also a jobless graduate engineer! You look forward and see colleagues who graduated two years ago still competing with you for the same jobs, you look behind and see a class of yet to be fresh graduates that you left at school also approaching.

In this period of transition, many of us succumb to short term gigs, which are also the welcome song to the so-called hustle economy because we have bills to pay and we have expectations.

It is no longer just the period between study and job; it is a test of identity, self-worth and resilience.

Underpayment is not just earning very little, it is more of not earning enough to reflect one's effort, education and work hours. We resent the system for promising growth and delivering none, promising advancement yet delivering delay. We expect our qualifications to open doors, yet we find them closed, heavily restricted or non-existent.

In the meantime, the clock is ticking, and we watch our most youthful and productive years slip away day by day.

All this said, we must not let the transition period define us; we can make choices within this period that will set our trajectory for better days.

These include, among others, building valuable or employable skills like communication, time consciousness, soft skills, seeking networks and useful mentors who will link us to better opportunities, and being realistic about wages and what we can accept in the future (but also strategic).

We must use this period to position ourselves for a better next step; the low wage doesn't mean our value is low. Guard your self-worth jealously.

Racheal Akamumpa, [email protected]

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Career development

 3d

I'm 47 and quit my job without having anything else lined up. I didn't want to live a life with regrets.


Even though people close to me advised me against quitting, I am excited to pursue meaningful work.

For years, I had wanted to resign from my job as a business school professor at a small private university. Yet I didn't have the courage. My salary was decent, my hours were flexible, and I had friendly coworkers.

From the outside, it made no sense for me to leave my job. I was unhappy, but most... people seem dissatisfied with their work.

With recent news stories about quiet quitting, job-hugging, and significant organizational layoffs, coupled with increased daily living expenses, I knew I should be grateful for employment. As someone who teaches Organizational Learning, Performance, and Change, I knew it was not advisable to leave a job without filling a gap in my résumé by securing another position.

Yet I was unhappy and unfulfilled in my role. When a large round of layoffs occurred over a year ago, many of my peers and friends left the organization, leaving me with an unreasonable workload for one person. In addition, my family had unexpected health issues, and I needed to be more at home.

I got burned out. My work was out of alignment, and my personal values did not align with those of the organization.

I dreamed of flying to another universe on the magical, luck-bringing dragon-like creature from the 1980s movie The NeverEnding Story, or purchasing a ticket to Europe or a beach destination and going on an extended vacation.

Life is short, and many of us are living on autopilot. We dream of retirement, but for most of us, that is many years away. I did not want to look back on my life and have regrets.

So, I quit. When I sent off my resignation letter, I felt a weight lift from my shoulders, and it felt so good.

My husband and I figured out our new budget and made some lifestyle adjustments to allow me to re-energize, spend quality time with my family, and figure out my next professional steps.

I have seen many stories of people who quit their jobs and travel the world. While this sounds dreamy, being a mom of three active kids, having a husband with a non-remote job, and older parents I want to support, the Eat, Pray, Love lifestyle was not in the cards for me.

Since I quit, I have been leaning into work and experiences I enjoy. I am writing my next book, have been teaching as an adjunct, earned a new executive coaching certification, and have done some corporate speaking and consulting. I am relaunching my business and am having fun.

My kids and I have also been doing some budget-friendly traveling. I have a 4th grader, and we have been using the Every Kid Outdoors program, sponsored by the National Parks, which gives 4th graders and their families free entry to national parks.

We visited family in California, drove to Yellowstone National Park, and did some amazing hikes. We also took a road trip to Yellowstone National Park, where we saw Old Faithful and learned about the geothermal activity.

I helped my son publish his first children's book, "Tommy the Tap-Dancing T-Rex," which then inspired my older son to finish his book, too.

While I am not yet earning the same amount of money I earned in my salaried job, I am following the energy of what lights me up.

My new office is at the kitchen table. While my workspace may not be glamorous, I appreciate the flexibility to pick up my kids from school and have my dog by my side.

Change can be scary, but sometimes it's the push we need for growth.

I still struggle with career and identity, juggling both professional and personal identities and supporting my family doing work I enjoy, and being in the role of a parent, daughter, and spouse.

