Terry Swift


Career development 4d
Hi! Is every job interview this weird now or was I just unlucky? Yesterday I went to an interview at an insurance company and they asked me “What can you do with a regular pencil?” So I started coming up with random ideas.
Then they asked “What’s the difference between a yeti’s ears and a human’s ears?”.
I was shocked. Is this really how they choose candidates now?

1   

  • Randall Giancaterino

    1h

    I would have responded "First tell me this: Why does my insurance go up every 6 months?" :)
    They are trying to test your creative, think -on-... your-feet skills, apparently.  more

  • Nontobeko Sabela

    2d

    I think they were trying to see your level of thinking and that if you’re capable of resolving problems testing your skills

    1
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Anonymous member


Career development 2d
I’ve been working at a bank for four months. During this time, they’ve sent me to corporate training three times. The problem is that the training lasts two days and takes place on weekends. So I work all week, then spend Saturday and Sunday at training until 4-5 p.m. and on Monday I go back to work again. I’m really tired and don’t get any proper rest. Is it even legal to make employees work on... weekends like this? more
1   

  • Marijana Babic

    1h

    Croatia has a law that an employee has to have rest at least complete 24 hours. Look for it in your state’s Labour act.

  • Kerry Kennard

    22h

    Like Daniel said,
    Look at it as career development and gain new knowledge staying up with some trends, etc.
    I definitely understand being tired....
    I’ve studied music most of my life.
    I’m usually up at 7 a - until 11 pm - sometimes 12 midnight!!

    last week I was lucky to get into this one Music conference. I learned a lot and met some other great musicians and music Bus people.

    Like others have said here, Enjoy what you’re doing. There may be more later in the year. When I was a musician on a cruise ship, as part Crew, We, Are Musicians and our crew Had to keep up with Maritime laws like every three or four months, Do the test on computers.
    Even my teaching at MAA - there’s training they require.
     more

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fred wandwasi
Career development 1d
Hello there
I have been working with a company for close to 15 years. It encourages you to go back to school to elevate your self Academically But when it comes to promotions every one knows you have to be connected politically. i wanna exist but there's that fear roaming around my Exist door. Any Advice related to this is welcome
3   

  • Ronda Usrey

    7h

    I have found that out it is vary sad that employers will not look at more people that are older

  • Gladys E. Bustos

    48
    18h

    How do you stand out? Is it noticeable? If not why? Be well rounded. Nowadays you can take classes online and obtain certs. What's the issue? The... owner could die, sell his business etc.  more

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Jennifer Kissi
Career development 3d
my recent job is offering me a lower salary though i have an experience in the role. calculating my day-today- expenditure means that i can't save. any advise on how to persuade the HR to do something about it?
1   

  • Robert Heazlit

    5
    1d

    Don't get too addicted to comfort. Discomfort is an asset. It can help you innovate, build mental strength and greater awareness. It can show you... that where you are isn't where you need to be. If we are honest with ourselves about expenses we all can find 1 or 2 places where we spend too much on comfort. If we choose little sacrifices now you reduce the risk of making sacrifices later in life. The only thing you can control is your own behavior. Trying to control anything beyond that is energy wasted that can be better used to focus inward. To whoever said being employed is slavery knows nothing of slavery. Its disrespectful to the truly enslaved people in the world. A job is a contract. You accept an offer. You show up and give the employer what they expect for what they offered you. If the terms of that agreement become untenable, then you are free to leave and enter into another contract with someone else. That isn't slavery, that is a choice you make.  more

  • Robert Heazlit

    5
    1d

    Is this a new job and you accepted the salary upon hire, or did they reduce your salary recently? How much experience do you have in the role? How... have you succeeded in that role. Success in a role usually means you get some leverage when negotiating salary. If this is a new job, you may have experience in the role but not experience in the company. In short, they don't know you yet. So you can, get to work, prove your value and approach HR once you have accomplished something you can present to justify the bump. In the meantime, keep your resume out there and maybe something better will turn up. Not being able to save is another discussion. Most people that have decent jobs are able to save something if they live within the means of their income. So that means you need to take a hard look at your expenses. Is your car payment over 400? sell it, trade it...get that down. Make your own coffee. Don't eat out, or eat out less. Cancel some subscriptions. Control what you can more

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Career development

 10h

The Power Of The Best Outplacement Managers


In today's ever-evolving job market, layoffs and job losses are unfortunately common occurrences. When a company needs to downsize or restructure, it can be a stressful and challenging time for both employees and employers. This is why the role of outplacement managers is so crucial. Outplacement managers are professionals who provide guidance and support to individuals who have been laid off or... are in the process of exiting a company. Their goal is to help these individuals navigate their transition period and find new employment opportunities.

So, what makes a great outplacement manager? What are the qualities and characteristics that set the best outplacement managers apart from the rest? Let's take a closer look at some of the key attributes that make these professionals truly stand out.

1. Empathy and compassion: One of the most important qualities of a great outplacement manager is empathy and compassion. They understand that losing a job can be a traumatic experience for individuals and their families, and they approach their work with sensitivity and understanding. The best outplacement managers are able to connect with their clients on a personal level, showing genuine care and concern for their well-being.

2. Strong communication skills: Effective communication is essential for outplacement managers. They need to be able to clearly communicate information, provide guidance, and offer support to their clients. The best outplacement managers are great listeners who can empathize with their clients' situations and offer constructive feedback and advice.

3. Resourcefulness and problem-solving skills: Outplacement managers need to be resourceful and have strong problem-solving skills to help their clients navigate the job market. They should be able to identify their clients' strengths and weaknesses and help them develop a plan to achieve their career goals. Whether it's updating a resume, practicing interview skills, or networking, the best outplacement managers are able to provide their clients with the tools and resources they need to succeed.

4. Industry knowledge and expertise: The best outplacement managers are experts in their field. They stay up-to-date on industry trends, job market conditions, and best practices for job searching and career development. This knowledge allows them to provide their clients with valuable insights and guidance that can help them land their next job.

5. Positive attitude and motivation: Outplacement managers need to have a positive attitude and be able to motivate their clients during what can be a challenging time. The best outplacement managers are able to inspire confidence in their clients, helping them stay focused and motivated as they navigate their job search.

6. Networking and relationship-building skills: Building relationships and networking are essential skills for outplacement managers. They need to be able to connect their clients with potential employers, recruiters, and other professionals in the industry. The best outplacement managers have a strong network of contacts that they can leverage to help their clients find new opportunities.

7. Flexibility and adaptability: In the fast-paced and ever-changing job market, outplacement managers need to be flexible and adaptable. They should be able to adjust their approach based on their clients' needs and the current job market conditions. The best outplacement managers are able to pivot quickly and find creative solutions to help their clients succeed.

In conclusion, the best outplacement managers possess a unique combination of empathy, communication skills, industry expertise, and motivation. They are able to guide individuals through the challenging process of transitioning to a new job with compassion and professionalism. If you are in need of outplacement services, look for a manager who embodies these qualities and characteristics. By working with the best outplacement manager, you can increase your chances of finding a new job and achieving success in your career.

Remember, when it comes to outplacement services, the best outplacement manager can make all the difference. Choose wisely and invest in your future success. more

Career development

 12h

'Leverage.' 'Reach Out.' 'Circle Back.' The Corporate Jargon We Hate the Most.


We pinged our readers for the terms that really annoy them. The list is long.

An email arrived recently from our IT staff, alerting us to a "zero-day vulnerability" on our devices that would require an immediate update.

Yikes. What exactly did that mean? And was it as bad as it sounds?

So it goes with corporate jargon -- words used in business that rely on buzzwords or forced phrases instead of... plain, concrete speech. The idea is to sound professional or strategic, but more often it just sounds unclear. Or silly.

So we asked some thought leaders (WSJ readers), What corporate jargon do you hate the most? Tell us the word or phrase and why it's your pet peeve.

It got pretty granular. Here are the terms they lashed out at, and why they find them so offensive.

Bandwidth: You're not a router, just say you're busy, pal!

I recall during an all-hands, the CEO announced the elimination of a quarterly planning meeting to "protect everyone's bandwidth." The freed-up two hours were immediately filled by: one new check-in meeting, three "bandwidth review" sessions to discuss how people were using their reclaimed bandwidth, and a mandatory survey about whether people felt less bandwidth-constrained. By week two, people had less bandwidth than before. The CEO sent a note: "Given current bandwidth constraints, we'll discuss the bandwidth situation next quarter."

-- Noa Khamallah, New York

Change agent: This is how a former colleague describes himself on résumés.

While that might be an attractive descriptor to a company looking for an unemotional outsider to "change" (aka whack) half of an organization, it conjures for me someone on the midway at the fair wearing a money belt with pennies, nickels, dimes and quarters.

-- Jeff Houck, Tampa, Fla.

Circle back: I asked someone to do some research and the response was "I'll check it out and circle back to you." Why couldn't they say, "OK, I'll send you my results" or "I will follow up on that"?

-- John Olaynick, West Palm Beach, Fla.

Decision tree: As in, "Let's reach up into our decision tree." It's just stupid!

-- Karolina Nilsson, London

Decisioning: It's a pointless invention to give gravitas to the notion that action or choices should follow. For example, "This is a decisioning meeting." It's completely unnecessary, a misplaced effort to sound more important rather than to do some "real work" and -- I don't know -- make a decision?

-- Yang He, Los Angeles

Deep dive: Every time I hear some C-Suite type utter the dreaded "deep dive," I want to respond, "Oh, really? Not investigate, study, discern, discover, find out about, look into? You had to go with deep dive? Did everyone go to the same M.B.A. program?"

-- John Lydon, Jacksonville, Fla.

Growth mindset: Used mainly as an ambiguous way of describing (or asking for) ambition, it has become a useful tool for senior management to encourage junior employees to improve their performance, without committing to specifics that might lead to a promotion or pay raise.

I experienced this at the hands of a former boss, who, having made the mistake of promising me a pay raise that wasn't in their power to deliver, resorted to urging a greater growth mindset in every subsequent performance review. A totally unmeasurable goal and thus forever out of reach!

-- George Baggaley, London

Hard stop: I used to participate on a weekly call with several of my peers from different departments, all of whom, I estimate, were equally busy and crunched for time. The call was scheduled for one hour. But one person had a propensity to announce to everyone at the beginning of the call that she had a "hard stop" at 2 p.m., so we had to wrap up by that time. It came across as her believing she was busier and more important than anyone else on the call.

