Career development

 2d

I Discovered A Colleague Lied On Her LinkedIn -- Now What Do I Do?


I was recently perusing LinkedIn when I noticed a post written by a former workmate. She wrote a long-winded essay thanking the people who have always been supportive members of the media community -- and hoping that she has always been "one of these people."

I gasped. This woman ruined my life -- at least my early career life. She was the reason I collected unemployment in my mid-20s. Because of... her actions, I was laid off as an editor and couldn't afford to move out of my parents' apartment. I had to take on any freelance assignment that came my way, even a gig with Soap Opera Hairstyles magazine writing about how Susan Lucci got her voluminous waves.

My entire personal and professional life was sent spiraling because this individual felt threatened by me. Even worse than including herself today in a group of "people who crusade for others" is the fact that numerous comments on her post were filled with heart emojis, cheers and platitudes. Had she simply forgotten how she marched into our boss's office 30 years ago and announced that axing me might be a great way to trim the budget?

I still wince at the memory -- and the fact that she has rewritten history in a very public way to gain favor (she's currently "available for work"). I considered adding my own comments ("Are you nuts?" "Who are you kidding?" "You wouldn't help an old lady cross the street!") but decided it probably wasn't a good look. Besides, it was a long time ago. Water under the bridge, right?

But it didn't stop there. I noticed that another colleague inflated some of his titles, adding "senior" or "executive" before them, and lengthened the dates he worked at his positions. The publications are long defunct, so he probably figured, "Hey, why not? Who'll be the wiser?" Another bragged about launching her own "in-demand" consulting business. (FYI, it has no name or website. She suggested people simply DM her.) She also said she attended an Ivy League college when I know she only took a continuing education seminar there one summer.

OK, so these people puffed themselves up a bit. My own outrage aside, who was it actually hurting? No one else seemed upset or even aware. Then again, what if these untruths deprived someone who was actually more deserving of a position? I found myself in a moral dilemma: Do I or don't I call out these people? And if I do, how do I go about it in a way that doesn't make me look mean or petty? Is it my job to play the LinkedIn police when it seems like so many people these days are boldly embellishing their qualifications?

Experts say the current job market is to blame for this trend in telling work-related whoppers. "This isn't always about deception -- it's often about survival," explained Patrice Williams-Lindo, founder & CEO of career coaching firm Career Nomad. "People are scared. Between mass layoffs, economic instability and AI shaking up entire industries, workers are understandably feeling the pressure to look more experienced, more impressive or just more visible. The platforms themselves reward this kind of puffery. The louder and flashier the profile, the more likely someone is to be noticed -- and that's a systemic problem, not just a personal one."

But when you lie on your résumé or your LinkedIn, she insists, you're not just misleading others -- you're slowly eroding your own confidence. "You're borrowing a brand instead of building one. In times of instability, the temptation to over-inflate your experience is real -- but so is the power of radical self-awareness," she added.

Employers and recruiters are savvy and view résumés and LinkedIn profiles as conversation starters not confirmation, warns Stephen Dwyer, president of the American Staffing Association. "While it may sound great to have a fancy title or various accolades, nothing can jeopardize trust faster than résumé, education or work history exaggerations. [It's] simply not worth jeopardizing job prospects or a reputation."

So if you notice someone posting falsehoods, should you speak up or shut up? Williams-Lindo said it's important to check your intention: Are you genuinely concerned, or just annoyed? "If someone's exaggeration is actively causing harm -- like blocking a more qualified candidate or misleading a hiring manager -- then reaching out to the source in a DM is best." She suggests communicating in a respectful, non-accusatory manner, e.g., "Hey, I noticed something on your profile/résumé that might come across differently than you intended..."

Public callouts, she added, rarely work out well. "Even if you're right, you may end up looking petty," she said. "In a digital world where everyone is fighting to be seen, emotional intelligence is the real win. Call people in -- not out -- unless it's a legal or ethical issue, then move with intention and empathy."

