Latest news with #jobhunting
Forbes
6 hours ago
- Business
- Forbes
To Humanize The Hiring Process, Start With These 3 Elements
Sherry Martin is a holistic human resources leader with expertise in delivering strategic solutions that solve organizational challenges. The job market has dramatically shifted in the digital age, especially since Covid-19. Online applications, automated screening tools and virtual interviews have, without question, brought efficiency to the hiring process. In this drive for optimization, have we inadvertently lost something crucial: the human element? How often do talented individuals feel their carefully crafted résumés vanish into a digital void, their aspirations reduced to keywords, ultimately eroding their dignity and respect? The feeling of being a cog in the machine is widespread, especially when being ghosted after an interview is becoming a common experience. While navigating my own career transition, I saw just how impersonal the process can be and attended job seeker workshops where others expressed similar frustrations. When people invest substantial time and emotional energy into job applications, the absence of personalized feedback or even simple acknowledgment can be deeply disheartening. According to Greenhouse's 2024 State of Job Hunting report, 79% of U.S. job seekers, particularly Gen-Z, feel anxious about the market. This harms both the candidate's experience and employers' reputations. It's time for organizations to consciously bring back humanity into the hiring process and recognize the unique person and story behind every application. By making this shift, you can showcase your company culture from the beginning and shape how your brand is remembered by all candidates. Recruitment shouldn't feel transactional. To establish a human-centered approach, build your hiring practices around three key pillars: transparency, respect and genuine engagement. Transparency should be foundational to the entire hiring process. It shows respect for candidates' time and empowers them to make informed decisions. Being clear and open also builds trust, promotes fairness, reduces anxiety and ensures expectations are aligned from the start. Job descriptions are the initial—and crucial—point of contact and information for prospective candidates. So, they must be upfront. For example, instead of vague terms like "competitive salary" or overly broad salary ranges (e.g., $50,000 to $200,000), providing more-specific compensation figures (e.g., $70,000 to $85,000 annually) avoids disappointment and wasted effort on both sides. You should also highlight specific offerings in your benefits package because that's essential information for candidates' ability to make informed decisions. Transparency also means sharing the details of the hiring process, such as how you conduct screenings, who will be involved in each interview and the expected timeline for each stage. Setting these expectations significantly reduces candidate uncertainty. So, during initial contact, briefly review these hiring steps. You can also reiterate the salary range and offer to discuss benefits, which reinforces your company's commitment to open communication and respect. The interview process is a crucial touchpoint, so create an experience that's both informative for the hiring team and worthwhile for the candidate. For example, providing a few key interview questions in advance allows them to prepare thoughtfully and showcase their abilities effectively. This demonstrates respect for their time and sets up the chance for a more meaningful conversation. Humanizing the hiring process also means looking beyond traditional career trajectories and recognizing the value of diverse experiences and transferable skills. Thoughtful in-the-moment questions can help gauge adaptability, problem-solving skills and cultural add. For example, I was recently asked in an interview, "If hired, what would you need from your manager to be successful?" This question moved the conversation beyond past accomplishments, focusing instead on future success, support requirements and the potential for a collaborative working relationship. Post-interview communication is as crucial as the interview itself for showing respect and care. Impersonal automated rejection emails can dehumanize candidates, particularly because they often provide no explanation. Consider offering the option for a brief, follow-up phone call. This empowers candidates by giving them the choice to receive feedback and continue engaging with you. It also reinforces that you prioritize a respectful candidate experience that acknowledges their effort, communication preferences and desire for closure. Constructive post-interview feedback, even if it's concise, can be invaluable for a candidate's professional growth, and it demonstrates that you took time to understand their candidate profile. To put this into practice, focus on one or two job-related points that can aid the candidate's future development. Beyond feedback, a personalized thank-you note reiterating your interest or respectfully closing the loop leaves a positive final impression. This way, you create a positive candidate experience that can turn even those not selected into future customers, advocates or even future employees. The impact of a human-centered hiring approach extends far beyond filling open positions. It shapes perceptions, influences talent pools and contributes to a more positive, equitable professional landscape. By treating candidates with respect, embracing transparency and developing genuine communication, we can move beyond a purely transactional model and build meaningful connections. Ultimately, reclaiming the human element in the job market is an investment in a more ethical, effective and sustainable future for all. Forbes Human Resources Council is an invitation-only organization for HR executives across all industries. Do I qualify?