-- Scott Knode, Leakey, Texas

Hit the ground running: Early in my career as a new-employee trainer, I witnessed a manager tell this to a group of new hires on their first day, at the start of the onboarding process. They still had hours of meetings and orientation. They had shown up excited and smiling. As soon as they heard those words from the manager, I watched their body language immediately shift from excitement to visible tension.

Later that day, one of the trainees asked me whether they were already behind schedule. It was a lightbulb moment for me: The employee had heard "hit the ground running" not as "be proactive in your training" -- which is how the manager meant it -- but as "you are already late in learning the job."

I passed the feedback along to this manager to speak with more clarity, especially with anxious and easily confused new employees.

-- Ana Goehner, Cary, N.C.

Juice isn't worth the squeeze: I hear this so much every day you'd think I was working at Tropicana. At least they aren't saying "ROI," I guess?

-- Kim Peterson, Vienna, Va.

Lean in: Lean in to what? Are you dancing the Macarena?

I liked the phrase when I first heard it a few years back and when it's used in the context of committing to a strategy or a new initiative. But lately it's used for routine tasks such as "l'm leaning in to finish payroll" or 'I'm going to lean in and have lunch." C'mon!

-- Mike O'Malley, Nashville, Tenn.

Let's take this offline: No, let's discuss it now! Or, if you really want to talk about it later, how about you just say that instead? We are offline right now, we're in a conference room. So what do you mean?

I have one colleague who loves to use that expression when the discussion is heating up. But it's often an issue that needs to be resolved and is a primary purpose for the meeting in the first place. He has used it when we're the only two people in the meeting. Perhaps people who use it are underprepared for confrontation and want to avoid disagreement at any cost.

-- Michael Moore, Portland, Ore.

Leverage: When did this become a thing? "We can leverage the existing PowerPoint deck," for example.

Or maybe we could just use it?

-- Joan Cook, Trenton, N.J.

Move the needle: Ugh. I want to vomit every time I hear this phrase. It does not give you corporate cred. Those of us who heard you are mocking you behind your back on Slack.

-- Madison Zalk, Seattle

Negative growth: This one is tough to beat. Analysts like to say, "All quarters were good for Acme Widgets, except for Q3, when they experienced negative growth in revenue."

-- Greg Summy, Virginia Beach, Va.

Piggyback: As in, "I just want to piggyback on his comment." I can't begin to describe the agony in hearing this line. We can do better than using elementary language, particularly in a corporate setting. I fear we need to read more to build a deeper lexicon.

-- Hiral Patel, St. Louis

Pivot: Usually said by someone who does not want to tell their superior they disagree with their strategy or when a project is going horribly wrong. For example, "John, I really like what you are proposing, but maybe we should pivot and consider outsourcing our production."

-- Ken D'Amato, Boca Raton, Fla.

Probabilistic: In the marketing world, there is "probabilistic" targeting of customers. It means probable, but someone had to make it sound fancy and almost impossible to pronounce. Every time, I want to stop them and tell them to just say "probable."

-- Chris Peterson, Milan

Put a pin in that: This, along with "Let's double-click on that," is just silly speak.

My exposure to this all stems from being around salespeople who were not competent and didn't have a clue in how to sell, so they fell back on trite sayings. They would call to "touch base" which was simply an excuse to talk without genuine purpose with hopes of learning something about a sale in process. It offers zero value to the person you are selling and talking to!

-- Mark Hilborn, Orlando, Fla.

Reach out: This phrase sounds so overblown. "Reach out to Bob in accounting" seems to imply some level of difficulty, like you're trying to get a personal reply from Taylor Swift or something, when it may just be a matter of walking up to Bob's cubicle on the other side of the building.

In short, if you're not AT&T ("Reach out and touch someone") or Neil Diamond ("reachin' out, touchin' me, touchin' you") please do not ask me to "reach out" to anyone.

-- George Lane, Atlanta

Socialize: To share an idea or proposal with key decisionmakers in order to solicit feedback and gain approval or buy-in to make a decision.

Example: "Thanks for sending this proposal. We will socialize and revert" which means, in plain English, "We'll run it up the chain of command to see if we can get it approved, and then get back to you with the decision or additional comments."

-- Allison Shapira, Washington

Soup to nuts: This phrase is a non-value-add in most cases as we can tell from the context of the statement something is being looked at or redone completely. Its use is distracting in the moment.

Besides, I can't remember the last time I got nuts at the end of a restaurant dinner. If a restaurant analogy is to be used, perhaps it should be "heavily alcoholic cocktail to overpriced bill."

-- Greg Fontana, Santa Rosa, Calif.

Space: The equity space. The beauty-supply space. The intellectual-property space. The media space.

They're not spaces, they're sectors or industries. Spaces are well-defined and venerable terms in physics and math. If you don't know what "phase space" or "vector space" is, then stay away! And if you do know, then don't consign "space" to jargon space.

-- Eric J. Bruskin, Middletown Township, Pa.

Stakeholders: It makes me think of vampire slayers.

-- Diana Matthews, Whiteville, N.C.

Take a 10,000-foot view: I hate when people use this phrase to mean taking a look at a situation or project more broadly. I don't know the number of feet from which I'm looking at something to start with, so I don't know what it would look like to view it from 10,000 feet. If you want me to forget about the details for the time being, just say that!

-- Emily Muhlberg, Austin, Texas

Thought leadership: This isn't a term that most of us would use, even in semiformal conversation. Either "research" or "analysis" is easier to understand quickly, which should be the goal. Thought leadership, on the other hand, implies that we can create and lead a hive mind like the Borg from "Star Trek."

-- Kris Hudson, Grand Prairie, Texas

Unpack that: In other words: Deal with it now. It's so overly consultant-speak cringey that I can clearly picture a corporate off-site meeting about to go into breakout sessions. The consultant is at the front of the room with a flip-chart indicating tabletop topics and instructions. Ugh, pure torture.

-- Marianne Watson, San Antonio

Utilize: I teach new writers to avoid utilize except in a "MacGyver"-like case, when something is used for a purpose it wasn't originally intended, "I utilized a gum wrapper and a paper clip to unlock the door." more

Career development

 13h

When Should Australian Children Start Career Exploration?


Career exploration isn't something that begins when students walk into a high school careers counsellor's office. In fact, research shows it starts much earlier. By age seven, children are already limiting their future career aspirations based on ingrained stereotypes about social background, gender and race. Therefore, the question isn't whether to introduce career concepts early. It's how to do... it appropriately at each developmental stage.

The Early Years: Ages 3-5

Career development begins in preschool, though it doesn't look like traditional career planning. According to Linda Gottfredson's Theory of Circumscription and Compromise, children aged 3-5 enter their first stage of career awareness. They start categorising jobs based on observable characteristics like size, power and what adults around them do. This is where imaginative play becomes critical.

For example, when your preschooler pretends to be a doctor, teacher or firefighter, they're not just playing. Instead, they're practising negotiation, taking on different perspectives and developing problem-solving skills. Ages three to five represent the "high season" of imaginative play, and this foundation shapes how children view the working world. Importantly, the goal at this stage isn't career decision-making. Rather, it's building self-awareness and exposing children to diverse possibilities.

Primary School: Ages 7-10

By the time children reach primary school, career awareness becomes more intentional. Research confirms that awareness and aspirations for a career path can start as early as ages 9-10. In fact, elementary school is the perfect time to discuss what a career is and how it relates to children's interests, talents and dreams. Here's what matters: by the end of elementary school, students have already ruled out certain careers based on factors like gender and social status. Unfortunately, this narrowing happens silently, shaped by what children see around them and the messages they absorb about who does what kind of work.

As Andreas Schleicher, OECD's director of education and skills, puts it simply: "You can't be what you can't see." Clearly, parents and educators play an essential role here. One study found that 98% of surveyed teachers agreed that introducing children to the world of work was important because it helped children link school subjects with real-world applications. The focus should remain on exploration, not commitment. Help children understand: At this age, the focus should remain on exploration, not commitment. Specifically, help children understand what different careers involve, how their interests connect to various fields, that skills matter more than job titles, and that career paths aren't fixed or predetermined.

Secondary School: Ages 13-15

Early high school marks the shift toward personalised career planning. At this stage, students in grades 9-10 start thinking more concretely about their futures, but they often struggle to connect career preparation with specific career paths. Moreover, their understanding of the professional world remains limited, typically shaped by what family members do for a living. This is where structured career exploration makes the biggest impact. Middle school students benefit from activities that help them:

Specifically, middle school students benefit from activities that help them identify their values, not just interests, understand their strengths and skills, explore industries and pathways they've never considered, and see connections between subjects they study and careers they might pursue. Research using Australian Longitudinal Survey data reveals something important: career activities undertaken in senior secondary schools had a significant effect on the well-being of 25-year-olds, measured by self-reported levels of career and life satisfaction. Clearly, early engagement matters for long-term outcomes.

What Parents Need to Know

Australian parents often lack awareness of contemporary career trends affecting their children. Survey data from 301 Australian secondary school parents found that while parents' perceptions of opportunities aligned with wider thinking, many didn't engage with external career resources and weren't confident in their understanding of youth labour markets. However, you don't need to be a careers expert. You simply need to create space for exploration. Furthermore, research shows that kids who set professional goals do better in school, feel more confident and participate more actively in their education. Career goals give children internal motivation beyond "because you're supposed to study." So start conversations early. Make them ongoing. Most importantly, focus on values, skills and interests rather than locking into specific job titles.

The Bottom Line

Career exploration isn't a single event or a high school subject. Instead, it's a developmental process that begins in early childhood and evolves as children grow. The key is matching the approach to the child's age and developmental stage. For young children, it's about play and exposure. For primary students, it's about awareness and connection. For secondary students, it's about personalised planning and skill development. Ultimately, the children who benefit most are those who start early, explore widely and focus on building self-awareness rather than making premature career commitments. In the end, that foundation serves them regardless of which path they eventually choose. more

Career development

 17h

Ivy Tier Introduces New Approach to Competitive US College Admissions | Weekly Voice


The new framework emphasizes externally validated projects over traditional résumé stacking.

