Hamachi's Posts
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FalseProphet1:Indeed you are false prophet |
AI will likely transform recruitment deeply, but I don’t think it will completely replace human recruiters. What we’re seeing now is more of a shift from manual-heavy hiring to AI-assisted hiring. AI is excellent at handling tasks that are repetitive, time-consuming, and data-heavy: Screening thousands of CVs in minutes Identifying keywords, qualifications, and experience patterns Ranking candidates based on job requirements Scheduling interviews automatically Sending follow-up communication to applicants Predicting candidate-job fit based on historical hiring data For companies receiving massive application volumes—like Google, Amazon, or Unilever—AI helps reduce recruitment bottlenecks significantly. But hiring is not purely a data exercise. There are critical areas where humans still matter: 1. Emotional intelligence A recruiter can assess attitude, communication style, confidence, and cultural fit in ways AI may struggle to fully understand. 2. Context matters Someone may have an unconventional career path, employment gap, or non-traditional experience that AI might wrongly reject. 3. Final decision-making Hiring decisions often involve team dynamics, leadership potential, negotiation, and judgment calls that require human insight. 4. Ethics and fairness AI systems can inherit bias from past hiring data. For example, if a company historically favored certain demographics or schools, the algorithm may unintentionally repeat those patterns. A well-known example is Amazon reportedly scrapping an internal AI recruiting tool after concerns that it showed bias against women applicants in technical roles. The future is likely hybrid recruitment: AI handles efficiency → sourcing, screening, scheduling, administrative tasks Humans handle decisions → interviews, relationship-building, negotiations, and final hiring choices Recruiters who adapt by learning how to work with AI tools such as LinkedIn Talent Solutions, Workday, HireVue, or Greenhouse may become even more valuable—not less. My view: AI won’t replace recruiters entirely. It will replace recruiters who refuse to evolve with technology. The strongest hiring systems will combine AI speed with human judgment. And from a job seeker’s perspective, this means candidates may need to optimize their resumes for both AI screening systems and human recruiters. Tauruai: |
Honestly, you raised something many people avoid saying out loud. Your argument about systems, family foundations, access, and environment is very real. In Nigeria especially, pretending everyone starts from the same line would be dishonest. Someone born into wealth in Lagos, with private education, networks, and exposure is clearly not fighting the same battle as someone born in a struggling rural community with poor schools and limited opportunities. That part is true. But I think where many people may push back is that your response can sound too mechanical—as though life is entirely a formula of structure + effort = success. And real life doesn’t always behave that neatly. We’ve seen people from wealthy homes lose everything through terrible decisions. We’ve also seen people from extremely poor backgrounds rise in ways that statistics would never predict. We’ve seen two people with similar qualifications apply for the same role—one gets an unexpected opportunity while the other keeps struggling. We’ve seen hardworking people do everything “right” and still face repeated setbacks that are difficult to explain purely through systems. That’s why many Nigerians lean into spiritual language—not always because they are lazy thinkers, but because life can sometimes feel bigger than what data alone explains. And to be fair, faith has helped many people survive seasons where logic offered no comfort. The problem begins when spirituality becomes an excuse for passivity: "It’s my village people." "God didn’t create me to prosper." "My destiny is suffering." That mindset can become dangerous because it removes agency. But there’s also danger in swinging too far in the opposite direction and dismissing the role faith plays in people’s lives. For many Nigerians, faith is not just explanation—it’s survival. It gives hope when institutions fail, when government systems collapse, and when effort doesn’t immediately produce results. Maybe the healthier balance is this: God may not be sitting in heaven assigning permanent poverty to some people and permanent wealth to others. But life is also not entirely controlled by human effort alone. There are structural realities. There are personal decisions. There is discipline. There is timing. There is community. And for many people, there is faith. All of these can interact. The real tragedy is when someone uses “God’s plan” to avoid responsibility. And the real arrogance is when someone who benefited from privilege acts like they are entirely self-made. Both perspectives miss the full picture. Sometimes people inherited opportunities. Sometimes people created opportunities. Sometimes people wasted opportunities. And sometimes people need both faith and strategy to move forward. That’s probably the more honest conversation. Dpsychologist: |
Are you able to get the details? Rrchrd: |
Love800:I believe it bad work man as they are not skilled enough, which boild down to the the person handling the job. |
highoctane:From lintel to foundation area, omo, I had to sell the property as that would a disaster waiting to happen in the near future. |
Adesarahshina:What's your location? That would determine the price |
Adesarahshina:Get a professional don't make the mistake I made, mine cracked from lintel down to foundation. |
Thank you 💕. |
Check there stats in this last 4 matches. Ezeego1: |
Of course not. There's surrogacy. |
Peace it been ages o! |
Delta state police should learn a thing or two here. |
The waiting, rejection and self doubt it not easy but you can try remote jobs on WhatsApp channel or check mjblinks thread on nairaland. |