Fast Company
8 hours ago
- Business
- Fast Company
How to identify a ‘ghost job,' according to LinkedIn's head of career products
For many, the most challenging part of job hunting in 2025 isn't the competition; it's the silence. People are applying to more jobs than ever but hearing back less. When a response doesn't come, it's easy to feel defeated. You may even begin to suspect that the job was never real in the first place—and in some cases that's true. In new LinkedIn research, nearly half of job seekers said that not hearing back when they apply to a job is a top pain point in their search, and most said the application process feels unclear. More than half of applicants reported hearing back from less than 5% of jobs they applied to, and 69% said the process lacks transparency. It's not surprising, then, that the majority of job seekers are feeling stuck. When responses are rare, candidates increasingly question whether the jobs they're applying to are even real. That's where the term ghost jobs comes in. This expression has been growing in prominence in recent years, and we are seeing an increase in mentions of 'ghosting' across LinkedIn as well. Ghost jobs are job listings that some companies post with no intention of hiring. More than a third of job seekers say ghost jobs are a major pain point. While ghost jobs are essentially fake job listings, we've seen job seekers assume the number of ghost jobs is growing because they're not hearing back from the companies they are applying to. In reality, it's not that straightforward, and part of what's driving this perception is silence. When job seekers apply and never hear back, it's easy to assume they've submitted to a ghost job. In today's competitive market, it's harder than ever for job seekers to tell what's real, what's active, and where time is best spent. But there are ways to decipher whether a job is real and improve your chances of landing the right role. Apply with more confidence First, make sure you're doing your due diligence when it comes to vetting a job listing. Beware of any job posting that appears too good to be true, text messages offering job interviews, or listings that require payment up front. These are clues that the job may not be what it seems. At LinkedIn, we've recently added new hiring insights offering new details on job listings, such as a company's typical response time and whether a job post is verified, so you can apply knowing information about the company or job poster has been confirmed. Build a trusted network One effective way to avoid silence in the job search is by leveraging referrals and recommendations from your network. When someone in your network refers you for a position, it can elevate your application. In a LinkedIn consumer survey from March, 93% of hiring managers said referrals are important because they come with a trusted recommendation. If you have a first- or second-degree connection at a company you're interested in, don't be afraid to reach out and ask if they can refer you for an open position. Share what you're looking for You can also try posting proactively about what sort of opportunities you're open to. Close to a third of professionals shared that posting to their network about what they're looking for in a new role was helpful in making new connections or receiving introductions. Ghost jobs make the process harder, but there are ways to protect your time and focus on what's real. Keep going. The right role is out there. And we are rooting for you.
