David Tyler


Career development 20h
We work at a big company, and there are a few women around 50 who love setting up single coworkers. They’ve already gotten two couples married. Now they’ve clearly decided to set me up too.
They act like it’s no big deal, but it’s getting annoying. People keep hinting at things. When I go into the kitchen, they leave so I’m alone with that girl. They’re always finding reasons for us to do things... together.
It’s really frustrating. How can I make them stop? If I want a relationship, I’ll handle it myself.
Thanks for any advice

 more

  • Sheila Milburn

    6h

    You have 2 challenges created by their meddling. I suggest you 1) find out, privately, if the other coworker is working with them or feeling as... awkward as you are. If she feels the same; you can approach them as a united front. If she's part of the problem, the honest discussion should move her to stand down. And minimize her embarrassment.
    2) in either event, you need to politely remind those meddling that your personal life is out of bounds and their actions are against company policy (verify this part 1st). Tread lightly, they created the mess, but you are now caught up in it. Goodluck!      more

  • FEBYAN RONOH

    10h

    Stop letting co workers know your personal life

    1
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Amanda Hollingsworth


Career development 3mo
I’m not an ambitious person, I just want a normal, calm job and I’m not chasing promotions. But my boyfriend keeps nagging me every day about why I don’t try to please the boss, don’t take overtime, and don’t agree to work weekends when they ask. He keeps saying I need to build a career and make more money.
Honestly, I’m starting to wonder if I should even stay with him, because I don’t want to... plan anything serious with someone who’ll keep pushing me to work like crazy, while I just want a job I actually enjoy. What would you suggest?

 more
14   

  • ismail Mohammed

    3mo

    it's encouraged to have a balanced approach to life, including work and personal time. (peace be upon him) said, "Work for your worldly life as if... you will live forever, and work for your hereafter as if you will die tomorrow.

    This means finding a balance between your worldly responsibilities and your spiritual growth is key. If your job is halal and you're able to fulfill your duties without compromising your faith, then it's okay to prioritize your well-being and happiness.

    Regarding your relationship, emphasizes the importance of mutual respect, kindness, and understanding between partners. If your boyfriend is pushing you to prioritize work over your well-being, it's worth reflecting on whether this is a healthy dynamic for you.
     more

  • Tiffany Smith

    3mo

    Only relationships built on "unconditional love" will thrive! If you want to THRIVE in business, inbox me for more details!

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Finch Vane


Career development 6d
I had a strange interview at a big real estate company. The HR lady first asked me what settings I changed on my phone. I just made something up so I could answer. Then she asked when was the last time I lied. It felt like a trick question.
They said they would call me in a few days to tell me if I got the job, but I’m shocked and don’t think I passed. What would you say if they asked you about... lying?
Thanks

 more
2   

  • Sheila Milburn

    5d

    As a 30 year licensed MD Realtor, I can attest that nationally we have surprisingly high standards for integrity and ethics. The lawsuits are caused... by those that ignore them. So I can see this being a question to test integrity.  more

  • Ashaba Princess

    6d

    And some HRs sometimes they ask funny questions for u to fail,

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Career development

 9h

Mintz On Air: Practical Policies -- Real vs. Robot: AI's Impact on the Workplace Life Cycle


AI is reshaping the employment life cycle so quickly employers are racing to keep up. In this episode of the Mintz On Air: Practical Policies podcast titled "Real vs. Robot: AI's Impact on the Workplace Life Cycle," Mintz Member Jen Rubin sits down with Associate Emma Follansbee to discuss how AI is reshaping some employment systems and offers advice for employers on how best to adapt their... workplaces to AI developments.

Insights include:

Listen for insights on how employers can adjust established practices to address AI's growing influence across the employment life cycle.

Practical Policies -- Real vs. Robot: AI's Impact on the Workplace Life Cycle Transcript

Jen Rubin (JR): Welcome to the Mintz On Air: Practical Policies podcast. Today's topic: Real vs. Robot: AI's Impact on the Workplace Life Cycle. I'm Jen Rubin, a Member of the Mintz Employment Group with the San Diego-based Bicoastal Employment Practice representing management, executives, and corporate boards. Thank you for joining our Mintz On Air podcast. If you have not tuned in to our previous podcasts and would like to access our content, please visit us at the Insights page at Mintz.com, or find us on Spotify.

Today I'm joined by my colleague, Mintz Associate Emma Follansbee, from our Boston office. Emma is an employment attorney who counsels clients on a wide variety of employment issues and litigates employment disputes before state and federal courts and administrative agencies. Her litigation practice includes restrictive covenant agreements, discrimination, sexual harassment, and retaliation claims. Emma also litigates wage and hour cases and counsels on wage and hour compliance.

Like many Mintz employment attorneys these days, Emma has spent considerable time advising clients on the impact of AI in the workplace, and that is the subject of our conversation today. Welcome, Emma, and thanks for being here.

Emma Follansbee (EF): Thank you so much for having me. I'm thrilled to be here.

JR: AI is turning out to be what I'm going to call "a boon and a bane" for human resources professionals and in-house counsel. These folks are wrestling with so many issues that AI has raised in the workplace, and frankly, Emma and I only have a limited amount of time, so we can't discuss all these issues on today's podcast. But if any of you listened to my prior podcast with my partner, Mintz Member Paul Huston, about AI's impact on protecting trade secrets in the workplace, you know that Paul and I identified some thorny issues that employers may not have previously considered -- but really should -- when it comes to AI in the workplace.

Building on that prior podcast, I thought I would focus our discussion today on AI impacts on the employment life cycle -- hiring, working, terminating -- always with an eye toward the practical. Not just because that's the title of this pod, but because it's our job as counselors to help clients identify issues before they happen and problem-solve in advance, if that is at all possible.

AI at the Hiring Stage

JR: Emma, the first topic I want to surface with you is one that comes up at the time of hiring, and it really has two parts.

Part one: we know how easily AI can impersonate and trick -- and we'll get back to some of that later. But can you give our listeners some practical guidance on things they should consider adding to the pre-hire list to account for some of these AI issues?

EF: Yeah, that's such a good question, Jen. I think we're all experiencing -- in our personal lives, at work, and in the media -- this question of what can be real and what can be fake when it comes to AI.

The good news is that employers already have a lot of tools at their fingertips, but it's about being thoughtful about the tools you already have in place and how you can use them to focus more on sussing out whether there's AI trickery at issue.

Let me give you an example. Take something as simple as your offer letter. We often include language stating that everything a candidate represents during the hiring process -- in their résumé, credentials, and experience -- is accurate, and that by accepting the offer, they are not misrepresenting any facts.

We're increasingly seeing that this isn't always the case with AI. It's now very easy for candidates to download a polished résumé, invent a work history, or provide information that may not be accurate. One practical step employers can take is to ensure that onboarding documents -- such as offer letters -- include provisions that protect the organization if they later discover false information generated or assisted by AI.

JR: What about any state or federal legislation that impacts how employers deploy AI in the onboarding process? Can you speak briefly about the impact that might have?

EF: Absolutely. This is a constantly changing landscape at both the federal level and state levels. We are already seeing states -- and even cities -- develop their own AI rules and regulations governing how AI is used in the hiring process.

For example, there is a New York City local law that governs how AI may be used and aims to prevent discrimination when employers rely on automated decision-making tools during hiring.

At the same time, we're seeing activity on the federal level. Recently, President Trump issued an executive order seeking to slow the flow of new state-level AI regulations to establish a more uniform federal regulatory scheme. We're likely to see challenges to that approach, and it has not stopped new rules from cropping up.

All of this makes compliance challenging, especially for multistate employers. A requirement may take effect in New York City, another in California, and yet another in Texas -- each addressing completely different aspects of AI. They all touch on AI-related issues, and the rapid pace of change makes it difficult for employers to stay compliant.

JR: It's interesting because everything is changing so quickly, and at the same time, employers may be using AI tools that don't account for those rapid changes. In many cases, they're not consulting humans about how these tools should be deployed or how decisions made by AI need to be backed up, verified, and vetted by a human.

Toward that end -- and relatedly -- Emma, what do you think about job descriptions and proficiencies? We're still in the onboarding process, where employers are putting together job descriptions and advertising for open positions. How do you account for AI in those job descriptions and in the proficiencies employers are looking for?

EF: I think there are two aspects to that, Jen. The first is whether we understand what it means when a candidate says they are "proficient in AI" at the hiring stage. It's not enough to insert something into ChatGPT or another LLM system, get an answer back, and call yourself an efficient user of that product. We need to know whether employees have experience prompting, verifying, and sussing out false or incorrect information that an AI system might generate.

Because if AI is going to be used in your workplace, you want to know that employees are using it responsibly.

JR: It's very interesting to me, because you may have a situation where someone has learned to use AI to write résumés and job descriptions. It almost becomes a loop -- where does the human insert themselves? I won't go off on a tangent, but these issues raise more issues. It becomes one giant onion, at least to me, and I think probably to many people.

So, let me move on to another question I have related to onboarding.

Let's say you've set up your job application, you're advertising for the right type of position, and that might include AI proficiencies that you hope are being accurately represented. Let's assume a human has accounted for developments and changes in the laws and has reflected that in the systems being deployed. And let's go a step further and say that applicants are being notified that AI is being used -- whether as part of an applicant tracking system or elsewhere in the onboarding.

Are there things employers should be doing with respect to the onboarding documents themselves? For example, should they be thinking about offer letters, arbitration agreements, or restrictive covenants to the extent they're applicable? What should employers be doing at this point?

EF: Absolutely. You raise a good point about restrictive covenants. I'm also really interested in how AI is going to change the way employers think about contracts involving trade secrets, confidential information, and intellectual property. A few questions come up right away.

The first is: what happens -- and how are you documenting it -- when employees use AI to create information or materials? Who owns that? And how do you ensure your agreements make clear that whatever an employee creates, even if they use a separate system to create it, still belongs to the employer?

We haven't really dealt with this before. It used to be the case that an employee walked in with their skill set and used it to create work on behalf of the employer. That's no longer the full picture. So how do we make sure employers are protected? And I know you touched on this with Paul in your last podcast, but it's critically important that employees understand which products -- whether AI or something else -- are permissible use cases.

If an employee uses an AI product that isn't a closed-loop system, your confidential information can easily end up outside the organization and used by others.

I want to go back to something you asked earlier and tie it together, which is the importance of employee training.

JR: Yes.

EF: If a new hire comes in and says they're proficient in AI and they used it at their last job, we, the employer, still need to train them on our systems, processes, and confidentiality expectations. That piece is important. AI isn't going away, so we need to make sure employees know how we expect them to use it -- and how they can't.

JR: Many employers think of confidentiality agreements and training as a given, right, Emma? It's not controversial, if you think about it, to ask someone to join your company and keep your information safe. Almost everyone does it. It's hard to find companies that don't have some sort of confidentiality agreement.

What's interesting now, to me, is that employers really do need to go back and look at those agreements -- restrictive covenants, confidentiality agreements, training materials -- and make sure they clearly communicate the importance of using AI properly. These things used to feel like a given. I don't think they're a given anymore. Employers really need to rethink them and double down.