Congratulations 🥳 to the Champion Arsenal as Westham is languishing at the bottom of the table and have no hope of coming up. |
Thank you. Passionnn: |
![]() correctguy101: |
Rhere’s some truth in the pressure many Nigerian men face especially with inflation, unemployment, family responsibilities, and the cultural expectation that a man must always “provide.” That pressure is very real. But I think this argument becomes unfair when it paints women as if they’re just sitting back doing nothing. A lot of Nigerian women are also carrying invisible burdens that men often overlook: They contribute financially in relationships too sometimes quietly. They cook, nurture, support emotionally, adjust careers for marriage, deal with pregnancy risks, childcare expectations, and in many cases still contribute to bills. Some women are paying their own transport, splitting dates, supporting struggling partners, and even helping men build from scratch but those stories rarely trend because outrage gets more attention. Also, we need to be honest that many men still tie their identity to being providers. Some insist on paying for everything because it makes them feel needed, then later become resentful about the very role they voluntarily embraced. And on the flip side, some women absolutely exploit men financially that conversation should happen too. “Billing culture” is real in some circles. But it’s not representative of all women. The bigger issue is that both genders are often dating with unhealthy scripts: Men are told: your worth is your wallet. Women are told: your beauty and presence are enough. Both ideas are flawed. Healthy relationships require mutual effort, but effort doesn’t always look identical. Sometimes a man may contribute more financially while a woman contributes more emotionally or domestically. In another relationship, both may split things equally. The key is whether both people genuinely feel valued. The real question shouldn’t be: “What am I getting from women?” It should be: “Am I in a relationship where effort, sacrifice, and care flow both ways?” Because there are women being used by emotionally unavailable men. And there are men being used by financially entitled women. Both experiences are valid. The solution is not gender wars — it’s choosing better partners, setting boundaries early, and refusing relationships built on entitlement from either side. |
[quote author=looseweight post=139329146][/quote]ads too much abeg |
InvertedHammer: |
Nice score, but honestly, that’s not the real test. In tertiary school, especially in courses like Clinical Pharmacy, it’s not about whether you can pull 88 in an exam—it’s whether you can take what you learned and actually apply it when things aren’t written neatly on paper. Can you recognize a real patient situation and respond correctly? Can you make the right judgment when there’s no multiple choice guiding you? Can you translate theory into safe, effective action in the real world? That’s where competence shows up—not in the score sheet, but in practice. Kemistri3: |
gabicon:The bolded, it would take a miracle for us to get pass that honestly and the italicized is a statement of fact. To even see a good electrician today or even someone that his good with a handwork (from screening, painting, tiling and carpentry) it extremely difficult as many of the youth ain't ready to learn. |
SpencerForbes:It would not work in this part because half the time the person doesn't want you to grow more than him. |
A lot of what you’re saying comes from a hard truth people don’t like to sit with: talent is not proven by confidence, certificates, or potential. it’s proven by systems, scale, and repetition under pressure. In Nigeria, we have no shortage of intelligent people. That part is not in doubt. The real gap is exposure to environments where talent is stretched by scale. Take your marketing example. Managing $10k/month vs $1m/month is not a linear upgrade. It’s a completely different universe: 1. At $10k, you can rely on intuition, small experiments, and manual oversight 2. At $1m, you’re dealing with segmentation at scale, attribution models, fraud prevention, creative testing pipelines, regional variations, compliance, and coordination across teams and tools Someone who has never had to lose $200k in a week and recover from it with data cannot be expected to naturally operate at that level. Not because they are unintelligent, but because they have never been forced into that environment. That’s the structural issue. India, parts of Asia, Europe, and the US didn’t just “have better talent.” They built ecosystems where: - People get access to large budgets early in their careers - Mistakes are expensive but part of the learning curve - Companies operate at scale consistently, not occasionally - Knowledge compounds because there are thousands of similar roles doing similar things So when someone from those systems says, “I’ve seen this problem before,” it’s often because they’ve literally seen it 100 times in production environments. In Nigeria, many “talented” professionals are still operating in sandbox conditions: a. Low budgets b. Small teams c. Fragmented markets d. Limited global exposure So what gets called “talent gap” is often really a scale gap. Even our refinery point makes that clear. You don’t build a complex industrial system and then look for talent inside an economy that hasn’t operated one for decades and expect instant readiness. Skills in those environments are not theoretical, they are forged through years of operating, failing, and iterating inside similar systems. And that’s why outsourcing or hiring foreign expertise often happens. Not because locals lack intelligence, but because: 1. The foreign talent has already been “burned in” at scale 2. They’ve made expensive mistakes on someone else’s system 3. They’ve operated machinery, budgets, and teams that look like the target system The uncomfortable true is this: You don’t develop “international-level talent” by debating it or defending it online. You develop it by building systems locally that are expensive, demanding, and unforgiving enough to create it. Until that happens consistently, comparisons will always feel unfair — because they are comparing trained production experience vs emerging potential ecosystems. And in global business, potential is respected… but performance at scale is what gets hired. gabicon: |