I hope quitting was the right move and am trusting that the right opportunities will reveal themselves as long as I keep showing up and putting in consistent action.

We get this one life, so it's up to us to make the most of it. I am redefining my definition of success to include a life well lived, both professionally and personally. more
6   

  • kasiku mwitumwa

    9h

    It is the opposite of me I have quite looking for a job/s. One for like 4 interviews never picked dispite the papers. So I have decided to shape my... path way and career wise. I do not know how but some how some where I will figure it out. Indeed life is short. more

  • Sam Okuthe Oyieke

    2d

    Sometimes we need to cool off to reenergize and get some sense of what would be the most satisfying in ones life.

    Great courage that you took to... make this move. All the best. more

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Career development

 18h
How to answer "Why did you leave your last job"?
Just say you left to find new challenges and get more responsibility etc...
Never negative about your past employers!
3   

  • Captain bulemu Ezra

    16
    9h

    To build your carrier you must have worked in some other places which build your experience in working so if you have negative attitude to the... previous places you worked in how will your recommendations from those places read and be? so never overlook those past places they must have done something in your carrier more

  • Captain bulemu Ezra

    16
    9h

    To build your carrier you must have worked in some other places which build your experience in working so if you have negative attitude to the... previous places you worked in how will your recommendations from those places read and be? so never overlook those past places they must have done something in your carrier more

Load more...

Anonymous member


Career development 2d
I had an interview and realized that if I lied and said I fit all the job requirements, they would hired me. But I don’t have all the skills, so I decided to be honest-they didn’t take me. Now thinking, maybe I should lied and dealt with it later?
4   

  • Anthony Corelengine

    9h

    To be honested , you can accept a true result . Don't always to lie .That is not what a god gay does

  • CALVIN OJANGOLE

    21h

    Absolutely true. It's better to be honest and grow into the role than to fake it and struggle under pressure daily.

    2
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Martin Waters


Career development 3d
I’m 25 years old and have been working as a junior manager in a trading company for 4 years. Recently, our internal email said that another department is looking for a new boss. I sent my resume. But HR and the deputy director laughed at me and said I’m too young, even though I’m sure I can do the job.
I feel upset, because we already have some department heads who are 26-27.
Now I don’t know... what to do. Should I stay and wait until I’m older or look for another company that respects young, active workers? Thanks more
8   

  • Captain bulemu Ezra

    9h

    Please take heart and do not move be patient some of these are check points to see how you face challenges. I f you are a Christian this calls for... your patience leading to maturity in mind and experience at work  more

    1

  • Marti Ongeri

    1d

    I would advise that you go for it.You will grow older there.

Load more...

David Cabot


Career development 1w
I wanted to ask your advice, is this normal practice or am I missing something? A couple of days ago I had an interview for a sales manager position. When we said goodbye, the HR manager told me they would get in touch with me.

Today they called and asked why I didn’t show up to work, because they had sent me a text message yesterday evening. I didn’t see it, of course. Now I’m wondering... whether I should even consider working for a company that handles things this way.

What do you think? Thanks.

 more
3   

  • Captain bulemu Ezra

    10h

    Always be conscious of what you are going to do never try to weigh the place you would like work in before because you might be biased and lose... interest all that is part of interview to check up your capability or seriousness of doing work so please go and take up your job before it is too late more

  • Captain bulemu Ezra

    10h

    Always be conscious of what you are going to do never try to weigh the place you would like work in before because you might be biased and lose... interest all that is part of interview to check up your capability or seriousness of doing work so please go and take up your job before it is too late more

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Tumusiime Ezra
Career development 1d
How does everyone deal with Christmas burnout at office? Where every project is calling your name to close it before the year ends!🙄
1   

  • E Lendvai-Fülöp

    3
    12h

    I do little presents to my colleges I like more. Because I love the joy on their faces when they get it. For some moments we all feel a bit better....
    And I listen to my favourite Christmas songs which make me laugh all year not just at Christmas.
    And sometimes I search a corner where noone is and cry, I allow myself be angry a bit. Then everything is better. If I do not have a corner I go to fresh air among trees and hug one of them. It fills me energy and make me be patient.     more

