kristina anderson
Career development 2d
I normally don’t post things like this, but I’m honestly really frustrated and disappointed.

I’m currently 2 months postpartum and was recently cleared to return to work, so I applied for a part-time phlebotomist position. A recruiter scheduled me for an interview in Ellicott City and even confirmed beforehand that I would still be attending.

Since the location wasn’t accessible by nearby... public transportation, I had to spend $100 total on Lyft rides just to get there and back. My husband also had to take off work so I could attend the interview, all while I’m already exhausted from sleepless nights with a newborn.

When I arrived, I was told the manager was on vacation. After trying multiple times to contact the recruiter with no response, I finally reached out to the manager directly, only to find out the position had already been filled LAST MONTH and all interviews were supposed to have been canceled.

I understand mistakes happen, but this whole situation was extremely unprofessional and could have been avoided with proper communication. My time, money, and energy were wasted unnecessarily.

Being postpartum and trying to get back into the workforce is already stressful enough without situations like this. So I sent him a email jobs need to stop wasting peoples time.

#ProfessionalismMatters #CommunicationMatters
#InterviewExperience #firsttimemomjourney #phlebotomistlife more
1   

  • morris ogwal

    1d

    Some day these companies/organisations will be sued and they may make loses in compensation!.

  • Zaharazah MacCauley

    1d

    I’m sorry this happened to you, but did you take into consideration your regular commute had you passed the interview?

Load more...

Anonymous member


Career development 1d
I don’t get along well with my boss because she always wants people to feel sorry for her - about her divorce or her health. My coworkers say it would be easier if I just went along with it. But I want to respect her, not pity her. What should I do? Thanks
1   

  • susan mazala

    1h

    she should leave her personal problems at home. let her focus on work

  • Edison Prudent

    7h

    be yourself do your job. .. and make her see reason to be happy again

Load more...

Career development

 1h

Transforming Potential into Performance: Placement Success of PGDM Batch 2024-26 at GIMS


PNN, Employability, Career development, Pgdm curriculum, Industry alignment, Skill development, Corporate readiness, Ethical leadership, Global exposure, International immersion, Soft skills, Communication abilities, Advertorial Disclaimer

PNN

New Delhi [India], May 12: The soul of any professional course lies in the idea of employability and career development. The placement outcome of an... institution is an indicator of its academic strength, robust curriculum, industry alignment and skill development. GNIOT Institute of Management Studies (GIMS) prepares its students for cutting-edge corporate needs through its modern-day curriculum, innovative teaching methods and industry-integrated programme delivery.

Join a community of future leaders at GIMS. Interested candidates can explore the programme and apply now through the official GIMS website.

During an interaction between Mr. Swadesh Kumar Singh (CEO, GIMS) and Himanshu Mehroliya, discussions were held around the institute's placement ecosystem, industry-oriented PGDM curriculum, and the growing corporate demand for management graduates equipped with practical skills and global exposure.

As the vision of the institution talks about developing ethical leaders. GIMS has consistently delivered outstanding placements to its students since its inception. This academic year, 97% of the students were seeking placement from the institute. GIMS has successfully placed all the students with leading corporates. This record reflects that GIMS prepares its students for the cutting-edge business requirements and modern industry needs.

The institute focuses on outcome-based education and corporate readiness to achieve its goal of maximising employability. The institute also has a fully operational Learning and Development Department that hones the soft skills and communication abilities of students as per global standards. The Learning and Development Department continuously conducts the Employability Skill Index (ESI) for all students from the day of joining. ESI is used to curate tailored and compartmentalised programmes for particular skill development to achieve higher effectiveness. Students self-evaluate their technical and soft skills by mandatorily participating in various competitions organised by the institute.

GIMS provides global exposure to its students through its uniquely crafted International Immersion Programme. Students are given industry exposure through international industry visits during the IIP programme. Further, GIMS builds the right attitude among students for the corporate world through its Tutelage and Skill Augmentation Certificate (SAC) programmes. GIMS offers specializations in the fields of Marketing, HR, Operations, Finance, Artificial Intelligence & Business Analytics, International Business, and Entrepreneurship & New-Age Start-ups.

All the efforts are channelised towards building promising careers for students. As a result, this year, 97% of the students were placed in career tracks offering opportunities across all areas of specialisation. More than 300 corporations recruited from GIMS this academic year. The remaining 3% of students were looking towards entrepreneurship, joining family businesses, or pursuing higher studies. Hence, a 100% placement figure has been achieved this year as well.

Companies from diverse sectors recruited from GIMS this academic year.

Figure 1.0

The largest sector remained BFSI, followed by IT and consulting firms. Other sectors included Digital Marketing, Marketing Research, Infrastructure, Manufacturing, NBFCs, and many more.

More than 65 students received multiple placement offers this year, including double and triple offers. The CTCs offered across different departments ranged approximately from 5 LPA to 21.5 LPA across all specialisations. GIMS continued its commitment of offering packages above 5 LPA across verticals.

Marketing remained the largest domain of interest among GIMS students for career development, followed by Finance, Operations, Human Resource Management, and Business Analytics.

More than six students secured placements for international onsite roles. This reflects the globally competent curriculum and skill set developed among GIMS students. The year-on-year progression of placements is reflected in increasing average packages, diversified job roles, and the growing number of companies associating with GIMS for recruitment needs.

Speaking during the interaction with My College Route, Mr. Swadesh Kumar Singh highlighted that the institute's focus remains on employability, corporate preparedness, and holistic student development. He mentioned that the management education landscape is evolving rapidly, and institutions today must prepare students not only academically but also professionally and personally.

He further emphasised that GIMS continuously works towards aligning its PGDM curriculum with current industry expectations through practical learning, live projects, industry interaction sessions, skill development programmes, and global exposure initiatives. According to him, communication skills, analytical thinking, adaptability, leadership qualities, and problem-solving abilities have become equally important for students entering the corporate world.

Mr. Singh also shared that the institute's consistent placement performance reflects the collective efforts of faculty members, the Learning and Development Department, industry mentors, and students themselves. He stated that GIMS remains committed to building future-ready professionals capable of contributing effectively across industries and business domains.

The discussion with the My College Route team also reflected how industry-oriented learning, international exposure, and continuous skill enhancement have contributed to the strong placement outcomes of the PGDM Batch 2024-26.

The placement record of GIMS reflects its commitment to the professional development of students joining its PGDM programme. The institute continues to prepare students for global careers through an effervescent ecosystem of sustainable learning.

Students exploring MBA colleges, PGDM colleges, placement trends, and management courses can visit My College Route for detailed college insights, admission guidance, and career-focused updates.

For more information, please visit: https://www.mycollegeroute.com

(ADVERTORIAL DISCLAIMER: The above press release has been provided by PNN. ANI will not be responsible in any way for the content of the same.) more

Stuart Harper


Career development 1w
I had a job interview last Wednesday. The HR person said they’d call me back in a few days. I know a week is normal to wait, but how long does it usually take to hear back? If they didn’t call soon, does that mean it’s a no? Thanks
1   

  • Tonya Carpenter

    2h

    Old school way is to call them and not wait for them to call you..

  • CHERYL GLODOWSKI

    2d

    I know things may be different than when I was in the job market 15 years ago, however, I would never wait for a call back. I would do 2 things. ... One, I would always write a thank-you note to the person who interviewed me, thanking them for the interview and letting them know why I would be a great fit for the company. I would do that as soon as the interview was over and get it in the mail. If you haven't heard from whoever interviewed you within 4 or 5 days, I would make that call, and let them know you are very interested in working for XYZ corporation and why. I have been hired many times by taking those steps. Also, I would like to add that prior to the interview, learn about the company, the job, and I love to make a comment about something personal in the office (kids pix, a collection, etc). It goes a long way!! Always dress better than the job, and speak clearly and properly. If you come across as educated over others, it will also help. Just some "helpful hints".
     more

    1
Load more...

Career development

 2h

Transforming Potential into Performance: Placement Success of PGDM Batch 2024-26 at GIMS


PNN

New Delhi [India], May 12: The soul of any professional course lies in the idea of employability and career development. The placement outcome of an institution is an indicator of its academic strength, robust curriculum, industry alignment and skill development. GNIOT Institute of Management Studies (GIMS) prepares its students for cutting-edge corporate needs through its modern-day... curriculum, innovative teaching methods and industry-integrated programme delivery.

Join a community of future leaders at GIMS. Interested candidates can explore the programme and apply now through the official GIMS website.