AI's Impact During Employment

JR: So, let's transition. Let's assume the employee is now hired. You've updated your documents -- created with human judgment, not an AI tool -- and the person has walked through the door. Let's talk about some of the issues that arise during employment where AI is having a significant impact.

EF: Some of the laws and frameworks we're seeing at the state level apply not only when an employee is hired but also when AI or other automated systems are used to help employers make any employment-related decision. That includes setting the terms of compensation, issuing discipline, making promotion decisions -- whatever the scenario may be.

We're watching a growing framework around how we use AI in these decisions. Employers need to be thoughtful and make sure they understand how the AI is being used. As you know, Jen, we're already seeing litigation under current federal and state anti-discrimination laws. If an employer doesn't understand how AI factored into an employment decision, it becomes very difficult to defend that decision when an employee raises a complaint or inquiry -- for example, about a performance improvement plan, discipline, termination or, you know, insert relevant employment-based action.

AI is touching everything. It's not going away, and the issue is only going to become more prominent. Employers should be in regular conversation with their counsel because the landscape is changing so quickly.

JR: Let's talk about employee complaints. As we know, complaints are a regular feature of the workplace. When humans work together, conflicts arise. How, if at all, does AI affect an internal workplace investigation?

EF: We're seeing that if we have access to these tools, employees do too. Employees can pop into ChatGPT or another AI system, explain a situation that has happened, and ask what the situation sounds like or what potential issues it raises. Employers are starting to receive complaints, letters, and demands that clearly read as if AI helped draft them.

Does that change employers' obligations? Not necessarily. But employers still need to make sure they fully understand the facts and circumstances. In the example you gave -- an investigation -- employers still need to understand what the employee is saying on the ground and what other employees report. There's heightened vigilance when there's essentially a third party in the room -- the AI -- and we have to be aware of how it's influencing these situations.

JR: From the investigation standpoint, you can't overstate the value of sitting across from a person -- watching body language, hearing tone of voice, and experiencing all of those nuances of human communication. Whether you're in HR or counsel conducting the investigation, that interpersonal interaction gives you information you can't get from a written complaint.

So even if the complaint looks beautifully written, uses a lot of great buzzwords, and invokes all the different provisions of the employee handbook, you still, as an employer, have that obligation to investigate. And if it turns out that something was fabricated or embellished using AI, you're likely going to suss that out quickly once you talk with the person. It's much harder to "mock that up," so to speak, in real time.

Here's another question -- still in the employment life cycle. What about using AI in a surveillance context? At the firm, for example, when we use Zoom we have to turn off any recording features. I personally don't like having that option available, but it seems so easy for people to record surreptitiously or have AI running in the background. What should employers consider?

EF: I've had the same experience. There are so many AI tools that will record conversations or take notes automatically. They seem almost implicit and helpful in a lot of ways. But employers have to pause and consider when and how these tools make sense, whether they affect the quality of work, and whether more surveillance in the workplace affects employee morale.

There's also a significant legal landscape around the issue of recordings -- including single-party versus dual-consent states. And there are broader privacy concerns emerging across jurisdictions. It's another one of those things employers should keep in mind when auditing where AI is being used because this area can be a little quieter but have a huge impact. It's easy to think "Sure, I'll hit the AI button on Zoom," without considering whether it changes how people participate or whether they feel comfortable speaking freely.

AI at the Termination Stage

JR: That's a great segue to the last part of the employment life cycle -- termination. Terminations are inevitable; the question is why they occur and what the consequences are, which is where you and I spend a good part of our professional life asking.

I want to go back to what you mentioned earlier about employees using AI in the investigatory context. How do you see it being used on the other end -- after termination?

EF: Yeah, I think it's connected. We're seeing this technology create more polished materials, which also means employers are receiving more polished post-employment demand letters and complaints -- often full of legal buzzwords and structured as if written by outside counsel.

We're seeing this in courts too. Litigants can use AI to draft complaints that read as if an attorney has drafted them. There can be benefits to that -- increased access and more capabilities for individuals to advocate for their own rights -- but the downside is that these documents are not always accurate and can conflate issues. We're seeing these impacts more frequently, and it's clear how AI is shaping the tone and tenor of communications employees send after leaving an organization.

JR: Are there systems or processes employers should change to account for receiving AI-generated demands? Or should employers handle them the same way they always have?

EF: Yes and no. Employers should absolutely continue taking these things seriously, responding within appropriate timeframes, and treating them with the level of seriousness they deserve.

But there should also be heightened scrutiny. We need to understand what's truly being asked or demanded. We're all learning to identify when something "sounds like AI" -- certain phrasings, grammar, patterns, punctuation. From there, employers can assess whether the AI-generated nature of the document affects their response or next steps.

JR: The takeaway from this episode is that it's never a bad idea to take a new and hard look at each of your processes -- hiring, training, internal investigations, and termination -- understanding that there is a growing use of AI affecting every stage of the employment life cycle. And appreciating that.

Where it really matters is remembering that human judgment and nuance can't be replicated by AI. So while it's important to understand these programs, appreciate how they influence decisions, and have confidence in yourself as the person responsible -- whether you're an HR professional, in-house counsel, or someone else handling these issues -- it's equally important to go back to your own judgment. That means speaking with people directly and confirming that you have that human aspect in the process.

All of this connects to the concept of trust, which, as you know if you follow my podcast, is fundamental to employment relationships. And trust ultimately comes from human-to-human interaction.

Wrap-up

JR: Thank you, Emma Follansbee -- this has been an interesting discussion. Talking about AI raises more questions than we can answer, but we're all learning as we go. I really appreciate you joining us today.

EF: Thank you very much for having me. It's my pleasure.

JR: Thank you to those who have tuned in to the Mintz On Air: Practical Policies podcast. Please feel free to visit us at Mintz.com for more content and commentary, or you can find us on Spotify. Thanks again. more

Career development

 10h

I used ChatGPT to stop awkward small talk -- and it actually worked


AI came to my rescue to help cut through all the awkward silence

One of the worst feelings is sitting in complete silence with someone -- or worse, in a group where the conversation suddenly dies and everyone feels it.

It's hard being the person who makes things awkward, whether it's because I said something off-putting that killed the vibe or because I didn't say anything at all. I think of... myself as an extroverted introvert: I love being out around people, but I'm just as happy at home binge-watching my favorite show alone.

Lately, I've been looking for ways to strengthen the "extrovert" side of my personality, especially in situations where conversation doesn't come naturally. That led me to focus on improving my conversational skills for those tricky moments.

With ChatGPT's help, I discovered better conversations that ease social awkwardness. The AI gave me a simple way to come up with questions that keep dialogue flowing -- whether you're meeting new people, navigating work events or trying to avoid those dreaded awkward silences.

I put my prompt to use to come up with questions for a first date

My days of swiping, matching, chatting and eventually getting ghosted on dating apps finally ended last year. Since then, my mental state is stronger -- and my thumbs are busy typing for work instead of chasing the slim chance of a date.

Still, I'm a firm believer in "stay ready so you don't have to get ready." I never want to sit across from someone on a first date while an awkward silence buries any chance of a second one.

To make sure that never happens, I turned to ChatGPT to generate conversation starters based on someone's interests. You can swap in whatever hobbies apply to the person you're meeting:

"I'm going on a first date with a woman who enjoys baking, ballroom dancing and cozy video games. Give me 10 good ice-breaker questions I can ask based on those interests."

ChatGPT started with a smart reminder: the key to a great first date is asking questions that invite stories -- not yes-or-no answers. It then generated open-ended questions tailored to each interest, plus a creative bonus: "If your life were a cozy game, would the main quest be baking, dancing or something totally different?"

It even offered flirty follow-up lines, but that's where I draw the line. I don't want AI guiding every moment of the conversation. I'm happy to let it handle the ice breakers -- the rest is better left to real, unscripted human interaction.

Then I applied it to produce a bunch of questions to ask during a job interview

Another way the prompt can help in social situations is by suggesting smart questions to ask during a job interview. It's one thing to navigate awkward silence on a first date -- it's another to face dead air when it's your turn to speak with a potential boss.

To see how this could work, I tried a prompt aimed at preparing for a social media role at a news site:

"I'm attending a job interview for a social media consultant position at Tom's Guide. Give me 10 thoughtful questions I can ask based on that role."

Before generating questions, ChatGPT offered useful guidance: strong interview questions should show you understand the brand, think strategically about platforms, care about performance and audience growth, and come across as collaborative rather than interrogative.

The questions it produced covered brand strategy, performance metrics, content workflows and team culture -- exactly the areas hiring managers care about.

The takeaway

Using ChatGPT as a preparation tool is one of the main ways i apply it to real-life situations. Using AI in this way helped me stay ready for a potential first date and help me better equipped to speak confidently during a job interview.

It can also aid anyone in plenty of other social interactions, such as chatting with strangers on public transportation, cooking up amusing dialogue with a friend of a friend, your mate's parents, or even a child or senior citizen who has been put in your care. It's always best to respond in a natural manner and not let AI completely dictate how you should operate during a conversation.

But it doesn't hurt to keep some AI-produced ice breakers in your back pocket if you're trying to make your next meetup as comfortable as possible.

Follow Tom's Guide on Google News and add us as a preferred source to get our up-to-date news, analysis, and reviews in your feeds. more

Career development

 10h

Full-Cycle Tech Recruiter Needed


I'm gearing up for a fresh wave of hiring across several mid-level technology roles and need someone who can handle the entire recruitment lifecycle from start to finish. That includes drafting compelling job descriptions, actively sourcing talent through LinkedIn Recruiter, GitHub, Stack Overflow and niche tech communities, screening résumés in my Greenhouse ATS, coordinating and conducting... structured interviews, managing candidate feedback loops, and steering the offer and acceptance stage until onboarding is complete. The target profiles sit squarely in the mid-level band -- engineers with roughly three to six years' experience in back-end, front-end, DevOps and data engineering stacks. Because culture fit is just as critical as technical chops here, I'll rely on you to probe for collaboration skills, product mindset, and growth potential during interviews. Deliverables * Weekly pipeline report showing number of candidates sourced, screened and advanced * Interview notes and scorecards logged in Greenhouse for every candidate you meet * End-to-end management of at least five accepted offers within the agreed timeline Success for this engagement means a smooth, friction-free process that keeps hiring managers informed, shortens time-to-hire, and secures standout tech talent ready to make an impact on day one. Let's streamline this together. more

Career development

 1w

Career Expert Warns Workers To Lie About 5 Specific Things During A Job Interview


Have a job interview approaching and need some advice? Look no further than Career Coach Anna Papalia, an "interview expert" who says that lying can actually help in a job interview if you know what to lie about.

The interview process is tricky, and it can be hard to know how to handle these complex chats. Instead of covering exactly what you should say during a job interview, Papalia advised... in a video what you should absolutely not say or do during an interview if you want to land the job.

Here are the 5 things you should lie about during an interview, according to an interview expert:

1. Where you see yourself in five years

"Nobody wants to hear you say that you see yourself in grad school or getting married and having babies," Papalia said, even if it is the truth. Employers want to know how much you truly want this job and that you can see it as part of your future. "What we want to hear you say is, 'I see myself here at this organization,'" she added.