Japan Times
14 hours ago
- Business
- Japan Times
The rise of a new work culture in Japan
In line with Japan's annual hiring calendar, Seria Ganeko began job hunting during the tail end of her third year in college. Having been raised and educated on the southern island of Okinawa, she wanted to get out of her comfort zone and challenge herself in a new environment: Mobile phone agencies, sales rep positions and staffing firms were among the nearly two dozen job openings she looked at. 'I explored all kinds of work and industries without limiting myself,' the 24-year-old says. 'Regardless of the job type, I focused on companies whose management philosophy I could relate to — places where my effort would lead to meaningful growth.' She also wanted to improve her English skills. After graduating, she joined the Tokyo branch of a taxi and chauffeur service company in April as a driver, following several months of interning there. The firm offers its employees free weekly English conversation classes with a native instructor, Ganeko says, and with the recent surge in inbound tourism, she often serves international clients — giving her regular opportunities to use English on the job. Having three days off each week was another welcome bonus. However, things didn't turn out the way she hoped. Ganeko plans to quit the firm soon and has begun looking for new jobs after struggling with workplace relationships, specifically with her domineering supervisor. 'For my next job, I'm prioritizing an environment with open communication, where it's easy to consult with others and share concerns,' she says. 'Even if the salary isn't competitive, I'm looking for jobs where I can learn. I want to be versatile and able to adapt flexibly to different situations.' Jumping from job to job has become much more common with younger members of the labor force. | JOHAN BROOKS On a stone for three years — so goes a well-known Japanese proverb, suggesting that even the coldest rock will warm up when you sit on it long enough. It speaks to the value of perseverance, often cited in work contexts to encourage endurance: stick with a job long enough and the results will come. The idea resonated especially well during the era of lifetime employment and seniority-based pay. A new generation of Japanese workers, however, no longer see patience as a virtue in the job market. Job-hopping is becoming increasingly frequent among those in their 20s, signaling a clear departure from the country's long-standing norm of lifetime employment. New workers appear to be reshaping traditional career paths by pursuing broad, transferable skills — while also seeking depth through varied, specialist experiences. The focus is on efficiency and employability rather than loyalty and stability. Employability vs. loyalty Japan doesn't have direct equivalents to Western generational categories like Gen Z, Millennials or Gen X. However, its workforce reflects a generational tapestry shaped by distinct economic and social shifts over recent decades. During the nation's period of postwar growth up to the bubble economy, many workers built their careers around lifetime employment, seniority-based pay and a strong dedication to the company — hallmarks of Japan's traditional employment system. Following the crash of the asset-price bubble in the early 1990s, a new generation emerged during what came to be known as the 'Employment Ice Age' — a period of prolonged economic stagnation and a harsh labor market. Many who came of age during this period, now in their 40s and 50s, struggled to secure stable, full-time positions, often ending up in precarious or nonregular employment. These disrupted career paths have resulted in long-term challenges around job security and financial stability. A dwindling pool of workers means more and more companies are looking for staff. | JOHAN BROOKS In contrast, today's young workers are entering a market transformed by technology, the gig economy and shifting values that emphasize work-life balance. They often prioritize personal fulfillment and flexibility over traditional company loyalty, says Kaoru Fujii, HR general editor-in-chief at Recruit Co. 'I believe the shift in young people's attitudes toward work stems from broader changes in social structure,' he says. 'First, from a societal standpoint, Japan is experiencing a declining birthrate and an aging population. As the number of young people shrinks, they've become more scarce — and more sought after by companies.' Fujii's claims are indeed reflected in statistics. According to a joint survey conducted by the labor and education ministries, the employment rate for March 2025 graduates of universities stood at 98% as of April 1, the second-highest on record (the highest came a year prior) — and this figure doesn't include part time jobs. One of the most striking structural shifts has been the reversal of company and career lifespans, Fujii continues. As individuals now face the prospect of working for 60 years or more, they may effectively 'outlive' their employers as the average lifespan of a company has shrunk dramatically — falling from around 60 years in the past to just 20 today. This decrease has been driven by waves of restructuring, mergers and acquisitions. The rules of social engagement among coworkers have changed — younger employees