During an interaction between Mr. Swadesh Kumar Singh (CEO, GIMS) and Himanshu Mehroliya, discussions were held around the institute's placement ecosystem, industry-oriented PGDM curriculum, and the growing corporate demand for management graduates equipped with practical skills and global exposure.

As the vision of the institution talks about developing ethical leaders. GIMS has consistently delivered outstanding placements to its students since its inception. This academic year, 97% of the students were seeking placement from the institute. GIMS has successfully placed all the students with leading corporates. This record reflects that GIMS prepares its students for the cutting-edge business requirements and modern industry needs.

The institute focuses on outcome-based education and corporate readiness to achieve its goal of maximising employability. The institute also has a fully operational Learning and Development Department that hones the soft skills and communication abilities of students as per global standards. The Learning and Development Department continuously conducts the Employability Skill Index (ESI) for all students from the day of joining. ESI is used to curate tailored and compartmentalised programmes for particular skill development to achieve higher effectiveness. Students self-evaluate their technical and soft skills by mandatorily participating in various competitions organised by the institute.

GIMS provides global exposure to its students through its uniquely crafted International Immersion Programme. Students are given industry exposure through international industry visits during the IIP programme. Further, GIMS builds the right attitude among students for the corporate world through its Tutelage and Skill Augmentation Certificate (SAC) programmes. GIMS offers specializations in the fields of Marketing, HR, Operations, Finance, Artificial Intelligence & Business Analytics, International Business, and Entrepreneurship & New-Age Start-ups.

All the efforts are channelised towards building promising careers for students. As a result, this year, 97% of the students were placed in career tracks offering opportunities across all areas of specialisation. More than 300 corporations recruited from GIMS this academic year. The remaining 3% of students were looking towards entrepreneurship, joining family businesses, or pursuing higher studies. Hence, a 100% placement figure has been achieved this year as well.

Companies from diverse sectors recruited from GIMS this academic year.

Figure 1.0

The largest sector remained BFSI, followed by IT and consulting firms. Other sectors included Digital Marketing, Marketing Research, Infrastructure, Manufacturing, NBFCs, and many more.

More than 65 students received multiple placement offers this year, including double and triple offers. The CTCs offered across different departments ranged approximately from 5 LPA to 21.5 LPA across all specialisations. GIMS continued its commitment of offering packages above 5 LPA across verticals.

Marketing remained the largest domain of interest among GIMS students for career development, followed by Finance, Operations, Human Resource Management, and Business Analytics.

More than six students secured placements for international onsite roles. This reflects the globally competent curriculum and skill set developed among GIMS students. The year-on-year progression of placements is reflected in increasing average packages, diversified job roles, and the growing number of companies associating with GIMS for recruitment needs.

Speaking during the interaction with My College Route, Mr. Swadesh Kumar Singh highlighted that the institute's focus remains on employability, corporate preparedness, and holistic student development. He mentioned that the management education landscape is evolving rapidly, and institutions today must prepare students not only academically but also professionally and personally.

He further emphasised that GIMS continuously works towards aligning its PGDM curriculum with current industry expectations through practical learning, live projects, industry interaction sessions, skill development programmes, and global exposure initiatives. According to him, communication skills, analytical thinking, adaptability, leadership qualities, and problem-solving abilities have become equally important for students entering the corporate world.

Mr. Singh also shared that the institute's consistent placement performance reflects the collective efforts of faculty members, the Learning and Development Department, industry mentors, and students themselves. He stated that GIMS remains committed to building future-ready professionals capable of contributing effectively across industries and business domains.

The discussion with the My College Route team also reflected how industry-oriented learning, international exposure, and continuous skill enhancement have contributed to the strong placement outcomes of the PGDM Batch 2024-26.

The placement record of GIMS reflects its commitment to the professional development of students joining its PGDM programme. The institute continues to prepare students for global careers through an effervescent ecosystem of sustainable learning.

Students exploring MBA colleges, PGDM colleges, placement trends, and management courses can visit My College Route for detailed college insights, admission guidance, and career-focused updates.

For more information, please visit: https://www.mycollegeroute.com

(ADVERTORIAL DISCLAIMER: The above press release has been provided by PNN. ANI will not be responsible in any way for the content of the same.) more

Career development

 4h

You've Been on Every Dating App and Found Nobody


Dating apps get a bad reputation they only partially deserve.

Ask around and you will hear the same complaints.

Everyone is on them.

Nobody is serious.

The conversations go nowhere.

The dates are disappointing.

The people who look great in photos turn out to be nothing like their profiles.

The people with honest profiles never get matched with.

The whole thing feels like a part-time job... with no salary and terrible HR 😒

And yet, according to The Knot's 2025 Real Weddings Study, roughly 27% of couples who married in 2025 first met through a dating site or app, making online dating the single most common meeting channel for couples today. A separate 2024 study published in the Proceedings of the National Academy of Sciences found that when all digital channels are counted, 60% of couples now report meeting their spouse online.

People are finding each other on these apps. Real people, serious people, people who went on to build actual marriages and actual lives together.

So if the apps are working for a significant portion of people, the question to ask is: why are they not working for you?

The honest answer, most of the time, is not the app. It is how you are showing up on it.

1. You Are Not Putting Your Best Out

This one is uncomfortable to say because it runs directly into something people love to believe about themselves: that they should be loved as they are, without effort or performance.

That is a beautiful sentiment. It is also the wrong philosophy for a dating profile.

You are not performing inauthenticity by presenting your best self. You are doing what everyone does in any first impression situation -- at a job interview, at a dinner party, on a first date in person. You dress well. You show up prepared. You put forward the version of yourself that represents who you genuinely are at your best.

On a dating app, your photos are doing that work before you say a single word. Average photos, bad lighting, pictures from three years and two haircuts ago -- these are not sending the message that you want to be found as you are. They are sending the message that you are not taking this seriously enough to try.

Take new photos. Find your best light. Choose pictures that reflect who you actually are right now, in real life, when you are being your most genuine self. The best version of you is still you. There is nothing dishonest about leading with it.

2. Your Bio Is Not Working Hard Enough

"Love cats. Home buddy. Looking for a kind-hearted person to connect with."

This bio will not get you the person you are looking for, not really because it is wrong, but because it tells nobody anything worth knowing.

A dating app bio has one job: to make the right person stop scrolling and think, "this is someone I want to know." It does that by giving them something specific -- something that reflects who you actually are, what your life looks like, what you bring to a relationship, and who you are genuinely looking for.

The structure that tends to work: start with the most interesting or distinctive things about you. Not your job title  --  who you actually are. Follow that with what you bring to a partnership, not what you want to receive, but what you offer. Then close with a clear, honest description of who you are looking for. Specific enough to filter out mismatches. Open enough not to sound like a contract.

The people with short attention spans will drop off after the first line. That is fine, they were not your match anyway. The ones who read to the end are already self-selecting as people who can hold a conversation. You have begun filtering before the first message is sent.

3. You Are Swiping Past the Right People

There is a particular irony in rejecting someone for having an average profile when your own profile is doing the same thing to other people.

Many people who would be genuinely compatible with you are presenting poorly online -- not because they have nothing to offer, but because they did not think deeply about their profile, or they included their Instagram handle expecting you to go there for more context, or they simply prioritized other things when setting up the account.

Before you swipe left on someone with one mediocre photo and a sparse bio, ask a different question: is there enough here to start a conversation? Send the message. Ask for the social media handle. See what exists beyond the profile before you make the call.

Some of the best matches are hiding behind the worst profiles.

4. You Have Not Done the Work of Knowing Who You Actually Want

"I just want a good person."

This is what a large number of people say when asked what they are looking for. It sounds open-minded. What it actually is, most of the time, is underprepared.

This is because when a good person appears, suddenly there are conditions.

He needs to have a certain level of financial stability.

She needs to have a certain kind of ambition.

There are requirements around lifestyle, around values, around physical appearance, around how they communicate  --  none of which were named upfront because the person had not done the honest work of figuring out what they actually need.

Spend time on this before you open the app. A genuine, honest accounting of who you are, what your life is, what kind of partnership would complement that life, and what things are genuinely non-negotiable versus what things you have labelled non-negotiable out of habit or fear.

When you know who you are looking for with real clarity, the filtering becomes easier and faster. You will reject more people, which feels counterproductive, but the ones you do connect with will be worth the conversation.

5. You Are Not Being the Person Your Match Is Looking For

This is the hardest one.