An employer also often wants to find out if you're ambitious. Do you have clear-cut, realistic goals, and how motivated are you to achieve them? This can help the interviewer determine if your values align with those of the company and how you might perform as an employee.

2. Why you're looking for a job

Even if your reasoning for wanting a new job is due to your hatred of your previous job, you might want to refrain from disclosing that information to your potential future company. "Say something like, 'I've outgrown my position, and I'm looking for a new challenge," Papalia advised.

According to executive search specialist Leah Stevens, "You may feel your reasons for leaving are righteous and justified; however, the rule is simple -- Resist the urge and NEVER badmouth a previous employer. Why? Simply put, it raises too many questions and leaves a negative impression. The interviewer may even feel like you may have been part of the problem."

Don't bring up the negatives; focus on the positives. An interviewer will likely prefer someone who looks on the bright side, or can at least make it seem that way to a stranger.

3. Your feelings about your current boss and co-workers

"I don't care if you work for the worst, most micromanage-y boss in the world. We don't want to hear you talk about that in an interview," she said. "Especially if you're being interviewed by someone who might be your prospective boss." Employers want to know that they're hiring someone who can get the job done, regardless of how they feel toward those they are surrounded by.

Your professionalism, emotional intelligence, and discretion are all being put into the spotlight. It's okay to briefly acknowledge differences or challenges that you had with others, but you can easily spin it into a winning statement. Talk about what you learned or how you grew from the situation.

4. Your hobbies

Even if it's true, you might not want to tell your interviewer that you spend all of your free time watching Netflix when you're not working. "Please pick hobbies that sound professional and interesting," Papalia encouraged. Listing hobbies that say something about your personal or professional life will help you stand out among applicants.

Additionally, the interviewer may be checking to see if you'll be a good personality and culture fit within the team. Even if your hobbies aren't super relatable, show some enthusiasm about them! Perhaps you can even teach the interviewer a thing or two.

5. Your job description and title

In this case, it is appropriate to slightly embellish your resume and job duties to make you appear more impressive and more likely to get hired. "You can embellish it a bit, especially if you have been working above and beyond your job description and you haven't been getting paid for it," Papalia said.

Use this opportunity to give some context to what's listed on your resume. Bring up your relevant and transferable skills from your previous experience, and explain how they could apply to the job you want. more
3   

  • Susana Asamoah

    11h

    Good advice and suggestions but it not a lie

  • James Anderson

    Pro
    15
    1w

    I don’t consider these suggestions as lying. Lying is when you make things up from whole cloth. Like for example, listing a company on your resume you... never worked for. It’s not inly dishonest, it’s dumb because it’s easy to check. more

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Career development

 12h

Calculating a career ROI - when education pays off and when it doesn't - bbrief


Professional advancement is increasingly shaped by decisions around education. Qualifications signal capability, open doors and promise career progression, yet their value is often assessed too narrowly.

Beyond remuneration, education carries costs and returns that unfold over time. These factors influence professional mobility, leadership access and long-term relevance. In recent years, the... business world has developed a noticeable tendency towards the accumulation of academic qualifications.

Employees increasingly seek additional certifications and credentials to strengthen their résumés and broaden their skill sets. As a result, the marketplace has become more competitive. This competitiveness is shaped by the growing volume of qualifications pursued in the hope of career advancement and skills development, encompassing both technical and soft skills.

This raises an important question about the real Return On Investment (ROI) that graduates derive from their studies. While salary progression is often regarded as the primary indicator of ROI, it represents only one dimension of value.

ROI can also be understood through non-monetary considerations, including time investment, opportunity cost, professional mobility, access to leadership pathways and long-term relevance within an evolving labour market. These dimensions are critical when calculating a career ROI.

As industries evolve at speed, the duration required to complete a qualification may become a barrier for new entrants seeking to establish themselves. It can also affect those seeking to secure a foothold in the marketplace. This challenge applies equally to experienced professionals aiming to reposition or redirect their careers.

Programmers, for example, may choose to explore new terrain by completing short courses in a new programming language. This approach allows them to enter the field sooner, gain practical experience and study in manageable segments. Conversely, others may favour a full bachelor's degree and view it as a more comprehensive pathway that develops broader competencies.

This route is often regarded as better preparation for functioning effectively in complex organisational environments. It is particularly relevant within large, global corporations where a three-year degree remains a prerequisite for employment.

The cost of pursuing any qualification extends beyond financial considerations. Time and cognitive capacity are finite, and most individuals can realistically focus on only one programme at a time if they want to complete it successfully. Selecting one qualification, therefore, involves foregoing others.

For this reason, prospective students must carefully evaluate their study options and make informed decisions aligned with their personal circumstances, professional goals and future priorities. Another influential factor lies in access to leadership competencies. These competencies are often embedded within graduate attributes developed by institutions such as business schools through carefully designed teaching and learning outcomes.

There are many considerations when selecting a qualification, but one of the most significant is the individual's current position relative to where they aspire to be. A recent matriculant may consider a bachelor's degree, diploma or higher certificate as an entry point. Those who have already completed undergraduate study may opt for postgraduate education to deepen expertise or enhance strategic capability.

Each qualification offers distinct benefits, and these must be weighed against constraints such as time, cost and effort. While it is well established that graduates in South Africa earn, on average, significantly more than non-graduates, it remains important to examine different qualification pathways and the varied forms of career progression they enable. This comparative assessment forms part of calculating a career ROI.

A more prestigious qualification, such as a Master of Business Administration (MBA), can open access to senior leadership opportunities. Many MBA graduates report advancing into management or executive roles within a relatively short period after completing their studies.

One contributing factor may be the MBA's integrated curriculum, which emphasises the application and synthesis of business and commercial knowledge. This strengthens advanced leadership, problem-solving and critical thinking capabilities.

The Doctor of Business Administration (DBA), by contrast, is designed to cultivate deep research expertise and advanced strategic thinking. Holding a doctoral qualification can confer credibility and influence within both corporate and academic environments. It also provides the professional standing associated with the doctoral title.

International mobility also warrants consideration when assessing educational ROI. Certain qualifications, particularly the MBA, enjoy strong global recognition. This recognition can enable graduates to pursue international career opportunities and relocate in search of broader professional exposure and financial reward.

Longevity remains one of the most critical ROI considerations. Prospective students should reflect on how relevant their chosen qualification and the associated knowledge and skills are likely to remain within their industry. Ideally, a qualification should provide a robust foundation that supports ongoing development and sustained competitiveness.

Before applying, students would benefit from reflecting on several key questions. Foremost among these is how the qualification will challenge and develop them, both personally and professionally. They should also consider what problems the qualification is intended to solve. Will it support career advancement, enhance professional credibility, fulfil compliance requirements or enable reinvention?

Equally important is the broader cost of study in terms of time, stress, energy, and potential impacts on work performance. Personal and family sacrifices during the period of study must also be taken into account. Timing, therefore, plays a critical role, particularly when considered alongside life stage, professional responsibilities and personal commitments.

Students should also determine how they will define success upon completion. For some, success may be passing all modules on the first attempt. For others, it may involve graduating with distinction or completing the programme within a specific timeframe. These benchmarks help structure expectations when calculating a career ROI.

While tertiary education can significantly accelerate career progression, prospective students must assess their current circumstances alongside their long-term aspirations when selecting a qualification. The right qualification, chosen at the right time, can act as a powerful lever for advancement. Conversely, a poorly aligned choice may quietly undermine momentum and motivation.

Ultimately, students must conduct thorough research into the wide range of tertiary qualifications available. They must make considered, well-informed decisions about their educational pathways. Such strategic decision-making underpins sustainable professional growth and informed calculating a career ROI. more

Career development

 12h

Think you are being bullied at work? How to identify and address the issue


Most of us assume bullying is something we age out of by middle school, high school at the latest. By the time you're a professional -- especially one with credentials, experience, and a résumé you worked hard for -- you expect a baseline of mutual respect.

And yet.

If you've spent enough time in workplaces, on boards, or in other community organisations, you've probably had that moment where... your stomach tightens in a meeting, and you're not entirely sure why. A comment lands sideways. A tone shifts. Someone interrupts you for the third time. You walk away replaying the exchange, wondering whether you imagined it or whether something subtle but unmistakable just happened.

That confusion is often the first sign you're dealing with a workplace bully.

Explosive behavior at work is disorienting precisely because it violates the story we're told about professionalism. We're taught that adult leadership comes with emotional control. So when someone yells, slams a table, or lashes out publicly, people scramble to explain it away. It gets framed as stress. Passion. A bad day. A one-off.

Individually, each outburst can be rationalised. Collectively, they form a pattern.

These incidents tend to look like sudden escalations in meetings, disproportionate reactions to small problems, or public reprimands that feel designed to humiliate rather than correct. The volume may drop later, but the message sticks: this person can explode, and you don't want to be the target.

Over time, the workplace begins to organise itself around that volatility: People self-censor, meetings narrow, feedback travels sideways instead of up, and decisions get made to avoid triggering another episode rather than to serve the work itself.

At that point, the outbursts are no longer just moments of poor regulation. They've become a mechanism of control.

This isn't about communication style or personality. It's about power and the use of fear and unpredictability to enforce it.

Bullies rely on ambiguity and asymmetry. They say just enough to destabilise you, but not enough to get themselves in trouble. They benefit from your hesitation -- your desire to be reasonable, professional, and not "make a thing out of nothing." And often, they're counting on the fact that you have more to lose than they do.

This is where so much well-meaning advice falls flat. Telling someone to "just address it directly" ignores the very real calculations people are making about hierarchy, reputation, and risk.

Before we talk about what to do, it's worth naming how context shapes the experience.

When something inappropriate happens in real time, your nervous system often takes over before your language does. That's normal. The goal isn't to deliver a perfect response, but rather have a few low-drama phrases available that interrupt the behavior without escalating it.

A few examples:

These responses work not because they're confrontational, but because they're steady. They shift the interaction back to neutral ground and signal that you're paying attention.

If you don't say anything in the moment, that doesn't mean you missed your chance.

What happens after the interaction often matters more than what happens during it.

Start by documenting patterns, not impressions. Include dates, contexts, exact language, who was present, and what the impact was. This isn't about building a case right away; it's about anchoring yourself in facts when self-doubt starts creeping in.

Then, reality-test with care. Choose people who are perceptive and discreet -- not those who default to minimizing or catastrophizing. Ask specific questions. "Did you notice X?" tends to be more useful than "Am I crazy?"

This is where advice needs to be especially honest.

When the person mistreating you controls your evaluations, assignments, or future opportunities, the calculus shifts. Speaking up isn't just about courage; it's about strategy. HR may feel unsafe. Direct confrontation may backfire. Silence may feel like the only viable option -- for now.

If you're in this position and wondering why it feels so hard to "just say something," that's not weakness, it's being realistic.

If your manager is the problem, direct confrontation may not be the safest or most effective option. In these cases, the most important question isn't how to change them, it's how to protect yourself.