are less tolerant of workplace hierarchies. | JOHAN BROOKS This growing mismatch is reshaping how younger workers think about their futures, prompting a shift toward more sustainable engagement with society beyond the confines of a single employer. The labor ministry last year released data on the turnover status of new graduates who entered the workforce in April 2021. According to the report, 38.4% of new high school graduates and 34.9% of new university graduates left their jobs within three years — an increase of 1.4 and 2.6 percentage points, respectively, compared to the previous year. And according to a 2023 report by Recruit Agent based on surveys of users of its recruitment service in 2022, job changes among workers aged 26 and under have doubled compared to 2017, with the gap between younger and older workers widening since 2020. Meanwhile, a Recruit survey on career aspirations revealed that only about 20% of those 26 and under wish to remain with a company until retirement. Another survey targeting job seekers found that many prefer workplaces offering personal fulfillment and opportunities to take on new challenges. While some young workers seek flexibility, others are concerned about their financial situations in the long-run and may opt to labor under less-than-ideal circumstances. | JOHAN BROOKS 'They essentially want to be generalists who can adapt across roles and industries, yet they also seek to develop skills that make them stand out in any organization,' Fujii says. 'This reflects a move away from Japan's legacy of lifetime employment toward a focus on employability.' Not everyone is driven by ambition, however. Fujii notes that among workers in their 20s and 30s, common reasons for leaving a company include inability to build a meaningful career or uncertainty about their future after seeing senior employees stuck in the same roles for years. 'Even if they look at their seniors and think, 'I don't see a future here,' they often don't know what steps to take and end up settling for the status quo,' he says. 'This is exactly what's meant by 'quiet quitting,'' he says — referring to a term describing workers doing the bare minimum to meet their job requirements. Exit and reentry Back in 2017, Toshiyuki Niino founded Exit — a pioneer in offering services that communicate an employee's intention to resign to their employer. For ¥20,000 ($140), someone from Exit will quit your job for you. Known as taishoku daikō (roughly, resignation proxy service), similar firms have launched since, offering those who can't find the courage to quit for one reason or another an easy escape route. 'Since then, the market has expanded,' says Niino. 'Back then, resignation services probably still had a somewhat shady image, but now they're everywhere — like bubble tea shops.' In fact, nearly a third of young professionals living alone in the Tokyo area said they would consider using a resignation agency to quit their jobs, according to a recent survey by real estate firm FJ Next Holdings. The poll, conducted in February among 400 men and women in their 20s and 30s, found that 6.8% would 'definitely' use such a service, while 21.8% said they were 'somewhat likely' to. Companies are gradually adjusting their corporate cultures to be more welcoming to younger workers. | JOHAN BROOKS Niino, who quit three jobs before launching Exit when he was 27, says around 70% of his firm's clientele are those in their 20s. 'Our client base hasn't changed much — it's still mostly people in so-called 'black' industries (a term for exploitative workplaces with harsh conditions and long hours), mainly food service, health care and elder care, and construction-related jobs,' he says. 'But recently, there's been a noticeable increase in clients from IT sales and startups.' Among them, there's a clear group focused on cost-performance or time efficiency, Niino says — people who aren't dealing with toxic workplaces or bad relationships but choose to quit because they don't feel like they're growing or because there are no senior colleagues they look up to. 'I think, in Japan, quitting a job has become almost like a kind of ritual. Legally, you're allowed to resign with two weeks' notice, but in reality, it's rare for someone to leave cleanly within that time frame,' Niino says. 'People end up tiptoeing around their boss' mood, getting asked to stay on for at least three more months, training their replacement and making rounds to say goodbye. As a society, I think that whole process is incredibly inefficient.' Thus, Niino says, they turn to resignation agencies such as Exit to make a clean, quick break. Broadly speaking, Niino says his firm serves two main types of workers. The first group are the quiet quitters who want to do the bare minimum — they're not interested in growth or purpose, and they have no concern for the company's vision or what the CEO thinks. For them, work is simply a way to earn money, and they prioritize ease and a comfortable environment. The second group is made up of young workers in Tokyo striving to succeed in the heart of capitalism — in startups and fast-paced ventures. They also typically fall into two camps: those who chase high pay, even if it means enduring a 'black' company, and those who seek purpose and satisfaction in their work. 