You want someone serious, emotionally available, financially stable, interesting to talk to, and ready for something real. The honest question is: is that who you are when someone matches with you?

Are your conversations showing up with depth and genuine curiosity, or are you dropping a "hey" and waiting? Are you consistent, or do you check the app once every two weeks when you remember it exists and then wonder why the good matches have gone cold? Are you treating every match with the same cynicism you are hoping they do not bring to you?

The energy you bring to a dating app is the energy you attract from it. Casual effort produces casual results. People who approach these platforms with genuine intention, who invest real thought into their profiles, who show up to conversations with actual presence, who take the process seriously even when it is slow consistently report better outcomes than those who are "just trying it."

The app is a tool. What you build with it depends almost entirely on what you bring to it.

--

This post was previously published on medium.com.

Love relationships? We promise to have a good one with your inbox.

Subcribe to get 3x weekly dating and relationship advice.

Did you know? We have 8 publications on Medium. Join us there! more

Career development

 5h

Polished Iconic CV Design


I need my existing résumé transformed into a polished, high-quality document that stands out without screaming for attention. Before you begin, we'll hop on a quick call or chat to walk through the templates you already have in your portfolio; I'm looking for a traditional yet creative layout that still feels highly professional. Key details I want you to weave in: polished icons for the core... sections -- work experience, education, and skills -- so each area is instantly recognisable while maintaining a cohesive, executive look. Consistency in typography, colour palette and spacing is critical; think clean lines and plenty of breathing room rather than flashy graphics. You're welcome to build in Adobe InDesign, Illustrator or another tool you favour, as long as the final file is delivered as a high-resolution, print-ready PDF. I'll review the first draft, leave comments, and we'll run at least one round of revisions for final tweaks before sign-off. Deliverables * Polished CV in PDF (ready for both digital sharing and high-quality printing) * Source file packaged and organised for any future edits I'm ready to get started as soon as I see a couple of your preferred templates -- let's craft a résumé that speaks for itself. more

Career development

 5h

A Fairness Trilemma in Hiring


Economists like to draw triangles. In trade, you can't have high tariffs, no retaliation, and unchanged prices. In monetary policy, you can't fix interest rates, fix the money supply, and promise perfect stabilization. In hiring under unequal starting conditions, there is a similar triangle that most debates about fairness in hiring glide past.

When firms turn to algorithms to allocate scarce... jobs, they are pulled toward three attractive goals: strong efficiency (pick the candidates most likely to perform well), strong representation (make outcomes roughly mirror group shares), and strong formal neutrality (apply the same rules mechanically to everyone).

The problem is simple but uncomfortable: they cannot get all three at once. They can pick any two, but the third will move in the wrong direction. That is the "fairness trilemma," and once you see it, a lot of confusion about hiring algorithms and equity and inclusion initiatives starts to look less like a mystery and more like standard price theory. You can find the formal statement and proof in my working paper, "The Fairness Trilemma: An Impossibility Theorem for Algorithmic Governance."

The old promise

For a while, the story many firms told about hiring was simple. Bias lived in people's heads. Inefficiency lived in gut judgment. The fix was obvious: standardize, automate, measure. Replace discretion with data, and hiring would become both fairer and more effective.

That story powered a wave of investment in DEI programs and algorithmic hiring tools. Vendors promised something unusually attractive in both public policy and corporate governance: moral improvement without trade-offs. Better outcomes for disadvantaged groups, no loss of performance, and fewer uncomfortable conversations about discretion or power.

Algorithmic hiring systems were sold as a way out of the bind. Scrape résumés and applications, learn what predicts performance, enforce "fairness" mathematically, and let the model do the balancing.

But algorithms do not remove discretion. They relocate it -- to model design, to data choices, to the definition of "fairness" itself. And they tend to relocate it to places that are harder to see and harder to contest.

A parable in three corners

The now-famous story of Amazon's experimental hiring algorithm is a useful parable. Trained on historical résumés and hiring decisions, the system learned that applicants whose profiles resembled those of past male hires were more likely to be scored highly for technical roles. In practice, it downgraded résumés that looked "female-coded," reflecting a male-dominated tech workforce.

In a narrow technical sense, the model was not malfunctioning. It optimized predictive performance on the data it was given. It applied the same scoring rule to all applicants. It was efficient and formally neutral. What it could not do was generate representative outcomes from non-representative data.

At that point, the firm faced three options that map cleanly onto the trilemma. It could keep the model and accept unequal outcomes (efficiency + neutrality, weak representation), add fairness constraints to push outcomes toward parity and accept lower predictive accuracy (efficiency + representation, weaker neutrality), or reintroduce human judgment and overrides to correct the pattern (representation + discretion, weaker formal neutrality). Amazon ultimately walked away from the system.

A similar arc played out with HireVue's AI video interviews. The company advertised automated analysis of facial expressions, tone, and word choice as a way to standardize and de-bias early-stage screening. Critics pointed out that these features correlate with disability status, neurodivergence, and demographic background in ways that are hard to justify as job-related. Under mounting pressure, HireVue dropped facial analysis altogether.

In both cases, what failed was not the idea of screening itself. What failed was the belief that measurement could be neutral in a world of unequal starting conditions, and that you could get efficiency, representation, and neutrality "for free" from the right model.

A toy model

A simple model is clearly structured. Imagine a firm that needs to fill a fixed number of positions from an applicant pool divided into two groups, A and B. Applicants in both groups are scored by a predictive model that estimates their probability of success. Because of unequal starting conditions -- schooling quality, prior experience, background -- group A has a higher average predicted success rate than group B. The firm considers a single threshold rule: hire everyone with a predicted success score above some predetermined level.

Under unequal base rates, one rule cannot do all three. It cannot pick the highest-expected-performance candidates; have hires from groups A and B roughly match their shares in the applicant pool (or population); and apply the same threshold to everyone. If the firm insists on strong efficiency and strong neutrality, it sets one common threshold. Hires will be disproportionately drawn from group A, the group with higher predicted scores. Representation diverges from group shares.

If it insists on strong efficiency and strong representation, it has to relax neutrality with group-specific thresholds or weights so that more group-B applicants are hired while still trying to pick the best among them. But then applicants in A and B who have the same score are treated differently.

If it insists on strong representation and strong neutrality -- same rule for everyone, similar hire rates by group -- it will not be picking the highest-scoring candidates in aggregate. It leaves some higher-scoring applicants un-hired and takes lower-scoring ones, sacrificing efficiency unless and until the underlying inequalities disappear.

This is the fairness trilemma in its simplest form. You can choose any two corners of the triangle, but the third will move against you. The impossibility is not primarily about machine learning; it is about allocating scarce slots under unequal conditions.

Scarcity doesn't vanish; it moves

Economists have seen this movie before. Consider rent control. When price ceilings are imposed below market-clearing levels, scarcity does not disappear. It moves. It shows up as queues, non-price screening, side payments, and deteriorating quality. Landlords who cannot ration with rent will ration with waiting lists, personal networks, and discretion. Empirical work such as the Diamond-McQuade-Qian study of San Francisco rent control illustrates this pattern.

Hiring systems behave in much the same way. Constrain one allocation mechanism, and scarcity finds another channel. When performance metrics cannot do the rationing due to fairness constraints, organizations ration with committees, exceptions, holistic review, and opaque overrides. Each move preserves two corners of the trilemma by relaxing the third. Policy constraints adjust scarcity; ; they do not make scarcity go away.

What firms should do

When accepting that efficiency, representation, and formal neutrality cannot all be maximized at once, the question changes. Instead of asking "How do we eliminate bias without trade-offs?" firms have to ask "Which margin are we willing to relax, and where should discretion live?"

A more honest approach to equity and inclusion in hiring algorithms would do at least three things. Be explicit about priorities, and design governance around that choice. Put discretion where it can be monitored -- structured committees, documented overrides, review processes -- rather than burying value judgments inside model design and opaque fairness metrics. And stop selling algorithms as magic bullets. Models cannot engineer away the underlying trade-offs created by unequal starting conditions; at their best, they clarify where the constraints bind and what choices cost.

The goal is not perfection. It is legitimacy: openly deciding where the trilemma binds in a particular context, and taking responsibility for the consequences. more

Career development

 5h

Guy Goma says it 'broke my heart' not to get BBC job after interview


Guy Goma has said it "broke my heart" not to get the job he applied for at the BBC, 20 years after he was accidentally interviewed by the Corporation live on air.