That might mean keeping communication in writing. Looping others into key conversations. Reducing exposure where possible. Building alliances quietly. Exploring internal transfers. Updating your résumé before you think you need to.

Leaving is not a failure. Staying and absorbing chronic disrespect is not resilience. Over time, it erodes your confidence in ways that can be surprisingly hard to undo.

People dealing with workplace bullying are often told -- explicitly or implicitly -- to be more professional. What this usually translates to is being quieter, more accommodating, and less visibly affected.

Professionalism does not require self-erasure.

It requires judgment. It requires discernment. And sometimes, it requires deciding that an environment is incompatible with your values or your well-being -- even if you could technically survive it.

One of the most under-discussed aspects of workplace bullying is how much energy it consumes. The mental replaying. The strategising. The vigilance. All of that cognitive load gets diverted away from creativity, leadership, and actual satisfaction in your work.

Over time, people don't just lose confidence; they lose range, they speak less, take fewer risks, and shrink their presence in rooms where they once belonged comfortably.

Addressing bullying isn't about winning or proving toughness. It's about reclaiming agency.

Sometimes that looks like speaking up. Sometimes it looks like documenting and planning. Sometimes it looks like choosing a different room altogether.

What matters most is making those choices consciously, without self-blame, and with a clear-eyed understanding of what you deserve at work.

ABOUT THE AUTHOR more

Career development

 14h

Why most job applications go unanswered: The growing strain on CV screening


With hundreds of applications per role, resume screening has become increasingly transactional. New data reveals that 62% of recruiters admit to rejecting CVs without full review, pointing to systemic challenges rather than individual bias. The story explores what this means for candidates, recruiters and hiring systems.

In today's digital era, applying for roles that align with one's skills is... easier than ever. With multiple opportunities available online, candidates can explore options and submit applications within minutes. Yet job hunting remains a long, tedious and frustrating process, with many applicants often receiving no response from employers.

In such cases, most candidates assume their skills do not match employers' requirements, which is why they receive no follow-up. However, the data reveals a stark truth.

According to a recent Kickresume study, 62% of recruiters admit they've rejected resumes without fully reading them, highlighting a significant gap between the number of applications submitted and the number actually reviewed by recruiters.

The volume problem behind resume screening

Nearly two-thirds of HR professionals say they have rejected a candidate after skimming their resume, 29% often and 33% occasionally. Recruiters explain that when hundreds of applications land for a single vacancy, the first review becomes a rapid scan. They look for immediate alignment in experience, education and skills. If relevance is not clear within seconds, the application is set aside.

While the scenario quite appear unjust to applicants, recruiters argue that the sheer surge in application volumes makes it difficult to assess every profile thoroughly.

HR professionals also report that the growing perception gap between recruiters and job seekers is adding strain to the process, making resume screening increasingly exhausting and transactional.

The perception gap between recruiters and job seekers

The research reveals a striking disconnect between what candidates believe and what recruiters report.

More than half of job seekers (56%) believe recruiters spend 30 seconds or less reviewing their resume. Nearly one in five (18%) assume the review lasts 10 seconds or less.

However, the data tells a different story. Around 76% of recruiters say they spend at least 30 seconds reviewing a CV. Approximately 28% spend between 31 and 60 seconds, 30% read for one to three minutes, and 18% spend more than three minutes per application.

Peter Duris, Co-founder and CEO of Kickresume, notes that while recruiters do skim to filter unsuitable candidates, they dedicate more time than many applicants expect. The challenge lies in the cumulative impact: even one minute per resume becomes operationally demanding when multiplied by hundreds.

How candidates are responding

The research also shows that job seekers are adapting to the competitive environment. Around three-quarters tailor their resume for each role. While 28% make significant edits, 46% make smaller adjustments. Only 8% submit the same resume for every opportunity.

Despite these efforts, silence remains common. This reinforces candidate frustration and fuels assumptions that resumes are not being reviewed properly.

What this means for HR leaders

For organisations, the findings point to a structural issue rather than an individual failing. Hiring systems designed for lower application volumes are now operating at scale. Screening is faster, more transactional and increasingly pressured.

This creates three workforce risks:

* Recruiter fatigue, as talent teams manage high volumes under time constraints

* Employer brand erosion, when candidates interpret silence as neglect

* Efficiency gaps, where qualified candidates may be overlooked due to speed-based filtering

The study suggests that transparency could help narrow the perception divide. Clear communication around screening timelines, response expectations and hiring stages may reduce speculation and rebuild trust.

At a strategic level, the findings raise a broader question: are hiring processes designed for today's application realities? Precision in job descriptions, smarter screening tools and clearer communication may be more critical than ever.

The bottom line

The ease of applying has reshaped the hiring ecosystem. While technology has democratised access to opportunities, it has also intensified competition and screening pressure.

Recruiters are spending more time reviewing resumes than many candidates assume. Yet the system remains strained by volume.

As application numbers continue to rise, CV screening is no longer just an administrative step. It is a strategic inflection point -- shaping candidate trust, recruiter wellbeing and workforce quality.

The challenge for organisations is not whether recruiters skim. It is whether hiring systems are built to manage scale without sacrificing fairness, efficiency or credibility. more

Career development

 18h

What Role Do Training Programs Support in Employee Development?


Training programs are crucial for employee development, as they improve skills and boost job performance. By participating in these structured initiatives, employees not just gain confidence but likewise adapt more easily to changes in the workplace. This ongoing education promotes a culture of continuous learning, which in the end leads to higher employee satisfaction and retention. Comprehending... how these programs function and their broader impact can shed light on their significance in today's competitive job market. What specific benefits do these programs offer both employees and organizations?

Key Takeaways

* Training programs enhance job performance by equipping employees with essential technical and soft skills needed for their roles.

* They foster employee satisfaction and retention, with 93% more likely to stay when offered development opportunities.

* Programs boost confidence and decision-making abilities, with 90% of participants feeling more self-assured post-training.

* Training cultivates a skilled workforce, increasing adaptability and reducing turnover rates significantly.

* Continuous learning through training aligns employee skills with industry trends, driving organizational innovation and long-term success.

Understanding Employee Training Programs

Employee training programs are vital tools for enhancing job performance and equipping workers with the skills needed for their specific roles. These programs consist of structured training and development activities that focus on both technical and soft skills.

You can engage in various formats, including workshops, one-on-one sessions, and mentoring, to meet diverse learning needs. On-the-job training is particularly effective, as it allows you to apply new skills immediately during your tasks.

Companies that invest in these training programs often see an 87% success rate in skill acquisition, which directly contributes to improved performance and organizational effectiveness.

To guarantee these programs remain relevant, it's important to continuously evaluate and revise them based on employee feedback. This approach helps you understand how to improve training and development, making sure that the programs effectively support your growth and align with the organization's goals.

The Importance of Employee Development

Even though many organizations prioritize immediate productivity, investing in employee development is crucial for long-term success.

By aligning employees' skills with industry trends, you not only improve their future career prospects but likewise build a robust workforce. A commitment to employee development can greatly reduce turnover, as many employees seek growth opportunities.

Consider these key points:

* Retention Rates: Organizations focusing on development see higher retention, with 63% of employees leaving because of lack of growth.

* Culture of Learning: Continuous learning boosts engagement; 93% of employees are likely to stay if offered development opportunities.

* Future Leaders: Development initiatives prepare high-potential employees for management roles, ensuring your organization is ready for future challenges.

Key Benefits of Training Programs for Employees

When organizations invest in training programs, they reveal numerous benefits that directly impact both employees and the overall success of the business.

First, training improves your job performance, as 87% of employees report acquiring skills they can immediately apply, leading to better results. You'll likely feel more satisfied with your work, too, since 93% of employees are inclined to stay longer with companies that invest in their career development.

Moreover, engaging in training initiatives boosts your confidence; 90% of learners feel more self-assured in their roles after completing training. This increased confidence extends to decision-making, with 84% of participants reporting they feel more capable in that area.

Finally, receiving training encourages you to take ownership of your role and tackle challenges more willingly, which leads to higher engagement levels within the organization.

Advantages of Training Programs for Organizations

Investing in training programs offers organizations a multitude of advantages that can greatly improve their overall performance and stability.

By prioritizing training, you can cultivate a more skilled workforce and boost your company's adaptability to market changes. Here are some key benefits:

* Higher retention rates: With 70% of employees considering leaving for companies that invest in training, you'll reduce turnover by offering growth opportunities.

* Lower hiring costs: Developing internal talent can save you significant hiring expenses, potentially reaching $163 million annually for median-sized S&P Global 500 companies.

* Increased innovation: Employees engaged in continuous learning are better equipped to implement new technologies and methodologies, driving innovation within your organization.

Distinguishing Between Training and Development

Comprehending the distinction between training and development is vital for nurturing a productive workplace. Training focuses on immediate skill acquisition for specific job tasks, addressing knowledge gaps directly related to your role. Conversely, development emphasizes long-term growth and personal advancement, encouraging conversations about your career aspirations with management.

Understanding these differences helps you identify what you need to thrive in your career. Although training can improve your current abilities, development prepares you for future opportunities. This balance is vital, especially since 43% of employees cite a lack of growth as a reason for leaving their jobs.

Approaches to Effective Employee Training

How can organizations guarantee their employee training programs are both effective and engaging? By employing various approaches, companies can improve both skill development and employee satisfaction.

Here are three key strategies:

* Diverse Training Formats: Use group workshops, one-on-one sessions, and job shadowing to cater to different learning styles and boost knowledge retention.

* Feedback-Driven Training: Regularly gather employee feedback to align training initiatives with their needs and company goals, ensuring relevance and engagement.

* Continuous Learning Culture: Implement customized training that addresses both technical skills and personal development, promoting a mindset of lifelong learning.

Organizations that prioritize these approaches not only fill immediate skill gaps but additionally support long-term growth.

As a result, you'll likely see improved job performance and higher levels of employee engagement, encouraging a more adaptable and skilled workforce.

Innovative Training Programs in Different Industries

In today's competitive environment, various industries are adopting innovative training programs customized to their specific needs.

For instance, companies like The Cheesecake Factory focus on emotional intelligence, whereas Grainger emphasizes unconscious bias training to improve workplace culture.

Simultaneously, technology-driven solutions, such as HubSpot's all-encompassing onboarding, guarantee that employees are prepared with the skills necessary to excel from the start.

Industry-Specific Training Techniques

When businesses tailor their training programs to specific industries, they not just improve employee skills but also improve overall operational effectiveness.

Industry-specific techniques are vital for developing a competent workforce. Here are some examples:

* Healthcare: Compliance training guarantees staff understand regulations, enhancing patient care and reducing legal risks.

* Tech: Boot camps and continuous e-learning keep employees updated with fast-evolving technologies, cultivating adaptability.

* Hospitality: Simulation-based training helps staff practice real-world scenarios, improving customer service and guest satisfaction.

Technology-Driven Learning Solutions

As businesses increasingly adopt technology-driven learning solutions, they're reshaping employee training across various industries. These solutions, like LinkedIn Learning e-learning platforms and virtual instructor-led training, let you access materials anytime, fitting into your busy schedule. Interactive simulations and blended learning methods improve knowledge retention and practical skill application.