  • Michelle Willis

    17h

    I reach out to the parties that are responsible for the priorities and have them rank the most important. I share where the goal is not feasible and... work some extra hours if the goal can be met with just a bit extra. more

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Career development

 13h

Trucking Resume & Cover Letter


I'm preparing to apply for new trucking positions and need a polished, job-ready résumé paired with a matching cover letter. Both documents should be tailored specifically to the trucking industry -- think route logistics, safety consciousness, and on-time delivery -- while still sounding personable enough to let my personality show through. Key points you must weave in: * My record of strong... customer service recognition on the road. * A balanced tone: professional yet engaging, never stiff. * Keywords recruiters expect in CDL and freight roles (e-logs, DOT compliance, pre-trip inspections, etc.) so the résumé clears standard ATS filters. Please deliver: 1. An editable résumé (Word or Google Docs) plus a clean PDF export. 2. A complementary cover letter I can tweak for individual carriers. If you're experienced in transport or logistics writing, I'll appreciate any extra suggestions that strengthen my profile.

Project ID: 40045724

About the project

13 proposals

Open for bidding

Remote project

Active 2 mins ago

Place your bid

Benefits of bidding on Freelancer more

Career development

 21h

Professional Job Application Assistance


I need an organised, detail-oriented helper to handle the day-to-day work of applying to vacancies on my behalf. You will receive my up-to-date résumé, a base cover-letter template, and a short list of target roles. From there, your job is to * source suitable openings on platforms such as LinkedIn, Indeed, and direct company sites, * tailor the résumé and cover letter to each posting,... incorporating strong ATS keywords, * complete all required online forms accurately, and * record every submission in a shared spreadsheet with the job link, date applied, and next-step notes. I'll check the tracker daily and step in when an interview invitation arrives. Discretion is essential; no applications should be sent without confirmation that the role matches the criteria I'll provide. The deliverable each week is an updated tracker plus copies of any customised documents used. If you have previous experience as a virtual assistant or recruiter and can work quickly without sacrificing accuracy, I'll be glad to hear how you'll streamline this process for me. more

Career development

 1d

AI isn't likely throwing out your résumé. A human is.


A surge in applications can create challenges for both job seekers and recruiters.

At least that's the popular refrain on social media: The thing standing between you and a new job is an algorithm. It's an idea that can help make sense of a dizzying job market where applications can meet speedy rejections or, worse, go unanswered.

Yet, often, technology isn't directly to blame.

Even as AI and... applicant tracking systems are playing a larger role in many parts of the hiring process, most of the time it's still a person, not a bot, who actually nixes your application, hiring experts told Business Insider.

"People have gaslit themselves into believing a story that's not true," said Bobby Miloev, a researcher with the résumé builder Enhancv, referring to the way many blame applicant software or AI for challenges in the job market. He added that he doesn't fault job seekers who might think this way.

It's understandable why people who've been hunting for a job might look for someone to blame, said Daniel Chait, CEO of hiring-software company Greenhouse.

"They're applying to many, many more jobs than they used to, and yet they're not getting hired," he said. "When that happens to you, you look for a reason."

Some job seekers have taken to social media to point out that they've received a rejection email not long after putting in an application.

Where tech might be a deciding factor upfront involves so-called knockout questions. Those can include inquiries such as, "Are you authorized to work in this country?" or "Do you have a degree in nursing?" Software can weed out the applicants who say "no" when a question is a dealbreaker. Ultimately, though, those are parameters a recruiter sets.

There are also high-profile examples around the use of AI in hiring. A lawsuit against the HR-services company Workday has raised questions about what types of AI screening of applicants might be appropriate.

A Workday spokesperson said in a statement to Business Insider that the claims in the suit are false and that the company's products -- AI-enabled and not -- are designed to help customers manage an increasing volume of applicants "with a focus on human decision-making."

Miloev, from Enhancv, said that, often, applicant software generates "quite simple" scores based on how many keywords in a résumé match a job description.

Yet that's not always a big help -- especially as AI has made it easier for people to tailor their résumés to match a job posting. For that reason, he said, many of the recruiters he speaks with don't rely on those scores to screen out résumés.