Mr Goma had turned up at Broadcasting House in London for a job interview with the BBC's IT department.

However, upon arrival, he was mistaken for technology journalist Guy Kewney and taken up to the BBC News studio.

There he was... seated in a chair and quizzed live about a court case involving Apple.

While Mr Goma did his best to answer the presenter's reactions, his shock and discomfort made the interview a viral hit.

Reflecting on the interview two decades on, Mr Goma said he did not get the job he was there to interview for with the BBC and to this day he "doesn't know why".

"It made me sad and it broke my heart, to be honest with you," he told Newstalk Breakfast.

"Because I was expecting that job as everything I was doing and it was matching with what I belonged."

While he might not have got the job, people still remember Mr Goma's appearance on the BBC and he is often stopped on the street.

"That question is coming every time people meet me on the street or when they meet me somewhere," he said.

"They say, 'Guy, did you get the job?' I always say to them, no.

"It was not my decision to get that job."

Now, Mr Goma works with people who have learning disabilities and when he wants to go unrecognised, he wears a hat or hoodie.

The interview also changed the life of the producer who mistook him for Guy Kewney and escorted him into the BBC News studios.

At the time, Elliott Gotkine said he thought "my world was over because of this cock up".

"I was producing the business news on the News Channel or the News 24 on the BBC and I was also doing some reporting shifts," he recalled.

"After that incident, I was basically banned from going on-air.

"I was asked to cover a reporter who was off sick; I came in the morning after a bank holiday Monday a couple of weeks after the event.

"I hadn't even sat down before my manager took me aside and told me that he couldn't let me on-air."

Feeling the mistake meant the "death knell for my career", he got a job at Bloomberg TV and left the BBC. more

Career development

 13h

Mid-Level Technical Resume Writer


I need a seasoned resume writer who can take a mid-level technologist's career story and transform it into a concise, ATS-friendly resume that lands interviews. The emphasis is squarely on technical roles, so every line must showcase depth with programming languages, software-development tools, and system-administration skills while still sounding engaging to a human reader. You will refine my... existing résumé (or craft one from scratch if needed), tailor it to specific job descriptions I supply, and make sure keywords align with current applicant-tracking systems. Where beneficial, I'd also like a refreshed LinkedIn profile and a brief cover letter that echoes the résumé's branding and accomplishments. Deliverables: * One master résumé for mid-level technical positions * Up to two tailored résumé variants matched to job ads I provide * An optional LinkedIn "About" section rewrite and headline * A template cover letter that can be adapted quickly for future applications I consider the project complete when the résumé: - Passes an online ATS scan with high relevance scores for programming languages, software-development tools, and system-administration keywords - Reads naturally to a hiring manager, with clear, results-focused bullet points - Arrives error-free and formatted in both PDF and editable DOCX Timely delivery and open communication are important to me; I'm ready to supply background details and job postings as soon as we start. more

Anonymous member


Career development 3d

My boss recently reduced my salary. I'm totally very confused because their was no clear reason for doing that. Kindly advice me on the way forward.

  • R R

    14h

    Salary is something I don’t think any of us play with and in this economy with this inflation! It may be hard but start looking for something else. ... I have a great opportunity if you are interested but in the meantime i couldn’t take a reduction and for no reasons no way! more

  • Melanchtone Anzala

    21h

    Sad, what does your employment contract say? Anything in the policy? Kindly find out.

Load more...

Career development

 21h

AI generated identical résumés for a man and a woman: Hers was more likely to be labeled 'weak,' while his got a 97% approval rating


Add Yahoo as a preferred source to see more of our stories on Google.

If you're using AI for professional work purposes and are wondering if you're being judged for it, it might depend on who you are.

A new study sought to determine whether women -- particularly young women -- would be treated more harshly than their male counterparts for using artificial intelligence in job applications. Zehra... Chatoo, a former Meta strategist and the founder of thinktank Code For Good Now, used AI to generate identical résumés with just one difference: One was for a candidate called Emily Clarke, another for James Clarke.

The résumés were distributed to two groups, who had been told the documents had been created with the help of artificial intelligence.

Reviewers of Emily's résumé were 22% more likely to question whether the individual could be trusted compared to James. The female candidate's CV was also twice as likely to raise doubts about her competence and ability to do her job.

"She can't even write a CV herself -- not sure she has the skills to carry out the job," read some of the feedback on Emily's CV. James's résumé had a different response, with his use of AI justified: "He just needed a bit of help putting it together," was one response.

"When men use AI, we question their effort. When women use AI, we question their integrity. That difference changes the perceived risk of using AI," Chatoo said.

The latest data point feeds into broader concerns about an AI gender gap. In a working paper published last year, Harvard Business School Associate Professor Rembrand Koning put the adoption rate between men and women at about 25%.

Koning identified the concern Chatoo's study exhibits, saying women are concerned about the perception of their work if they use or rely on AI. Koning, a Professor of Business Administration, explained: "Women face greater penalties in being judged as not having expertise in different fields. They might be worried that someone would think even though they got the answer right, they 'cheated' by using ChatGPT."

It's perhaps no surprise, then, that women are generally more risk-averse when it comes to AI, a trend also seen in behavior like investing. A January study from Caltech, which surveyed 3,000 people, found women were consistently more skeptical than men that AI benefits would outweigh its risks, and were less convinced that their professional lives would gain because of the technology.

Their concern may be justified: A Brookings Institute study this year found that of the roles with high AI exposure, but low capacity to adapt to the technological change, 86% were held by women.

Gen Z are the harshest critics

A generational divide is also appearing in Chatoo's study, which surveyed 1,000 British adults: Gen Z men, who have grown up with AI, shared some of the harshest views about Emily's resume.

Of their responses, 3.5 times the number of Gen Z men described Emily's résumé as "weak" compared to James's, whose résumé had a 97% approval rating. By contrast, for the same resume content, Emily's CV was rated strong by 76% of respondents.

"If people believe they will be judged more harshly for using AI, they are less likely to adopt it -- regardless of their capability," Chatoo added. "Closing the AI adoption gap means addressing not just how people use AI, but how that use is evaluated."

This story was originally featured on Fortune.com more

Career development

 2mo

Industry Advice on Answering 'What Is Your Greatest Achievement?'


Choose a recent accomplishment relevant to the job and career, showcasing qualities the company seeks.

Employers LOVE to ask questions about your greatest professional achievement or accomplishment... and they expect a detailed example or story in the job interview, so you need to be prepared.

From my years in the recruitment field, I've seen what makes an answer to "What is your greatest... achievement?" stand out.

So, in this article, I'm going to show you how to answer this interview question, with example answers, and more.

Highlights

* Research the specific needs of the company and job and pick a relevant professional achievement that shows you possess the exact qualities the company is seeking.

* Use the STAR method to structure your response and talk about real results and data whenever possible.

* Be prepared for follow-up questions.

Why Do Interviewers Ask "What Is Your Greatest Achievement?"

From a recruiter's perspective, interviewers ask behavioral questions like "What's your greatest professional achievement" to gain a well-rounded understanding of a candidate.

It's a strategic approach designed to show employers:

* How you respond to stress

* Your standards for success

* If you are a high-achiever

* How you approach challenges

* How your values might align with theirs

* Your goal-drive

* Your level of professionalism

Margaret Buj, author of Land That Job, points out:

"What we're trying to understand through these questions is how motivated the candidate is to perform both on the job and within the company."

How to Choose Your Greatest Achievement for Interviews

Follow these steps to determine what type of achievement you should share in the job interview:

1. Pick an accomplishment that's as recent as possible, and somewhat relevant to this job and career

You should pick an accomplishment that has happened recently in your career and demonstrates that you're a great job candidate for the position that you want now.

If your most impressive accomplishment was five years ago, you can still use it. But I'd encourage you to think about whether you have a similar accomplishment from the past one to two years, perhaps in your last job.

Hiring managers tend to appreciate recent work experience more than distant experience.

2. Pick a professional achievement even if employers don't specifically ask for one

Sometimes employers will ask for your greatest professional achievement, and sometimes they'll leave it open to interpretation and simply say, "What is your greatest achievement?" No matter how they phrase the question, keep your answer focused on a professional achievement.

This is because employers typically favor candidates who can demonstrate success in their professional lives since this suggests a proven track record of industry-relevant accomplishments.

By focusing on professional achievements, you showcase your commitment to your career and ability to deliver results that could be beneficial to the potential employer, setting a clear and relevant context for your capabilities.