Organizations embracing digital transformation see significant improvements, proving these innovative training approaches are essential for keeping the workforce competitive and engaged.

Steps to Create a Successful Training Program

Creating a successful training program requires careful planning and strategic execution to guarantee it meets both employee and organizational needs. Start by evaluating training needs; identify skill gaps through surveys and performance reviews, ensuring alignment with your goals.

Next, set clear objectives by defining desired outcomes and communicating these effectively to employees.

Consider the following during the design phase:

* Determine appropriate content and training methods.

* Encourage interactive formats to boost engagement.

* Plan delivery formats that suit your workforce.

Once you've developed the program, implement a pilot version to test its effectiveness. Gather feedback and make necessary adjustments before rolling it out more widely.

Finally, continuously evaluate and revise the training program by utilizing employee feedback and measuring outcomes against your initial objectives. This iterative process helps you recognize successes and identify areas for improvement, ensuring your training program remains relevant and effective.

Measuring the Success of Training Initiatives

How can organizations effectively measure the success of their training initiatives? Start by evaluating outcomes against established objectives. With 87% of employees reporting they gain applicable skills from training, you can assess the immediate impact.

Utilize surveys and feedback mechanisms to capture employee perceptions, identifying areas for improvement. Regularly measuring training outcomes can lead to increased job satisfaction and retention; in fact, 93% of employees are more likely to remain with a company that offers career development opportunities.

Moreover, leverage key performance indicators (KPIs) like productivity, employee engagement, and turnover rates to quantify the effect of training on organizational performance. Recognizing the benefits of these initiatives helps avoid costs linked to inefficiencies, as median-sized S&P Global 500 companies may lose around $163 million annually because of insufficient training.

The Role of Continuous Learning in Employee Engagement

Continuous learning plays a vital role in boosting your confidence and ownership of your work.

When organizations prioritize training, employees become more adaptable, ready to meet market changes and customer needs.

This commitment not only improves engagement but additionally nurtures a culture where you feel empowered to take on challenges and contribute to overall success.

Boosting Confidence and Ownership

Confidence and ownership in the workplace are crucial for nurturing a productive environment. Continuous learning through training programs greatly boosts your confidence, with 90% of learners reporting increased self-assurance in their work.

Engaging in these programs makes you 84% more confident in decision-making, promoting a sense of ownership in your role. Here are some key benefits of this approach:

* Training aligns with your personal and professional goals, enhancing job satisfaction.

* A culture of continuous learning shows that your growth is valued, increasing motivation.

* Engaged employees embrace challenges and collaborate effectively, driving organizational success.

Enhancing Organizational Adaptability

In today's swiftly changing business environment, organizations must prioritize employee development to improve adaptability and engagement.

Continuous learning through training programs not only boosts self-confidence -- 90% of learners report feeling more assured in their roles -- but likewise improves retention rates. In fact, 70% of employees are more likely to stay with companies that invest in their development.

A culture of ongoing learning enables you to respond effectively to market shifts and customer needs, which is vital for maintaining competitiveness.

Training that emphasizes skill acquisition and personal growth leads to improved job performance, directly contributing to adaptability and innovation.

The Impact of Training on Employee Retention

Even though many factors contribute to employee turnover, the impact of training on retention is particularly significant.

When you invest in training programs, you show your employees that their growth matters. This is essential, as 63% of employees cite lack of growth opportunities as a top reason for leaving.

Consider these key points:

* 70% of employees would think about leaving for companies that prioritize training.

* Organizations that focus on employee development report higher retention rates, as staff feel valued.

* 93% of employees are more likely to remain with a company offering career development opportunities.

Future Trends in Employee Training and Development

As organizations recognize the strong link between training and employee retention, they're similarly looking ahead to future trends that will shape employee development. The shift in the direction of digital transformation requires ongoing training to help you adapt to new technologies, with 70% of employees considering leaving for companies that invest in their growth. Flexible learning models, like self-paced online courses, are becoming popular, allowing you to upskill as you manage work responsibilities.

Additionally, the focus on soft skills -- such as emotional intelligence and communication -- is expected to grow, crucial for teamwork and leadership. Continuous learning initiatives will likewise be critical for promoting innovation. Data analytics will likely play a role in customizing training programs to align with your career goals and organizational strategies.

Frequently Asked Questions

What Is the Role of Training in Employee Development?

Training plays an essential role in your development by addressing skill gaps and enhancing performance. Through structured programs, you gain skills you can immediately apply, boosting productivity.

Training furthermore nurtures a culture of continuous learning, increasing your confidence and encouraging innovation. By participating, you not just advance your capabilities but similarly position yourself for future leadership roles, contributing to both your personal growth and your organization's long-term success.

What Is the Role of Training Program?

Training programs play an essential role in enhancing your skills and job performance. They offer structured learning that addresses specific skill gaps, making you more effective in your role.

By participating in these programs, you can improve job satisfaction and engagement. Furthermore, training nurtures a culture of continuous learning, helping you adapt to changes in the market.

In the end, effective training can lead to better teamwork, increased innovation, and higher retention rates within your organization.

How Does Training Support Professional Development?

Training supports your professional development by providing you with relevant skills that you can apply immediately.

It boosts your confidence in your abilities, leading to improved job performance.

Continuous training creates a culture of growth, encouraging you to pursue advancement opportunities.

When organizations invest in your training, they're more likely to retain you, ensuring you're prepared for future roles.

What Is the Main Function of Training and Development?

The main function of training and development is to improve your skills and knowledge, boosting your job performance and supporting your career growth.

Training focuses on immediate skill acquisition for your current role, whereas development emphasizes longer-term behavior changes and overall growth.

Organizations that invest in these programs often see increased employee satisfaction and retention, as they create opportunities for advancement and cultivate a culture of continuous learning and improvement.

Conclusion

In summary, training programs are fundamental in nurturing employee development and enhancing overall job performance. By providing critical skills and promoting continuous learning, they not merely increase employee satisfaction but likewise prepare individuals for future leadership roles. Organizations benefit from improved adaptability and retention, ensuring their workforce aligns with industry trends. As the environment of work evolves, prioritizing effective training initiatives will remain imperative for both employee growth and organizational success. more

Career development

 21h

[Podcast] Mintz On Air: Practical Policies -- Real vs. Robot: AI's Impact on the Workplace Life Cycle


AI is reshaping the employment life cycle so quickly employers are racing to keep up. In this episode of the Mintz On Air: Practical Policies podcast titled "Real vs. Robot: AI's Impact on the Workplace Life Cycle," Mintz Member Jen Rubin sits down with Associate Emma Follansbee to discuss how AI is reshaping some employment systems and offers advice for employers on how best to adapt their... workplaces to AI developments.

Insights include:

Listen for insights on how employers can adjust established practices to address AI's growing influence across the employment life cycle.

Jen Rubin (JR): Welcome to the Mintz On Air: Practical Policies podcast. Today's topic: Real vs. Robot: AI's Impact on the Workplace Life Cycle. I'm Jen Rubin, a Member of the Mintz Employment Group with the San Diego-based Bicoastal Employment Practice representing management, executives, and corporate boards. Thank you for joining our Mintz On Air podcast. If you have not tuned in to our previous podcasts and would like to access our content, please visit us at the Insights page at Mintz.com, or find us on Spotify.

Today I'm joined by my colleague, Mintz Associate Emma Follansbee, from our Boston office. Emma is an employment attorney who counsels clients on a wide variety of employment issues and litigates employment disputes before state and federal courts and administrative agencies. Her litigation practice includes restrictive covenant agreements, discrimination, sexual harassment, and retaliation claims. Emma also litigates wage and hour cases and counsels on wage and hour compliance.

Like many Mintz employment attorneys these days, Emma has spent considerable time advising clients on the impact of AI in the workplace, and that is the subject of our conversation today. Welcome, Emma, and thanks for being here.

Emma Follansbee (EF): Thank you so much for having me. I'm thrilled to be here.

JR: AI is turning out to be what I'm going to call "a boon and a bane" for human resources professionals and in-house counsel. These folks are wrestling with so many issues that AI has raised in the workplace, and frankly, Emma and I only have a limited amount of time, so we can't discuss all these issues on today's podcast. But if any of you listened to my prior podcast with my partner, Mintz Member Paul Huston, about AI's impact on protecting trade secrets in the workplace, you know that Paul and I identified some thorny issues that employers may not have previously considered -- but really should -- when it comes to AI in the workplace.

Building on that prior podcast, I thought I would focus our discussion today on AI impacts on the employment life cycle -- hiring, working, terminating -- always with an eye toward the practical. Not just because that's the title of this pod, but because it's our job as counselors to help clients identify issues before they happen and problem-solve in advance, if that is at all possible.

JR: Emma, the first topic I want to surface with you is one that comes up at the time of hiring, and it really has two parts.

Part one: we know how easily AI can impersonate and trick -- and we'll get back to some of that later. But can you give our listeners some practical guidance on things they should consider adding to the pre-hire list to account for some of these AI issues?

EF: Yeah, that's such a good question, Jen. I think we're all experiencing -- in our personal lives, at work, and in the media -- this question of what can be real and what can be fake when it comes to AI.

The good news is that employers already have a lot of tools at their fingertips, but it's about being thoughtful about the tools you already have in place and how you can use them to focus more on sussing out whether there's AI trickery at issue.

Let me give you an example. Take something as simple as your offer letter. We often include language stating that everything a candidate represents during the hiring process -- in their résumé, credentials, and experience -- is accurate, and that by accepting the offer, they are not misrepresenting any facts.

We're increasingly seeing that this isn't always the case with AI. It's now very easy for candidates to download a polished résumé, invent a work history, or provide information that may not be accurate. One practical step employers can take is to ensure that onboarding documents -- such as offer letters -- include provisions that protect the organization if they later discover false information generated or assisted by AI.

JR: What about any state or federal legislation that impacts how employers deploy AI in the onboarding process? Can you speak briefly about the impact that might have?

EF: Absolutely. This is a constantly changing landscape at both the federal level and state levels. We are already seeing states -- and even cities -- develop their own AI rules and regulations governing how AI is used in the hiring process.

For example, there is a New York City local law that governs how AI may be used and aims to prevent discrimination when employers rely on automated decision-making tools during hiring.

At the same time, we're seeing activity on the federal level. Recently, President Trump issued an executive order seeking to slow the flow of new state-level AI regulations to establish a more uniform federal regulatory scheme. We're likely to see challenges to that approach, and it has not stopped new rules from cropping up.

All of this makes compliance challenging, especially for multistate employers. A requirement may take effect in New York City, another in California, and yet another in Texas -- each addressing completely different aspects of AI. They all touch on AI-related issues, and the rapid pace of change makes it difficult for employers to stay compliant.

JR: It's interesting because everything is changing so quickly, and at the same time, employers may be using AI tools that don't account for those rapid changes. In many cases, they're not consulting humans about how these tools should be deployed or how decisions made by AI need to be backed up, verified, and vetted by a human.