Unless you're directly involved in the hiring process or your company is affected, trying to intervene can quickly look like personal bias, said author and certified etiquette coach Jamila Musayeva. "If it's a formal role at your organization and there's a clear misrepresentation, it's appropriate to flag it discreetly to the right department," she noted. "The person making the hire has the duty to verify qualifications, and often, they do."

Gossiping, she added, is also not a smart move, as tempting as that may be in the moment. "Don't broadcast your doubts to others. Gossiping or trying to rally people to your side will reflect more poorly on you than on the person you're criticizing," she said.

In the end, people embellish for many reasons, said workplace well-being and culture expert Heather Lamb. "Sometimes it's pressure. Sometimes it's insecurity. Sometimes it's survival," she added. "That doesn't make it right, but it does make it human. Try not to let it bother you. Release it. Redirect your energy toward the environments you're shaping. The people who are meant to be seen for the work they actually do -- they always rise." more
1   

  • Mary Underwood

    13m

    I would not call them out because you may end up being the one who will look to be the problem. I would suggest not following the people who bring... negativity and angst in your life.  more

  • Musonda Mwape

    3
    1d

    Mind your business, they can lie about their archivements but they can't lie performance

    2
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chamberlain macaulay
Career development 3w
Hi guys,
I have been working deligently in a distribution office for over 6 years, my senior colleagues and supervisor got retired but the department head and the Hr worked together and recruited a new employee to be my supervisor who is a relative of the department head and never been in the system before but just fresh newbie in the work system.
But funny enough, I am the one training the... new employee to be my supervisor and this weighs down my spirit in giving my best knowing that I have what it takes to be a supervisor. The department head knows that very well and that's the reason i was assigned to train the new employee.

what's your advice? more
4   

  • esther Mirembe

    1h

    cont.servingGod will reward you

  • LUCKSON MANJIMELA

    1w

    The people who assigned you as a trainee , has something special for you sir, don't be quick to conclude.

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Susie Stednican


Career development 3d

Hello! I already work and graduate from university this year. Our team at the company is made up of women. They are all older than me and constantly ask me to make them coffee and tea. I'm tired of it already! I don't work in the kitchen. Please advise how to gently get away from this situation?
Thank you

2   

  • AL KALAWI Abdullah

    5h

    Just play the game . You're novice to their environnement, them being senior employee... So make them tea and coffee with a big smile :). They will... integrate you little by little.  more

    -1

  • Edward Harrison

    12h

    why do they fill you have time to do this for them

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Anna Goolich


Career development 5h

In our department, everyone sucks up to the boss and pretends to be “friends” with her.
But I can’t do that, I just focus on doing my job well and maintaining personal boundaries.
That’s why I never receive bonuses.
Should I at least start looking for a new job?
1   

  • Theresa Davis Lyon

    5h

    No you shouldn’t look for another job. Start by just saying hello.

    1

Anonymous member


Career development 1w
i am a photographer and photo editor, how do i sell my self to clients without showing them my portfolio . and how do i get client to reach out to me requesting for my service.
4   

  • Angela K Parkinson

    3d

    Why do you say without showing them my portfolio, they need to see it to know if they want to book you first.
    If you want clients to reach out to... you, there needs to be a place where they can go to see your work and then you offer a CTA on the page more

  • Margie Richardson

    1w

    People buy from the ones they like when photography being such a competitive market you should consider having a webpage with testimonials from... clients and a way to display some of your work. Seeing is believing!  more

Load more...

Career development

 15h

It's a 'low firing, low hiring' job market, economist says: Here's how to land a new gig anyway


Career and job experts provide top ways to stand out in the current labor market.

These days, job hunting may feel like something of a paradox: Even though the overall market is strong, it can be tough for jobseekers to find a new gig, according to economists.

Cory Stahle, an economist at the Indeed Hiring Lab, called it a "low firing, low hiring trend" in a note on Friday.