Fuel subsidy removal didn’t just increase petrol prices — it quietly rewrote survival in Nigeria. And the darkest part is that many people are still acting like the worst is over when, for many households, the real long-term damage is just beginning. Parents: Many parents are now choosing between feeding their children properly and paying school fees. Transportation costs have doubled, food prices keep rising, and salaries remain stagnant. Families that once managed two meals a day are now stretching one pot of soup for days. Some parents are pulling children out of private schools, while others are delaying hospital visits because basic healthcare has become a luxury. Businesses: Small businesses are bleeding slowly. Higher transportation costs mean more expensive raw materials. Electricity remains unreliable, so businesses rely on generators—and fuel is now painfully expensive. Many SMEs are reducing staff, increasing prices, or shutting down entirely. For startups and informal businesses, survival now feels like gambling. Aged parents / retirees: This may be one of the most vulnerable groups. Many elderly Nigerians depend on their children for survival, but those children are already overwhelmed. Pension payments are often delayed or insufficient, medication costs are rising, and frequent hospital visits are becoming harder to afford. Some older Nigerians are silently suffering because they don’t want to become “burdens.” Students: Transportation to school has become a daily struggle. Some students skip classes because they can’t afford transport fares. Feeding costs on campuses have skyrocketed, and many parents can no longer sustain tuition payments. The dream of education is becoming increasingly difficult for low-income families. Bus drivers: Transport operators are trapped. Fuel prices have gone up, vehicle maintenance costs have risen, spare parts are more expensive due to exchange rate issues, and passengers still complain about fare hikes. Many drivers are working longer hours for less profit while dealing with angry commuters. Vendors / petty traders: Street vendors and market traders are feeling the squeeze from both ends. They pay more to transport goods to market, but customers have less disposable income. Perishable goods get wasted because people are buying less. Many traders now make far lower profits despite working just as hard. The bigger picture: Subsidy removal was sold as a painful but necessary reform that would eventually free up funds for infrastructure and development. But for millions of Nigerians, there’s little visible relief. Instead, what many are experiencing is shrinking purchasing power, rising desperation, increased migration pressure, crime risks, mental stress, and a growing distrust in leadership. The danger isn’t just economic hardship—it’s a generation gradually normalizing survival mode as a permanent way of life. |
i noticed a consistent behavioural pattern among Nigerian billionaires who run big businesses. This behaviour is pronounced more among Mike Adenuga of Glo Brand and Aliko Dangote. The behaviour is this: these business owners hardly hire Nigerians as business executives to run their businesses. They prefer to travel as far as Pakistan, India, or Lebanon to hire their nationals to come to Nigeria to run their business. Dangote's top executives are mainly from India and then Lebanese, while Mike prefers hiring Pakistan nationals to run Glo for him with his daughter Bella. Dangote started hiring indians business executives when he was a trader and since he transitioned into an industrialist, he has not looked back as he has doubled down in hiring them. Hiring these guys comes at a steep price. Most Dangote Group executives are Lebanese or Indian, and their annual salaries are up to 300 million naira per annum when converted to our local currency. Aside from the high cost that they charge as salaries, you provide a duplex accommodation in Ikoyi or Banana Island with an SUV for them. You also provide Hilux vehicle with policemen protecting them against kidnappers since they are endangered specie because of their white complexion. Devakumar V. G. Edwin is one of Dangote's trusted lieutenants, as Aliko does not joke with him. He has been with him since 1992, when he joined the business as a general manager. At that time, Dangote was still a mega importer and a trader. Edwin helped to transition the Dangote group into the industrial behomth that it is today from a trading company. He is the one supervising the refinary project in Lekki for Dangote as Dangote trusted him so much, having supervised the building of the cement plants for the group all over Africa. When you convert what Devakumar V. G. Edwin earns into Naira because he is paid in dollars by the Dangote group, the man earns more than 350 million naira salary per year. Just like the rest of Dangote's top executives, he is an Indian national, and it is the same story across the whole gamut of Dangote's executives. . The CEO Of Dangote sugar, RAVINDRA SINGH is an Indian national. The same with the CEO of Dangote Cement. Now i want to understand: why, despite the high cost of hiring them, are these Forbes billionaires more comfortable hiring Pakistanis, indians, or Lebanese than Nigerians to manage their businesses in Nigeria? Are they more ruthlessly efficient than their Nigerian business executives? Is there any reason why this is so? Gagare1: |
Why do Glo and Dangote employe Indians and Lebanese? Gagare1: |
![]() chatinent: |
Bodycam would solve a lot of things in the Police. |
Game over for ATM. Arsenal has picked form |
You see ikate is a bed hub of crime down to freedom way petty thieves to pick pocket and minor harassment. jaxxy: |
They haven't beaten Man City so ve UCL 2020. geoworldedu: |
