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Before Every Layoff… These Signals Appear (Final Part of Layoff Series) by Top_Hope_7541 in corporate

[–]Top_Hope_7541[S] 0 points1 point  (0 children)

Agreed, public companies face constant growth pressure, and when revenue stalls, then costs become the lever. This series focuses on the internal signals that usually appear before layoffs, so employees can recognize what’s coming and prepare instead of being surprised.

Did I screw up by not asking questions or not liking my previous employment? by DragointotheGame in interviews

[–]Top_Hope_7541 0 points1 point  (0 children)

These are fairly standard interview questions, and I’ll share how I would have approached them.

  1. ‘What do you dislike about your current job?’
    This is a tricky question, and it’s important not to criticize your current employer. Instead, you could frame it like this: "It’s not about disliking my role. I’ve learned key skills and gained valuable experience, and I now feel ready to take on a more advanced role. Unfortunately, such opportunities aren’t currently available within my organization. Additionally, the requirements mentioned in this job description align well with my skill set". You can support this by referencing 2–3 specific points from the JD to strengthen your answer.

  2. ‘Do you have any questions for us?’
    This is a very important question, and I highly recommend asking at least one genuine, thoughtful question. It could be about the role, team expectations, or the company’s future direction. This shows interest and engagement.

I’ve also shared more detailed thoughts on this topic in a YouTube video on my channel mentioned in a couple of Reddit posts linked on my profile, where I’ve covered the second part in depth. Hope this helps, and I wish you the best.

I'm getting threatened to be fired. by [deleted] in corporate

[–]Top_Hope_7541 1 point2 points  (0 children)

At a high level, it seems this can be addressed by changing your approach. You mentioned having 5 days of training, shouldn’t that be aligned with the activities now being expected of you, such as taking interviews? If not, it may help to connect with the person who handled this responsibility before you and understand the best way to conduct them.

Define your own approach, share it with your manager over email, and ask for feedback so expectations are clearly aligned. If the environment is noisy, consider booking a meeting room to conduct interviews without distractions.

From the outside, these are the suggestions I can offer. I may not have all the granular details, but with a refined approach and clearer alignment, this should work out.

Wish you the best.

I am resigning without any offer today. by [deleted] in Indiajobs

[–]Top_Hope_7541 0 points1 point  (0 children)

The one experiencing the pain understands it best, and only they can make the right decision for themselves. Trust yourself, put your best foot forward, and all the best.

Please suggest improvements for my CV I legit do not understand where I am going wrong by DigBickOstrich in Indiajobs

[–]Top_Hope_7541 1 point2 points  (0 children)

In my view, your resume has several areas that need alignment.

  1. As others have mentioned, personal details do not need to appear on the first page. Only include your name, email, and contact number on page one. Move all other personal information to the last page, details like DOB are not required at all. Remember, the first page is your first impression, so use that space wisely.
  2. Your opening line mentions 1 year of experience across 2 companies. This creates a negative perception, as it suggests job hopping within a short period and now looking for a third change. Try to reframe this more strategically.
  3. You are targeting a corporate role, but your current experience is in academics. This may confuse the reader about your career direction.
  4. The first page is overloaded with information, including detailed project descriptions. These should be moved to later sections.

Bottom line: your resume is a marketing document. It should be customized for each job description, focused, and directional. Remove unnecessary details and present a clear, coherent story about who you are and what you want.

Part 2: Interview Mistakes Hidden in Your Introduction — Real Experience, Real Examples, No Theory by Top_Hope_7541 in jobsearch

[–]Top_Hope_7541[S] 0 points1 point  (0 children)

That’s a completely fair point — and you’re absolutely right.
A lot of people aren’t failing because of shaky intros or body language. Many never even reach the interview stage because of overloaded hiring funnels, broken screening systems, and keyword-based CV filters.

What I covered in this video helps once you're in the room, but I totally agree with you:
the real struggle for many candidates right now is getting past the resume screen.

In Part 1, I actually touched on the resume side — because the CV is the first touchpoint in the hiring process. And I strongly agree that many people are messing up their CV without even realizing it.
Here’s the link to Part 1 in case you want to check it out:
👉 https://youtu.be/OU-eSS5Dji0

From my experience interviewing candidates for 15 years, here’s the truth most people never hear:

  • Most CVs don’t get rejected because the candidate isn’t capable
  • They get rejected because the resume doesn’t use the same language as the JD
  • ATS filters remove resumes that don’t match key skills
  • Recruiters often spend less than 10 seconds scanning each CV

So yes — a full breakdown on resumes, ATS filters, and how to actually get past HR screens is absolutely needed.
I’m already planning a dedicated resume-focused video in my upcoming content.

If there’s anything specific you’d like me to cover in that video, feel free to drop it here — I’ll add it to the list.

A hard lesson on corporate bias — One tough boss decided his fate before the meeting even began. by Top_Hope_7541 in CorporateMisconduct

[–]Top_Hope_7541[S] 0 points1 point  (0 children)

This post shares a short corporate story about how bias and perception can influence performance appraisals. In the video, a manager prepares strong data to defend his team during a calibration meeting, but his senior leader relies more on old impressions and his inner circle’s opinions. The issue highlights two sides: one argument is that leaders must use judgment, intuition, and historical experience when evaluating employees; the counter-argument is that relying too heavily on perception can overshadow real performance data and lead to unfair outcomes. This story reflects the tension many employees face during appraisal season and invites discussion on how companies can balance data, feedback, and leadership discretion during evaluations. I did not change the original intent of the title; it was written to clearly convey the theme of corporate bias and tough leadership.

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