There's a "growing... divide" in the labor market between those out of work and those who are employed, Stahle wrote.

The changing market conditions may feel jarring for job seekers, given that a few years ago there were record-high job openings and workers were quitting at record levels amid ample opportunity.

"This is just how it is right now: Companies are not hiring," said Mandi Woodruff-Santos, a career coach and personal finance expert. "If they are, it's very infrequent."

Economic headwinds like trade wars and tumbling consumer confidence may make job-finding more difficult in coming months, economists said.

"The market can't escape the consequences of rapidly souring business and consumer confidence forever," Stahle wrote.

Even in this "low firing, low hiring" market, there are ways for jobseekers to stand out, experts said.

"When the market changes, the way you search for a job may also have to be adjusted," Jennifer Herrity, a career trends expert at Indeed, wrote in an e-mail.

Job seekers will likely have to lean on personal relationships more than in the recent past, experts said.

Most jobs come through referrals or internal candidates, meaning people need to be "creative" and "strategic" about networking possibilities, Woodruff-Santos said.

"Instead of waiting for someone to pick your resume from a pile, you have to make it undeniable: Put yourself in front of them," she said.

"Creating space for human connections and creating relationships will give you a little something extra," she added.

More from Personal Finance:

Prices are falling on some purchases but 'not here to stay'

Your Social Security card will soon be available digitally

Student loan default has 'dramatic and immediate' credit score impact

Don't just look for obvious networking events like job fairs or expos heavily attended by other job seekers, Woodruff-Santos said.

She recommends seeking out conferences, seminars, special talks and book signings. For example, say you work in information technology and someone writes a book on corporate security in the world of artificial intelligence. Go to that author's book signing, lecture, seminar or Q&A, Woodruff-Santos said -- since the audience would likely be people in businesses with an interest in IT security.

Reconnect with former colleagues to get on a hiring manager's radar before a role opens to the general public, Herrity said.

Workers dissatisfied with their current roles may be overlooking internal career opportunities, experts said.

"While hiring may appear to be slowing on the surface, it usually just means that opportunities have gone further underground," Frances Weir, a principal at organizational consulting firm Korn Ferry, said in a March briefing.

However, employees should be strategic: For example, they likely shouldn't apply to several different jobs at the company or seek to move on from a role they started only months ago, according to the firm.

"Generic resumes won't stand out to employers in a tight market," Herrity said. "Tailor your resume and cover letter to each role, echoing keywords from the job description and aligning your skills with the employer's needs."

Applicants should also highlight results -- instead of responsibilities -- on their resume and in interviews, she said. That shows they're a proven performer by quantifying achievements.

"Employers value candidates who use slow periods to grow," Herrity said. "This is especially important for those facing long-term unemployment who may find themselves in a skills gap."

She recommends finding free or low-cost courses in any relevant career areas to help fill gaps and signal initiative, motivation and self-teaching.

List recent certifications or course completions in the "education" or "skills" section of a resume, she said.

While waiting for your ideal job, success might mean being open to contract work, hybrid roles or adjacent industries, Herrity said.

"Short-term roles can be a great opportunity to grow your network and skills, then leap when the right full-time role appears," she said. more

Career development

 15h

I Just Took a Peek at My Teen Daughter's First Résumé. We've Got a Big Problem.


My 16-year-old daughter, "Maude," is currently learning how to write a résumé in her English class. Maude doesn't know exactly what she wants to do career wise, but has been babysitting since she was 13 and takes great pride in working and earning her own money, so I expect that she will only become more ambitious as she gets older. Recently, when she was working on her laptop at the kitchen... table, she got up to go to the bathroom, and I couldn't help but take a look at the résumé she was working on. I was shocked to see that she had listed her babysitting jobs (her only "real" and consistent paid work experience so far) as being an "au pair" instead of a babysitter. While she didn't exaggerate anything in the description and has babysat consistently for the same local families for years, it is extremely different than being an au pair -- I would know, as I was an au pair for a year in France when I graduated from college.