Miloev said that such scores don't yet tend to involve parsing résumés for deeper insights or involve "complicated understanding by large language models," he said.

"There aren't very many magic hacks," to reviewing résumés, Miloev said.

Often, he said, recruiters simply read through incoming CVs chronologically -- another reason it's good to apply quickly to a role that looks good, he said. After a certain point, there will be too many to go through.

Mark Jensen, a recruiter with Upswing Talent Acquisition, said that when applications start to pile up for a role, he'll stop accepting them. Otherwise, he said, those doing the hiring are "waiting for perfection to fall into our lap, instead of working with what's available."

Chait, who runs Greenhouse, said that hiring technology is getting better at helping recruiters identify applicants who possess the necessary skills or qualifications for a job. Software can read a résumé and application materials, and generate analytics about the applicants, he said.

That's a departure from years ago, when applicant tracking systems were little more than glorified inboxes.

"It used to just be like the line at the deli -- everybody shows up and goes in order," Chait said.

Many employers are being bombarded with applicants because so many more résumés are zipping across the internet. People desperate to land a role or hoping to find an in with an employer can, in some cases, easily click "submit." Employers, in turn, then have to sift through a taller stack of résumés.

The result, Chait said, is an "AI doom loop" that's unspooling as it's getting harder to get a job while getting easier to apply for them.

He said that means job seekers often feel as though they're "shouting into the void and not getting anywhere." Meanwhile, Chait said, recruiters face a mountain of applications and ask, "What the hell do I do with that? How do I get to the person I need to hire when there's all this noise?"

When job posts get so many applicants, Miloev said, it's understandable why people would blame technology. But that doesn't mean it's "randomly rejecting résumés," he said. more

Career development

 1d

A former AT&T worker has been job hunting for 3 years. Recruiters keep telling him to embellish his résumé.


Bradley said he's coped with long-term unemployment by minimizing expenses and staying optimistic.

After more than three years of job hunting, Miles Bradley suspects his best chance of getting hired may be a strategy he refuses to try: lying on his résumé.

Bradley has been searching for work since October 2022, when he was let go from a contract software engineering role at AT&T. He said he's... connected with several recruiters during his search, and that some have asked him to tailor his résumé to better align with a job posting -- requests he's been happy to accommodate.

However, Bradley said some recruiters went a step further -- making significant changes to his résumé without his approval, which he felt didn't accurately reflect his experience and qualifications. These changes appeared to help him land a few interviews, but once he realized which résumé had been used, he declined the opportunities and stopped working with the recruiters.

"I was like, 'wait, this résumé doesn't represent me at all, and I'm not ethically going to do this,'" said Bradley, who's in his late 50s and lives in New York.

Bradley is among the dozens of Americans Business Insider has spoken with over the past year who are struggling to find work. Amid economic uncertainty, the early effects of generative AI adoption, and a trend toward streamlining operations, US businesses are now hiring at one of the slowest rates since 2013. Job openings have fallen sharply since peaking in 2022, when they exceeded 12 million, to about 7.2 million as of this past August, the most recent data available.

In a competitive job market, some job seekers are willing to try just about anything to get hired. While stretching the truth on a résumé or during an interview, for example, might pay off, the strategy also comes with significant risks.

Bradley said he's concerned that a competitive job market encourages résumé embellishment by both recruiters and job seekers -- and that it's hard for him to compete with fabricated applications.

If companies are patient enough, he thinks someone with the ideal résumé -- embellished or not -- will often eventually come along. And when that happens, Bradley said, he can't blame companies for choosing the candidate who appears to be the safe, logical option -- even if they might not actually be the best person for the job.

"The industry has become addicted to finding the 'Goldilocks' candidates," he said. "They want to have somebody that exactly fits what they're looking for."

There's evidence that companies have become slower to fill job openings, whether due to economic uncertainty or the desire to find the perfect candidate. In October 2019, about 91% of job postings from companies in the Russell 3000 -- a stock market index that tracks the performance of the 3,000 largest US public firms -- were filled within six months, according to data shared with Business Insider by Revelio Labs. Of the jobs posted in October 2024, fewer than half were filled within the same six-month timeframe.

