Career development

2h

Corey Coto: How to Leverage Data to Increase Talent Velocity

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

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

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

Data in Practice: What Talent Velocity Looks Like

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

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

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

How Data Goes Wrong

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

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

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

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

Building High Velocity Talent Systems

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

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

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

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

AI and the Future of Talent

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

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

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

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

Related Items:Corey Coto, Talent Velocity more

Tomas Eckholm

Career development

6d

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

more

6

Henry Akelo
3h
Each time he assigns you these extra duties, let him sign the work ticket authorizing these assignments - ensure the assignments are properly... documented in the work ticket more
kibet wesley
1d
Follow your job description and specification well. Discuss the issue with the steward who is a union representative of the company employees.

Career development

7h

Entry-Level Chronological Resume Revamp

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

Career development

11h

Five things to do before every job interview

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

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

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

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

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

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

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

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

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

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

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

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

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

3

tif saleem
7h
#1 what Tribune is this-obviously a European one #2 Has this person been on an Interview in the past 5 years? These are things to know in the past... century- not this one. more

Career development

8h

LinkedIn & Résumé Upgrade

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

Career development

8h

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

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

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

Let's read the whole story.

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

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

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

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

OP finds job hunting to be pretty easy.

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

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

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

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

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

"Of course you do".

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

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

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

He's confused why his friends are upset.

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

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

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

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

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

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

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

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

Am i a jerk?

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

Let's see how Reddit reacted to this story.

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

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

This is a very good idea.

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

He needs to consider his friends' feelings.

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

Career development

12h

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Career development

2d

What to do when job makes you depressed

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

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

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

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

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

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

2

James Anderson
Pro
7
13h
Start your own business. Take a look at franchising. 80% still going after 10 years. DM me.
1
Bryant Bridgewaters
4
1d
You can learn how to do trading. I just started and I LOVE it!
1

Career development

14h

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

CHECK OUT: Discover How to Work with Brands, Earn from Affiliate Links, and Tap into Ad Revenue -- Because Your Content Deserves to Pay Off.

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

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

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

She said:

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

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

@cheyenne said:

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

@Abdul Mullah said:

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

@cassss____4 said:

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

@Maxie N said:

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

@little Angel said:

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

@Leendy said:

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

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

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

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

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

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

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

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

Career development

14h

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

The Foundation: Building Engagement from the Student Experience

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

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

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

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

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

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

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

High-impact practices for fostering student belonging include:

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Career development

16h

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

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

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

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

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

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

Well, here it is.

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

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

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

Library Interview Questions Form,

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

If you are going on an interview, eventually

the spreadsheet

will be a place to help you prepare.

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

Career development

16h

Vortex Named One of America's Top 100 Most Loved Workplaces by The Wall Street Journal

IRVINE, Calif., Dec. 16, 2025 (GLOBE NEWSWIRE) -- Vortex is proud to announce that it has been recognized as one of America's Top 100 Most Loved Workplaces® of 2025 by The Wall Street Journal. This prestigious honor reflects Vortex's ongoing commitment to creating a delightful, dynamic, and supportive work environment where employees thrive and grow.

Vortex earned this national distinction... through a rigorous assessment of workplace culture, employee satisfaction, company values, mission alignment, career development, and-most importantly-direct feedback from employees through the company's Voice of the Employee survey.

The dedication and delightfulness of our people is the primary reason that I love coming to work at Vortex Doors" explains Kristin Slyker, CEO. "Each of our team members play a key role in fulfilling our mission to Delight Customers with safety, customer service, and high quality. I admire the dedication our employees give to our customers whether it is while doing a repair in the field, preparing a quote, or helping solve a customer's issue.

Over the past four years, Vortex has launched a series of initiatives to enhance employee wellbeing and professional growth, including:

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* Comprehensive wellness programs and morning stretch-and-flex sessions

* Regular employee appreciation events at every location

* A peer-to-peer employee recognition program

* A structured career path program supporting advancement and development

* Excellent compensation and benefits

* Extensive service technician training

* Record-breaking internal promotions These efforts have strengthened Vortex's ability to attract top talent and have led to an industry leading retention rate demonstrating the company's success in fostering a positive and fulfilling workplace.