When Maude returned, I asked her if I could look at her résumé so I could ask her about it, which she was completely fine with. She told me that she had been talking to her teacher "Mrs. Smith" about it, and Mrs. Smith was the one who suggested Maude say that she was an au pair because it sounds more professional than babysitter. I'm concerned that Mrs. Smith is encouraging Maude to exaggerate on what will most likely be her first résumé that she will use to apply for internships and campus jobs in college.

I want to talk to Maude about it, but she has a great relationship with Mrs. Smith and really looks up to her, so I'm sure she would rebuff my feedback. I'm thinking of going to Mrs. Smith directly to express my concerns, but I know Maude would be furious if she found out I talked to Mrs. Smith behind her back. I'm just concerned about my daughter's professional future and don't want to sit back as she gets into the habit of lying to get ahead. Mrs. Smith is also quite young and inexperienced as a teacher, so I also worry about other students in the class picking up this habit. How should I handle this?

I definitely described my babysitting role as "child care coordinator" on my first resume, so maybe I'm not the one to advise you on this, but I think you should talk with Maude about your concerns. You've already started the conversation, first by peeking at her laptop and then by directly asking her about the résumé assignment -- may as well continue it, rather than going to her teacher in the hopes that her teacher will say what you actually want to say to your daughter.

If I were you, I'd just be honest and share your concerns with Maude. Something like: "Hey, I think it's great that your teacher wants you to practice writing a résumé. But a babysitter is not the same thing as an au pair, and the information on your résumé should always be clear and truthful." You can also mention that Maude's references will likely be parents of kids she's cared for, and she doesn't want future potential employers finding out from those parents that Maude wasn't their au pair, but their babysitter.

As for talking with Mrs. Smith, that's up to you. To be honest, I don't think this one résumé assignment is so very high-stakes for most of the kids in the class? You could choose to send the teacher a brief email explaining that you talked with Maude about her résumé and advised her to change it so she wouldn't be misleading anyone, and let the unspoken rebuke speak for itself. Or you could just let it go where Mrs. Smith is concerned, and focus on looking out for your daughter rather than a whole classful of kids who might be learning how to list their camp counseling job as "professional nature guide and facilitator" or some such. Finally, it's worth keeping in mind that it's fairly common among adults to "polish up" titles and duties on resumes -- and for hiring managers to know that, and calibrate their reading accordingly. That's probably what the teacher is trying to impart; either way, the exercise is unlikely to do any lasting harm.

Dear Care and Feeding,

My husband, "Tom," and I are in a dispute over whether our 7-year-old son "Parker" should be allowed to continue to be friends with his classmate "Evan." Each time Evan has been over to our place, he has encouraged Parker to help him play mean pranks on Parker's 4-year-old sister "Celia." Instances include emptying the salt shaker in her drink, running up to her and putting ice down the back of her shirt, telling her that they released a monster in her room that would get her when she went to bed, and opening the refrigerator door when Celia was walking by so that it hit her. After that last one, Evan got sent home and I spoke to his mother, who, while annoyed, didn't think it was particularly serious. Tom feels the same way -- he says his older brothers did things like that to him and he "lived."

Parker ordinarily doesn't do these kinds of things to Celia, and I no longer want Evan around to be a negative influence on him. Tom thinks this is an overreaction, and I just need to supervise the kids more closely. I don't think that refraining from being mean to a young child whose home you are a guest in is too much of an ask, even for a 7-year-old. Please tell me my position is the right one here.

I think it can be tough to put a definite end to a friendship if both kids still want to be friends -- they will still see one another at school, after all. You can share your concerns with Parker and let him know that you'd strongly prefer he choose friends who are kind to others, including his little sister, but there's no easy way for you to keep them from hanging out at school if they want to. However, I think it's fine not to host Evan for playdates anymore.