LOS ANGELES, CA, UNITED STATES, February 26, 2026 /EINPresswire.com/ -- As competition for admission to selective US universities continues to intensify, education strategy firm Ivy Tier has announced the launch of its proof-based admissions positioning model, designed to help high-achieving students... build measurable, externally validated passion projects aligned with their academic goals.

With application volumes at many selective institutions reaching record levels in recent years, students with strong academic profiles increasingly face differentiation challenges. Near-perfect GPAs, advanced coursework, leadership roles, and community involvement are common among applicant pools, making it more difficult for admissions committees to distinguish among candidates with similar credentials.

Ivy Tier's framework shifts focus from traditional résumé stacking toward structured project execution that produces visible, public-facing outcomes.

"Academic excellence remains foundational," said Royston G. King, Founder of Ivy Tier. "However, as applicant pools grow more competitive, students benefit from developing initiatives that extend beyond the classroom and demonstrate measurable initiative."

The firm's model centers around three pillars: credibility, visibility, and measurable impact. Rather than concentrating solely on essay refinement, Ivy Tier works with students to design and execute structured projects that align with their intended fields of study. These projects may include digital platforms, published works, research initiatives, media contributions, or other externally verifiable efforts.

According to the company, the goal is not to replace traditional admissions preparation, but to complement it by strengthening differentiation in a holistic review environment.

Selective admissions decisions are typically made in committee settings, where applications are evaluated within large and highly competitive pools. In such contexts, externally visible work may help provide additional clarity regarding a student's interests, initiative, and follow-through.

The firm also acknowledges the evolving role of technology in education. With increased access to digital tools, publishing platforms, and artificial intelligence resources, students today have more opportunities to prototype ideas and share work publicly. Ivy Tier states that its approach emphasizes responsible use of technology, ensuring that students remain the primary thinkers and leaders behind their initiatives.

"We believe structure and ethical execution are essential," King added. "Students should build work that reflects authentic interests and sustained effort. The objective is clarity and alignment, not shortcuts."

Ivy Tier works with families seeking structured admissions positioning and clearly defined project milestones. The company does not guarantee admission outcomes and instead defines measurable deliverables related to project development and execution.

As the admissions landscape continues to evolve, firms operating in the education strategy space are increasingly exploring models that balance academic preparation with real-world initiative. Ivy Tier's launch reflects a broader trend toward integrating structured project development into competitive college preparation.

For more information, visit [https://ivytier.com](https://ivytier.com) or attend the company's educational masterclass at [https://join.ivytier.com](https://join.ivytier.com).

About Ivy Tier

Founded in 2026, Ivy Tier is an education strategy firm specializing in proof-based passion project development for students pursuing competitive US universities. The firm focuses on structured execution, measurable outcomes, and ethical positioning aligned with long-term academic and professional goals.

EIN Presswire provides this news content "as is" without warranty of any kind. We do not accept any responsibility or liability

for the accuracy, content, images, videos, licenses, completeness, legality, or reliability of the information contained in this

article. If you have any complaints or copyright issues related to this article, kindly contact the author above. more

Career development

 1d

The Ultimate Web Developer Job Search Handbook


In 2021, I got my first developer job by sending one direct email and then doing a single live call. That was enough.

Later the same year, I found my second job in about three weeks through LinkedIn. At that point, I mostly knew CSS. No serious JavaScript, no strong portfolio, no polished personal brand. And I was offered a Senior Front End Web Developer position at US-based company.

Then things... changed. After COVID, a lot of developers moved to remote work. Local job markets turned global almost overnight. Instead of competing with a handful of people nearby, you were suddenly up against hundreds of developers from everywhere.

By 2023, I had real experience. I'd worked at two companies - one in Europe and one in the US. I knew JavaScript, had a proper frontend portfolio, and a personal website. Finding a job should've been easier. Instead, I spent 18 months struggling to land a role that actually fit me. The competition was simply on another level.

Now, in 2026, it's even tougher. AI tools have made it easier to apply, build, and present yourself, which also means companies are flooded with candidates. Things like a decent CV or a basic project don't stand out anymore. A lot of common advice still sounds good, but it doesn't work the way it used to.

This guide is based on what actually helped me. I'll walk through the full process - from preparation to interviews to offers - and explain what matters today, and where most developers lose time without realizing it.

I've prepared for you a Dev Job Application Toolkit. By my calculation it can save you 40-60 hours.

Before you apply anywhere, you need to decide what you actually want. This sounds obvious, but it's one of the most skipped steps - especially by junior developers. I know this because I skipped it myself.

When you have little or no experience, it's tempting to think: I'll apply everywhere and take whatever I get. That approach feels safe, but it's risky. You can easily end up in a role you don't enjoy, working on things you don't care about, and burning out much faster than you expect. A bad first or second job can slow you down more than having no job for a bit longer.

This stage is about setting boundaries before desperation sets in.

First, be honest about the role you're targeting. UI/UX, frontend, backend, full-stack, mobile - these are not just labels. Companies hire for specific problems, and they want people who are focused, not "a jack of all trades".

If you present yourself as a generalist without real depth, recruiters don't see flexibility. Instead, they see risk. Being specific increases your chances, especially for junior and mid-level roles.

Next, decide how you want to work: remote, on-site, or hybrid.

This matters more than people admit. I personally dislike office work, so remote roles are my only option. That decision alone filters out a huge number of jobs - and that's a good thing. You should make the same call based on how you work best, not on what sounds impressive.

Company type affects your daily life more than the tech stack.

Startups, agencies, and large enterprises all work differently. Startups move fast and expect long hours. Enterprises are more structured and predictable. Agencies juggle multiple clients and deadlines. None is inherently better than the others, but one will fit you better than the others.

Finally, think about what kind of product you want to build.

Some roles mean jumping between projects. Others mean working on one large product for years. Some outsource companies throw dozens of small, unrelated tasks at you. These are very different work styles.

I once interviewed for a role where the team lead casually mentioned they build Shopify plugins. I immediately knew it wasn't for me. I'm interested in web applications, not plugins - and no salary would've changed that. I applied anyway because I was desperate, which was a mistake.

Defining your criteria early saves you from this.

Practical checkpoint: if you can't clearly describe the role, work format, company type, and product you want, you're not ready to apply yet.

Once you know your direction, turn the job search into something structured. Without a plan, it becomes emotional and inconsistent.

A search plan is just a set of rules you follow regardless of mood.

Plan weekly, then break it into daily goals. For example: apply six days a week, with a target of 90 applications per week. That's 15 per day.

At first, these numbers are guesses. That's normal. After a week or two, you'll see what's realistic. Maybe 15 quality applications is too much, and 6-8 is sustainable. That's not failure, that's data. Adjust and keep going.

Remember: the goal isn't to hit an impressive number. It's to stay consistent without burning out.

The second part of the plan is tracking. Use something simple, like a spreadsheet. For each application, note the date, the company, and the current status: sent, rejected, HR interview, technical interview, offer.

This gives you two benefits. First, you don't lose track of where you've applied. Second, over time, you start seeing patterns. You can tell how many applications turn into interviews, where things usually break down, and what might need fixing - your CV, your targeting, or your interview prep.

You can download my free job application tracker spreadsheet here.

Practical checkpoint: if you can't say how many applications you send per day or where they usually fail, you're guessing - not managing - your job search.

Before you send your first application, you need to make sure your skills actually line up with what companies are hiring for right now. This stage is about facing reality - not in a negative way, but in a useful one. You're trying to match your current level to the level the market expects for the role you want.

A good place to start is job descriptions. Pick a few major job boards and scan real openings for your target position. What matters is volume and focus. Look at 10, 20, or even 30 listings for the same role, not random ones. Specificity is critical here.

As you read through them, patterns start to show up. The same technologies appear again and again. At this stage, using AI to summarize requirements can save time, as long as you're still doing the thinking. The goal is to spot common ground faster, not to outsource judgment.

What you're looking for is a simple structure.

First, identify the core skills. These are non-negotiable. For a frontend role, that's usually JavaScript, a framework like React, and a styling solution such as Tailwind. If you're weak in one of these, that's a real blocker, not something to "fix later."

Next, identify two or three nice-to-have skills. These depend on the role and the company type. Agencies often value things like Framer Motion for polished UI work. Product companies may care more about performance or accessibility. These skills won't always block you, but they can separate you from similar candidates.

Finally, choose at least one adjacent skill. Something that isn't your main focus but is expected in any professional setup. Git is the most common example. Missing these often leads to quiet rejections - no feedback, just silence.

Once you have this list, it's time for an honest audit. Don't rely on passive learning or gut feeling. Test yourself. Use flashcards for concrete concepts (you can this tool for flashcards: 99cards.dev). Answer open-ended questions without notes. Build a small, focused project that forces you to use the skill without guidance.

The outcome of this stage should be clear. You'll know where you're solid, where you're shaky, and where you're not ready at all. From there, the job is simple: strengthen weak spots until you're roughly at market level for your target role.

I once saw an attractive front-end web developer/web designer position that required Tailwind CSS for styling. In application company required to list two websites with Tailwind CSS in use. At that moment I had none. And I couldn't apply. Pity.

Practical checkpoint: if you can't clearly name your core skills, nice-to-haves, and weakest areas, you're guessing where you stand - and the market won't guess in your favor.

Your portfolio is simply a list of projects you've completed. But where and how you present that list matters a lot more than most developers think.

In my experience, the best place for a portfolio is a personal website (here is mine: https://ilyasseisov.com/). It gives you full control. You decide the structure, the wording, the tone, and the visuals.

Some developers prefer a very minimal setup. Others go for something more visual, with motion and modern UI. Both approaches are fine. What matters is that the site reflects how you think and what you care about building.

On that website, you should showcase only your best work. Not everything you've ever built. One, two, or at most three projects is enough. These should represent what you can do right now, not what you could do a year ago. More projects don't make you look better - they usually make it harder for someone to see your strengths.

Choosing the right projects is where many people go wrong. Your portfolio projects should be directly related to the role you want.

When I was focusing on building modern, animated websites, I showed projects with strong visuals, animations, and micro-interactions. When I shifted toward SaaS and web applications, I replaced those with real app-style projects. The portfolio should follow your direction, not your history.

Avoid tutorial clones. Even well-made ones. Recruiters see them immediately, and they don't tell much about how you think or make decisions. Personal or slightly imperfect projects are usually far more interesting than something copied step by step from a course.