As Vortex continues to expand across the nation, the company remains dedicated to maintaining its family-oriented culture, where employees take pride in their work, treat one another with respect and humility, and provide continual opportunities to grow and advance.

Advertisement

With a growing national footprint and a solid foundation built on trust, respect, and teamwork, Vortex remains committed to being a place where everyone can thrive - the place to work.

A photo accompanying this announcement is available at https://www.globenewswire.com/NewsRoom/AttachmentNg/1684a51f-c60c-4ce3-a967-bc37a2ced6a5 more

Career development

16h

Hired & Aligned Launches to Help Ambitious Professionals Build Six-Figure Careers Without Burnout

Miami, Florida--(Newsfile Corp. - December 16, 2025) - Hired & Aligned, a new career coaching company founded by certified coach and product marketing leader Aishwarya Thakur, has officially launched with a mission to transform how ambitious professionals approach their careers. The firm specializes in helping high-achieving individuals land six-figure remote or in-person roles, while also... addressing burnout and misalignment that too often accompany traditional career success while in the role.

Unlike conventional coaching programs that emphasize only résumés and interview prep, Hired & Aligned introduces a dual focus: corporate-proven strategies paired with deep personal work. The company's one-hour-a-day model condenses job search efforts into focused, sustainable steps, enabling clients to secure interviews in as little as two to four weeks.

"The real goal isn't just your next job, it's the career that comes after," said Aishwarya Thakur, Founder of Hired & Aligned. "Too many high performers look successful on paper but feel exhausted or undervalued behind the scenes. At Hired & Aligned, we help clients not only land the role they want, but also design a path that supports their health, ambition, and long-term vision."

(In Frame: Aishwarya Thakur, Founder of Hired & Aligned)

To view an enhanced version of this graphic, please visit:

https://www.youtube.com/watch?v=b2CUEX81Pjo

Drawing from her own career journey at major tech companies and high-growth startups, Thakur built the program around a five-step framework - Harmonize, Identify, Reach Out, Elevate, Deliver that addresses both professional branding and personal resilience. Clients receive tailored support through either a three-month Dream Role program, complete with salary negotiation and ongoing coaching until an offer is secured, or a 30-day Fast Track intensive for rapid clarity and rebranding.

"The way people think about careers is changing," Thakur added. "Professionals no longer want to trade well-being for a paycheck. They want work that fits their lives, not the other way around. That shift is exactly why Hired & Aligned exists."

Headquartered in Miami but serving clients worldwide, Hired & Aligned reflects the future of work: location-flexible, globally connected, and designed for freedom. Behind the scenes, the company partners with a trusted network of resume editors, branding experts, and career specialists to ensure top-tier support.

More than a coaching company, Hired & Aligned positions itself as a results-driven partner for ambitious professionals, with dedicated programs for women and neurodivergent professionals. Its approach reduces burnout, builds confidence, and equips clients with tailored systems to navigate today's hiring market. By combining strategic job search methods with sustainable performance practices, the firm helps underrepresented talent access targeted opportunities and create long-term, values-aligned careers.

"Alignment doesn't just change one person's career, it changes how entire teams and companies show up," said Thakur. "When people feel confident and energized, the ripple effects are felt across industries."

Youtube : Let's get you your dream role - Hired & Aligned

Cannot view this video? Visit:

https://www.youtube.com/watch?v=b2CUEX81Pjo

Looking ahead, Hired & Aligned plans to expand into group programs, corporate partnerships, and thought-leadership events, with an emphasis on deep transformation over mass scale.

To schedule an introductory consultation call, visit https://hiredandaligned.com/book-your-call

For more information about services, program options, visit www.hiredandaligned.com or connect with the founder on LinkedIn.