But before you put all the blame on Evan, I think it's important to acknowledge that Parker also had a hand in all the pranks. Not only did he fail to stop Evan from being a jerk to his younger sister, he apparently went along it. And since Parker is, after all, your son, he's the one whose behavior you should be most disappointed by and most concerned with. Tell him that while you don't expect he and Celia will always get along perfectly, being unkind to her or treating her badly is never acceptable. Nor do you want him treating anyone else that way, whether or not Evan wants to.

Parker has to take responsibility for his own choices and actions -- if Evan or anyone else suggests that he act like a jerk or a bully, or do something he knows is wrong, he needs to be able to say no. As for your husband, I'd say what was normal for him as a kid need not be repeated, and perhaps he should do a better job supervising his children -- there's no reason that should fall on you.

When I was a kid, my parents fought constantly. One or the other was always moving out, and my mom in particular had a bad temper. When I was 12, my dad left, and we lost the house. I bounced through foster care more than once while my parents kept right on with their cycle. I disconnected from them after high school, and in the meantime they both got sober and got into God. I spent my early teens and entire 20s working toward my number one goal of never being like them: I don't drink, and I value fidelity and stability and kindness even when it seems boring. I spent a long time in therapy and premarital counseling before marrying my husband and having our son.

My husband and his family are wonderful, but the problem is, my in-laws don't understand why my parents, who seem "so great," are only allowed to see our son during a few heavily supervised visits a year. My parents are good as grandparents -- they seem to have found a stable, loving groove they never had when I was young, and they've both been sober for over 15 years. They comply with any requests I make, and never put a toe out of line.

But they broke my trust so badly when I was a kid that I just don't think it's possible for me to trust them now, even if they have turned over a new leaf. Seeing them in person typically gives me a migraine and 1-2 days of vomiting. My husband knows it all and supports me during our limited visits with my parents, and personally wants to ban them altogether. How can I let go of my guilt over this and also tell my in-laws it's not their business?

I know how pointless it can seem to tell yourself not to feel the way you do, as if that feeling is something you can choose, one way or the other. But you bear no responsibility for your parents' actions, and I hope that you're eventually able to let go of any guilt you feel. Maybe they have changed -- maybe they are wonderful grandparents -- maybe they will never let you down again! That doesn't necessarily mean that what has been broken can be repaired. Which is hard for all of you, but not your fault.

The fact that you continue to see your parents despite the actual suffering it causes you does make me wonder if you might need more support, or different boundaries -- or both? -- in order to maintain that relationship. You are putting yourself through a great deal every time you see them; it must be deeply upsetting to manifest in physical symptoms. If you actually want to see your parents, or just really want them to be able to see your son, of course that's your decision to make. But if there's any chance you are allowing it mostly because of the guilt you feel, I want to affirm that you don't owe them that time at the expense of your own health and wellbeing.

As for your in-laws: I get why they are curious, although I don't think they should be pressing you to talk about this if you clearly don't want to. If you feel genuinely close to them and trust them, you can think about whether you would ever want to share some details with them -- or have your husband give them the gist and close the floor for any further questions on your behalf. For now, I take it you're wondering what to say to them without revealing much about your childhood. That decision, too, is up to you. You could say that you and your parents have never been very close, and just leave it at that. You could also say that they've done some things that make it difficult for you to trust them, but you don't want to get into the details. Or you could skip all of that, and just tell your in-laws -- again, via your husband, if you want -- that you don't want to discuss your relationship with your parents. They may not understand or like that fact, but they will need to choose to respect it.