Example Professional Achievements

* Increased sales or revenue

* Improved efficiency or productivity

* Launched or grew a new initiative

* Solved a complex problem

* Mentored or trained others

* Exceeded goals or targets

* Received awards or recognition

* Published work or presented at conferences

If you have no professional achievements

If you're job searching with no work experience, then your academic experience is the closest thing you have. In this case, you should give an example of your greatest achievement from a class project, academic studies, or internship.

Example Achievements

* Presented research findings at a conference or published a paper in a scholarly journal

* Graduated with honors or received academic awards

* Organized a successful fundraising event

* Held a leadership position in a student organization

* Successfully completed a demanding volunteer project

* First in your family to graduate with a degree

Tips on How to Answer: "What Is Your Greatest Achievement?"

From my time in the industry, I know 'What is your greatest achievement?' can make or break an interview. Here are my best tips for a standout response:

1. Use the STAR Method

When answering any behavioral interview questions such as this, it's best to organize your response with the STAR Method, which is short for Situation, Task, Action, and Result.

This is a way to structure your answer to ensure hiring managers can follow your story and to make sure you don't get sidetracked when explaining the achievement.

* Situation: You start by explaining the general situation. Were you in a previous job? Which role? How long ago did this happen?

* Task: Explain your specific responsibility or goal within that situation. What were you tasked with achieving?

* Action: Detail the specific initiatives you took to address the challenge.

* Result: Emphasize the positive outcome of your actions. Quantify your impact whenever possible.

That's the best way to explain your greatest accomplishments to ensure that you don't give a long-winded answer that's too confusing to follow.

PRO TIP

When explaining the result, show exactly what you achieved and why it was a significant accomplishment. How did it help you? How did it help your team or your employer at the time?

2. Tailor Your Answer to the Job

To truly impress the interviewer, adapt your answer to fit the specific job description and company culture.

Identify the key skills and experience the company is looking for, and choose an achievement that showcases how you possess those specific qualities.

By tailoring your response to the specific needs of the company and job, you'll show the interviewer that you've done your research and understand how your achievements translate into value for them.

EXPERT ADVICE

Dr. Kyle Elliott, MPA, CHES

Tech & Interview Career Coach

caffeinatedkyle.com

How do I select and frame my greatest achievements for interviews?

Before selecting which achievements to share during your interview, review the job posting for clues on how to frame your responses. You want to use the position to shape how you share your accomplishments, not the other way around. If you led a large team in executing a first-of-its-kind digital product launch, the aspects of the accomplishment you focus on will vary depending on whether you're targeting an individual contributor or management role, digital or physical product position, etc.

3. Be Confident

Interview questions that require you to brag about yourself aren't easy, but you need to be ready to sound confident and show off your accomplishment. This isn't the time to be humble or timid.

When employers ask, "What is your greatest professional achievement?" they want you to sound passionate, proud, and confident. So think about a great professional achievement that you'd be genuinely excited to talk about. That's the best way to make sure you have the right level of energy when giving your answer.

4. Practice Your Answer

Nothing comes out perfect the first time - so make sure to practice a few times! Go over the key points you want to share, and make sure you can explain the story clearly and concisely. Aim for 60-90 seconds.

Note: I don't recommend memorizing word-for-word. That's a good way to panic in the interview, forget a piece, and make a mistake. Instead, I'd think of your story as a series of key points to talk about (the STAR method is useful here) and make sure you can remember to hit each point and transition smoothly between them.

"Tell Me Your Proudest Accomplishment or Greatest Achievement" Example Answers

Now that you have a general idea of what to do when you answer these questions about your proudest accomplishments/achievements, let's look at some example answers for different industries:

Tech

"In my previous role as a software developer at Nexxus Technologies, our team was tasked with developing a new feature for our flagship product.

My responsibility was to lead the backend development and ensure seamless integration with existing systems. I conducted thorough research, collaborated closely with the frontend team, and implemented an efficient API.

As a result of my efforts, our product's performance increased by 40%, leading to higher user satisfaction and a 20% increase in customer retention. I believe my experience in optimizing backend systems aligns well with the emphasis on performance and customer satisfaction at ApexAI."

Healthcare

"During my time as a registered nurse at Evergreen Valley Hospital, I encountered a challenging case of a patient with complex medical conditions requiring coordinated care.

I organized interdisciplinary meetings, ensured clear communication among team members, and provided emotional support to the patient and family. Through effective collaboration and compassionate care, we successfully stabilized the patient's condition, improved their quality of life, and received heartfelt appreciation from the patient's family for our dedicated support.

My ability to provide comprehensive care and foster positive patient outcomes could contribute significantly to the patient-centered approach at Bayside Medical Center."

Finance

"As a financial analyst at DEF Investments, I was entrusted with analyzing investment opportunities and optimizing portfolio performance. I conducted in-depth financial analysis, identified underperforming assets, and recommended strategic reallocation of funds based on market trends and risk assessment.

By implementing the proposed portfolio restructuring, I achieved a 15% increase in overall returns for the client, surpassing their investment objectives and strengthening the company's reputation for delivering exceptional financial expertise.

I am confident that my track record in delivering strong returns and strategic financial planning aligns with the goals of maximizing profitability and minimizing risk at Northgate Financial Group."

Hospitality

"As a hospitality manager at EFG Resort, I faced the challenge of improving guest satisfaction scores and increasing revenue in our food and beverage department.

I conducted market research, collaborated with chefs to create a diverse and appealing menu, implemented streamlined workflows, and provided ongoing training and feedback to the staff. Through these efforts, we saw a significant increase in guest satisfaction scores by 25% and a 20% rise in revenue within four months, positioning EFG Resort as a top culinary destination in the region.

I am excited about the opportunity to bring my expertise in enhancing guest experiences and driving revenue growth to Serenity Bay Resort to further elevate its reputation in the hospitality industry."

Education

"As a teacher at GHI High School, I encountered a group of struggling students in my mathematics class who were falling behind in their coursework. I implemented personalized teaching strategies, conducted extra tutoring sessions, and provided additional resources to cater to diverse learning needs.

Through dedicated support and tailored interventions, all the students showed remarkable improvement, with an average grade increase of two letter grades by the end of the semester.

I am passionate about fostering academic success and believe my commitment to student growth would be a valuable asset to Central City Academy's mission of providing quality education and empowering students to reach their full potential."

Follow-Up Questions

"What Is Your Greatest Achievement?" isn't just a question that the interviewer asks and then moves on from. So don't panic if they ask for more details or continue with related follow-up questions.

If you hear a follow-up question like, "Oh, tell me more about ___," it's a sign you gave a great answer. That's why the interviewer wants to know more.

So, when you prepare for your interview, you should think about the questions they're most likely to ask you AFTER you share your biggest achievement. What piece of the story are employers likely to want more information about? What might they not understand the first time you tell it?

If you follow the steps outlined in the article, you'll have a great answer any time an employer asks, "What is your greatest achievement?" and other similar interview questions. more
2   

  • Carol Lawrence

    1d

    interesting

  • Kahutia Hernandez

    1mo

    Hi there. How are you doing today. I just need a lil’ help connecting me to your school colleagues 🔴. I wanna assist them to crush their assignments... and get top grades ‘cause I’m solid in:

    Marketing
    Psychology
    Econometrics
    Social work
    Nursing/Health Sciences
    Engineering
    Business/Management
    English/Literature/Creative Writing

    You wanna hook me up with them so I can help ‘em soar with my assignment writing skills.