For each project, a simple case-study structure works best. Explain what the project is, why it exists, and how you approached it. Show the final result with a live link, so people can actually use it. Code access is optional. Sometimes you don't want to make everything public, and that's fine. If a recruiter asks, you can always give access privately to a small group.

Here is example of my case study page: ilyasseisov.com/projects/99films/

Practical checkpoint: if your portfolio doesn't clearly show what kind of work you want to be hired for, it's not helping you - no matter how polished it looks.

Your CV is not a biography. It's a filtering document. Its job is to help a recruiter understand, in under a minute, who you are, what role you fit, and whether it's worth moving you forward. Structure and clarity matter more than clever wording.

At the very top, include your full name, your role, and your main technologies. Be specific.

For example: Frontend Web Developer (React, Next JS).

This saves time for recruiters and helps with automated filtering. I also include my email address, and sometimes - in smaller, low-opacity text - my years of experience (for example, 10+ years). It's a quick signal, not a headline.

Think of the summary as an elevator pitch with context. This is where you explain what you do well and what kind of problems you're best at solving. Keep it focused. Avoid vague statements like "passionate developer" or "team player." Say what you build and where you add value.

This is the most important section.

For each role, include the company name, time period, and position. If it helps, add a link to the company's website.

When describing your work, focus on accomplishments, not duties. What did you change? What improved because of your work? Metrics matter here.

For example:

Redesigned and coded the UI of a 20+ page web application, resulting in a 16.7% increase in user engagement and a 21.4% reduction in page load time. Worked closely with backend and QA teams. Designed in Figma, implemented with Tailwind CSS and React.

This tells a much clearer story than listing tasks.

You don't need to include everything -- only what supports your candidacy.

If a section doesn't strengthen your position, leave it out.

A rough rule: around one page per 10 years of experience.

More important than length is relevance. Ideally, you should have a solid base version of your CV, then slightly adjust it for specific roles. This small effort often leads to a much higher response rate.

Don't add a photo. It doesn't help, and in many cases, it hurts.

Always send your CV as a PDF. This avoids layout issues and font problems.

For tools, I prefer Figma because it gives full control over layout and visuals. If that feels like overkill, Google Docs works just fine.

Create a first version, then iterate over time. Add new skills, remove outdated ones. This is normal. My current CV is version six - and it took years to get there.

Before sending your CV, run it through an ATS checker. Many companies use automated systems before a human ever sees your résumé. If the machine can't read it properly, it won't matter how good the content is.

You can check out my proven CV template here. It's free to download.

Practical checkpoint: if a recruiter can't understand your role, level, and strengths in 30-60 seconds, your CV needs simplification - not more detail.

A cover letter is short, focused, and very intentional. It's not a repeat of your CV - it's your chance to explain why you're a great fit for this specific role and this specific company.

A web developer cover letter should be 200-300 words max. Its main goal is to connect your skills and experience to the company's needs in a more personal way than a résumé can.

Include the exact role you're applying for and a quick hook - why this company or product caught your attention.

Focus on technical skills (HTML, CSS, JavaScript, React, Node.js, and so on) and real impact, not just tools.

Also don't forget that soft skills matter: communication, problem-solving, teamwork are important. Companies hire people, not just code writers.

What you emphasize depends on your profile:

If you lack experience, that's okay. Show potential and direction.

Wrap it up confidently. Reconfirm your interest in the role, briefly restate the value you bring, and add a soft CTA like being open to an interview or discussion.

Practical checkpoint: If your cover letter could be sent to 10 different companies without changes, it's not good enough.

You can check out my cover letter template here. You can have it for free.

LinkedIn shouldn't be just an online CV. For a web developer, it should work like a high-converting landing page that brings recruiters to you, even while you sleep.

Below is a practical, step-by-step approach, from fixing the basics to getting real inbound opportunities.

Before optimizing content, make sure your profile looks clean and professional.

If you're not optimized for keywords, you're basically invisible.

Then make sure you write a strong headline (this is very important). Here's the formula:

[Role] + [Main Tech] + [Value]

Example:

Full-Stack Developer | React, Next.js | Building scalable web apps for startups

Once someone clicks your profile, you need to convert that visit.

Write like a human, not a robot. Explain why you code, what problems you solve, your experience level, and your core stack

Don't list responsibilities. Show results with numbers.

❌ "Built dashboards"

✅ "Built a React dashboard that reduced load time by 30% for 5,000 users"

Add at least 5 relevant skills (JavaScript, React, Git, TypeScript, and so on). Profiles with multiple skills get way more profile views and connections.

Words are good - but proof is better. Here's how you can show proof:

Add your portfolio website, a linke to your GitHub profile, and live projects or demos.

These can be really helpful, and some companies require them. You can reach out to tech leads, managers you've worked with, or clients (among others).

This is how you go from "searching" to being approached.

You don't need to be an influencer. But post something once a month could invite some people to see your page.

Networking is a skill. Follow devs and tech creators, engage with posts (comments > likes), and connect with engineers inside companies you like.

You can make it visible only to recruiters. This is a strong signal that you're ready for interviews.

Practical checkpoint: If your LinkedIn profile still looks like a copied résumé, you're leaving opportunities on the table. Treat it like a product page - clear message, strong proof, and easy next step.

And here's a tips: Make sure all information you list at your LinkedIn profile is true. Especially your full name and location. Sometimes LinkedIn admins may ask you to verify it with your real ID.

Up to this point, everything you've done was preparation. Now you're ready for the real game: finding jobs and applying the smart way.

Let's start with where to find Developer Jobs.

There isn't just one correct source. The best strategy is to combine several.

These are good for volume, but don't expect miracles.

Examples: Turing.com, similar invite-only platforms

How it usually works:

If you pass, you enter a smaller talent pool, which is a big advantage.

Many companies hire directly through their own websites. Big companies often have dedicated career pages. These may have fewer applicants compared to job boards, and they're usually more serious about hiring.

If you already like a company, check their site first.

This is where many developers get jobs without competing with hundreds of applicants.

Find them on award sites, directories, or portfolios.

Use platforms like Product Hunt.

Many dev job groups exist but aren't publicized much.

This alone can save you weeks of wasted applications.

Here is a list top 50 remote first companies. These establishments always in search of great talent.

If you want fewer rejections and better offers, this is it.

This is the most natural and underrated approach, and there are a couple ways of going about it.

You can focus on offline experience, like:

When people know you personally, jobs often come to you.

You can also try online methods, like:

You can share that you're job hunting, DM people directly and get referrals without formal applications.

Make sure you track the date, company, and status (sent, rejected, interview, offer). A simple spreadsheet is more than enough.

Practical checkpoint: Don't rely on just one channel. Combine job boards + direct outreach + networking, track your efforts, and focus more on quality than pure volume.

There is a very useful job application tracker I use when applying to jobs. It helps you to see the entire picture of your progress. You can download it here.

The technical interview is not a normal conversation -- it's closer to an exam + live performance. You're not just talking about your skills; you're expected to prove them in real time.

Pick one main language (JavaScript, Python, Java, C++, and so on) and know it really well.

Have projects that match the level of the job you want, that are built from scratch, that use real logic, not tutorial clones, and be ready to walk through architecture, decisions, and trade-offs.

This often shifts the interview from grilling to conversation.

Use it for bugs you fixed, conflicts in teams, technical challenges, and failures and lessons learned.

Before coding, explain your approach, start with a brute-force solution, then optimize it. Interviewers care about how you think, not just the final answer.

While coding, speak your thoughts, use clear variable names, and teat it like pair programming, not an interrogation

When finished, walk through the code step by step, use example inputs, and try to catch bugs yourself. Debugging your own code is a huge positive signal.

Always finish with time complexity and space complexity.

Short, clear, confident.

When you're wrapping up, make sure you ask smart questions to show your genuine interest and thoughtfulness.

If you realized you made a mistake, you can briefly explain the correct approach - this shows growth mindset.

Even failed interviews are data. After each one, ask yourself:

Practical checkpoint: You don't pass technical interviews by luck. You pass them by deep fundamentals, structured thinking, and practice.

The HR / behavioral interview is not just a formality. Very often, this round decides whether you move forward or not.

Unlike technical interviews, this one is about who you are, how you communicate, and whether the team can work with you long-term.

Before the interview, go deeper than your CV.

Learn about their mission and values, their product or service, and any recent news, releases, or updates involving them.

This helps you sound intentional, not generic.

Make sure you highlight your soft skills and responsibilities, and then prepare 2-3 real examples that match those requirements.

Prepare 8-10 short stories from your experience that demonstrate:

These stories are your proof. Much better than buzzwords.

Remember the STAR method we talked about above? Use it here, too.

Also, think out loud. HR wants to hear how you reason, not just the final answer.

And practice explaining technical things without jargon. HR people are usually non-technical.

Keep it to ~2 minutes.

Focus on your current role or level, your main tech stack (for example, JavaScript, React, SQL), and where you want to grow next.

"I'm strong at ownership. In my last role, I took responsibility for..."

This is a tough one. So be honest, but smart. Show self-awareness + improvement, and avoid clichés like "I'm a perfectionist".

Good structure:

Web development is teamwork-heavy, so expect these.

This signals professionalism and emotional intelligence.

If pushed, give a range, not a single number. And make sure you base it on market research. Also, say it's negotiable. All this keeps leverage on your side.

Practical checkpoint: Technical skills get you noticed. Behavior, communication, and attitude get you hired.

Tip: Before EVERY interview even a first one I always contact HR or recruiter and ask what should I prepare for the interview round. Surprisingly, almost every time I get specific directions.

I always use interview checklist when I prepare for one. It helps you remember all critical points. You can download it here.

Congrats -- getting an offer means you already won half the battle. Now comes the part where many developers make costly mistakes: accepting too fast or negotiating poorly.

This is completely normal and professional. The pause helps you move from emotions to logic.

Many developers only look at base salary, but that's a mistake.

Check the full package for things like:

Sometimes a lower salary + great benefits is actually the better deal.

If possible, avoid saying a salary number first.

Why? Because employers will anchor low, and you lose leverage immediately.

If asked early, say something like:

"Right now I'm focused on finding a strong mutual fit. I'm open to a fair market offer once we're aligned."

Give a range, not a single number. Your ideal salary should be at the lower end of that range

About 80%+ of companies expect negotiation. It doesn't make you difficult - it makes you look confident.