Toward that end -- and relatedly -- Emma, what do you think about job descriptions and proficiencies? We're still in the onboarding process, where employers are putting together job descriptions and advertising for open positions. How do you account for AI in those job descriptions and in the proficiencies employers are looking for?

EF: I think there are two aspects to that, Jen. The first is whether we understand what it means when a candidate says they are "proficient in AI" at the hiring stage. It's not enough to insert something into ChatGPT or another LLM system, get an answer back, and call yourself an efficient user of that product. We need to know whether employees have experience prompting, verifying, and sussing out false or incorrect information that an AI system might generate.

Because if AI is going to be used in your workplace, you want to know that employees are using it responsibly.

JR: It's very interesting to me, because you may have a situation where someone has learned to use AI to write résumés and job descriptions. It almost becomes a loop -- where does the human insert themselves? I won't go off on a tangent, but these issues raise more issues. It becomes one giant onion, at least to me, and I think probably to many people.

So, let me move on to another question I have related to onboarding.

Let's say you've set up your job application, you're advertising for the right type of position, and that might include AI proficiencies that you hope are being accurately represented. Let's assume a human has accounted for developments and changes in the laws and has reflected that in the systems being deployed. And let's go a step further and say that applicants are being notified that AI is being used -- whether as part of an applicant tracking system or elsewhere in the onboarding.

Are there things employers should be doing with respect to the onboarding documents themselves? For example, should they be thinking about offer letters, arbitration agreements, or restrictive covenants to the extent they're applicable? What should employers be doing at this point?

EF: Absolutely. You raise a good point about restrictive covenants. I'm also really interested in how AI is going to change the way employers think about contracts involving trade secrets, confidential information, and intellectual property. A few questions come up right away.

The first is: what happens -- and how are you documenting it -- when employees use AI to create information or materials? Who owns that? And how do you ensure your agreements make clear that whatever an employee creates, even if they use a separate system to create it, still belongs to the employer?

We haven't really dealt with this before. It used to be the case that an employee walked in with their skill set and used it to create work on behalf of the employer. That's no longer the full picture. So how do we make sure employers are protected? And I know you touched on this with Paul in your last podcast, but it's critically important that employees understand which products -- whether AI or something else -- are permissible use cases.

If an employee uses an AI product that isn't a closed-loop system, your confidential information can easily end up outside the organization and used by others.

I want to go back to something you asked earlier and tie it together, which is the importance of employee training.

JR: Yes.

EF: If a new hire comes in and says they're proficient in AI and they used it at their last job, we, the employer, still need to train them on our systems, processes, and confidentiality expectations. That piece is important. AI isn't going away, so we need to make sure employees know how we expect them to use it -- and how they can't.

JR: Many employers think of confidentiality agreements and training as a given, right, Emma? It's not controversial, if you think about it, to ask someone to join your company and keep your information safe. Almost everyone does it. It's hard to find companies that don't have some sort of confidentiality agreement.

What's interesting now, to me, is that employers really do need to go back and look at those agreements -- restrictive covenants, confidentiality agreements, training materials -- and make sure they clearly communicate the importance of using AI properly. These things used to feel like a given. I don't think they're a given anymore. Employers really need to rethink them and double down.

JR: So, let's transition. Let's assume the employee is now hired. You've updated your documents -- created with human judgment, not an AI tool -- and the person has walked through the door. Let's talk about some of the issues that arise during employment where AI is having a significant impact.

EF: Some of the laws and frameworks we're seeing at the state level apply not only when an employee is hired but also when AI or other automated systems are used to help employers make any employment-related decision. That includes setting the terms of compensation, issuing discipline, making promotion decisions -- whatever the scenario may be.

We're watching a growing framework around how we use AI in these decisions. Employers need to be thoughtful and make sure they understand how the AI is being used. As you know, Jen, we're already seeing litigation under current federal and state anti-discrimination laws. If an employer doesn't understand how AI factored into an employment decision, it becomes very difficult to defend that decision when an employee raises a complaint or inquiry -- for example, about a performance improvement plan, discipline, termination or, you know, insert relevant employment-based action.

AI is touching everything. It's not going away, and the issue is only going to become more prominent. Employers should be in regular conversation with their counsel because the landscape is changing so quickly.

JR: Let's talk about employee complaints. As we know, complaints are a regular feature of the workplace. When humans work together, conflicts arise. How, if at all, does AI affect an internal workplace investigation?

EF: We're seeing that if we have access to these tools, employees do too. Employees can pop into ChatGPT or another AI system, explain a situation that has happened, and ask what the situation sounds like or what potential issues it raises. Employers are starting to receive complaints, letters, and demands that clearly read as if AI helped draft them.

Does that change employers' obligations? Not necessarily. But employers still need to make sure they fully understand the facts and circumstances. In the example you gave -- an investigation -- employers still need to understand what the employee is saying on the ground and what other employees report. There's heightened vigilance when there's essentially a third party in the room -- the AI -- and we have to be aware of how it's influencing these situations.

JR: From the investigation standpoint, you can't overstate the value of sitting across from a person -- watching body language, hearing tone of voice, and experiencing all of those nuances of human communication. Whether you're in HR or counsel conducting the investigation, that interpersonal interaction gives you information you can't get from a written complaint.

So even if the complaint looks beautifully written, uses a lot of great buzzwords, and invokes all the different provisions of the employee handbook, you still, as an employer, have that obligation to investigate. And if it turns out that something was fabricated or embellished using AI, you're likely going to suss that out quickly once you talk with the person. It's much harder to "mock that up," so to speak, in real time.

Here's another question -- still in the employment life cycle. What about using AI in a surveillance context? At the firm, for example, when we use Zoom we have to turn off any recording features. I personally don't like having that option available, but it seems so easy for people to record surreptitiously or have AI running in the background. What should employers consider?

EF: I've had the same experience. There are so many AI tools that will record conversations or take notes automatically. They seem almost implicit and helpful in a lot of ways. But employers have to pause and consider when and how these tools make sense, whether they affect the quality of work, and whether more surveillance in the workplace affects employee morale.

There's also a significant legal landscape around the issue of recordings -- including single-party versus dual-consent states. And there are broader privacy concerns emerging across jurisdictions. It's another one of those things employers should keep in mind when auditing where AI is being used because this area can be a little quieter but have a huge impact. It's easy to think "Sure, I'll hit the AI button on Zoom," without considering whether it changes how people participate or whether they feel comfortable speaking freely.

JR: That's a great segue to the last part of the employment life cycle -- termination. Terminations are inevitable; the question is why they occur and what the consequences are, which is where you and I spend a good part of our professional life asking.

I want to go back to what you mentioned earlier about employees using AI in the investigatory context. How do you see it being used on the other end -- after termination?

EF: Yeah, I think it's connected. We're seeing this technology create more polished materials, which also means employers are receiving more polished post-employment demand letters and complaints -- often full of legal buzzwords and structured as if written by outside counsel.

We're seeing this in courts too. Litigants can use AI to draft complaints that read as if an attorney has drafted them. There can be benefits to that -- increased access and more capabilities for individuals to advocate for their own rights -- but the downside is that these documents are not always accurate and can conflate issues. We're seeing these impacts more frequently, and it's clear how AI is shaping the tone and tenor of communications employees send after leaving an organization.

JR: Are there systems or processes employers should change to account for receiving AI-generated demands? Or should employers handle them the same way they always have?

EF: Yes and no. Employers should absolutely continue taking these things seriously, responding within appropriate timeframes, and treating them with the level of seriousness they deserve.

But there should also be heightened scrutiny. We need to understand what's truly being asked or demanded. We're all learning to identify when something "sounds like AI" -- certain phrasings, grammar, patterns, punctuation. From there, employers can assess whether the AI-generated nature of the document affects their response or next steps.

JR: The takeaway from this episode is that it's never a bad idea to take a new and hard look at each of your processes -- hiring, training, internal investigations, and termination -- understanding that there is a growing use of AI affecting every stage of the employment life cycle. And appreciating that.

Where it really matters is remembering that human judgment and nuance can't be replicated by AI. So while it's important to understand these programs, appreciate how they influence decisions, and have confidence in yourself as the person responsible -- whether you're an HR professional, in-house counsel, or someone else handling these issues -- it's equally important to go back to your own judgment. That means speaking with people directly and confirming that you have that human aspect in the process.

All of this connects to the concept of trust, which, as you know if you follow my podcast, is fundamental to employment relationships. And trust ultimately comes from human-to-human interaction.

JR: Thank you, Emma Follansbee -- this has been an interesting discussion. Talking about AI raises more questions than we can answer, but we're all learning as we go. I really appreciate you joining us today.

EF: Thank you very much for having me. It's my pleasure.

JR: Thank you to those who have tuned in to the Mintz On Air: Practical Policies podcast. Please feel free to visit us at Mintz.com for more content and commentary, or you can find us on Spotify. Thanks again. more

Career development

 22h

This Cover Letter Upgrade Is Helping Candidates Actually Land Jobs


If you've been job hunting lately, you've probably felt that familiar mix of hope and quiet dread every time you see a new posting. Between AI screening systems, hundreds (or thousands) of applicants per role, and the emotional rollercoaster of hearing nothing back after hitting "submit," it's easy to feel like the odds are stacked against you. Add trying to freelance into the mix, and suddenly,... it can feel like everyone else has a secret playbook you somehow missed.

Lately, I've been on the hunt for a smarter, more human way to cut through the noise. (Mostly because I'm tired of mass-applying to 200 roles and rewriting the same cover letter into oblivion.) In my search, I stumbled upon the visual cover letter. Unlike last year's "mini resume" TikTok trend that users hoped would get people in their field to notice them first, a visual cover letter is a strategic, targeted approach used after you've already applied to a specific role or opportunity.

According to Victoria Stacey, a People and Culture Lead specializing in creative industries, alternative methods to getting noticed, like visual cover letters, are becoming more and more popular. But what exactly is a visual cover letter, and should you really consider adding this step to your already miles-long job searching to-do list? Let's get into it.

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In a world where short-form video has completely rewired our attention spans, it's not exactly shocking that visual storytelling is creeping into even the most traditional spaces, including hiring. Most of us would rather watch a one-minute video than read a generic cover letter, and hiring managers are... also most of us.

With this in mind, a visual cover letter is most commonly sent as a creative, designed document or short video that introduces the applicant and highlights their skills, qualifications, and enthusiasm; however, it can be sent in any creative medium. For example, your visual cover letter can be a customized slide deck that shows your background and what you bring to the table, or a short video using a tool like Loom to introduce yourself to a brand manager. Its goal is to add context, personality, and show that you're willing to go above and beyond -- three things that rarely come across in a PDF.

This is a unique take on getting yourself noticed, and one that "immediately signals initiative and strong communication skills," according to Stacey. However, it doesn't replace traditional application materials, including a polished, written cover letter. Basically, you need to submit all required materials and then send your visual cover letter directly after. Think of it like sending a LinkedIn direct message to a hiring manager after you apply. It's a nice little follow-up that you hope someone sees, but it's not a shortcut to landing an interview. So, yes, sending a visual cover letter is an extra step, but according to Stacey, it's one that "absolutely makes the candidate more memorable." You can think of it as the first unofficial task of your new job: showing initiative, creativity, and effort before anyone even asks. In a job market this crowded, that kind of energy is hard to ignore.