-- Nicole

My dad cheated on my mom and is now living in an apartment by himself. I would have been mad enough at him for cheating, but I heard them fighting before he left, and he called her all kinds of terrible things and blamed her for his actions. I don't want to see him. I guess the divorce and custody process takes a long time, so he doesn't have a schedule to see me yet, but my mom has gone out of her way to find the most time for him to see me around both his and my schedules, after school/work and on weekends. I've told both of them I don't want anything to do with him, but my dad just gets mad at my mom and accuses her of putting ideas in my head instead of listening to me. more

Career development

 15h

From Shock to Support: Changing the way we let People go


Losing a job is widely considered one of life's most stressful experiences, ranking alongside the death of a spouse or divorce. According to the book Well Being, the long-term psychological toll of unemployment can be more severe than bereavement, as people often do not fully recover from job loss even after five years. Therefore, how employers manage terminations -- not just for the employee... being let go, but for their families, the morale of remaining staff, and the company's long-term reputation.

The process of firing an employee must begin with deliberate planning. Choosing the right time and day is critical. While experts may disagree on the exact timing, there is a consensus that it should be guided by clear business reasoning. Conducting the termination early in the week and early in the day is often advised, as it allows the person to begin job searching immediately and avoids a potentially harmful, emotionally charged weekend.

Managers should not go into a termination alone. Legal and human resources departments are partners in the process. Consulting them ensures the decision is compliant with company policy and law and prevents oversight or unintended consequences. If HR or legal counsel finds the reasoning behind a firing inadequate, it is a signal that the manager should reevaluate their decision.

One of the most common mistakes in terminations is a lack of clarity and purpose. This is not a coaching session -- it is the announcement of a final decision. Managers should avoid small talk and be direct from the outset.

The reason for the termination should be shared succinctly, using past tense language -- e.g., "Your employment has been terminated" -- to emphasize the finality of the decision. Clarity prevents confusion and minimizes the likelihood of drawn-out confrontations.

Even with the best intentions, managers often say things that do more harm than good. Statements like "I understand how you feel" or "This might be the best thing for you in the long run" are both dismissive and presumptive. Avoid blaming or justifying with comments like "You should have known." Instead, the manager should maintain a calm and empathetic presence, have tissues available, and let the employee process the news in their own way.

After delivering the news, managers should be prepared to listen. Employees react in many ways -- shock, denial, anger, or grief -- and being able to identify these emotions helps in responding appropriately. Listening shows respect and allows the employee to feel heard during a very vulnerable moment.

Clarity in logistics is crucial. Employees need to know what comes next regarding their final paycheck, health benefits, unused vacation, references, and how their departure will be communicated to the team. Managers should avoid vague promises or delays in providing this information. Having these details ready reinforces professionalism and reduces uncertainty.

One effective way to ease the impact of a termination is to connect the employees with outplacement services. These services are staffed by professionals trained to manage the emotional difficulty of job loss. They help the departing employees process the change, communicate it to their family, and begin looking toward future employment. This external support often brings a sense of direction and can significantly lessen the emotional burden of termination.

A termination should close on as gracious a note as possible. Managers should thank the employees for their contributions, accompany them to their desk to collect belongings, and walk with them to the exit. A handshake and well wishes offer closure and ensure that both parties leave the situation with their dignity intact.

While there is no perfect way to terminate someone, the process can be managed with integrity, empathy, and professionalism. The goal is not to make the employee happy about the decision, but to treat them with fairness and respect. A well-handled termination not only protects the employee's sense of self-worth but also reinforces a company's commitment to humane management practices -- benefiting the broader workplace culture. more

Career development

 18h

Wales 'Must Invest in Career Development' to Meet its Potential in Key Sectors


Wales must strategically invest in career guidance to ensure it meets its potential in sectors including technology, green energy and advanced manufacturing.

That's according to the Career Development Institute (CDI), which has launched its Valuing Careers campaign at the Senedd.

The Valuing Careers campaign is underpinned by a comprehensive UK-wide YouGov survey of 5,004 working-age adults... commissioned by the CDI, and aims to highlight the pivotal role of career development in supporting individuals, strengthening the economy, and addressing key challenges.

Although the Valuing Careers research covers the whole UK, the approach to career services differs across nations. People in Wales can benefit from support from Careers Wales, a national, government-funded, all-age guidance service. This provides a more integrated structure, and the CDI's findings emphasise that continued strategic investment and policy focus are essential to ensure career development effectively addresses skills challenges and supports individuals and the Welsh economy.