About Hired & Aligned

Hired & Aligned is a virtual career coaching practice that helps ambitious professionals land high-paying, flexible roles while building sustainable careers. The company pairs recruiter-facing job search tactics with coaching that addresses burnout, clarity and long-term career design. Founder Aishwarya Thakur is a certified career coach and former product marketing manager with extensive experience at major technology firms. Her coaching blends practical hiring-market expertise with intentional, healing-centered practices to help clients secure aligned roles and step into long-term career growth.

Logo

To view an enhanced version of this graphic, please visit:

https://images.newsfilecorp.com/files/12088/278114_e72c1e970432fa25_00 ...

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/278114 more

Career development

16h

Hired & Aligned: Hired & Aligned Launches to Help Ambitious Professionals Build Six-Figure Careers Without Burnout

Miami, Florida--(Newsfile Corp. - December 16, 2025) - Hired & Aligned, a new career coaching company founded by certified coach and product marketing leader Aishwarya Thakur, has officially launched with a mission to transform how ambitious professionals approach their careers. The firm specializes in helping high-achieving individuals land six-figure remote or in-person roles, while also... addressing burnout and misalignment that too often accompany traditional career success while in the role.

Unlike conventional coaching programs that emphasize only résumés and interview prep, Hired & Aligned introduces a dual focus: corporate-proven strategies paired with deep personal work. The company's one-hour-a-day model condenses job search efforts into focused, sustainable steps, enabling clients to secure interviews in as little as two to four weeks.

"The real goal isn't just your next job, it's the career that comes after," said Aishwarya Thakur, Founder of Hired & Aligned. "Too many high performers look successful on paper but feel exhausted or undervalued behind the scenes. At Hired & Aligned, we help clients not only land the role they want, but also design a path that supports their health, ambition, and long-term vision."

(In Frame: Aishwarya Thakur, Founder of Hired & Aligned)

To view an enhanced version of this graphic, please visit:

https://www.youtube.com/watch?v=b2CUEX81Pjo

Drawing from her own career journey at major tech companies and high-growth startups, Thakur built the program around a five-step framework - Harmonize, Identify, Reach Out, Elevate, Deliver that addresses both professional branding and personal resilience. Clients receive tailored support through either a three-month Dream Role program, complete with salary negotiation and ongoing coaching until an offer is secured, or a 30-day Fast Track intensive for rapid clarity and rebranding.

"The way people think about careers is changing," Thakur added. "Professionals no longer want to trade well-being for a paycheck. They want work that fits their lives, not the other way around. That shift is exactly why Hired & Aligned exists."

Headquartered in Miami but serving clients worldwide, Hired & Aligned reflects the future of work: location-flexible, globally connected, and designed for freedom. Behind the scenes, the company partners with a trusted network of resume editors, branding experts, and career specialists to ensure top-tier support.

More than a coaching company, Hired & Aligned positions itself as a results-driven partner for ambitious professionals, with dedicated programs for women and neurodivergent professionals. Its approach reduces burnout, builds confidence, and equips clients with tailored systems to navigate today's hiring market. By combining strategic job search methods with sustainable performance practices, the firm helps underrepresented talent access targeted opportunities and create long-term, values-aligned careers.

"Alignment doesn't just change one person's career, it changes how entire teams and companies show up," said Thakur. "When people feel confident and energized, the ripple effects are felt across industries."

Youtube: Let's get you your dream role - Hired & Aligned

Cannot view this video? Visit:

https://www.youtube.com/watch?v=b2CUEX81Pjo

Looking ahead, Hired & Aligned plans to expand into group programs, corporate partnerships, and thought-leadership events, with an emphasis on deep transformation over mass scale.

To schedule an introductory consultation call, visit https://hiredandaligned.com/book-your-call

For more information about services, program options, visit www.hiredandaligned.com or connect with the founder on LinkedIn.

About Hired & Aligned

Hired & Aligned is a virtual career coaching practice that helps ambitious professionals land high-paying, flexible roles while building sustainable careers. The company pairs recruiter-facing job search tactics with coaching that addresses burnout, clarity and long-term career design. Founder Aishwarya Thakur is a certified career coach and former product marketing manager with extensive experience at major technology firms. Her coaching blends practical hiring-market expertise with intentional, healing-centered practices to help clients secure aligned roles and step into long-term career growth.