If you have another offer, be honest and respectful about it.

Example:

"You're my top choice, but I have another offer that's slightly higher. Is there room to adjust?"

If salary is capped, try asking instead for extra vacation days, a sign-on bonus, a learning budget, or a faster salary review (after 6 months).

In many countries, verbal acceptance can be legally binding. Don't say "yes" unless you are 100% sure.

Practical checkpoint: Your first offer sets the baseline for your future career. Take your time, stay professional, and don't be afraid to negotiate.

Real story: In 2021 I received a very nice job offer. I liked it. The CEO said: "Here is the salary range: A to B. What would you like?". I said let's go with middle point. I always prefer win-win situations.

Getting a web developer job today is not about luck - it's about strategy, preparation, and consistency. The market has changed. Competition is higher, expectations are clearer, and companies are more selective than ever. But the good news is that developers who approach the process the right way still get hired, again and again.

In this guide, you've seen the full journey: defining your direction, preparing your skills, building a strong portfolio, crafting a clear CV and cover letter, optimizing LinkedIn, applying smart, preparing for technical and HR interviews, and finally negotiating your offer with confidence. Each stage matters, and skipping even one can significantly lower your chances.

Remember: job searching itself is a skill. The more intentional you are, the better your results will be. Track your progress, learn from rejections, improve weak spots, and don't rush the process. One strong offer is worth more than a hundred rushed applications.

Most importantly, don't underestimate your value. If you've put in the work, you deserve a role that fits your skills, goals, and lifestyle.

I wish you the best of luck on your journey. Stay consistent, stay confident, and go get that job 🚀

p.s. if you still haven't you can get Dev Job Application Toolkit here: 99cards.dev/toolkit more

Career development

 1d

Is Gen Z really bringing mom and dad to interviews?


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Parents are joining Generation Zers at every part of the job interview process, a February report from Zety suggests. About 1 in 5 Gen Z respondents told Zety that a parent has reached out to a potential employer or recruiter on their behalf, and 44% said their parents helped them craft a resume or curriculum vitae.

Further,... a handful of Gen Zers even had their parents join interviews, with 5% having parents sit in virtually and 15% arriving at in-person interviews.

Some parents even negotiated compensation and benefits on their Gen Z kids' behalf.

Potentially, even more Gen Zers are bringing parents to job interviews, with 77% of respondents saying so in a report from Resume Templates last year.

But what do these Gen Z quirks mean for HR leaders, who are intent on creating an inclusive, multi-generational workplace?

Parental collaboration may be important to these early-in-career professionals because they're more comforting during the daunting job-search process.

"But it also raises questions about how and when young professionals begin developing independent career skills," Zety researchers said, sharing the responses of 1,001 Gen Z workers gathered this past January.

In particular, a "critical confidence gap" exists for Gen Zers when it comes to negotiation. Overall, Zety researchers said, these findings indicate "a broader need for education around compensation, benefits, and self-advocacy before Gen Z enters the workforce."

The February report mirrors previous findings from Big Brothers Big Sisters of America and The Harris Poll, where only 41% of young people said they were "highly confident" navigating the job market.

The percentage was even smaller for those without career mentors.

"Today's young people are facing a job market unlike any other generation," Big Brothers Big Sisters of America CEO and President Artis Stevens said in a statement sharing the organization's findings. "These findings confirm what we already know: mentorship isn't optional -- it's essential."

Zety's researchers remind readers that the practice of parents joining the workforce is still largely uncommon; 80% of respondents said their parents had no involvement during interviews. Likewise, over half of Gen Z respondents also said they would feel "embarrassed or upset" if their parents reached out to their employer without their knowledge.

Additionally, reports also show that Gen Zers are self-starters and trailblazers in other aspects of their careers, such as work-life balance.

Until a Gen Z candidate actually gets through the door, all an employer can do is try to maintain proper boundaries between parent and child in the recruiting process.

Ultimately, employers should set clearer expectations about professionalism, researchers said -- reinforcing the importance of direct communication with job candidates. more

Career development

 1d

Management Training Programs That Can Boost Your Career, Plus 8 Companies That Offer Them


Looking to climb the leadership ladder? Find a company that invests in its employees and excel in your career.

Editor's Note: This story originally appeared on Monster.

Management training programs are crucial to your career development, especially if you're aiming for leadership roles. So, finding a company that offers these programs should be a top priority in your job search.

It's not just... about getting a job -- it's about building a career with a company that genuinely invests in you.

Firstly, these programs give you a well-rounded skill set. They cover everything from strategic thinking and problem-solving to effective communication and team management.

These skills you'll need every day as a leader, helping you handle complex projects, confidently lead teams, and make intelligent decisions that drive your organization forward.

When a company invests in staff training and development, it shows that it values and supports its employees' progress. This kind of environment is not only motivating but also opens doors for internal career advancement. It's a clear sign that the company sees its people as its greatest asset and is willing to help nurture future leaders from within.

And there's never been a better time to start looking for jobs that pay for training. Companies in the U.S. are spending more than $100 billion on training and development programs for their employees -- so make sure you cash in on this opportunity.

In this article, we take a closer look at the different types of management training programs and how to choose the right one for you. Plus, to make your job search much easier, we list companies with the best training programs to help you become a better team player, manager, and leader.

What Are Management Training Programs?

Management training programs are specialized professional courses designed to prepare you for managerial and leadership roles in an organization. These programs are structured to provide both theoretical knowledge and practical skills essential for effective management.

What Will You Learn?

These programs offer a wealth of learning opportunities designed to enhance various skills and competencies. You can expect to acquire knowledge in the following areas:

* Core management skills: You'll learn essential skills like strategic planning, decision-making, problem-solving, time management, and effective communication.

* Leadership development: These programs will help you understand different leadership styles and how to motivate and lead your team successfully.

* Practical applications: Expect real-world scenarios through case studies, simulations, and projects that mirror actual business challenges.

* Current business insights: You'll be kept up-to-date with the latest business trends and technologies, preparing you to adapt and innovate.

* Personal growth: There will be a focus on self-reflection to understand your strengths and areas for improvement.

What Are the Benefits for You?

Participating in management training programs can offer various personal and professional benefits. Here's how they can positively impact you:

* Improved management skills: You'll acquire a comprehensive skill set essential in today's business world.

* Better career opportunities: Completing these programs helps improve job prospects and career growth.

* Networking: You'll have chances to connect with industry experts, mentors, and peers.

* Increased confidence: With new skills and knowledge, you'll feel more confident in handling managerial roles.

* Value to your organization: As a well-trained manager, you can contribute significantly to your company's success.

Professional Development Opportunities: Examples of Management Training Programs

When exploring employee training programs, there are several types, each offering unique advantages depending on your career goals, learning style, and the level of support the company provides. Here are some examples...

In-House Training Programs

These are conducted within your organization and are often tailored to align with the company's specific management practices and culture. Many companies that will train you to work for them fully sponsor these programs, as they are designed to meet organizational objectives.

The primary benefit of in-house training is that it's customized to your company's specific environment, making it highly relevant and convenient since it's held at your workplace.

Online Courses

These offer web-based learning opportunities ranging from short, focused courses to comprehensive modules on various management topics. Companies may support these programs by providing financial professional development assistance or subscriptions to e-learning platforms.

They typically offer flexible working hours for you to complete these courses. The main advantage of online courses is that they allow you to learn at your own pace and schedule, making them ideal for busy professionals.

Workshops and Seminars

These are typically short-term, intensive training sessions concentrating on specific management skills or topics. Organizations often sponsor attendance at these workshops or grant time off to attend.

The benefits of workshops and seminars include direct interaction with experts and peers and a hands-on learning experience that you can immediately apply to your professional role.

MBA Programs

These advanced academic programs provide comprehensive training in all aspects of business and management. Some companies offer tuition reimbursement or sponsorships for these programs, recognizing their long-term value.

An MBA provides an in-depth and broad knowledge base and networking opportunities and is a widely recognized qualification that can significantly enhance your career prospects.

Executive Development Programs

These corporate training programs are aimed at senior management and focus on leadership and strategic thinking. Employers often fully fund these programs for their high-potential executives.

The tailored curriculum offers insights into higher-level management and strategic planning, making them ideal if you're in or aspire to be in a senior role.

Mentorship Programs

These programs involve pairing up with an experienced leader within the organization for guidance and advice. They are generally internally organized and supported by the company, offering personalized advice and learning from seasoned professionals.

A significant advantage of mentorship programs is the opportunity for real-time feedback and insight into the experiences of successful leaders.

What to Look for in Management Training Programs

Choosing the right management training program is a crucial decision that can significantly impact your career. It should align with both your lifestyle goals and professional growth objectives. Here are qualities to look for to help you select a program that best fits your needs.

1. Alignment with Career Objectives

The first step is to define your career goals.

Are you aiming for a leadership role in your current field, or are you looking to switch industries? Ensure the program covers relevant topics to advance your knowledge and skills in your chosen area.

Look for programs that specialize in the specific type of management role you're interested in, such as finance, human resources, or project management.

2. Reputation and Accreditation

Research the reputation of the institution or organization offering the program. Accreditation by a recognized body is a sign of quality and ensures the program meets specific educational standards.

Reviews from past participants, rankings, and faculty qualifications can also provide insights into the program's credibility.

3. Curriculum and Teaching Method

Examine the curriculum closely. A good management training program should offer a mix of theoretical knowledge and practical application.

To enhance learning and engagement, look for programs that use varied teaching methods, such as case studies, group discussions, and real-world projects.

4. Flexibility and Format

The format of the program is a key consideration depending on your lifestyle and current job commitments. If you're working full-time, you might prefer part-time, online, or weekend courses. Ensure the program's schedule aligns with your personal and professional life.

5. Networking Opportunities

A significant advantage of management training programs is the opportunity to network. Look for programs that offer access to a diverse professional network, including industry experts, alums, and potential mentors. This can be invaluable for career growth and opportunities.

6. Personal Development

Beyond managerial skills, consider programs focusing on personal growth, such as leadership style development, communication skills, and emotional intelligence. These softer skills are crucial for effective management and leadership.

7. Cost and Return on Investment

Evaluate the program's cost against the potential return on investment. Consider not only the financial aspect but also the time and effort required.

Some companies may offer financial support for professional development, so explore these options.