David Morgan, Chief Executive of CDI, said:

"Wales is brimming with potential in sectors like technology, green energy and advanced manufacturing. To fully capitalise on this potential, it must continue to strategically invest in career guidance for young people and adults. Career development support empowers individuals, enabling them to develop the right skills to navigate this rapidly changing landscape."

The CDI's UK-wide research reveals that while 66% of adults feel positive about their careers to date, only 54% feel optimistic about their future prospects. Specific findings for Wales show similar trends, though often related to a slight shift towards lower socio-economic groups. For example, 64% of adults in Wales feel positive about their career to date (vs 66% UK), and 49% feel positive about their career prospects (vs 54% UK).

However, despite eight in 10 UK adults having career aspirations or anticipating barriers, only 15% have accessed professional career guidance since leaving education. Encouragingly, 73% of people in Wales feel they know their strengths and weaknesses and state they take courses, attend networking events, and update their CVs at rates similar to the UK average.

Crucially, 86% of those across the UK who do receive professional career guidance report a significant benefit, underscoring the transformative power of this support. This highlights the importance in Wales of recognising that those facing the most barriers often have the least propensity to seek help, and the CDI says this is a key challenge to be addressed as the Welsh Government continues to address inequality.

Nikki Lawrence, Chief Executive of Careers Wales, said:

"The Valuing Careers research highlights what we see at Careers Wales every day - that high-quality, person-centred careers guidance transforms people's lives.

"We commit to putting the customer at the heart of everything we do, making sure people get the right impartial support, at the right time, in a way that works for them.

"From school pupils making those initial decisions about their next steps, through to adults considering career changes, facing redundancy or needing employability support, our all-age, bilingual service helps individuals to build brighter futures, and contribute to the economy of Wales."

The Valuing Careers campaign advocates for: more

Career development

 1d

How do I decide what to take off of my résumé?


Q: How do I decide what to take off of my résumé?

A: There is much debate about if your résumé really needs to be one page. But regardless of if it's one page or two, there are some common elements you can cut to make your résumé easier to read and more effective. Here are a few:

This one isn't cut and dry. You shouldn't just delete everything before 2010. But here's what to consider cutting or... condensing. If you have been at your last (or current) position for fewer than five years, you can keep a few bullet points under each of your previous jobs dating back 10-15 years.

But if a role on your résumé is from more than 10-15 years ago, your old responsibilities, tasks, and accomplishments are likely not very relevant anymore.

The exception is if you are looking to make a career change and you have older relevant job experience. You can list your positions with just title and dates but add a couple of bullet points to the older related experience. Your cover letter (yes, you still should write one) is the best place to connect the dots for the hiring manager on how your older experience is related.

You should avoid unnecessary jargon, clichés, and hyperbole in all parts of your job search process, but your résumé is the most crucial place to trim it out. If your résumé is being read by AI, phrases like "seasoned solutions-oriented team player" won't pass the keyword screens. Those words are similarly meaningless (and might actively work against you) if your résumé is being read by a real person.

The best résumés follow the basic rules of good writing. Think of the golden rule of prose: Show, don't tell. An easy way to do this is to replace adjectives with numbers and facts: Instead of "dynamic sales professional with a distinguished track record," try "Closed over $1 million in new partnerships each quarter." more
3   

  • Uma Aggarwal

    22h

    I don’t focus on removing content.
    I would make a list of things I want to say, things the employer wants to know about my background and experience ,... why I want that job at that firm and how these things make me an ideal candidate. Make it interesting and free flowing. Read several times, ask friends to critique and drop trivial matter that does not add to your story.
    If you are happy about it, do not worry about dropping parts of your resume. Good luck.     more

  • Jamese Hilliard

    1d

    If you are a scientific field and have publications, they should be included.