Logo

To view an enhanced version of this graphic, please visit:

https://images.newsfilecorp.com/files/12088/278114_e72c1e970432fa25_002full.jpg

Media Contact

Contact Person: Aiswarya Thakur

Email: aishthak@gmail.com

Source: Hired & Aligned

To view the source version of this press release, please visit https://www.newsfilecorp.com/release/278114 more

Career development

18h

The 'Wisdom Dividend': France's New Law On Experienced Employees

within Government, Public Sector, Antitrust/Competition Law and Wealth Management topic(s)

Back in February, we reported on a new collective agreement aimed at promoting the employment of 'experienced employees' in France. On 24 October 2025, a new law was published amending several provisions of the Labour Code to transpose this, and other national agreements, into French law. We examine the... details of this new legislation below.

The aim of the new law is to facilitate the recruitment of experienced job seekers and support their continued employment. As we discussed in our article from February, it is now well known that the global workforce is getting older and employers are realising the need, and the benefits, of embracing their more experienced employees. Interestingly, the terminology of 'experienced employees' is used rather than 'older employees' in the new French legislation (and in the underlying agreements), to highlight the potential of these employees; what we have coined the 'Wisdom Dividend'.

So, what does the new legislation actually mean for employers with operations in France? In this article, we run through each of the key changes that have been introduced.

Periodic negotiations

A new periodic obligation to negotiate with trade unions has been introduced. This obligation concerns the employment and improvement of working conditions for experienced employees in view of their age. The negotiations must take place at least every four years in companies and groups of companies with at least 300 employees.

New system for career development meetings

The law modifies the system of 'career meetings', designed to strengthen the employability of employees. The new framework is therefore relevant not just to experienced employees, but also other employees.

These meetings must take place during the first year following recruitment and then every four years. They must cover the following elements:

* The employee's skills and qualifications used in their current job, but also, from now on, their potential development in light of changes within the company.

* The employee's situation and career path, in light of changes in the profession and employment prospects within the company.

* The employee's training needs, which is a new addition. These may relate to their current professional activity, their job in light of changes within the company, or a personal project.

* The employee's career development aspirations. The meeting can now pave the way for internal or external retraining, a career transition project, a skills assessment or the validation of prior learning.

* The employee's activation of their personal training account, payments made into this account by the employer, and career development advice.

A summary review of the employee's career path must take place every eight years (instead of every six years, as was the position previously).

A career meeting is systematically offered to employees who return to work after certain types of leave, such as maternity leave or long-term sick leave, if the employee has not had a career path meeting in the 12 months prior to their return to work.

Furthermore, a career meeting must be organised within two months of the mid-career medical examination (which takes place in the calendar year of the employee's 45 birthday). This meeting covers the adaptation or adjustment of tasks and the workstation, burnout prevention, training needs and any wishes the employee may have for mobility or professional retraining.

Finally, at the end of the employee's career (i.e. when they are between the ages of 58 and 60), the following topics must now be addressed: conditions for continuing in employment and possibilities for end-of-career adjustments (in particular, the possibility of switching to part-time work or gradual retirement).

Creation of the 'experience enhancement contract'

The law establishes an 'experience enhancement contract' on an experimental basis for the next five years. This is a permanent contract concluded with a person (the following conditions are cumulative) who:

* is at least 60 years of age (or at least 57 if provided for in an extended industry-wide agreement);

* is unemployed;

* is not eligible for a full base retirement pension (with some exceptions);

* has not been employed by the prospective company or, where applicable, by a company belonging to the same group, during the previous six months.

When signing the contract, the employee must provide the employer with a document issued by the pension insurance fund stating the expected date on which they will be entitled to a full pension. If the date of entitlement to a full pension is subsequently revised, the employee must inform their employer and provide them with the updated document.