While Bradley prefers to be as honest as possible on his résumé, he said he's become comfortable being somewhat flexible with certain details. For example, he said he might present certain skills or experiences as more central to his past work than they actually were. However, he's careful not to include anything that he believes would misrepresent who he is or what he's actually done.

In his final days on the job at AT&T, Bradley said he did his best to "exit gracefully," which included training his replacement and ensuring his main project was in as good a shape as possible.

Once he officially left, he began searching for work, targeting engineering manager- and director-level roles. As his job search has dragged on, he said he has also explored product management and business analyst roles, and even applied for a barista position at Starbucks. Despite submitting hundreds of applications, he's still waiting for an offer.

Job-hunting for three years has taken a toll on Bradley's finances, but he said he's fortunate to have support from his partner and family. In addition to that financial help, Bradley said he has been able to get by because he has become a "hyper minimalist." He said he used to have multiple cars, but now drives a single 15-year-old vehicle.

"It means I don't get anything that I don't need," he said. "I've reduced it down to a couple of backpacks' worth of stuff."

Bradley is among the Americans dealing with the economic consequences of long-term unemployment. While the unemployment rate remains fairly low by historical standards, it has risen to its highest level since 2021, when the economy was still recovering from pandemic-related disruptions. The share of unemployed workers who've been searching for work for 27 weeks or longer rose this year to the highest level since early 2022, and remains near that level as of the most recent data.

Bradley said he often reminds himself that, in the big picture, he's fortunate to have the lifestyle he does.

"I still live at the top percentage of the world's population," he said. "So what do I have to be upset about?"

Going forward, Bradley said he's at peace with the possibility that his job search luck may never change -- but he still plans to keep looking for work.

"I love to help companies be successful," he said. "But at the same time, if nobody wants to hire me, I shrug my shoulders and keep going." more

Career development

 1d

What Is a Training Program?


A training program is a structured approach to enhancing employee skills and knowledge, customized to meet specific organizational needs. It typically includes various formats like onboarding and job-specific training, all designed to achieve clear learning objectives. Effective training programs utilize Learning Management Systems (LMS) for tracking progress and outcomes. Comprehending the... components and benefits of a training program can greatly impact employee performance and satisfaction. So, what are the fundamental steps to create an effective training program?

A training program is fundamentally a structured framework aimed at improving employees' skills and knowledge to boost their performance within an organization.

The training program definition encompasses various formats, ranging from simple shadowing to extensive multi-week onboarding processes. Effective training program design includes clear training objectives that outline what employees should learn and achieve.

This structured approach often starts with orientation sessions, where company values are introduced, followed by job-specific skills training and hands-on practice under supervision.

Utilizing tools like Learning Management Systems (LMS) helps manage and deliver these programs efficiently, allowing you to track employee progress and evaluate outcomes effectively.

By implementing a well-designed training program, you can greatly improve productivity, reduce employee turnover, and guarantee consistency in task performance across the organization.

In the end, a solid training program lays the foundation for a skilled and efficient workforce aligned with organizational goals.

Employee training is essential for enhancing skill development and boosting engagement among your workforce.

When you invest in training, you not merely help employees improve their abilities but likewise cultivate a deeper connection to their roles, which can lead to greater job satisfaction.

In the end, a well-structured training program contributes to a more competent and motivated team, driving the organization toward its goals.

Effective training programs play a crucial role in enhancing skill development within an organization. By implementing a targeted skills training program, you can address specific job requirements, which leads to improved performance and efficiency.

Investing in a training program can yield impressive results; organizations often see a 24% increase in productivity and a significant reduction in skills gaps. When you focus on designing a training plan that emphasizes career development, 93% of employees are more likely to stay longer, benefiting your organization's stability.

Furthermore, companies prioritizing training report a 218% increase in income per employee. Continuous training encourages innovation and adaptability, making organizations 37% more likely to lead their market, showcasing the undeniable value of skill development.

Training programs play a pivotal role in boosting employee engagement within an organization. When you understand the training program meaning, you'll see how effective training programme design can cultivate a culture of learning.