A visual cover letter can be a really unique way to stand out, but before you hit record or start designing anything, it's worth considering if it even makes sense for you. Some industries are naturally more open to creative application tactics than others. For example, if you're targeting a trend-aware, digital, or creative space, a visual cover letter can give you a leg-up. But if you're applying to a more traditional field like law or healthcare, a polished email to a hiring manager may still be the smartest move. The same goes for the role itself: visual pitches work best when creativity and communication are expected for the position. As Stacey notes, "I definitely don't recommend visual pitches for every role. They work best when storytelling and presentation are part of the responsibilities of the job."

It's also important to consider who will be receiving your pitch and how they're likely to respond. Ideally, you're sending it to someone in the department you want to work in or someone on the recruiting team who's open to a more modern approach. A quick LinkedIn scan can tell you a lot: Do they post often and engage with content? If so, they may be receptive to something a little different. If they haven't updated their profile since 2012, they probably aren't your best audience. You can also gut-check by asking people you know in similar roles how they'd react. Your cool cousin Jim in PR? Absolutely. Your friend's mom, who's a corporate lawyer at an insurance company? She might just be confused.

Once you've decided that a visual cover letter is an approach you're going to try, now you need to make sure it really helps you to shine. Keep the following tips top of mind to help guide you in this process.

A Canva deck, carefully designed and curated, can be an amazing visual portfolio that showcases your work and what you'd bring to the table for a company in a way a traditional cover letter never could. While a portfolio showcases your past work, a visual pitch deck lets you introduce yourself and show what you can do for the company (think: a 2-slide overview of how you'd update their mobile homepage to be more UX-friendly). A punchy video easily showcases your personality, communication skills, and ability to work with innovative channels in a way that a pitch deck wouldn't. Take the time to think about which medium would make more sense for you and your dream role before sinking time into it.

You know how you decide in 0.06 seconds if you're going to scroll to the next video on TikTok? Yeah, your recruiter or hiring manager is likely going to do the same. So, keep your video around a minute long, start strong (no awkward millennial pauses here, please!), and practice what you're going to say. No going off the cuff!

The same goes for a visual pitch deck. You have only a slide or two to grab someone's attention, so keep it short, highlight what would set you apart the most, and focus on things that your traditional resume or cover letter won't convey as easily. A good idea is to run it by a friend first and ask their honest opinion. This will give you a chance to tweak anything that comes across as less attractive or attention-grabbing than you want it to.

View this as part of the interview process and put your best foot forward. If you're recording a video, film in a clean, professional setting, look presentable, and remove any distractions. For a pitch deck, use a template that aligns with the company's branding, remove any confidential information from work you did for past clients, and triple-check for spelling or grammatical errors. A visual cover letter is a huge vote toward your personal brand and could be the first thing a hiring manager sees, so make it count!

For each person or company you send a video or pitch deck to, you want them to feel special.

For videos, speak to people directly ("Hi Jan, I see you work for [insert company] and also went to my alma mater [insert name], Go hawks! I'm applying to..."). For pitch decks, find a way to address the company directly by searching their website and creating a short case study of what skills you'd specifically bring to help them in the role you're applying for.

Stacey echoes the importance of customization. "It takes more time to personalize something, but a generic video or deck is actually worse than nothing at all. When someone references the team they want to work with or a real challenge the company is tackling, it immediately signals that they've done their homework." more

Career development

 23h

Human Written Healthcare CV & Letter


if familiar with EU cross Border Directive would be a plus to understanding my role I am looking for a skilled résumé writer who can take my current CV, the cover-letter draft, and the detailed notes I have about my daily responsibilities, then craft a fresh, fully human-written package aimed at administrative positions in the healthcare sector. The central objective is to highlight my most... relevant experience while weaving in three core strengths -- strong organisational ability, proven team-management success, and confident patient interaction -- so that hiring managers can see, at a glance, exactly how I fit their needs. All source material is ready: my existing CV, a narrative description of my role. I need you to reorganise the content, sharpen the language, and ensure the tone speaks directly to healthcare administrators. Strictly no AI-generated text; I want your professional voice and insight shaping every line. I need a very well written cover letter Deliverables: * A polished, ATS-friendly CV tailored to healthcare administration * A matching cover letter I can adapt easily for individual applications Please draw on best practice for formatting, keyword placement, and concise storytelling so that both documents are clear, professional, and compelling from the first read. more

Career development

 23h

Recruiter claims these six interview lies are necessary -- do you agree as debate ensues?


Job interview tips 2026: A recruiter who says he has been conducting interviews for years is sparking debate online after sharing what he calls six "necessary" lies candidates should tell during job interviews.

In a post on Reddit's r/jobsearchhacks, the interviewer framed the hiring process not as an exam, but as a negotiation, where the company is trying to "buy" your skills at the lowest... possible cost, and in any negotiation, he argues, candidates need strategy.

"I know when someone is lying to me," he wrote, but added that certain types of dishonesty, like lying about your university or inventing reasons for leaving a job, are not the same as what he's describing.

Instead, he outlined six areas where he claims candidates should bend the truth.

According to the recruiter, HR teams are often tasked with finding the best candidate at the lowest cost. If pressured to reveal your past salary, he suggests not giving the real number if you're aiming for a higher raise.

Also read: Midterm momentum shift: Republicans slip as Democrats broaden strategy -- what the latest Polymarket odds reveal

He warns candidates not to say they disliked their previous work environment. That, he claims, makes recruiters see you as "difficult." Instead, he recommends framing it as looking for new professional challenges.

Even if a former manager was toxic, he advises against saying so in an interview. Recruiters, he says, may interpret that as a sign you struggle with leadership or conflict.

While he jokes that he personally dreams of running a farm with cows, he says that's not what companies want to hear. Employers are looking for long-term commitment, so candidates should align their answer with the company's future.

Also read: Employee says getting a job in 2026 is 10x harder, shares strategy hacks - others react on his new approach

He urges applicants to "sell yourself." Instead of downplaying accomplishments with phrases like "I didn't do it alone," he suggests framing challenges as team efforts you helped solve, positioning yourself as both capable and collaborative.

Finally, he emphasizes that a CV should highlight strengths clearly and confidently. He says he's seen talented professionals undersell themselves, even when their online presence shows impressive work. "Your CV is your introduction," he wrote, comparing it to marketing that has just seconds to make an impression.

He ended with a broader message: believe in yourself more. The Reddit user highlighted that, "There is always someone out there looking for a person with exactly your skills, but you have to know how to sell yourselves so that they find you."

The post quickly drew strong reactions in the comments section.

Some users agreed with parts of the advice, especially around salary negotiations and positioning answers strategically. A few said interviews are, in reality, negotiations, and candidates shouldn't feel obligated to disclose information that could weaken their bargaining power.

Others pushed back, arguing that encouraging lies, even small ones, can damage trust if discovered later. Several commenters said there's a difference between reframing the truth and outright dishonesty, and that candidates should focus on professional storytelling rather than fabricating details.

Some users emphasized that speaking negatively about former employers can indeed hurt your chances, but suggested there are honest ways to frame those experiences without lying. Others warned that exaggerating too much during interviews can create expectations that are difficult to meet once hired.

The thread evolved into a broader conversation about transparency, power dynamics in hiring, and whether the modern job interview process itself encourages strategic half-truths.

Is it okay to lie in a job interview?

Many commenters said there's a difference between strategic framing and outright dishonesty.

Should I reveal my previous salary?

Some believe withholding or reframing salary information can strengthen negotiation power. more

Career development

 1d

Entry-Level ATS Resume Creation


I'm looking for a writer who can turn my academic projects and technical skills into a polished, one-page résumé that passes Applicant Tracking Systems with ease. The document must follow a classic layout -- easy on the eye, logically ordered, and free of design elements that might trip automated parsers -- yet still feel fresh and engaging to a hiring manager. Context * I'm a final-year Computer... Science student with no professional experience beyond class assignments and capstone work. * Target audience: recruiters screening candidates for web-development internships. * Core skills that need prominence: Python, HTML, CSS, basic Java, basic SQL, and general web-development know-how. What you'll receive from me Personal and contact details, education history, a concise list of skills, and short write-ups of my key academic projects. Your task Craft an ATS-optimized résumé in professional English, trimmed to a single page, and deliver it as an editable DOCX file. Make sure keyword placement mirrors common web-development internship postings while still reading naturally to a human. The structure should flow from a brief professional summary to education, technical skills, project highlights, and any relevant extracurricular achievements. Deliverables * Final résumé in DOCX format * One round of revisions included if requested within 48 hours of first delivery Timeline Initial draft due within 2-3 days of project start. more

Career development

 1d

2026 NFL Draft Running Back Rankings including Penn State's Allen, Singleton and Notre Dame's Love, Price


Its Day 2 of Eric Froton's (@CFFroton) rankings of the year's top draft-eligible running backs. These are the best of the best: the Top 7.

Penn State and Notre Dame dominate these rankings with each school placing two backs on the board.

How do the four rank in the Top 7? Who else is among the Top 7?

Seth McGowan (6'1/215) is a shifty runner with NFL-caliber burst who piled up 730 yards and 12... touchdowns on 166 carries, flashing a solid 77.2 run grade despite modest efficiency markers. McGowan is sudden and bouncy with real lateral agility, capable of sticking his foot in the ground and making the first defender miss, but his frenetic style can lead him to freelance outside the blocking script and leave yardage on the field. The creation numbers are middling (2.72 YAC, 50.3 ELU) and the explosive output was surprisingly limited (14.7% breakaway rate, long of 20), suggesting the traits don't always translate to consistent chunk gains. In the open field he's tough to square up and strong enough to finish through contact, yet his receiving profile (five drops on 26 targets) reinforces that he's not a natural pass-game asset. McGowan projects as a developmental NFL back with rotational upside -- dangerous in space and capable of highlight plays -- but he likely would have benefited from returning to school and posting 1,000-yard proving season to stabilize the résumé.

A sturdy, linear runner whose game is built on size and straight-line speed rather than nuance, Nicholas Singleton (6'0/220) grinded out 546 yards on 124 carries (4.4 YPC) with a 77th-percentile run grade this season. Singleton is a strict one-cut back who follows the script almost to a fault, rarely deviating from the design and showing limited cutback vision or lateral deception when confronted 1-on-1 in the hole. The creation metrics reflect that rigidity -- 2.69 YAC, 19 missed tackles, and a middling 47.3 elusiveness rating -- pointing to a runner who can crack linebackers but doesn't consistently make them miss. Big plays tend to be structure-driven rather than self-created, as evidenced by isolated explosives behind clean blocking rather than sustained tackle-breaking sequences. Averaged at least 1.52 yards per route run in each of his last three campaigns, flexing out to a slot or wide alignment 20% of the time as PSU's preferred passing down back. Singleton projects best in a gap-heavy NFL scheme that values downhill decisiveness and physical finish over improvisation, with his ceiling tied to how much yardage he can generate once the blocking isn't pristine.