'In the end,' Niino says, 'we get requests from both types.' Economic pressure There are many surveys — both government and private — on young people's attitudes toward work. While results vary depending on the study, certain common trends have emerged that back up Niino's observations. 'For example, when it comes to how much value young people place on work-life balance, many surveys consistently show that this has become increasingly important,' says Yuki Honda, a professor at the University of Tokyo and an expert on the youth labor market. 'However, other surveys reveal a different group of young workers who disregard such concerns — they're willing to work long hours if it means they can improve their skills. This suggests a polarization is taking place.' Many younger workers hope to find a job that allows for flexibility and a good work-life balance. | JOHAN BROOKS Regionally, there's a clear difference between urban and rural areas, Honda says. The go-getters are concentrated in major metropolitan areas, while young people in rural regions tend to be more stability-oriented. 'One major driver seems to be economic pressure — many young people simply don't have enough money,' Honda says. According to the Cabinet Office's Public Opinion Survey on Social Awareness from November 2023, the number of people in their 20s and 30s who responded that they 'lack financial security or outlook' increased significantly in both 2022 and 2023. Prolonged inflation appears to be a major source of growing financial anxiety among them. 'While skill-building is part of it, there's a growing sense of urgency: Unless they act, they risk sinking,' Honda says. 'That feeling of crisis is becoming more pronounced, though the ability to take action appears split between two extremes.' The gig economy has had an effect on the way young Japanese view their careers. | JOHAN BROOKS Meanwhile, Honda says many young workers are increasingly pushing back against the practice of being randomly assigned to jobs or locations without prior notice — a phenomenon colloquially referred to as haizoku gacha, likened to the randomness of gachapon capsule toy machines. In response, more companies are adopting so-called job-based hiring, offering clearly defined roles and responsibilities from the start. Unlike Japan's traditional membership-based model — where employees are hired as general members of the company without set duties before being assigned specific tasks — job-based hiring provides greater transparency and a clearer career path. 'While not yet widespread, some employers now recognize that clarity is essential for attracting younger talent,' she says. Ganeko, the taxi driver on the hunt for her next job, agrees. 'I'd like to know in advance which department I'll be assigned to — so I can mentally prepare and get ready ahead of time.' In the past, many companies would hire first and then slot the employee into a different variety of positions later. Now, more firms are defining job responsibilities from the get-go. | JOHAN BROOKS She still has time to decide what path to take next. In university, Ganeko was drawn to the issue of poverty in her native Okinawa and hoped to one day help find a solution. 'I'm thinking about starting my own business someday,' she says. 'So I want to learn about children's education, study how small businesses and their leaders approach management, and gain experience and knowledge that could help me address poverty.'
CNA
19 hours ago
- Business
- CNA
‘Barely enough': Malaysia's fresh graduates face low pay, risk of underemployment vicious circle
KUALA LUMPUR: Andy Yap spent around four difficult months job hunting with no success after graduating in September last year. The 23-year-old computer science graduate from the Asia Pacific University of Technology and Innovation in Malaysia told CNA that he was often warned by hiring managers that his expected starting salary of RM3,000 (US$708) was 'too much'. While he eventually landed a software engineer role with a starting pay of RM4,000 a month, he said that some of his friends with engineering degrees found jobs with starting salaries of 'just above RM1,000'. ''I would say that I feel grateful, especially after searching for so long and spending so much effort," he told CNA. The struggles of young graduates like Yap have once again come under the spotlight amid renewed debates on Malaysia's underemployment crisis. A recent report by a labour market research group revealed that over 65 per cent of fresh graduates in the country earn less than RM3,000. According to the 'Gaji Cukup Makan' Economy report, released in May by Future Studies Berhad, this includes graduates with bachelor's, master's and PhD degrees, citing data from the Ministry of Higher Education's Graduate Tracer Study. CNA has reached out to the report's authors for further details on the survey methodology and the number of graduates involved in the study. 'Gaji Cukup Makan' in Malay translates literally to 'salary enough (only for) food', referring to a wage level that covers only basic living expenses, leaving little to no room for savings, investment or discretionary spending. The troubling pattern reflects a recurring trend highlighted in the Finance Ministry's Economic Outlook Report released last October, which showed that more than 50 per cent of fresh graduates have been drawing a monthly starting salary of below RM2,000 over the past decade. Unlike the "Gaji Cukup Makan" report which covered only degree holders, the Finance Ministry's survey also includes diploma graduates. 