Hands-on training programs, in particular, lead to a 30% increase in engagement scores by providing regular feedback and development opportunities. Research shows that 93% of employees are more likely to stay longer at companies offering career development, resulting in a 40% increase in retention rates.

Engaged employees are 17% more productive, enhancing overall performance. Organizations investing in employee training experience 24% higher profit margins and 218% higher income per employee, demonstrating the tangible benefits of prioritizing employee engagement through well-structured training initiatives.

Engaging training methods, such as interactive workshops or multimedia presentations, can improve comprehension and retention of information.

Clear learning objectives are essential for any successful training program, guiding both the content and assessment processes. They outline the expected competencies you and your colleagues should achieve after training, ensuring alignment with organizational goals and employee performance.

To create effective clear learning objectives, use the SMART criteria -- specific, measurable, achievable, relevant, and time-bound. This approach facilitates the evaluation of training success. Furthermore, these objectives help identify the performance gap between current and required skills, allowing for targeted training design that addresses specific needs.

Effective training programs thrive on engaging methods that resonate with diverse learning styles. By incorporating a mix of instructor-led sessions and e-learning, you can improve retention and engagement during extensive training.

Hands-on practice and simulations allow you to apply new skills in real-world scenarios, boosting knowledge retention by up to 75%. Role-playing exercises facilitate experiential learning, helping you develop vital soft skills like communication and problem-solving in a safe environment.

Regular feedback and opportunities for discussion cultivate a collaborative atmosphere, encouraging participant engagement and a deeper comprehension of the material. Furthermore, offering microlearning segments -- short, focused content pieces -- enables you to learn at your own pace, revisiting material as needed throughout the training steps.

Training programs come in various types, each designed to address specific needs within an organization.

New hire onboarding is fundamental for integrating new employees into the company culture, helping them understand policies and their specific job roles over several weeks.

Compliance training is another significant program; it educates employees on laws and regulations relevant to their positions, ensuring ethical behavior and reducing legal risks.

Leadership development focuses on equipping high-potential employees with important skills for future leadership roles, including decision-making and team management.

Furthermore, cross-training improves flexibility by preparing employees for multiple roles, encouraging collaboration among team members.

Safety training is likewise critical, as it informs employees about workplace safety protocols and emergency procedures, ultimately reducing accidents and ensuring compliance with health regulations.

Each of these training types plays a pivotal role in promoting a knowledgeable and capable workforce.

To create an effective training program, you first need to assess training needs by identifying skill gaps and aligning them with your business goals.

Once you have a clear comprehension of these needs, develop training objectives that are specific, measurable, achievable, relevant, and time-bound.

This structured approach guarantees that your training is focused and directly supports both employee performance and organizational success.

Evaluating training needs is a crucial step in developing an effective training program that aligns with your organization's goals. To assess training needs, start by analyzing performance problems to determine if training is the right solution.

Identify skill gaps and employee competencies that need improvement for training purposes. Establish a clear business goal that your training program will support, like boosting productivity or ensuring compliance.

Next, pinpoint the specific tasks employees must perform and clarify the necessary skills for successful execution. Gathering input from employees and supervisors helps identify current skills and knowledge gaps.

This information enables you to tailor training activities effectively, setting the foundation for how to start a training program and ensuring a focused approach.

Establishing clear training objectives is vital for creating a successful training program. You should define these objectives using the SMART criteria -- Specific, Measurable, Achievable, Relevant, and Time-bound. This approach aligns your work training goals with business needs. Start by identifying a clear business goal, such as improving employee performance or enhancing compliance. Next, outline the specific skills, knowledge, or attitudes employees must gain. Engaging stakeholders in this process guarantees your training meets organizational needs. Finally, regularly review and adjust your objectives based on feedback to maintain relevance.

How can organizations effectively identify their training needs? The process begins with conducting a training needs assessment, which analyzes performance gaps to guarantee that training aligns with organizational goals.

First, establish a clear business goal, like increasing revenue or improving compliance, to guide your training objectives. Next, gather input from employees and supervisors to pinpoint specific knowledge and skill gaps that training should address, enhancing both relevance and effectiveness.