    Regards     more

Career development

 1d

AI Job Application Assistant


I'm building a Chrome extension that streamlines my job-hunting workflow end-to-end. After the first-time prompt where the user enters their name and uploads a base résumé, the extension should automatically grab the Job Description directly from the active job-listing page on LinkedIn, Indeed, or Glassdoor. Using the OpenAI API it must then: * Generate a résumé version that mirrors the JD's... keywords and priorities while retaining factual accuracy. * Draft a concise, role-specific cover letter that aligns with both the tailored résumé and the JD. Each submission is logged so I can track every application later on a lightweight companion website (not inside the extension). The database, powered by Supabase, stores at minimum the application number, date, company name, job title, full JD, the tailored résumé, cover letter, and application status. Koyeb will host the backend functions and scheduling jobs. Deliverables 1. Production-ready Chrome extension (.zip) with source code. 2. Supabase schema and secure API endpoints that the extension calls to create, update, and retrieve application records. 3. Koyeb deployment scripts / Docker files for any backend functions. 4. Clear README covering setup, environment variables (OpenAI key, Supabase credentials), and publishing steps to the Chrome Web Store. Acceptance is based on a live demo: enter a résumé once, visit a LinkedIn, Indeed, or Glassdoor listing, click a single button, and receive the customized résumé + cover letter while seeing the entry appear instantly in the web dashboard. more

Career development

 1d

Concise Work Experience CV


I need a CV specialist to reshape the Work Experience section of my résumé. The rest of the document is in decent shape, but the employment history reads more like raw notes than a clear story. What I'm after is a brief, high-impact overview that shows progression and key achievements without turning into a wall of text. You'll receive: * My current CV (Word) * A short set of notes that explain... each role, the dates, and the stand-out accomplishments I believe matter most. You'll deliver: * A revised Work Experience section that flows smoothly and fits on one page when combined with the rest of the CV. * Final files in both editable Word and PDF formats. Tone should remain professional yet approachable, with strong action verbs and quantified results whenever they make sense. Please keep jargon to a minimum and avoid repeating points already covered in the Skills or Summary sections. If you have questions, feel free to ask before you begin so we can keep revisions light. more

Career development

 1d

Rabbi Weissman: De-HUMAN-izing.....


The Dreaded Shidduch Résumé, If Shidduch Profiles Were Honest, and recent anecdotes

In 2018, before I was banned by the Times of Israel for writing against the perversity movement, I published a lengthy article called "An End to Shidduch Résumés". It begins as follows:

When I was growing up, which wasn't that long ago, there was no such thing as shidduch résumés or profiles. Proponents of the... "shidduch system" will one day argue that it was always done this way, dating back to the idyllic shtetls in Europe, where the Torah was given to the Jewish people and our traditions officially began. This is the way Jews always got married, we will be told. This is the way it is, this is the way it always was, and this is the way it must always be

.

My memory serves me correctly. I did an online search, and shidduch résumés did not become widely used until 2004. Prior to 2004 there is nary a single online result to the term "shidduch résumé" or "shidduch profile." If shidduchim were always conducted this way -- as so many proponents of the "system" would have us believe -- one can only wonder why shidduch résumés didn't exist 30 years ago, let alone 3000. They had paper back then, too.

The outbreak of the shidduch résumé virus began a mere 14 years ago, but it has spread like wildfire ever since, and has overtaken virtually the entire Orthodox Jewish world. Whoever says the shidduch world cannot change is clearly proven wrong. It has undergone an extremely radical change (with shidduch résumés being only one part of that), in a relatively short span of time.

Virtually no parent of marriageable-age children used a shidduch résumé themselves. Those who pay lip service to "Da'as Torah" to stifle criticism of the "system" must acknowledge that no Rosh Yeshiva or Gadol has ever used one. The introduction of shidduch résumés into the "system" is actually more recent than my creating EndTheMadness to bring sanity and true Torah values back to the shidduch world. When I first began writing and speaking out about the shidduch world, shidduch résumés were almost entirely unheard of, if they even existed at all!

A mere 14 years later and you will be hard-pressed to find any Orthodox singles who do not have one. An entire generation is being taught that they must have a shidduch résumé, and anyone who doesn't might as well take a lifetime lease on a bachelor pad. Singles today under the age of 30 do not even remember a world without shidduch résumés. It is all they know and the only option ever presented to them.

Fourteen years represents a generation of singles, and it is ample time to determine the results of a social experiment of this magnitude. It is time to lay it all on the table and decide if shidduch résumés help the situation or hurt the situation -- and if they should continue to be used, or eliminated.

The rest of the article is available here.

The rest of this post is available HERE and much more. more

Jamie Bowen


Career development 2w
I hired a new team member, he’s about 40. At the interview he seemed polite and easy to talk to, and for the first two weeks he worked well with clients. But lately he’s been getting more and more irritable, and even started snapping at customers. I understand he might be tired from a new job, but I’m not sure, will he settle down soon? Or will it get worse, and should I start looking for someone... who handles people better?
What do you think?

 more
5   

  • Hakizimana Themistocle

    1d

    In any case, this guy must not irritate the client. He must use possible psychology to correctly guide and get along with the client, and that is what... characterizes a good worker. I advise you to talk with this 40-year-old man and give him strict instructions again and change his methodology for addressing the client in order to achieve good results. Otherwise, your employee is not qualified.
     more

  • Karen Bowser

    1w

    Greetings. Have you addressed this with him? Sometimes we can become irritable and all because of personal things in our life and they can wind up... spilling over into our workspace. It is best to address this with him now. give him your expectations and if he does not meet them, then allow him to bow out gracefully.😇 all the best to you and I hope it works out. more

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Career development

 1d

U.S. Recruitment Market Size, Share, & Growth, 2034


U.S. Recruitment Market Size, Share, Trends & Growth Forecast Report By Service Type, By Recruitment Channel, and By Country (California, Washington, Oregon, New York & Rest of the United States) - Industry Analysis and Forecast, 2026 to 2034

The U.S. Pet Care Market was valued at USD 2.69 billion in 2025, is estimated to reach USD 2.88 billion in 2026, and is projected to reach USD 4.93 billion... by 2034, growing at a CAGR of 6.94% from 2026 to 2034.

The recruitment is to identify, attract,t screen, and hire talent for organizations across diverse industries. The labor force demographics and economic cycles dictate hiring velocity and candidate availability. Furthermore, the Society for Human Resource Management notes that the average time to fill a position has increased to over 40 days in recent assessments, reflecting the increasing difficulty of securing qualified candidates. The proliferation of remote work arrangements has expanded the geographical scope of recruitment, allowing employers to access national talent pools rather than being confined to local markets. Technological advancements, such as artificial intelligence and applicant tracking systems, ms have streamlined screening processes but also introduced new complexities regarding bias and data privacy. Regulatory frameworks governing employment equality and wage transparency that further shape operational strategy require recruiters to maintain rigorous compliance standards.

MARKET DRIVERS

Persistent Labor Shortages in Specialized Sectors

The persistent labor shortages in specialized sectors, such as healthcare technology and skilled trades, are compelling organizations to rely on external expertise to fill vacancies, which is majorly boosting the growth of the United States recruitment market. The mismatch between available skills and job requirements creates intense competition for qualified candidates, forcing companies to engage recruitment agencies for their extensive networks and sourcing capabilities. As per the United States Bureau of Labor Statistics, there were approximately 8.9 million job openings in recent months,s while the number of unemployed persons remained significantly low,, er indicating a tight labor market. In the healthcare sector, specifically the American Hospital Association projects a shortage of up to 124000 physicians by 2034, driving hospitals to partner with specialized staffing firms to secure medical professionals. Similarly, the technology industry faces a deficit of cybersecurity and software engineering talent,, prompting firms to offer premium fees to recruiters who can identify passive candidates. This scarcity empowers candidates to demand higher wages and better benefits, increasing the complexity of negotiations. Recruiters add value by conducting market analysis and advising clients on competitive compensation packages. The urgency to maintain operational continuity despite staffing gaps ensures sustained demand for recruitment services.

Adoption of Artificial Intelligence in Talent Acquisition

The widespread adoption of artificial intelligence in talent acquisition by enhancing efficiency, accuracy, and scalability in the hiring process is majorly fuelling the growth of the United States recruitment market. AI-powered tools automate repetitive tasks, such as resume screening, candidate sourcing, and initial assessments, allowing recruiters to focus on strategic engagement and relationship building. The spending on cognitive and AI systems in human resources is projected to grow substantially, likely reflecting the industry's shift to data-driven decision-making. These technologies utilize natural language processing to match candidate profiles with job descriptions more effectively, reducing time to hire and improving quality of hire. Predictive analytics help identify candidates likely to succeed and stay long-term, lowering turnover rates and associated costs. Chatbots provide immediate responses to applicant inquiries, enhancing candidate experience and maintaining engagement throughout the pipeline. The ability to process vast amounts of data enables recruiters to uncover passive talent pools that were previously inaccessible. Furthermore, AI helps mitigate unconscious bias by focusing on skills and qualifications rather than demographic factors,s although careful monitoring is required. The competitive advantage gained through faster and more precise hiring processes motivates organizations to invest in advanced recruitment technologies.