The employer may, subject to a notice period and in return for compensation at least equal to the redundancy payment, retire the employee when they reach the legal age (between 62 and 64 depending on their generation) or the age at which they become eligible for a full pension (67).

In return, the employer is exempt from the specific employer's contribution of 30% on the amount of the retirement allowance paid to the employee. This applies to allowances paid from the day following the promulgation of the law until the end of the third year after that date.

Progressive retirement: strengthening the grounds for refusal

Employers who refuse to allow employees to take progressive retirement must now provide a more detailed and substantiated justification for their refusal.

In addition to the incompatibility between the working hours requested by the employee and the economic activity of the company, this refusal must also be justified by:

* the consequences of the requested reduction in working hours on the continuity of the company's (or department's) activity;

* the difficulties encountered in recruiting for the position concerned (if the consequences involve recruitment).

Extension of retirement conditions for senior employees

In order to encourage the hiring of senior employees on permanent contracts, compulsory retirement is now possible for employees hired after they have already reached the age required to automatically qualify for a full pension.

Takeaway for employers

France's new law signals a stronger focus on supporting experienced employees throughout their careers. Employers must prepare for periodic negotiations with trade unions on employment and working conditions, and ensure career development meetings cover skills, training needs and end-of-career planning. These obligations apply particularly to larger employers and will likely require updates to HR processes.

The legislation also introduces practical measures such as the experimental 'experience enhancement contract' for hiring senior jobseekers, stricter rules on progressive retirement refusals, and extended retirement conditions. Employers should review policies, train managers on new requirements, and consider leveraging the new contract.

The content of this article is intended to provide a general guide to the subject matter. Specialist advice should be sought about your specific circumstances. more

Career development

1d

Candidate Unable To Land Interviews After 3 Monthd: 'I'm So Lost'

Switching jobs is never easy. The arduous process of sending CVs and anxiously waiting for calls from companies, only to be presented with a blunt rejection, can be an emotionally draining experience. A similar sentiment was recently echoed by a Reddit user, who shared their struggle to even secure an interview in three months after leaving a previous job due to harassment.

"I quit my last job... because of my management. I was harassed by a colleague and the management was pressuring me to take back my complaint," the user wrote, adding that they did not receive proper support from the higher-ups.

"My day to day life had become hostile and I decided to leave the organisation. Before that organisation, I was at my prime, I was the highest contributing individual."

After taking a brief break from corporate life, the individual said they decided to get back into action, but soon the reality of the situation dawned upon them.

"It's been 3 months and no luck. Had things been like I was able to bag interviews and not crack it, then yeah its my mistake, I need to prepare well. The biggest problem is I am unable to bag any interviews. I have optimised my resume to be 100% compatible for ATS."

The individual recounted applying on every recruiting platform like LinkedIn, Monster and Indeed, but receiving no encouragement or a concrete lead. "I feel so lost, would appreciate any piece of advice," they added.

Check The Viral Post Here:

Left my job because of harassment. 3 months of job hunting and not a single interview. What am I doing wrong?

'You Did Nothing Wrong'

As the post gained traction, a section of social media users empathised with the individual, whilst others gave some valuable pointers to help them land the job.

"You did nothing wrong. Just keep searching and don't limit yourself to any specific industry only," said one user, while another added: "Tough without referrals. It's like we have gone back to the 80s when it was impossible to land a job without sifarish."

A third commented: "To tell you the truth, there was a lot of liquidity during COVID, and hence many people got great offers. With AI, Wars, and global economic turmoils, there's a crunch in the economy, and the liquidity that came into the market during the COVID time is getting balanced out."

A fourth said: "A manager of any sorts is in danger as recent restructuring has shown. My suggestion, pick up alternate skills. If you are savvy, pick up a product certificate and join as PM. The pay might suck at first, but in time, it will be like a career change." more

Richard Bernard Gudoi Gid'Agui
5
18h
Period
1
Jonathan Gardner
7
20h
you are better off applying to a job or company you want and then do whatever you can to leverage your position, they need X skill, do that - or start... a small business more
1