Reviewing performance metrics can help identify areas needing improvement, allowing for the establishment of measurable training objectives based on those findings.

Finally, comprehending the tasks required for employees to meet business goals is essential; this guarantees that the training activities you design will facilitate the necessary skill development.

When you're designing a training program, the first step is to identify clear training objectives that align with your organization's goals.

You'll need to develop training materials that effectively address the skill gaps you've pinpointed within your team.

What factors should you consider when identifying training objectives for a program? First, use the SMART criteria -- specific, measurable, achievable, relevant, and time-bound -- to create clear objectives.

This clarity helps guarantee that the training aligns with your organization's business goals, like boosting productivity or compliance. Moreover, gather insights from stakeholders, including employees and supervisors, to accurately pinpoint training needs and relevant learning objectives.

Focus on the specific knowledge, skills, or attitudes (KSAs) that employees should gain by the program's conclusion. Finally, regularly review and adjust your training objectives based on feedback and evolving organizational needs, maintaining the relevance and effectiveness of your training initiatives.

This approach guarantees that the training adds real value to your organization.

With clear training objectives in place, the next step is to develop training materials that effectively convey the necessary knowledge, skills, and attitudes (KSAs) employees need to acquire.

Focus on creating content that aligns with these objectives during incorporating various instructional methods. Here are some considerations for developing effective training materials:

Establishing key performance indicators (KPIs) is vital for measuring the effectiveness of training programs. You should define these KPIs before the training begins to align them with specific learning objectives. This alignment guarantees that you can measure training outcomes against your business goals.

Common KPIs include employee performance improvement, knowledge retention rates, and the percentage of employees applying their new skills in their job roles.

Regularly soliciting feedback from employees after training is important for evaluating its impact on their performance and identifying areas for improvement. Tracking the long-term application of skills learned during training sessions helps you assess the return on investment (ROI) associated with your training initiatives.

Additionally, cultivating a culture of ongoing professional development through multiple training sessions each year can lead to sustained improvements in employee productivity and overall organizational performance. By focusing on these KPIs, you can improve the effectiveness of your training programs.

To effectively measure the success of your training programs, utilizing the right tools and platforms for delivering training is important. These resources can streamline your processes and improve engagement, ensuring your employees gain the necessary skills.

Choosing the right combination of these tools will support your training initiatives and help promote an environment of continuous learning.

How can you effectively measure the success of your training programs? Start by evaluating whether learning objectives and key performance indicators (KPIs) are met. Use feedback mechanisms like surveys and assessments after training sessions to gauge improvements in skills and overall employee productivity.

Tracking long-term retention and application of skills is vital, as it helps analyze business outcomes linked to your training initiatives, determining return on investment (ROI).

To gain a deeper insight, solicit employee feedback and measure performance before and after training. This approach will help you identify the impact of training on behavior and skills application, ultimately leading to improved organizational efficiency.

Keep in mind that scheduling multiple training sessions throughout the year can promote continuous learning and cultivate a culture of ongoing professional advancement. By taking these steps, you can guarantee your training programs are effective and beneficial for both employees and the organization.

Continuous improvement in training programs is essential for organizations aiming to adapt to changing business environments and employee needs.

To achieve this, you should focus on several key strategies:

Employee training and development offer numerous benefits that greatly impact both individual performance and overall organizational success. By addressing skill gaps, these programs improve employee performance, which in turn increases productivity and enhances business outcomes.

When companies invest in training, they see higher retention rates; in fact, 93% of employees are likely to stay longer if given career development opportunities. Access to training promotes loyalty, considerably reducing turnover and encouraging internal mobility.

Furthermore, effective training initiatives encourage innovation and agility, ensuring employees stay equipped with the latest skills and knowledge required in a swiftly changing industry. Organizations with robust training programs likewise report improved morale and engagement, leading to a better workplace culture.

This promotes a productive environment where employees feel valued and motivated to contribute their best efforts. In the end, the benefits of employee training extend beyond individual growth to positively influence the entire organization.

Here are some examples of effective training programs that can make a difference:

Implementing these training methods can lead to substantial organizational benefits.