MARKET RESTRAINTS

Economic Uncertainty and Hiring Freezes

The economic uncertainty and periodic hiring freeze are causing fluctuations in demand for staffing services and creating volatility in the revenue stream, hindering the growth of the United States recruitment market. During periods of economic downturn or inflationary pressure, organizations often reduce headcount or pause recruitment to control costs, directly impacting the volume of placements made by agencies. The economic indicators, such as interest rate hikes and consumer spending declines, influence corporate confidence, leading to cautious hiring practices. In the technology sector, several major companies implemented layoffs and hiring freezes in recent years,s resulting in a surplus of available talent but a sharp decrease in job openings. This contraction reduces the need for external recruitment support as internal teams manage remaining workflows or rely on existing employee referrals. Temporary staffing volumes also decline as companies delay expansion projects or reduce operational hours. The unpredictability of economic conditions makes it difficult for recruitment firms to forecast demand and allocate resources effectively. Long-term contracts may be renegotiated or cancelled, further destabilizing income. Additionally, the shift toward contingent workforce models during uncertain times may offer some resilience but often at lower margins.

Regulatory Compliance and Data Privacy Concerns

The stringent regulatory compliance and data privacy concerns, imposed by complex legal obligations that increase operational costs and liability risks, are also hindering the growth of the United States recruitment market. Recruiters must navigate a web of federal and state laws governing equal employment opportunity, wage transparency,y and background checks, ensuring that hiring practices do not discriminate against protected groups. The thousands of discrimination charges are filed annually, requiring organizations to maintain meticulous records and adhere to strict procedural standards. The introduction of salary history bans in multiple states restricts the information recruiters can request during initial screenings, complicating compensation negotiations. Furthermore, data privacy regulations such as the California Consumer Privacy Act mandate secure handling of candidate personal information, including resumes and contact details. Non-compliance can result in severe fines and reputational damage, discouraging aggressive data collection practices. The need for regular audits and legal consultations adds to the administrative burden,s particularly for smaller agencies with limited resources. Cross-border recruitment efforts face additional hurdles due to varying international privacy laws. The complexity of maintaining compliant algorithms in AI-driven tools also poses challenges, as biases must be continuously monitored and corrected.

MARKET OPPORTUNITIES

Expansion of Remote and Hybrid Work Models

The expansion of remote and hybrid work models by eliminating geographical barriers and expanding the talent pool to a national scale is setting up new opportunities for the growth of the United States recruitment market. Organizations are no longer restricted to hiring candidates within commuting distance by allowing them to access diverse skill sets. As per a study, approximately 40% of employees in the United States work at least part of the time remotely, creating a sustained demand for recruiters who specialize in virtual onboarding and distributed team management. This shift enables recruitment firms to offer broader search mandates and connect employers with niche talent in regions with lower labor costs. Remote work also appeals to candidates seeking flexibility, increasing the attractiveness of roles and improving acceptance rates. Recruiters can leverage digital platforms to conduct virtual interviews and assessments, streamlining the process and reducing time to hire. The need for specialized skills in managing remote teams,s such as digital collaboration and communication, further drives demand for targeted recruitment services. Additionally, the rise of digital nomad visas and international hiring possibilities opens new avenues for global talent acquisition.

Growth in Diversity, Equity, and Inclusion Initiatives

The growth in diversity,rsity equity, and inclusion initiatives by driving demand for specialized sourcing strategies that prioritize underrepresented talent is also to create new opportunities for the growth of the United States recruitment market. Organizations are increasingly committed to building diverse workforces to enhance innovation and reflect customer demographics, leading to dedicated budgets for DEI-focused recruitment. Recruiters play a crucial role in identifying and engaging diverse candidates through targeted outreach partnerships with minority professional organizations and unbiased screening techniques. The development of blind recruitment processes and diverse interview panels helps mitigate bias and ensures fair evaluation. Training programs for hiring managers on inclusive practices further embed DEI principles into the recruitment lifecycle. Agencies that demonstrate expertise in delivering diverse slates of candidates gain a competitive advantage and build long-term partnerships with progressive employers. The emphasis on transparency and accountability in hiring metrics creates opportunities for data-driven consulting services.

MARKET CHALLENGES

Candidate Experience and Engagement Retention

The candidate experience and engagement retention by influencing employer brand reputation and offer acceptance rates is to act as a major challenge for the growth of the United States recruitment market. The candidates often evaluate potential employers based on the responsiveness, transparency, and professionalism of the recruitment process. As per CareerBuilder, nearly 60% of job seekers report having a poor experience during the application process, which can lead to negative reviews and withdrawal from consideration. Lengthy approval processes, as well as a lack of feedback and impersonal communication, frustrate applicants,s causing them to accept competing offers. Recruiters struggle to maintain consistent engagement with passive candidates who may be simultaneously exploring multiple opportunities. The high volume of applications generated by online job boards requires efficient filtering without sacrificing personal touch. Automated systems sometimes fail to recognize qualified candidates, leading to missed opportunities and dissatisfaction. Building trust and rapport in a virtual environment is difficult,t requiring recruiters to invest significant time in relationship building. Negative candidate experiences can damage an organization's employer brand, nd making future recruitment efforts more challenging. Additionally, the expectation for immediate responses and seamless digital interactions raises the bar for service quality.

Skills Mismatch and Rapid Technological Obsolescence

The skills mismatch and rapid technological obsolescence, by creating a gap between candidate capabilities and employer requirements, are also impeding the growth of the United States recruitment market. The pace of technological advancement means that specific technical skills become outdated quickly, requiring continuous learning and adaptation from the workforce. As per the World Economic Forum, half of all employees will need reskilling by 2025 as adoption of new technologies increases the difficulty in finding candidates with current relevant expertise. Recruiters face the challenge of identifying individuals who possess not only technical proficiency but also the agility to learn new tools rapidly. Traditional qualification metrics such as degrees may no longer accurately predict job performance, leading to reliance on practical assessments and portfolios. The scarcity of experts in emerging fields such as artificial intelligence, blockchain, and quantum computing drives up salary expectations and extends the time to fill. Employers often have unrealistic expectations regarding candidate readiness, leading to prolonged search cycles. Recruiters must educate clients on market realities and advocate for flexible hiring criteria that prioritize potential over exact experience. The need for ongoing upskilling partnerships with educational institutions adds complexity to the recruitment ecosystem.

REPORT COVERAGE

SEGMENTAL ANALYSIS

By Service Type Insights

The permanent staffing segment accounted for a dominant share of the United States recruitment market in 2025, with the fundamental organizational need to build stable, long-term workforces that foster institutional knowledge and cultural cohesion. Companies prioritize permanent hires for core roles to ensure continuity and reduce the administrative burden associated with frequent turnover. As per the research, the average cost per hire for permanent employees is significant, yet organizations view this investment as essential for sustaining competitive advantage and operational stability. Employers in sectors such as healthcare, education, and professional services rely heavily on permanent staff to maintain consistent service delivery and client relationships. The emotional and financial commitment involved in permanent hiring encourages rigorous screening processes, where recruitment agencies add substantial value through vetting and assessment. Additionally, tax incentives and regulatory frameworks often favor established employment relationships over contingent arrangements. The prevalence of leadership and specialized technical roles that require deep integration into company strategy also drives demand for permanent placement services. Consequently, the strategic importance of retaining top talent and building a dedicated workforce cements permanent staffing as the largest revenue-generating segment in the recruitment industry.

The temporary and contract staffing segment is growing at an anticipated CAGR of 8.3% during the forecast period, with the increasing flexibility required by modern businesses to manage workload fluctuations and project-based demands. Organizations are shifting toward agile workforce models that allow them to scale labor up or down without the long-term commitments of permanent hires. The staffing industry employs millions of temporary and contract workers daily, reflecting the role these professionals play in maintaining operational efficiency. The rise of the gig economy and remote work has normalized short-term engagements, making it easier for companies to access specialized skills for specific durations. This model reduces overhead costs related to benefits and training while providing immediate expertise in areas such as information technology, creative services,s and logistics. Economic uncertainty encourages firms to prefer variable labor costs over fixed salaries, allowing them to adapt quickly to market changes. Furthermore, the difficulty in finding permanent talent for niche roles leads companies to engage contractors for a trial period before potential conversion. The ability to bridge skill gaps rapidly during peak seasons or digital transformation projects drives sustained demand.