'This stagnation leaves them struggling to cover basic expenses, forcing difficult lifestyle compromises, opting for home-cooked meals over dining out or settling for more affordable housing in less desirable locations,' human resource (HR) consultant Diana Khairuddin from HR Edge told CNA. 'It's a system that's clearly out of sync with today's economic realities and in urgent need of reform,' said Khairuddin. According to the Employees Provident Fund, the monthly expenses for a single individual without a vehicle range from around RM1,530 in Alor Setar, Kedah to RM1,930 in Klang Valley, Malaysia's bustling economic and urban hub. Another graduate from the Class of 2024, Howard Ng, 23, told CNA that his monthly salary of about RM3,000 is 'barely enough' to cover his expenses, often leaving him stretching his budget and running a deficit just to get by. 'A third of my salary goes to paying rent, the rest pays for daily necessities, especially food … thankfully I am not currently paying off student loans,' said the global occupier services executive who graduated from the University of Reading Malaysia. Another graduate from INTI International University who did not want to be named also told CNA that she was 'disappointed' with her starting basic salary of RM2,400 as a physiotherapist, which she said is within the range of RM2,200 to RM2,800 that her peers in the same line are getting. She added that she counts her blessings that she is staying with her brother, which helps reduce her living expenses. 'At the moment, I only need to cover costs such as parking and car maintenance,' she said. Former Bank Negara governor Muhammad Ibrahim said early this month in an interview with local news outlet Sinar Harian that university graduate salaries should be closer to RM7,000 to RM8,000 a month when adjusted for a 5 per cent annual inflation rate. CNA takes a closer look at the factors behind the fresh graduates' low starting pay and how more can be done to tackle the problem. 'MANY HIGH-SKILLED JOBS ARE ALREADY SATURATED' One of the authors of the 'Gaji Cukup Makan' report, Mohd Yusof Saari, who is a former chief labour market economist at the Ministry of Human Resources and Emiratisation in the United Arab Emirates, told the New Straits Times that the report revealed a deep structural crisis between higher education and employment, with tertiary education no longer guaranteeing high wages. The report also found that 70 per cent of fresh graduates in Malaysia are in semi-skilled or unskilled jobs. Semi-skilled roles include clerical, service, and sales positions, while low-skilled roles cover occupations in agriculture and fisheries, crafts and trades, plant and machine operators and other elementary tasks. According to the Department of Statistics, skilled roles include managers, legislators, professionals and technicians. Earlier findings by the department found that 36.8 per cent, or almost 2 million, of Malaysia's tertiary-educated workforce were underemployed as of the third quarter of last year. The department noted that only 17 per cent of new jobs were considered high-skilled, the New Straits Times reported. CNA earlier reported that Human Resources Minister Steven Sim had identified three employment paradoxes in Malaysia – stagnant pay as well as skills and jobs mismatch. The paradoxes centred around how the country shows 'positive' statistics in unemployment and the number of graduates produced, but struggles when it comes to wages, underemployment and the availability of high-paying jobs. Sim noted that Malaysia produces 300,000 graduates every year, but with only 50,000 high-paying, skilled jobs available. Khairuddin, the HR Consultant, told CNA: 'We are seeing a surge of degree holders entering the job market, but the reality is that many high-skilled roles are already saturated.' Career consultant and founder of SY Professional Review Sharifah Hani Yasmin added that such a situation 'creates an intensely competitive market that drives down starting salaries and weakens young professionals' bargaining power'. Another report by the Permodalan Nasional Berhad (PNB) Research Institute analysing entry-level salaries in Malaysia from 1998 to 2022 in the private sector found that the wage gap between those with tertiary education and secondary education has steadily narrowed. The survey found that in 1997, degree holders earned 2.7 times more than SPM holders, but by 2022, the gap had narrowed to 1.7 times. SPM is the equivalent of Singapore's O-Levels. 'When graduate salaries are barely distinguishable from those of non-graduates, investing in higher education is no longer a guaranteed path to social mobility, it has become an economic risk,' Mohd Yusof told the New Straits Times, His report highlighted how this is especially so for low and middle-income households burdened by rising education costs. SHAPING WORK-READY GRADUATES Arulkumar Singaraveloo, chief executive officer of the Malaysia HR Forum, which trains human resource professionals and organisations, told CNA that employers have expressed concerns over the quality of Malaysia's graduates. This stems from outdated curricula and a lack of essential skills, which results in perceptions that many are not work-ready. Concurring, Sharifah added: 'Many graduates also lack industry exposure – internships and hands-on work experience – which leaves them ill-prepared to meet employer expectations or justify competitive salaries.' The physiotherapy graduate who spoke to CNA on the condition of anonymity shared that academic training alone had not fully prepared her for the realities of working life. 