Kaytron Allen (5'11/219) emerged as Penn State's true workhorse, stacking 1,303 rushing yards (6.2 YPC) and 15 touchdowns with a dominant 91.3 run grade while handling 85 more carries than his backfield mate, Singleton. Allen wins with patience and polish, using pace steps to let blocks develop before exploding downhill, consistently finding creases in zone concepts and getting skinny through the hole before finishing runs with authority. His feet are remarkably nimble for a 219-pound back, creating favorable tackling angles with hop steps, spins, and subtle lateral slides that fuel a strong 3.77 YAC and 57 missed tackles on 210 attempts. The jump in breakaway rate (27.4%-to-40.4%) underscores improved second-level burst, though his game is more controlled violence than pure home-run speed. Allen projects as a tone-setting NFL early-down back who can anchor a committee, punish defenses between the tackles, and grind out tough yards with vision, balance, and smart tempo.

Emmett Johnson (5'11/200) is a high-volume, all-purpose workhorse who handled 251 carries for 1,450 yards (5.8 YPC) and 12 touchdowns, earning an impressive 88.1 run grade while keeping the offense on schedule. He's more efficient than explosive, as his 2.95 Y/CO and 28% breakaway rate are modest marks, but Johnson consistently finds daylight and maximizes creases with sharp, lateral darting ability through interior gaps. Where he separates himself is in the passing game, hauling in 46-of-54 targets for 370 yards with an elite 87th% drop grade and consistent slot usage that highlights true three-down utility. Johnson's 8.0 career YAC and 21 missed tackles on receptions underscore a back who can create in space, even if he lacks top-end home-run juice as a runner. The NFL projection is a versatile RB2/committee piece who can handle volume, catch the football at a high level, and win with feel and functional elusiveness rather than pure explosion.

Read More: Connor Rogers (@ConnorJRogers) NFL Mock Draft No. 1

Jadarian Price (5'11/210) is a decisive, zone-scheme hammer who pairs low pad level with burst, ripping off 6.0 YPC and 11 touchdowns in 2025 while stacking back-to-back 80-level run grades. His calling card is creation through momentum -- an excellent 4.28 career YAC, 73 missed tackles on 281 carries, and a gaudy 51.2% breakaway rate that shows what happens when he hits the B-gap with conviction. Price is a one-cut runner who reads blocks cleanly and gets downhill in a hurry, flashing enough edge speed to bounce outside, though he's more linear than elusive and doesn't rely on pacing or dance. The receiving résumé is light (15 career catches), but he's been efficient when used, suggesting functional hands rather than featured upside. Price projects as a decisive, scheme-fit NFL runner whose best work will come in zone concepts where he can press, plant, and explode through developing lanes.

Jonah Coleman (5'9/228) is built like a human bowling ball and has produced like one for four straight seasons, posting 84th-percentile run grades every year of his career. His breakout sophomore campaign at Arizona (93.4 run grade, 6.8 YPC, 55% breakaway rate) announced elite tackle-breaking chops, and he carried that identity to Washington with 67 missed tackles on 192 carries and a stellar 4.12 career yards-after-contact average. Coleman's quick feet and low center of gravity allow him to shrug off contact and churn through traffic, while his receiving résumé -- 80 catches on 90 targets over the last three seasons -- cements true three-down utility. His 1.73 yards per route in 2025 ranked second in the 2026 draft class behind only RB1 Jeremiyah Love, underscoring legitimate pass-game value beyond checkdowns. A knee injury dulled some late-season dynamism, but when healthy, Coleman profiles as a compact NFL feature back capable of anchoring a committee with contact balance, receiving polish, and sustained efficiency.

Jeremiah Love (6'0/214) is the unquestioned crown jewel of the 2026 running back class, coming off a nation-leading 94.1 run grade in 2025 while ripping off 1,372 yards and 18 touchdowns at a blistering 6.9 yards per carry. Love's explosiveness is unmatched -- his 52.9% breakaway rate ranked #1 in the Power Four, and his 4.50 YAC trailed only one back nationally, underscoring a rare blend of vision, burst, and contact balance. He's not just a home-run hitter but a complete offensive weapon, adding 27 receptions for 280 yards and three scores with superb 1.83 yards per-route production that stresses linebackers in space. The elusiveness spike from 2024 to 2025 reflects a runner who not only dodges first contact but finishes with authority, combining lateral twitch with downhill violence. A Doak Walker winner, unanimous All-American, and Heisman finalist, Love projects as a true NFL RB1 whose explosive profile can tilt defensive structure from Day 1.

Tomorrow, we'll publish Froton's breakdown of Fernando Mendoza and the other top quarterbacks eligible for this year's NFL Draft.

Previous Breakdowns:

Wide Receivers 1-10

Wide Receivers 11-20

Tight Ends 1-10

Running Backs 8-15

Enjoy the day and good luck as you prep for your team's draft in 2026. more

Career development

 1d

Opinion: Black History Month's reminder of empty promises


A century after the start of Black History Month and five years after the murder of George Floyd, the gap between performative promises and real justice is harder to ignore.

This month, we mark a century since the beginnings of what became Black History Month. Black history in this country has always been tied to the present, to what we choose to see and to what we choose to ignore. This year,... those choices feel especially urgent.

About five years ago, when George Floyd was killed in Minneapolis, everyone woke up and took notice that Black Lives Matter. There were tremendous outpourings of grief, outrage and resolve to address this issue comprehensively and with decisiveness. Companies jumped onto the DEI bandwagon, and leaders adorned their résumés with DEI experience. It felt that this time around, there was a sense of genuineness and sincerity.

That resolve turned out to be a performance.

The vicissitudes of the political landscape saw many backers of equity and diversity jettison DEI like a hot potato. Commitments that appeared firm under public pressure just disappeared once the spotlight moved on. That retreat does not remain confined to corporate boardrooms. It has consequences that show up in how power is exercised elsewhere.

Black history has repeatedly shown that ignoring injustice at its outset does not protect the rest of society, and merely delays the moment when the consequences surface more broadly and with greater force.

The current ICE Age has stripped away the charade of performative commitment to justice. It has expanded racial profiling in ways that cut across communities. People of color are not the only ones affected. In some instances, bystanders and allies who questioned aggressive and unconstitutional enforcement actions have been caught in the violence. The deaths of Renee Good and Alex Pretti occurred in this context of overreach and unchecked force.

It feels like we have come full circle, back to square one, as the cliché goes. The questions remain stubbornly familiar. Where do we go from here? How do we break out of a vicious circle that keeps making some lives more valuable than others and assigning unequal value to different lives?

I believe part of the answer lies in a generational shift that is already underway. Younger Americans, especially those under 30, have grown up in a country that is far more diverse than the one earlier generations knew, and they have experienced that diversity as a daily reality. Through the internet and social media, they have grown up with constant exposure to what is happening beyond their own communities and beyond this country. That exposure shapes how they see questions of equity, justice and human rights, and it suggests a future in which attention to these issues may be harder to abandon.

This is not a dismissal of older Americans or the work they have done. Many carried the cause of justice for decades in ways that were slow, relational, and rarely celebrated. Much of the progress we point to today exists because people stayed engaged long after public attention faded. That kind of endurance still matters. The challenge now is not to set generations against each other, but to recognize that clarity and endurance are both needed if change is going to last.

We can see this most clearly closer to home.

Minnesota has shown tremendous resilience in the face of unprecedented odds. What stands out most is how neighbors are showing up for one another regardless of color or background. People checking in, offering rides, sharing food and organizing community responses. This is not performative. It is real. This interconnectedness reflects a deeply human instinct whose foundation runs far deeper than institutional commitments or political slogans.

Those walking on the thin ice of performance, in sharp contrast to this everyday caring by ordinary people, will not endure. Performance always falls away because it is not based on shared humanity and sincerity.

What is needed is courage and a clear commitment to creating a fair and just world around us. That commitment cannot exist without a willingness to change ourselves. When we see injustice or oppression, we must try to address it to the best of our capacity, to speak up and stand up, and at the very least to save our conscience from dying by keeping alive the distinction between justice and injustice.

Five years after George Floyd's murder, we are still asking the same hard questions. Black History Month is a reminder of what has been endured and of what remains unfinished. The choices we make in how we act, not what we say, will be the real measure of whether we have learned anything at all. more

Career development

 1d

WE SHOULD HAVE MORE HOBBIES


This article is written by a student writer from the Her Campus at Wisconsin chapter and does not reflect the views of Her Campus.

Your résumé doesn't need to know about everything you love

Hobbies quietly vanished somewhere between productivity culture, academic validation and the obligation to constantly be "doing something useful." These days, when someone asks us what we do for leisure, our... responses- internships, research, side gigs, the gym- sound a lot like resumes. Even our downtime needs to be justified.

However, hobbies are not meant to be spectacular. They're supposed to be enjoyable, and we need more of them.

One of the few things in life that doesn't require perfection, optimization or quantifiable results is a hobby. You are not required to post it, commercialize it or make it a characteristic of your personality. You might not be very good at it. You can resign and return. Just because it feels nice, you can do it. That type of independence feels almost radical in a society that is fixated on success.

The notion that anything is a waste of time if it doesn't progress your profession is particularly fostered by college culture. We're urged to constantly grow ourselves into "better" versions: more productive, more accomplished, more impressive. Hobbies are reframed as abilities. Reading turns into "self-improvement." Exercise turns into "discipline." Even creative outlets feel pressed to lead somewhere. And happiness is lost along the way when everything must lead somewhere.

Hobbies serve as a reminder that we are people before we are workers, students or aspiring professionals. They allow us to live without being judged. You are choosing presence above performance when you crochet, journal, bake, paint or pick up a random instrument. Instead of worrying about the outcome, you're letting yourself enjoy the process. Additionally, having hobbies makes us more fascinating in a human way rather than a LinkedIn one. They provide us with narratives, viewpoints and quiet times. They reduce burnout, assist in controlling stress and establish little routines that help us stay grounded when life seems overwhelming. Sometimes doing something with no stakes at all is the most grounding thing you can do after a long day.

We don't have to keep getting better in order to be deserving of relaxation or happiness. Just because we enjoy something doesn't mean we shouldn't be allowed to do it. So maybe it's time to stop questioning whether a hobby is "useful" and start asking whether it makes us feel like ourselves again. Because life should be about more than just our accomplishments; it should also be about our pleasures. more

Career development

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When bullying happens at work


Most of us assume bullying is something we age out of by middle school, high school at the latest. By the time you're a professional -- especially one with credentials, experience, and a résumé you worked hard for -- you expect a baseline of mutual respect.

If you've spent enough time in workplaces, on boards, or in other community organizations, you've probably had that moment where your stomach... tightens in a meeting and you're not entirely sure why. A comment lands sideways. A tone shifts. Someone interrupts you for the third time. You walk away replaying the exchange, wondering whether you imagined it or whether something subtle but unmistakable just happened.

That confusion is often the first sign you're dealing with a workplace bully. more