8. Career Services and Support

Finally, check if the program offers career support services such as coaching, resume reviews, interview preparation, and job placement assistance. These services can be particularly beneficial for applying your new skills and transitioning to new roles.

How to Find Companies That Offer Management Training Programs

Finding a company that offers good management training programs or supports personal study requires a strategic approach. Here are some ways to help you identify such companies:

* Research industry leaders: Start by identifying leading companies in your industry of interest. These organizations often have structured management training programs and are more likely to invest in employee development.

* Check company websites and career pages: Many companies openly discuss their training and development programs on their official websites, especially their careers or HR pages. Look for sections that mention employee development, training programs, or career growth opportunities.

* Read employee reviews and testimonials: Look for business platforms that often include information about training and development opportunities within companies. Search for testimonials from current or former employees regarding the company's commitment to professional growth.

* Attend industry events and job fairs: These events are great opportunities to learn directly from company representatives about their training programs. They also offer a chance to network and gather firsthand information.

* Look for companies with a learning culture: Companies that emphasize continuous learning and development as part of their culture are more likely to support management training and personal study. Indicators of such a culture include investment in employee development, regular training sessions, and encouragement of lifelong learning.

* Check professional associations and organizations: Industry-specific associations often have resources or lists of companies known for investing in employee development. These can be valuable sources of information.

* Consult career counselors or mentors: Professional career counselors or coaches can provide advice and information about companies known for their strong commitment to management training and personal development.

8 Companies with Great Management Training Programs

Several of the companies listed are known for offering financial support for employee training and development.

However, the extent and nature of this support can vary. It's important to note that the availability and specifics of such funding can depend on your role, the type of training, and company policies. Plus, you'll typically need to meet specific criteria to qualify for such support.

These companies commit to their employees' professional growth and tailor their management training programs to meet the specific needs of their industries and corporate cultures.

The training they offer is often regarded as a benchmark in the corporate world, producing leaders who excel in various sectors. Here are some prominent companies to consider.

1. Amazon

An e-commerce and cloud computing giant, Amazon is known for its vast online retail operations. It has an influential presence in digital streaming, artificial intelligence, and consumer electronics.

Programs offered:

* Amazon's Pathways Leadership Program is notable, designed to fast-track the careers of high-potential employees into senior management roles.

* They also offer the Operations Leadership Program for hands-on management experience.

* Through programs like Amazon's Career Choice, the company pre-pays 95% of tuition and fees for employees to gain skills in high-demand fields.

2. Google

Google is a multinational technology company specializing in internet-related services and products. These include online advertising technologies, search engines, cloud computing, software, and hardware.

Programs offered:

* Google is famous for its innovative approach to management training, often emphasizing creativity and innovation. They offer the renowned Google's Manager Development Program, which focuses on building effective management skills among its employees.

* Google often covers costs for various educational programs and skill-building courses for its employees.

3. Apple

Apple is a technology giant that designs, manufactures, and markets consumer electronics, computer software, and online services. It's best known for products like the iPhone, iPad, and Mac computers.

Programs offered:

* Their programs are tailored to sustain the company's cutting-edge approach to technology and retail. Apple's approach includes the Apple Store Leader Program, which focuses on retail management, design thinking, customer experience, and innovation, in line with their cutting-edge business model.

4. The Walt Disney Company

A globally renowned entertainment and media conglomerate, Walt Disney is recognized for its film studios, theme parks, and television networks. Disney's vast portfolio includes iconic characters, animated films, and immersive theme park experiences.

Programs offered:

* Disney's management training programs focus on leadership, customer experience, and creativity. They provide unique programs like the Disney Institute, offering leadership courses in customer experience and creativity aimed at sustaining their legacy of exceptional service and innovation.

5. AT&T

AT&T is a multinational conglomerate company that operates in the telecommunications and media sectors. It offers a wide range of services, including wireless communications, broadband, digital TV, and Internet services.

Programs offered:

* AT&T University is an executive-led employee development program designed to train in leadership, management, and technical skills. It offers a variety of courses and resources for continuous learning and development. It also provides financial assistance for further education through its Tuition Assistance Program.

6. Marriott International

Marriott International is a leading global lodging company with a broad portfolio of hotels and lodging facilities. It's renowned for its extensive collection of brands catering to various hospitality market segments.

Programs offered:

* The Voyage Global Leadership Development Program is Marriott's award-winning paid program for university graduates. It offers hands-on experience in various hotel functions, leadership training, and the opportunity to develop skills in real-world scenarios.

* Marriott also offers a range of in-house courses and workshops that focus on different aspects of hospitality management, from guest service to financial acumen.

7. Goldman Sachs

Goldman Sachs is a leading global investment banking, securities, and investment management firm. It provides a wide range of financial services to a substantial and diversified client base, including corporations, financial institutions, governments, and individuals.

Programs offered:

* The Goldman Sachs University (GSU) provides a wide array of training and development courses for employees at all stages of their careers. The firm typically covers the costs for employees participating in these initiatives.

* The Emerging Leaders Program, aimed at mid-level professionals, is designed to enhance leadership skills and prepare participants for more significant managerial roles within the firm.

* The Executive Leadership Development is for senior managers. It focuses on advanced leadership skills, strategic thinking, and high-level management competencies.

8. Johnson & Johnson

Johnson & Johnson is one of the world's largest medical research and development companies. It specializes in developing and manufacturing a wide range of healthcare products, including pharmaceuticals, medical devices, and consumer health products.

Programs offered: Johnson & Johnson offers a range of management training programs, including:

* The Human Resources Leadership Development Program (HRLDP) is designed for HR professionals, and offers intensive training in HR management, strategic planning, and leadership.

* The Global Operations Leadership Development (GOLD) Program is for early-career professionals. It focuses on developing leadership skills in operations, supply chain, and engineering within the healthcare industry.

* The Finance Leadership Development Program (FLDP) offers financial management, analysis, and strategy training, preparing participants for leadership roles in the company's finance division.

The financial coverage for these programs typically includes the training costs. In some cases, it may also cover related expenses. more

Career development

 1d

School board starts search for interim superintendent


The North Platte Board of Education held a brief meeting on Feb. 23 devoted to planning to find the district's interim superintendent for the 2026-27 school year.

The board welcomed Shari Becker of the Nebraska Association of School Boards (NASB) to outline the interim superintendent search process and to help set a timeline.

Assistant Superintendent Damon McDonald will be the interim for the... rest of the school year, but the search will seek a interim superintendent for the 2026-27 school year. Becker said NASB has already received résumés and interest, and the board needs to set two dates -- one to review résumés and determine which candidates to interview, and another date for interviews.

Becker also said the other key components of the interim process include:

During the discussion, Board President Emily Garrick said she would like an interim superintendent with integrity and a willingness to work collaboratively with an engaged board. She emphasized the district needs someone who understands the board-superintendent relationship is not "us versus them."

Board member Mitch Wagner said he would like to see a leader who can "hold steady" in the direction the district is headed and who also understands the local culture and "North Platte's way of taking care of our own children."

Board members Skip Altig and JoAnn Lundgreen pointed to the district's strategic plan, currently in its first year, and said continued implementation should be a key expectation.

Lundgreen said it is important to sustain a collaborative atmosphere across buildings and administration, as well as managing upcoming transitions. She noted that at least two new board members will be seated in January after the elections, creating a significant transition period. She also noted other staff changes, including administrative shifts at the high school, plus the resignation of a director of teaching and learning at the end of the school year, increasing the need for stability and strong leadership.

Garrick also stressed the board is not looking for a "placeholder" interim, but rather a motivated leader willing to continue progress, make difficult decisions when necessary, particularly in budgeting, and communicate those decisions to the public.

Lundgreen said it is also important that the person they hire can make difficult decisions when its needed.

Becker added that board member Angela Blaesi, who was absent, had shared similar priorities in advance: valuing and building culture, handling hard conversations, and a collaborative approach while understanding the board's governance role.

To keep the process moving, Becker and the board discussed aligning work with already-scheduled meetings. The board agreed that NASB would return during the regular March 9 board meeting to review résumés, likely during an executive session.

The board tentatively set March 24 as the interview date, after scheduling conflicts ruled out earlier options. Becker said she would confirm the candidate's availability and, if needed, return to the board with any adjustments. Interviews with the board are held in open session.

Becker raised the question of whether the board wants a small administrative team, such as principals or district office staff, involved in interviews. She described a typical model where stakeholder interview groups provide the board with written strengths-and-weaknesses feedback but do not rank candidates or recommend a hire.

Garrick supports collaboration but is concerned about district culture and existing divisions following multiple resignations. She urged careful consideration of how involvement could help or harm the process.

Becker suggested the board could decide on interview team members at the March 9 meeting.

Becker distributed a set of sample interim superintendent interview questions and asked board members to circle the ones they feel strongly about, then text her so she can refine and tailor the final list, especially adding questions tied to the strategic planning and other priorities.

She provided a Nebraska superintendent salary survey document as a reference, noting that interim salaries are often aligned with the district's budget for the superintendent position, depending on experience and benefits.

Finally, Becker recommended that the district obtain an interim superintendent contract template, typically a one-year contract, from the school attorney before the March 9 meeting, so board members have time to review it before interviews and any offer. more

Career development

 1d

Legal Expert Arrested for Bomb Hoax to Halt Girlfriend's Job Interview | Law-Order


A legal expert based in Gurugram was arrested after allegedly sending a fake bomb threat to the DLF Horizon Centre to disrupt his girlfriend's job interview. The act was reportedly driven by personal conflict, aiming to stall the interview by inducing fear.

The accused, a 29-year-old with an LLM from London, confessed to fabricating the email in hopes of regaining favor with his girlfriend.... Police investigations revealed that this was his first offense, with no prior criminal record.

Gurugram police responded swiftly to the threat, deploying bomb disposal units that found no suspicious items. Security officials at Corporate Edge reported the threat, leading to the prompt arrest of the suspect, who is currently under further investigation. more

Career development

 1d

Cousin Thinks She Can Use Woman's Credit Card Anytime, She's Mortified After Seeing $15K Charge


Some people just don't seem to realize their own mistakes, even if it's completely obvious or they've caused someone harm. Unfortunately, their victim is often the one who has to clean up after them each and every time.