Implementing training programs presents several challenges that organizations must navigate to achieve their desired outcomes. One significant hurdle is conducting a thorough training needs assessment. This process can be time-consuming and requires input from various stakeholders to accurately identify skills gaps and align with business goals.

Furthermore, resistance to change among employees can hinder the program's success, as many may be reluctant to adopt new skills or methodologies introduced during training. Budget constraints likewise pose a challenge; companies must allocate resources for materials, instructor fees, and delivery methods during the aim for a positive return on investment.

Measuring the effectiveness of training programs can be difficult, necessitating clear key performance indicators (KPIs) and reliable methods for evaluating changes in employee performance post-training.

Finally, keeping training content relevant and up-to-date is crucial, which requires ongoing revisions and adaptations to meet the fast-paced nature of many industries.

An example of a training program is onboarding training, which helps new employees understand company policies, procedures, and their job roles. This structured plan typically spans several weeks to months, allowing you to acclimate to the workplace environment.

Another example is product training, where you learn about the company's offerings, enabling you to communicate effectively with customers.

Both programs improve your skills and knowledge, ultimately boosting your performance and career prospects.

When you hear "training program," it refers to a structured initiative aimed at enhancing skills and knowledge within a workplace.

These programs often include various components like orientation, specific job training, and hands-on practice. They can vary in length and complexity, catering to different roles and learning styles.

The main purpose of a training program is to improve your skills and knowledge, leading to better job performance.

It focuses on filling specific skill gaps, preparing you for current and future job demands. A well-structured program sets clear learning objectives aligned with organizational goals.

A training program operates by first identifying the specific skills needed for your role, then establishing clear objectives.

It uses various methods, like instructor-led sessions or online courses, to deliver content customized to different learning styles.

You'll engage in assessments to gauge your comprehension, whereas ongoing feedback helps guarantee you can apply what you've learned.

Finally, evaluations after training track your performance improvements and the program's overall effectiveness within the organization.

In conclusion, a training program is crucial for developing employee skills and enhancing organizational performance. By comprehending the importance of structured training, identifying key components, and recognizing various types, you can create effective programs customized to your team's needs. Continuous improvement guarantees these programs remain relevant and impactful. In the end, investing in employee training not just boosts productivity but additionally cultivates a more engaged and competent workforce, directly contributing to the overall success of your organization. more

Career development

 1d

Remote Healthcare RCM Job Application Assistant (Resume + Cover Letters)


I'm looking for an experienced freelancer to help me apply for fully remote healthcare roles, specifically in Medical Billing, Denial Management, and Revenue Cycle Management (RCM). I need support with the entire application process, including: * Updating and polishing my résumé to match different RCM, billing, and denial specialist positions. * Creating tailored cover letters for each job, using... a strong main template plus quick edits for each posting. * Searching for suitable remote RCM positions on reputable job boards and company career sites. * Submitting applications (with my approval) and completing follow-up questionnaires when required. * Maintaining a job-tracking sheet with the roles applied to, dates, statuses, and next steps. * Sending a short weekly summary of progress and upcoming tasks. I will provide all career details, past experience, accomplishments, and anything else needed. I respond quickly to messages. Success for this project means a steady flow of high-quality applications submitted each week, written in a professional tone that reflects my voice and aligns with healthcare RCM requirements. Please start your bid with "I read everything" so I know you reviewed the full description. more

Career development

 1d

'It was torture, I had tears in my eyes': how a French civil servant drugged hundreds of women


Zarouri: "When I found out I was really in shock ... Then I was angry"

GABRIEL GAUFFRE FOR THE SUNDAY TIMES

Between 2009 and 2018, Nègre met women for job interviews or mentorship sessions in Paris and Strasbourg, according to prosecutors. In many cases he had approached them on LinkedIn and ...

Career development

 4d
"Which part of a bicycle do you associate yourself with?".
This is one of those tricky interview questions you may be asked in a job interview.
What would you answer, and why?
1   

  • Vicki Dublin

    1
    1d

    The pedals…what good is the bike without a source of energy for mobility.

  • DENNISH OMWONY

    3d

    my answer is Chain I will work together with other people as a chain to develop the institution

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