By Recruitment Channel Insights

The online platforms and job boards segment was the largest by holding 34.8% of the United States recruitment market share in 2025 due to their unparalleled reach, accessibility,lity and ability to connect employers with a vast pool of active and passive candidates instantly. The digitalization of job search behaviors has made online portals the primary method for individuals to discover opportunities and for recruiters to source talent efficiently. These platforms offer advanced filtering capabilities, allowing recruiters to narrow searches by location, skill, experience,ce and education level, vel thereby reducing time spent on manual screening. The integration of applicant tracking systems with major job boards streamlines the application process by enabling seamless data transfer and candidate management. Large aggregators such as Indeed and LinkedIn provide extensive databases that enhance visibility for job postings across diverse industries. The cost-effectiveness of digital advertising compared to traditional media allows even small businesses to compete for talent. Mobile optimization ensures that candidates can apply from anywhere, increasing engagement rates. The ability to analyze metrics, such as click-through rates and application sources, helps optimize recruitment strategies.

The social media and professional networking sites segment is expected to witness the fastest CAGR of 12.3% from 2026 to 2034, with the ability to engage passive candidates and build employer brands through interactive content. Unlike traditional job boards, these platforms facilitate direct communication and relationship building,g allowing recruiters to tap into talent pools that are not actively seeking new roles. As per LinkedIn data, over 70% of the global workforce consists of passive candidates, who are more likely to respond to personalized outreach on professional networks than to generic job advertisements. The visual and narrative nature of social media enables companies to showcase company culture values and employee testimonials, creating an attractive image that resonates with potential applicants. Features, such as targeted advertising, allow recruiters to reach specific demographics based on interests, behaviors, and professional backgrounds. The viral potential of employee referral programs shared on social platforms amplifies reach organically. Real-time engagement through comments and messages fosters a sense of community and trust.

COMPETITIVE LANDSCAPE

The competition in the United States recruitment market is intense and characterized by a mix of global staffing giants, regional boutique firms,s and emerging technology-driven platforms vying for client contracts and candidate attention. Major players compete on the breadth of their service offerings, speed of placement, and quality of candidate vetting processes. Differentiation is achieved through specialized industry expertise and the ability to provide flexible workforce solutions such as temporary staffing and recruitment process outsourcing. Price competition is significant in high-volume, low-skill segments, while value-added services dominate in executive search and specialized technical roles. The rise of direct hiring platforms and professional networking sites poses a threat to traditional agencies by enabling companies to source candidates independently. To counter this, agencies are investing heavily in technology to offer superior data insights and automation capabilities. Customer retention relies on building strong relationships and demonstrating consistent performance in meeting hiring targets. Regulatory compliance and ethical recruitment practices also influence competitive dynamics as clients prioritize risk mitigation.

KEY MARKET PLAYERS

Some of the companies that are playing a dominating role in the U.S. recruitment market include

* Robert Half International Inc.

* ManpowerGroup Inc.

* Randstad USA

* Adecco Group North America

* Allegis Group, Inc.

* Kforce Inc.

* Kelly Services, Inc.

* ASGN Incorporated

* Korn Ferry

* Hays plc

* ADP, Inc.

* TrueBlue, Inc.

TOP LEADING PLAYERS IN THE MARKET

* Randstad North America Inc is a prominent player in the United States recruitment market, offering comprehensive staffing solutions across various industries,s including technology,gy healthcare, and finance. The company leverages its extensive global network to connect employers with qualified candidates for both temporary and permanent positions. Recent actions include significant investments in digital platforms and artificial intelligence tools to enhance candidate matching and streamline the hiring process. Randstad has expanded its managed services programs to help large enterprises optimize their contingent workforce strategies. The company focuses on upskilling initiatives to prepare workers for evolving job requirements,s ensuring a steady supply of talent.

* Adecco Group North America contributes significantly to the United States recruitment market by providing workforce solutions that address the dynamic needs of modern businesses. The company specializes in temporary staffing, permanent placement,t and outplacement services, catering to diverse sectors such as manufacturing, logistics, and professional services. Recent actions involve the development of innovative digital ecosystems that facilitate seamless interaction between clients and candidates. Adecco has launched specialized training programs to bridge skills, particularly in technology and engineering fields. The company emphasizes diversity and inclusion initiatives to help organizations build equitable workforces. Strategic partnerships with educational institutions enable an early talent pipeline, ensuring a continuous flow of qualified applicants.

* ManpowerGroup Inc plays a vital role in the United States recruitment market through its flagship brand Manpower and specialized subsidiaries like Experis and Talent Solutions. The company offers expert guidance in talent discovery, coverage assessment, and development,t helping organizations navigate complex hiring challenges. Recent actions include the expansion of its right talent, right time methodology, which uses predictive analytics to anticipate workforce needs. ManpowerGroup has invested heavily in reskilling and upskilling programs to support career transitions and lifelong learning. The company focuses on creating inclusive workplaces by promoting diverse hiring practices and supporting underrepresented groups. Its global insights and local expertise allow for tailored solutions that meet specific industry demands.

TOP STRATEGIES USED BY KEY MARKET PARTICIPANTS

Key players in the United States recruitment market primarily focus on leveraging artificial intelligence and machine learning to automate screening processes and improve candidate matching accuracy. Companies are increasingly investing in employer branding services to help clients attract top talent through compelling narratives and social media engagement. Strategic acquisitions of niche staffing firms allow organizations to expand their specialized offerings in high-demand sectors such as technology and healthcare. Development of proprietary digital platforms enhances user experience by providing seamless application tracking and communication tools. Emphasis on diversity, equity, and inclusion initiatives helps clients build representative workforces and meet regulatory standards. Upskilling and reskilling programs are integrated into service offerings to address skills gaps and ensure long-term employability.

MARKET SEGMENTATION

This research report on the U.S. recruitment market is segmented and sub-segmented into the following categories.

By Service Type

* Permanent Staffing

* Temporary and Contract Staffing

* Recruitment Process Outsourcing

* Executive Search

By Recruitment Channel

* Online Platforms and Job Boards

* Social Media and Professional Networking Sites

* Recruitment Agencies

* Company Career Websites

* Employee Referral Programs more

Career development

 1d

Bank Bags Award For Youth Employment Drive


Polaris Bank has been recognised for its contributions to youth employment and workforce development in Nigeria, having been named the Private Sector Champion at the 2026 Jobberman Partners' Convening.

The award was presented in recognition of the bank's efforts to advance youth employability through recruitment initiatives, graduate trainee programmes, executive hiring support, candidate... assessment, and strategic partnerships aimed at creating sustainable career opportunities for young Nigerians.

Organised by Jobberman, a recruitment and career development platform, the annual convening brought together stakeholders from the private sector, development organisations, and other industry leaders to explore practical, scalable solutions to Nigeria's youth unemployment challenge.

Speaking on the recognition, Polaris Bank's Head of Talent Management, Cynthia Sanyaolu, said the award underscored the bank's commitment to empowering young Nigerians and strengthening the nation's workforce through people-focused initiatives.

She said, "This recognition reflects Polaris Bank's unwavering belief in the potential of Nigerian youths and our commitment to building platforms that enable them to thrive professionally and economically.

"At Polaris Bank, we see talent development and youth empowerment as critical drivers of national growth and sustainable development."

The convening, themed, "From Impact to Action: Collectively Designing the Future of Youth Employment in Nigeria," emphasised the need for stronger collaboration between the private sector and other stakeholders to expand access to meaningful jobs and equip young Nigerians with skills needed to succeed in a rapidly evolving economy.

Jobberman commended Polaris Bank for going beyond transactional partnerships to deliver measurable impact within Nigeria's employment ecosystem, describing the bank as a purpose-driven institution committed to supporting the future of work in the country.

Over the years, Polaris Bank has continued to invest in initiatives that promote learning, career advancement, workforce inclusion and economic empowerment.

The bank's flagship programmes, including the Polaris Graduate Intensive Training (PGIT) and Polaris Tech Ignite Training (TechIGNITE), have provided young professionals with opportunities to build careers in the banking and technology sectors while contributing to national development. more

Mildred Priest


Career development 6d
Question for recruiters: Would you hire a VERY self-confident candidate? He made a good impression in the interview, and according to references he’s an excellent specialist. But I felt he was a bit arrogant and too independent. I wouldn’t want him to create problems in our well-coordinated team. What do you think?
2   

  • Douglas Garnett

    1d

    Without understanding at all what the business itself is... could it be a mcdonalds that just needs a well oiled machine that has every step in place... and doesnt want innovation from employees? Because that would make sense for not wanting standout people more

  • Josephine Grey

    3d

    Probation will give you time to find if it's deserved confidence or toxic arrogance

    1
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