This is what happened to a person who lent their cousin their credit card in her time of need, only to have her misuse it a couple of months later to book a $15k vacation home.... The woman didn't even apologize for her sneaky behavior, and instead acted like the poster was overreacting to the situation.

More info: Reddit

It can be hard to get into a conflict with a family member over money, especially if they aren't willing to admit to their mistakes

Image credits: Frolopiaton Palm / Freepik (not the actual photo)

The poster had lent their credit card to their cousin a while back so that she could book a flight for a job interview, as her bank account was giving trouble then

Image credits: katemangostar / Freepik (not the actual photo)

The woman had repaid the borrowed money almost immediately, but a couple of months later, she secretly charged $15k to her cousin's credit card without asking

Image credits: Liza Summer / Pexels (not the actual photo)

The poster confronted their cousin, and she casually explained that she remembered the credit card details and had used them to book a place for her anniversary trip

Image credits: Aggravating_Pin_4304

The poster called their cousin out for fraud and immediately got the charges reversed, which angered the woman, as she still felt she had done nothing wrong

As the OP shared, their cousin had come to them for help when she needed to book a flight to get a job interview. Since her bank account was giving trouble, she simply used the poster's credit card to get the booking done, and then she immediately paid the money back the next day.

Although it might seem safe to lend one's credit card to family members during their time of need, financial experts explain that it's important to be careful. Some relatives and loved ones might not have proper boundaries when it comes to money and may feel entitled to use the credit card later on, even if they haven't been given permission to do so.

This is exactly what happened with the OP because their cousin had sneakily memorized their card details. Unfortunately, the poster didn't know about that and was therefore quite shocked to see $15,000 charged to them for a random vacation rental site. That's why they quickly checked the transaction details and found out that it was their cousin's fault.

In situations like this, where someone uses your credit card without permission, professionals state that it's important to get evidence of the transaction immediately. Before reporting it to the bank or the agency, it might help to confront the person first and give them a chance to correct their mistake.

Image credits: senivpetro / Freepik (not the actual photo)

The poster decided to talk to the cousin about her sneaky behavior to understand why she had used the card without asking. The problem is that the woman was very flippant about her fraudulent actions, and she tried to justify them by saying that she was definitely going to pay the $15k back in a few weeks.

Since the cousin refused to admit her mistakes or return the money immediately, the OP decided to take matters into their own hands. They quickly contacted the bank and disputed the charges so that they would get their money back without much hassle.

According to experts, when you're suddenly faced with a huge credit card bill that you haven't racked up, it's important to first contact the card issuer and let them know. Just like the poster did, one can request a refund or dispute the random charges. The bank might issue the amount immediately, or even request that a police report be filled out in certain circumstances.

Many netizens urged the poster to do exactly that and to report the cousin for fraud, since she wasn't even willing to take accountability. Even though the OP wasn't planning on doing that, it's good that they got their money back, and hopefully they learned a lesson about not trusting their cousin ever again.

Have you ever dealt with a sly family member like this, and how did you handle the situation? We'd love to hear your stories and opinions on this situation.

People urged the poster to get a new credit card immediately and to report the cousin for being a thief more

Career development

 1d

'I'm in college and I have no experience,' shares a student: How to prepare for your first job interview as a fresher - The Times of India


"I'm a college freshman and I'm so scared right now."The line comes from a student who turned to Reddit hours before their first job interview. It was an entry level, part time role. There was no prior work experience. Volunteering in high school felt "pretty mediocre." Even the thought of the interview made their "heart jump to my throat."The anxiety is familiar. For many students, the first job... interview feels less like an opportunity and more like an exposure of everything they lack."I have no leadership," the student wrote. "How do I calm down?" The better question may be different. What actually matters in a first interview when experience is limited?Students often assume that employers are looking for a long resume. In entry level roles, that is rarely the case. Employers are often assessing reliability, communication and willingness to learn.That assessment begins before the first answer.Clothing does not need to be expensive. It needs to be appropriate, grooming needs to signal care, non verbal cues matter. Sitting upright, maintaining eye contact and speaking at a steady pace communicate composure even when nerves are present.The student wrote, "I want to show that I have the people skills and communication skills that are necessary to work there, but I don't know how to do that when I feel like a mess inside."External signals can stabilise internal anxiety. Preparation of appearance and posture reduces uncertainty. It creates structure in a moment that feels unstructured.The student had been advised to research the company but did not know how.Start with the basics. What does the company do, what does the specific role involve, what skills are listed in the job description, or what values are highlighted on the company website.Reading about the company's history, services and recent updates does not require hours. Even thirty focused minutes can clarify expectations.Research serves two purposes. It improves answers. It also shifts attention outwards. Anxiety narrows focus to the self, but preparation expands it to the task.When students understand what the organisation needs, they can frame their responses around contribution rather than deficiency.One of the most common interview prompts is "Tell me about yourself." For a student with no work experience, this can feel impossible.The key is to review the resume carefully. Every line can become a talking point. A group project can demonstrate teamwork, a course assignment can show problem solving, or a volunteer activity can reflect responsibility.The student wrote, "I have no no experience." The repetition mirrors panic, but it also overlooks lived experience. Academic tasks, campus activities and even part time responsibilities at home can illustrate skills.Prepare short responses to common questions. Why should we hire you, what are your strengths and weaknesses, what do you expect from this role.Preparation does not mean memorising scripts. It simply means reducing surprise.When employers interview freshers, they often look for traits rather than tenure.Curiosity. Reliability. Ability to learn. Time management. Collaboration.Students can list two or three qualities that genuinely describe them and attach examples. For instance, completing a demanding semester while managing deadlines demonstrates discipline. Resolving conflict in a group assignment shows communication skills.The Reddit user worried about lacking leadership. Leadership is not the only valued trait. Employers also seek consistency and willingness to follow instructions.A short, clear example is more effective than a broad claim.The assumption that only paid work counts as experience limits students unnecessarily.Course projects, internships, research assignments and campus initiatives all involve planning, execution and accountability. Even preparing for examinations involves organisation and sustained effort.Talking about these experiences requires reframing. Instead of saying "I just did a class project," a student might explain how they coordinated tasks, met deadlines and presented findings.The interview is not an audit of past employment. It is an evaluation of potential."How do I calm down?" the student asked. Some anxiety is expected. It signals that the opportunity matters, and practical steps can help contain it.Arrive early. Review notes. Practice slow breathing. Prepare two questions to ask the interviewer. These actions create control in a setting that feels evaluative.Most interviewers understand that freshers are nervous. The absence of experience does not disqualify a candidate. Lack of preparation does.The student feared feeling like "a mess inside." Interviews are not tests of emotional perfection. They are conversations about fit and readiness to learn.For students entering the workforce for the first time, the shift is not from inexperience to expertise. It is from uncertainty to preparation.That shift is within reach, even a few hours before the interview. more

Career development

 1d

UNICEF-Targeted ATS CV Revamp


I have a solid draft of my résumé and now need a CV specialist to polish it so it passes modern ATS filters and speaks directly to recruiters at UNICEF or any UN Agency. The content is there, but the language, keyword density, and overall structure need tightening to reflect development-sector priorities and the UN competency framework. My main priorities are: * Showcasing Professional Experience... so each achievement is quantified and mapped to UNICEF's core values. * Highlighting key Skills -- especially programme management, stakeholder engagement, and results-based reporting -- in the precise wording that UNICEF job ads use. * Presenting Education clearly, with any UN-relevant coursework or certifications called out. I expect you to: 1. Re-structure the document for maximum ATS readability (Word DOCX) and create a clean PDF version. 2. Inject UNICEF-specific keywords while preserving my voice. 3. Supply an ATS scan report so I can see the improvement. 4. Provide a concise one-page summary version for quick applications. Turnaround within one day would be ideal; a brief note outlining how you'll execute each step is all I need to pick the right freelancer. more

Career development

 1d

The resumé of the heart: Why volunteering builds skills employers crave


Volunteering combines practical experience with human skills development, creating a "resume of the heart" that complements formal education.

When we think about getting a job, most of us focus on marks, degrees, certificates and technical skills. We believe that if we learn the right software, get the right qualification, or land the right internship, we'll be set.

But the world of work is... changing fast.

With Artificial Intelligence doing more technical tasks, employers are looking for something different. They're looking for human skills; the kind machines can't copy.

This is what I call the "Resumé of the Heart."

It's the part of your CV that shows who you are, not just what you know.

More Than Just 'Helping Out'

For a long time, volunteering was seen as something "extra." Something nice to do if you had free time. Maybe something to fill a gap year.

Today, it's much more than that.

Structured volunteering, meaning volunteering through an organised programme or NGO is one of the best ways to build the soft skills employers really want. It is also an IEB requirement for Life Orientation in Matric.

Soft skills include:

* Communication

* Leadership

* Teamwork

* Problem-solving

* Time management

* Emotional intelligence

You can't truly learn these from a textbook. You learn them by doing.

The Real-World Classroom

In school, you might learn about leadership in theory. But volunteering puts you in real-life situations.

When you volunteer through an organised programme, you:

* Work with different types of people

* Follow rules and codes of conduct

* Meet deadlines

* Solve real problems

* Take responsibility

For example, if you help organise a food drive, you might need to:

* Coordinate donations

* Communicate with community members

* Manage supplies

* Work under pressure

That's real experience. That's real responsibility and please don't cheat by getting your Mum to do it.

This is what employers love to see.

Why Employers Care About Volunteering

Recruiters are paying more attention to community involvement because it shows important qualities.

If you volunteer regularly, it shows:

- Commitment

You can stick to something long-term.

- Responsibility

People trusted you with real tasks.

- Empathy

You care about others and understand different backgrounds.

- Initiative

You don't just wait to be told what to do, you step up.

In today's workplace, empathy is not just "nice to have." It's essential. Companies and universities want employees who can work in diverse teams and understand different perspectives.

Volunteering proves you can do that.

Why Structured Volunteering Matters

There's a big difference between donating clothes once and being part of an organised volunteering programme.

When you join a registered programme:

* You are trained

* You are supervised

* Your hours are tracked

* You are accountable

This shows future employers that you can operate in a structured environment, just like a workplace.

It also proves that you can commit to something bigger than yourself.

Future-Proofing Your Career

Technology is changing quickly. Some technical skills become outdated in just a few years.

But human skills like communication, leadership, adaptability and empathy will always matter.

If you want to stand out from other candidates, don't just focus on another online course.