'One of the main challenges I've faced is in communication, especially when interacting with different types of patients … I've come to realise just how important clinical experience is in developing confidence and competence in this field,' she said. She told CNA that her course only involved short-term clinical postings with patients, which were not sufficient to develop deeper physio-patient interactions and soft skills that are critical for the job. She believed that these limitations might have an impact on seeking better remuneration in her role as a physiotherapist. Experts said that there needs to be a systemic and coordinated approach involving labour policies, education reforms and economic shifts through 'strong public-private partnerships'. Arulkumar said that this would mean integrating employer input into curriculum development and promoting modular, industry-relevant learning that reflects evolving workforce demands. 'Internships should be more meaningful and structured, ensuring they provide genuine work exposure and act as a clear transition pathway into full-time employment,' he said. Besides preparing graduates to be work-ready, experts also highlighted the need for structural economic reforms to generate high-value jobs and drive sustainable wage growth. Sharifah, who is also a freelance recruiter at A Job Thing, said that Malaysia needs to 'aggressively develop' high-impact industry ecosystems by doubling down on initiatives like the New Industrial Master Plan 2030 (NIMP 2030). NIMP 2030, announced in 2023, is a seven-year industrial policy for the manufacturing and manufacturing-related services sector. Some of its key goals include growing employment by 20 per cent to create 3.3 million new jobs. 'By attracting investment in future-forward sectors, such as semiconductors, clean energy and biotechnology, we can generate a pipeline of well-paying, high-skilled jobs that local graduates can actually fill,' Sharifah told CNA. Besides creating more high-skilled jobs, HR expert Arulkumar said that the government should introduce targeted incentives such as wage subsidies or hiring grants for employers who take in fresh graduates for high-skilled roles. Sharifah said that this type of grant should be tied to measurable outcomes such as wage growth and workforce upskilling in order to ensure that the support goes to companies driving real progress, 'not just those expanding numbers on paper'. 'Malaysia must prioritise industrial upgrading by promoting sectors with higher value-add and innovation to boost demand for skilled talent,' Arulkumar elaborated. Authors of the "Gaji Cukup Makan" report have also proposed that the government introduce advisory wage guidelines to address wage suppression. Arulkumar said that while such guidelines can be helpful to establish baseline expectations for fresh graduate salaries, especially in high-cost urban areas where living expenses are significantly higher, the guidelines must be flexible and non-prescriptive to avoid distorting market dynamics and discourage hiring. 'For them to be effective, they should be sector-specific and reflect actual graduate capabilities and job complexity rather than being solely based on academic qualifications,' he said. 'While wages should largely be shaped by market forces, well-designed advisory guidelines, complemented by broader industrial upgrading, can help to ensure a fairer and more transparent transition into the workforce for young talent.' WHAT'S AT STAKE WITH MALAYSIA'S PERSISTENT UNDEREMPLOYMENT? Arulkumar said that persistent graduate underemployment risks creating a vicious cycle of low wages, wasted talent and declining confidence in higher education. 'Over time, this (persistent underemployment) could widen inequality, push talent overseas and undermine Malaysia's goal of becoming a high-income nation,' Arulkumar told CNA. Over the years, many Malaysian graduates and skilled workers have considered working in other countries for better job prospects, attractive salaries and an advantageous exchange rate. Authorities have flagged 'brain drain' as a concern for the nation, urging a push to ensure Malaysians return to their homeland after work experience abroad. Besides concerns about brain drain, Arulkumar warned that persistent underemployment would also burden and pressure the government to assist these graduates or even absorb them into the 'already bloated civil service'. 'Unless there is a coordinated shift where academic institutions redesign programmes around real industry and companies take ownership of talent development, I believe this pattern (of underemployment) will continue to repeat,' Sharifah told CNA. 'A generation stuck in a cycle of underemployment, career frustration and stagnant income is not just a graduate issue, it is a national one.'
