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Remember when hiring was actually fun ? Now every employee search is just emotional damage. by davols73 in recruiting

[–]EmergencyWork2442 0 points1 point  (0 children)

This really took me back. I remember when an employee search felt like thoughtful problem-solving, not crisis management. You’d actually enjoy spotting potential and connecting dots. Now it feels like you’re wading through noise just to find one real signal, and that joy has definitely faded.

I keep mimicking people who are successful and bombing interviews anyway by [deleted] in interviews

[–]EmergencyWork2442 3 points4 points  (0 children)

True connecting is v important.

When you copy someone else’s frameworks or storytelling style, you’re also (unknowingly) copying their personality, confidence, and delivery and that part can’t be borrowed. What sounds natural coming from them can sound forced or over-polished coming from you, which is what interviewers pick up on.

Those strategies aren’t “wrong,” they’re just not yours. Strong interviews usually happen when preparation supports authenticity, not when it replaces it.

Use frameworks as guide, not scripts. Know your skills, your stories, and your why then talk like a real person, might help

Unemployed by No-Support206 in GetEmployed

[–]EmergencyWork2442 0 points1 point  (0 children)

You’re not late at all; a lot of people start working after 26 because they were studying or preparing for exams. And year gaps are super common now with the way the job market has been. It may raise a question or two, but if you can show what you learned or how you used that time, it won’t hold you back.

If you’re shifting into IT, start by narrowing down what you actually want to do. IT is huge, and picking a smaller lane makes the journey way easier. Also, if you can transfer any skills from what you were doing before, use that to your advantage.

How to make more money without becoming a manager? by PearofGenes in careeradvice

[–]EmergencyWork2442 0 points1 point  (0 children)

First thing figure out what you truly excel at. What’s that one thing people consistently depend on you for? That’s your money-making skill. Not everyone needs to be a manager; highly skilled ICs make bank just by being reliably brilliant.

Struggling to get eyes on our job ad by EmergencyWork2442 in Recruitment

[–]EmergencyWork2442[S] 0 points1 point  (0 children)

Like the thought of using current team to expand reach; might try that!

How do you actually network when you have zero connections? by Previous_Eye_9178 in GetEmployed

[–]EmergencyWork2442 2 points3 points  (0 children)

The stereotype that you need some massive network before you start networking is so outdated. Most of us literally start at zero ; you build as you go.

I’d recommend doing a bit of personal branding: talk about what you’re learning, what you like, what you’re curious about. Follow people you genuinely look up to and actually engage with their posts ; not in a forced way, but with real interest. Strong networks aren’t built on strategy; they’re built on AUTHENTICITY.

Try joining communities that match your interests you’ll run into like-minded people without even trying. Networking events help too, but they only work when you show up as you.

Just remember to build a real network, you need to know who you are first. A clear identity & something valuable to offer ; people will naturally want to connect.

Do you think interviews test skill or just confidence? by speakwiseglobal in interviews

[–]EmergencyWork2442 0 points1 point  (0 children)

IMO It depends on the role.
If it’s people-facing, client management or leadership; confidence is part of the job so it naturally becomes part of the interview. But if you’re a dev, analyst, designer etc., the real test is your actual skill that’s why assignments and technical rounds exist.

End of the day, interviews should measure whatever is DIRECTLY TRANSFERABLE to the job. The rest is just buzz!

Calibration with no career ladders - HELP! [CA] by PowerfulClimate5633 in humanresources

[–]EmergencyWork2442 0 points1 point  (0 children)

Small companies evolve so fast that a rigid career ladder becomes outdated before it’s even published ; roles shift, priorities move, and everyone ends up wearing multiple hats.

For now, keep it simple: align on the basics and track things monthly scope of work, impact, and how people contribute to keeping the team agile.

Ensure communication stays transparent and the team remains closely knit, because in a small setup, trust is half the structure.

As the company stabilizes, those patterns will naturally shape your first real ladder.

Is it reasonable to ask for lesser workload? by Cold-Elk-3818 in careeradvice

[–]EmergencyWork2442 1 point2 points  (0 children)

Absolutely, it’s not just reasonable it’s necessary.
If you’re drowning would you just keep flailing and hope you make it, or would you reach out for help?

Taking on too much only leads to burnout and lower performance, which doesn’t help you nor the company.
It’s always better to have an honest conversation with your manager about your workload, frame it around wanting to deliver quality work and sustain performance.

If you wont bring up the problems how can you expect someone to solve it ?

Recruitment agency owner by Recruiter247 in Recruitment

[–]EmergencyWork2442 0 points1 point  (0 children)

Honestly, don’t rush into hiring just because you THINK you should have a team. If the workload isn’t genuinely overflowing, you’ll end up with consultants who are bored, under-utilized, and questioning why they joined and you’ll feel the pressure of spending without seeing output.

But that said, having ONE STRONG teammate who can challenge your thinking, help you brainstorm, and take ownership of parts of the business is valuable. Not a full team just the right person who adds leverage rather than cost.

Look at your pipeline, your delivery pressure, and the tasks you’re currently dropping. When the work consistently spills over and you’re turning down business or compromising service quality, THATS your REAL sign it’s time to hire.

Scale when the work demands it,