Ask yourself:

* Where can I serve? There are several volunteer platforms you can sign up for, check out The President's Award, Volunteer Now, For Good etc.

* What cause matters to me?

* How can I make a difference?

The experience you gain while volunteering may be unpaid, a 20-hour requirement for school and what feels like a massive inconvenience, but it could become the most valuable part of your CV.

Because sometimes, the work you do from the heart is exactly what opens the door to your future. more

Career development

 1d

Streamline Your Job Search With AI Matching and Tracking for a One-Time Price of $39.99


Job hunting is a full-time job -- and most of it is repetitive, manual work. Editing your resume for every role, rewriting cover letters, tracking applications in spreadsheets, and prepping for interviews can easily eat up hours each week. FirstResume AI Job Hunting Automator is designed to handle all of it for you. For a one-time payment of $39.99 (MSRP $899), new...

We strive to uphold the... highest ethical standards in all of our reporting and coverage. We StartupNews.fyi want to be transparent with our readers about any potential conflicts of interest that may arise in our work. It's possible that some of the investors we feature may have connections to other businesses, including competitors or companies we write about. However, we want to assure our readers that this will not have any impact on the integrity or impartiality of our reporting. We are committed to delivering accurate, unbiased news and information to our audience, and we will continue to uphold our ethics and principles in all of our work. Thank you for your trust and support.

Website Upgradation is going on for any glitch kindly connect at office@startupnews.fyi more

Career development

 1d

DATING FORUM - 5 Towns Jewish Times


I am currently in shidduchim and I came across one of the many WhatsApp groups. I joined and paid a certain amount each month, which I was okay with, but I recently decided to move on after being on it for eight months.

Before a single person joins the group, they fill out a sign-up with their name, info, and preferred payment plan, either monthly or yearly. At the bottom there's a checkbox that... in order to join, you have to agree to pay a minimum shadchanus fee for any shidduch made through the chat.

I know WhatsApp groups can be tough and loaded with problems, but I felt that when I was using it, it was helping me to get out there since I don't have much in the way of social media and events are hard to get into since it's my second time around.

My question is, when I left the group, I was interested in someone whose profile I saw on the app back in September 2025. I still have her résumé from when I first tried to go out with her, but she was busy then and I have no idea if she's busy now.

I know it's hypothetical, but morally and halachically, if something were to come about from a WhatsApp group months later, after you've left and are no longer paying the monthly fee, if you do get married, would you still have to pay a shadchanus fee since you found the résumé on the app?

I plan on asking my rav because I ask him a lot of questions regarding dating, but I also wanted to hear your perspective as a shadchan.

There is an even deeper problem that needs to be confronted. The fact that a single person even fears this question is telling that something is broken. Instead of focusing on emotional readiness, compatibility, growth, and building a bayis ne'eman, they are worrying about future invoices, retroactive ownership, admin enforcement, and most importantly, digital entanglements. That is not healthy. Shidduchim should not feel like navigating subscription contracts. They should feel like navigating destiny.

How did we even get to this point? There was a time, and it wasn't even so long ago, when I would gently (and sometimes not so gently) caution singles not to get swept up in the growing trend of résumé-based dating. I said it publicly. I said it privately. I said it in living rooms and at Shabbos tables. A résumé is a sterile document. It reduces a neshamah to bullet points: address, shul, height, schools, siblings, hashkafic labels and sublabels, etc. As if a human being can be captured in a font size. But people didn't listen, because they felt it was efficient. It was modern, organized. And what happened next, what we have now was inevitable.

Résumés turned into spreadsheets. Spreadsheets turned into databases. Databases turned into WhatsApp groups. WhatsApp groups turned into marketplaces. And with that came something far more troubling than technology: toxicity, because when shidduchim move from living rooms or dining rooms to group chats, something subtle but dangerous happens. The warmth leaves. The achrayus blurs. Accountability becomes murky. Admins become gatekeepers. Singles become "content." And what began as a tool quietly becomes a market that we now have with the hundreds upon hundreds of shidduch WhatsApp groups.

You described something very real: a sign-in form, payment plans, automatic agreements, and at the bottom, a checkbox that says "Shadchanus fee for any shidduch made through this chat," including a minimum fee. That checkbox represents the entire confusion of our era. Who exactly is the admin of the group you reference? Is this a shadchan? Is this a platform? Is this a service? Is this a subscription? Or is it a business model wrapped in communal language? Let's speak honestly and call it what it is.

Another uncomfortable truth is the power imbalance of these groups. They are often controlled by one or two administrators with complete authority. They decide who gets posted, who gets removed, who gets visibility, whose résumé is reshared, and who is quietly sidelined. There is no communal oversight or guidelines, and certainly no standards board. And when authority exists without accountability, toxicity can grow. The fact of the matter is that some admins bully other admins. Some compete over members. Some publicly shame those who "violate their rules." And tragically, some weaponize private information. The real victims of all this hierarchy are the singles. They feel the pressure and the politics. Instead of feeling supported, they often feel like products in a digital marketplace.

You joined that group because you wanted exposure. You don't live on social media. Events are harder the second time around (though I'm not sure why event organizers would exclude you if you fit the age target). Nevertheless, you were looking for a way to widen your dating circle. That is completely understandable. Many sincere singles have turned to these groups not because they love the format, but because they feel they have limited options.

Now to your question. You saw a résumé in September 2025 while you were a paying member. You tried once, but she was unavailable. Months later, after you left the group and stopped paying, you are considering trying again. Hypothetically, if it leads to marriage, do you owe shadchanus? Let's separate this into three layers: halachic, moral, and practical.

From a halachic perspective, shadchanus is not just a "nice tip." It is rooted in minhag Yisrael and in the concept of paying someone for facilitating a match. However, classic shadchanus applies when a shadchanactively introduces, suggests, follows up, mediates, or plays a meaningful role in bringing the couple together whether one-on-one via an event or other mode of introduction. Here, according to what you share, the admin did not redt the shidduch personally. They did not facilitate conversation or advocate for you, nor did they follow up. They provided access to résumés. That is not the same as being a shadchan.

If months later, independently, you pursue someone you once saw listed, and there is no ongoing involvement from the group, many poskim would question whether that constitutes a binding shadchanusobligation, especially if you are no longer a member and no active facilitation occurred. But you are wise to ask your rav, because local custom and the exact wording of what you agreed to can matter.

From a moral perspective, this is where your question becomes more nuanced. If the only reason you knew she existed was that platform, there is a concept of hakaras hatov. However, hakaras hatov does not automatically equal contractual shadchanus. There is a difference between: "I owe you because you made this happen," and "I appreciate that this platform once exposed me to information." Look at it this way: If a couple meets at a wedding and later marries, we don't pay the caterer. If someone sees an ad in a newspaper and later pursues it independently, we don't pay the publisher. Exposure is not the same as matchmaking. However, if you felt genuinely that the group's infrastructure directly caused the relationship to unfold, a voluntary gesture of appreciation could be appropriate. But that is very different from being halachically obligated to a minimum fee months after leaving a group.

Here's a deeper issue from a practical perspective. Many of these WhatsApp structures blur lines intentionally. They operate like businesses but cloak themselves in communal language. A checkbox at the bottom of a form does not automatically override halachic definitions of what constitutes shadchanus. If the agreement was simply, "Any shidduch made through this chat," the phrase "through this chat" is not just vague; it's very unclear. What does that mean, exactly? Through active involvement? Through introduction? Through direct facilitation? Or simply through exposure? This is precisely what has made the WhatsApp shidduch culture so complicated. It removes the relational element and replaces it with terms and conditions. Let me also say this openly. Your integrity in even asking this question speaks volumes about you. Many would simply move forward and say nothing. You are thinking about yashrus and derech eretz. That matters.

Now, from a shadchan's perspective: A real shadchan invests time, intuition, emotional energy, follow-up calls, encouragement, and sometimes hours of quiet mediation between two nervous people. When that results in marriage, the shadchan earned their fee, not as a gift, but as compensation for genuine work. A database does not do that. A group chat does not do that. A résumé warehouse does not do that. A digital bulletin board does not do that.

If this young woman becomes relevant now, and you pursue her independently, and no admin is involved, and no one is facilitating, it is difficult to classify that as classic shadchanus. Still, speak to your rav. Bring him the exact wording. And one more thought. If something beautiful were to come of it, and you felt in your heart that this platform was part of the journey, you could always choose to give tzedakah in that amount. Not because you were cornered. But because you wanted your story to begin with generosity rather than dispute. There is something powerful about starting a bayis with clarity. But do not allow fear-based clauses to control you months after you've left.

The larger lesson here is this: We moved too quickly into résumé culture, trading nuance for convenience. We replaced relationships with lists. And now singles are navigating legal fine print in what used to be a sacred and personal process. Shidduchim were never meant to feel like a subscription service. They were meant to feel like human beings caring about other human beings. I hope this gives you framework as you speak to your rav. And more importantly, I hope that whether through a group, a shadchan, or hashgachah pratis in the most unexpected way, you will soon find someone who sees far beyond a résumé.

Baila Sebrow is president of Neshoma Advocates, communications and recruitment liaison for Sovri-Beth Israel, executive director of Teach Our Children, and a shadchanis and shidduch consultant. Baila also produces and hosts The Definitive Rap podcast for 5townscentral.com, vinnews.com, Israel News Talk Radio, and WNEW FM 102.7 FM HD3, listenline & talklinenetwork.com. She can be reached at [email protected]. more

Jena Yasava


Career development 6d
I’m new and have only worked at the company for 2 weeks, but the rule that everyone has to go to lunch together is really bothering me. I’d like to spend my lunch break alone - eat quietly, relax and think.
But in our team that doesn’t seem okay. One time I went to lunch by myself and five minutes later they called me saying they couldn’t find me.
How can I tell my coworkers that I prefer to... have lunch alone without hurting their feelings?
Thanks

 more
5   

  • Crystal Wizard

    2d

    i'm right with you, i don't like to each lunch with other people every day either. but I'm curious about your statement that it's a rule. is it a... company rule or just something the team you're on expects? more

  • Doris Higgs

    2d

    Don't say anything, go to the bathroom, go to your car. It's easy to kill time. Get on your phone with head phones, or listen to music to drown out... the noise. Lunch isn't a long time. There easy ways to use up time. It's not that bad. You still have a job.  more

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