Globe and Mail
3 days ago
- Business
- Globe and Mail
LiftmyCV Adds a Real-Time AI Cover Letter Generator to Supercharge Its Auto-Apply Agent
Built by job seekers, for job seekers — LiftmyCV delivers human-like, personalized cover letters for every application, without the burnout. London, UK - May 30th, 2025 - LiftmyCV, the startup redefining how professionals apply for jobs, has launched a new feature that tackles one of the most frustrating parts of job hunting: writing cover letters. The new AI Cover Letter Generator per Job creates personalized, context-aware cover letters for each role a user applies to — in real time, with a single click. It's designed to help applicants stand out in crowded inboxes, without spending hours rewriting the same intro lines over and over. 'Cover letters have always been a painful chore,' said Dan Zaitsev, founder of LiftmyCV. 'Most job seekers either skip them or send the same generic version to every company. We wanted to build a tool that makes every cover letter feel personal — without the work.' A Problem Most Job Platforms Ignore While resumes have become easier to generate with templates and AI tools, cover letters remain a pain point. Research shows that nearly 60% of hiring managers still expect them, yet most candidates either copy-paste generic versions or skip them entirely. LiftmyCV's AI Cover Letter Generator uses the latest ChatGPT models to write original, role-specific letters — tailored to each job description and aligned with the user's profile. The letters are editable, professionally worded, and optimized to pass ATS filters, giving job seekers a better shot at interviews without sacrificing time or authenticity. A Mission-Driven Approach to Modern Job Hunting LiftmyCV was founded by a team of product builders and engineers who were tired of the inefficiencies of modern job platforms. The company is building a next-generation job search agent that doesn't just automate tasks — it enhances the application process with meaningful, personalized content. From its auto-apply AI agent to its resume-to-profile converter and now smart cover letter generation, LiftmyCV is evolving into a full-stack job search platform designed to help professionals apply faster, smarter, and without burnout. 'The job search process is broken,' Zaitsev adds. 'We're building tools that treat job seekers like real people, not just clicks in a funnel.' How It Works After uploading their resume and completing a job seeker profile, users simply activate the AI Cover Letter Generator when applying to a job through LiftmyCV's platform. The tool analyzes the job description, matches it with the user's profile, and writes a unique, high-quality cover letter tailored to that specific opportunity. Each letter is: Combined with LiftmyCV's AI job search agent, which auto-applies to roles across LinkedIn, Workable, Lever, and more, this new feature turns the traditionally exhausting job hunt into a smoother, more strategic process. About LiftmyCV LiftmyCV is a modern job search platform that uses AI to automate and improve how professionals apply for jobs. With features like auto-apply agents, ATS-ready resumes, and personalized cover letters, LiftmyCV helps users navigate the job market more efficiently — without compromising quality. The team operates remotely and is committed to building a more human-centered job search experience. Try the AI Cover Letter Generator here:
