Career development

 2h

Sports Coach Resume Minor Update Adobe Illustartor Expert Only


A client is preparing to move into their next coaching role and want a polished, professional résumé that immediately tells club owners what they bring to the field. The document must follow a strictly functional format so my skills and achievements stand out Please build the résumé around these core sections: Work Experience, Education, Certifications, Previous Roles, a concise Personal... Statement, and space for a Profile Picture. The overall tone has to stay fully professional -- no casual language -- while still feeling energetic and sport-oriented. Deliverables: * One ready-to-send résumé in the agreed functional layout * Fully Editbale in Canva and Acrobat * All source files so I can update details in the future * content will be provided If you have a track record crafting resumes for sports professionals, even better. Let me know how quickly you can turn the first draft around and what information you'll need from me to get started. more

Career development

 2h

How Interview Boards Assess Awareness in Job & Competitive Exams


Awareness is one of the most closely observed traits during interviews for competitive examinations and professional roles, especially in processes like the UPSC Personality Test, PSU interviews, campus placements and senior job interviews. While candidates often focus on factual knowledge, interview boards assess awareness in a much broader and structured manner.

This article explains how... interview boards evaluate awareness, what they look for, and how candidates can prepare effectively.

What Does 'Awareness' Mean in an Interview?

In an interview context, awareness goes beyond memorising facts. It refers to a candidate's ability to:

* Understand current events and their implications

* Connect academic knowledge with real-world developments

* Display clarity of thought, balance and perspective

* Show awareness of one's own background, role and environment

Interview boards use awareness to judge whether a candidate is alert, informed and capable of independent thinking.

Key Areas Where Awareness Is Assessed

1. Current Affairs Awareness

Interview panels often begin with questions related to:

* National and international news

* Major government policies and schemes

* Economic developments

* Social and environmental issues

The focus is not on recalling dates or statistics, but on understanding the issue, its relevance and impact.

2. Subject and Academic Awareness

Candidates are expected to be well-versed in:

* Their graduation subject

* Optional subject (in exams like UPSC)

* Research topics, projects or internships mentioned in the résumé

Boards assess whether candidates understand fundamentals, can explain concepts clearly and can relate theory to practice.

3. Awareness of One's Own Profile

Interviewers closely observe how well candidates understand:

* Their educational choices

* Career decisions

* Work experience or gaps

* Strengths and limitations

A lack of clarity about one's own résumé often signals poor self-awareness.

4. Societal and Ethical Awareness

Many boards test awareness through:

* Ethical dilemmas

* Opinion-based questions

* Situational judgement scenarios

Here, the focus is on values, balance, empathy and maturity, rather than giving a "right" answer.

5. Regional and Cultural Awareness

Candidates may be asked about:

* Their hometown or state

* Regional issues

* Cultural practices or local challenges

This helps the board assess whether the candidate is connected to their social environment and understands ground realities.

How Interview Boards Evaluate Awareness

Interviewers assess awareness through:

* Depth of response rather than length

* Ability to explain issues in simple terms

* Logical structure and coherence

* Calm handling of follow-up questions

* Willingness to admit lack of knowledge honestly

Overconfidence, memorised answers or extreme opinions often work against the candidate.

Common Mistakes Candidates Make

* Rote learning headlines without understanding

* Giving one-sided or extreme views

* Quoting facts without context

* Trying to guess what the board wants to hear

* Avoiding questions instead of acknowledging gaps

Interview boards value honesty and clarity over perfection.

How Candidates Can Improve Awareness

Why Awareness Matters in Interviews

Awareness reflects:

* Decision-making ability

* Leadership potential

* Social sensitivity

* Readiness for responsibility

For exams like UPSC, it helps boards judge whether a candidate can handle real-world administrative challenges. In job interviews, it indicates whether the candidate can adapt, learn and contribute meaningfully.

Conclusion

Interview boards assess awareness not through trick questions, but through conversation, follow-ups and observation. Candidates who stay informed, think critically and communicate honestly tend to leave a strong impression.

Developing awareness is a continuous process, not a last-minute preparation task; and it remains one of the most decisive factors in interview success. more

Career development

 4h

Alternatives to Pay Rises 2026: UK Employer Legal Guide


Employers across the UK are under sustained pressure to control employment costs while still retaining skilled and productive workforces. Rising inflation, higher National Insurance contributions, increased pension costs and post-pandemic market uncertainty have made routine pay rises commercially unsustainable for many organisations.

At the same time, employers remain exposed to legal,... operational and reputational risk if pay restraint is handled poorly. Decisions about whether to increase pay, freeze salaries or offer alternatives sit at the intersection of contract law, equality law, employee relations and workforce planning. Pay is not simply a financial issue; it is a compliance issue.

UK employment law does not impose a general obligation on employers to award pay rises. However, pay decisions are constrained by contractual terms, statutory minimum pay requirements, equality legislation and the implied duty of mutual trust and confidence. Employers who rely on alternatives to pay rises without understanding these limits risk claims for breach of contract, discrimination, constructive dismissal and long-term attrition of key staff.

What this article is about

This article provides a compliance-focused guide for UK employers on the lawful use of alternatives to pay rises. It explains when employers can legitimately avoid increasing pay, what alternatives are available under UK employment law, how those alternatives should be implemented, and the legal and commercial risks that arise if decisions are mishandled. The focus throughout is on defensible employer decision-making, not engagement theory or employee lifestyle benefits. For wider guidance on employer obligations and risk management, see UK employment law and employee rights and responsibilities.

Section A: Can employers lawfully avoid pay rises?

Although pay progression is often assumed to be automatic, UK employment law does not require employers to increase wages year-on-year. Whether an employer can lawfully avoid a pay rise depends on a combination of statutory obligations, contractual commitments and the way pay restraint is applied in practice.

From a legal perspective, the starting point is always the employment contract. Some contracts include express pay review clauses, cost-of-living adjustment mechanisms or incremental pay scales. Where a contract promises a review, the employer must carry out that review meaningfully and in good faith, even if the outcome is a decision not to increase pay. Employers should avoid treating pay reviews as a formality where the outcome has been pre-determined, as failing to conduct a genuine review can still amount to a breach of contract. Pay restraint remains lawful in principle, but employers should ensure they understand the compliance risks associated with a pay freeze and how contractual terms are interpreted in practice.

Employers must also ensure continued compliance with statutory minimum pay requirements. Any decision to freeze pay must not result in workers falling below the National Minimum Wage or National Living Wage as rates increase annually. This risk is particularly acute where employees receive pay close to statutory thresholds or where working hours fluctuate.

Pay restraint also engages equality law. Decisions to withhold pay rises, or to offer alternatives selectively, must not result in direct or indirect discrimination under the Equality Act 2010. Employers should be alert to patterns where certain groups, such as part-time workers, older employees or those with caring responsibilities, are disproportionately affected by pay freezes or excluded from alternative benefits. Employers should also assess equal pay risk where pay restraint is applied unevenly across roles, including the potential for challenge under equal pay principles.

Beyond contractual and statutory considerations, employers must consider the implied duty of mutual trust and confidence. While freezing pay is not inherently unlawful, abrupt or unexplained pay restraint, particularly where workloads increase or senior staff continue to receive enhanced rewards, may undermine the employment relationship. In extreme cases, this can contribute to constructive dismissal claims. Employers should ensure pay decisions are communicated clearly, documented properly and aligned with contractual obligations, including the risk of breach of contract where terms are not followed.

Section summary

Employers are not legally required to award pay rises, but avoiding pay increases is only lawful where contractual obligations are honoured, statutory pay thresholds are met and decisions are applied fairly. Pay restraint is a lawful option, but it carries legal and employee relations risk if it is poorly managed, inconsistently applied, or if contractual pay review commitments are not carried out meaningfully and in good faith.

Section B: What are lawful alternatives to pay rises?

Where increasing salary is not commercially viable, employers may look to alternative forms of reward or recognition to retain staff. UK employment law allows a wide range of non-pay benefits, but these must be structured carefully. Alternatives to pay rises are not legally neutral; many carry contractual, equality and long-term cost risks if introduced without proper controls.

From a compliance perspective, alternatives to pay rises fall into three broad categories: non-cash benefits, deferred or variable financial rewards, and contractual enhancements. Each raises different legal considerations and requires deliberate employer decision-making.

1. Can we offer non-cash benefits instead of pay?

Non-cash benefits such as additional holiday entitlement, private medical insurance, wellbeing programmes, subsidised travel or employee discounts are commonly used as substitutes for pay increases. In principle, these are lawful and can be effective retention tools. However, employers must decide at the outset whether such benefits are contractual or discretionary.

Where benefits are described as contractual, or are provided consistently over time without clear disclaimers, they may become implied contractual terms through custom and practice. In broad terms, tribunals will look at factors such as how long the benefit has been provided, how consistently it has been applied, and whether employees have a reasonable expectation that it will continue. Employers should therefore ensure that benefit schemes are clearly documented, with express wording confirming whether they are discretionary and subject to review. For wider guidance on structuring benefits, see employee benefits and the risks associated with implied contract terms.

Equality risks also arise. Offering benefits selectively, or in a way that disadvantages certain groups, can expose employers to discrimination claims. For example, benefits linked to full-time attendance, long hours or physical presence may indirectly disadvantage employees with caring responsibilities or disabilities unless objectively justified.

2. Can we increase pension contributions instead of salary?

Increasing employer pension contributions can be an attractive alternative to immediate salary increases, particularly where employers wish to support long-term retention. However, this approach is constrained by pensions law, scheme rules and contract principles.

Employers must continue to meet auto-enrolment minimum contribution requirements and ensure that any enhanced contributions do not create unequal outcomes between comparable employees without objective justification. Where pension contribution levels are specified in contracts or scheme rules, changes may require employee consent or formal consultation. The legal position can depend on the type of scheme, how contributions are documented and the scale of change. Employers should check scheme documentation and consider whether a formal consultation process is required before implementing changes. For more detail, see workplace pensions.

There is also a communication risk. Employees may not perceive increased pension contributions as equivalent to take-home pay, particularly during periods of high living costs. Poorly explained pension enhancements may therefore fail as a retention tool while still increasing long-term employment costs.

3. Can bonuses replace pay rises?

Performance bonuses and incentive schemes can be used in place of permanent pay rises, offering flexibility and cost control. However, bonuses can quickly become contractual if they are regularly paid or if eligibility criteria are unclear. Employers should decide whether bonuses are genuinely discretionary and ensure that decision-making processes are documented, transparent and consistently applied. For employer guidance on structuring and communicating bonus arrangements, see discretionary bonus schemes.

Failure to apply bonus criteria consistently, or to explain outcomes transparently, can lead to breach of contract disputes and discrimination claims. Bonuses linked to performance should also be assessed carefully where employees are on maternity leave, sick leave or other protected absences, to avoid unlawful treatment or indirect discrimination.

4. Is offering additional annual leave a good alternative to a pay rise?

Offering extra annual leave is a popular alternative to pay increases, particularly where employees value work-life balance. While lawful, this approach still requires contractual clarity. Employers should specify whether additional leave is permanent, time-limited or subject to review, and ensure that holiday entitlement remains compliant with the Working Time Regulations 1998.

As with other benefits, equal access is critical. Employers should avoid arrangements where certain groups are systematically excluded from enhanced leave without objective justification.

Section summary

Alternatives to pay rises are lawful under UK employment law, but they are not risk-free. Employers must decide whether benefits are contractual or discretionary, recognise how custom and practice can turn a benefit into an implied term, assess equality impacts and understand the long-term cost implications. Poorly structured alternatives can create greater legal exposure than a modest pay increase.

Section C: Can flexible working replace a pay rise under UK law?

Flexible working is increasingly relied on by employers as an alternative to pay increases, particularly where employees place a high value on autonomy, work-life balance or reduced commuting time. While flexibility can be a powerful retention tool, it is also an area of heightened legal risk if employers misunderstand their statutory obligations or apply discretion inconsistently.

Under UK law, all employees have a statutory right to request flexible working from the first day of employment. This right does not entitle an employee to flexible working automatically, but it does impose a legal duty on employers to consider requests in a reasonable manner and to follow the statutory decision-making framework. Employers must deal with flexible working requests within the prescribed timeframe and may only refuse a request for one or more of the statutory business reasons set out in legislation. These include detrimental impact on performance, quality, cost, customer demand or the ability to reorganise work. Refusals should be supported by evidence, not assumption. For more detail on employer obligations and process controls, see flexible working.

Where employers present flexible working as an alternative to pay progression, they must take care not to treat flexibility as a discretionary favour. Inconsistent handling of requests can expose employers to discrimination claims, particularly where refusals disproportionately affect women, disabled employees or those with caring responsibilities. Indirect discrimination risk is especially acute where managers apply informal rules about office presence, availability or "flexibility by exception". For a deeper treatment of this risk, see indirect discrimination.

Employers should also be alert to detriment risk. Employees should not be treated unfavourably because they have made, or are considering making, a flexible working request. Retaliation, reduced opportunities or negative performance treatment following a request can quickly escalate into grievance activity and tribunal exposure, even where the original request is lawfully refused.

Employers must also consider the contractual implications of agreed flexible working arrangements. Once a flexible working request is approved, the change will usually constitute a permanent variation to the employment contract unless expressly stated otherwise. Employers should therefore document arrangements carefully, specifying whether flexibility is subject to review, conditional on business needs, or time-limited.

From a commercial perspective, flexible working can reduce overheads and improve retention, but only where it is embedded within a compliant policy framework. Treating flexibility as a substitute for pay without a lawful process risks employee relations damage and legal challenge. In serious cases, poor handling of pay restraint combined with inflexibility or unfair treatment can contribute to constructive dismissal risk.

Section summary

Flexible working can lawfully operate as an alternative to pay rises, but only where employers comply with statutory flexible working rights, document decisions properly, avoid detriment and apply policies consistently. Mishandled flexibility arrangements create significant discrimination and contractual risk.

Section D: Can wellbeing initiatives reduce turnover without increasing pay?

Employee wellbeing initiatives are increasingly positioned as alternatives to pay rises, particularly where employers are seeking to control fixed employment costs while addressing burnout, absence and disengagement. From a legal perspective, wellbeing is not simply a discretionary benefit; it is closely connected to employers' statutory health and safety obligations.

Under the Health and Safety at Work etc Act 1974, employers have a duty to take reasonable steps to protect the health, safety and welfare of employees. This duty extends beyond physical safety to include risks arising from excessive workload, stress and poor working environments. Where work-related stress is foreseeable and unmanaged, employers may face claims for personal injury, constructive dismissal or discrimination, particularly where mental health conditions meet the definition of disability under the Equality Act 2010.

Wellbeing initiatives such as workload reviews, mental health support, employee assistance programmes and stress risk assessments can therefore serve a dual purpose. They may improve retention, but they also help employers demonstrate compliance with their legal duty of care. However, wellbeing initiatives cannot be treated as a substitute for addressing structural problems such as chronic understaffing, unreasonable demands or long working hours. For wider context on employer obligations, see duty of care in employment and the risks associated with workplace stress.

Employers should be cautious not to overstate what wellbeing initiatives can achieve. Providing mindfulness sessions or wellness apps, for example, will not mitigate legal risk if employees are routinely required to work excessive hours or if concerns about stress are ignored. In these circumstances, offering wellbeing initiatives instead of addressing underlying issues may increase, rather than reduce, legal exposure.

There is also a risk of inconsistency. Wellbeing support must be accessible and applied fairly across the workforce. Selective or ad hoc support may give rise to allegations of unfair treatment or discrimination, particularly where support is provided only after an employee raises a formal complaint.

Employers should also consider the disability angle. Where an employee's mental health condition amounts to a disability, employers may have a duty to make reasonable adjustments. A failure to respond appropriately to disability-related needs, or to treat wellbeing support as optional, can increase exposure to disability discrimination claims. For more detail, see disability discrimination at work.

From a retention perspective, wellbeing initiatives are most effective where they are embedded within broader workforce planning and supported by managers who are trained to recognise and respond to stress-related issues. From a compliance perspective, they should be framed as part of an employer's risk management strategy, not as a replacement for lawful working practices.

Section summary

Wellbeing initiatives can support retention without increasing pay, but they do not remove employers' legal obligations to manage workload, stress and working conditions. Employers must take reasonable steps to address foreseeable risks and should not rely on superficial wellbeing measures to compensate for systemic problems.

Section E: Can career development and progression replace pay increases?

Career development and progression are frequently cited by employers as alternatives to pay rises, particularly where budgets are constrained but long-term retention of skilled staff remains a priority. From a legal and risk perspective, development opportunities can support engagement and retention, but they must be managed carefully to avoid creating false expectations, discriminatory outcomes or role-scope creep without appropriate reward alignment.

UK employment law does not require employers to provide promotion or career progression. However, where employers actively promote development pathways as a substitute for pay progression, those representations can carry legal consequences. If opportunities are overstated, inconsistently applied or later withdrawn without explanation, employees may argue that they were misled during recruitment or performance management discussions. Employers should be careful to communicate what is realistic, what criteria apply, and what timescales can genuinely be supported. For a deeper treatment of this risk, see misrepresentation in employment.

Training and development decisions must also comply with equality law. Access to training, mentoring and development opportunities must not be allocated in a way that disadvantages employees with protected characteristics. For example, opportunities that require out-of-hours availability or travel may indirectly discriminate against employees with caring responsibilities unless objectively justified. Employers should be able to demonstrate that selection criteria for development opportunities are fair, transparent and business-led. For practical employer guidance, see training and development at work.

Another risk arises where employers use development opportunities to defer pay progression indefinitely. If employees are repeatedly told that progression is "coming" but no tangible advancement materialises, this can erode trust and confidence. In some cases, this may contribute to constructive dismissal claims, particularly where development promises formed part of the employee's original decision to accept the role.

Employers should also consider how development pathways interact with performance management. Where increased responsibilities are assigned as part of development without corresponding pay adjustments, there is a risk that role scope drifts beyond the contractual job description. Over time, this can undermine arguments that pay restraint is reasonable and proportionate, and it can intensify retention risk among high performers.

Section summary

Career development can support retention in the absence of pay rises, but only where opportunities are genuine, fairly allocated and clearly communicated. Overpromising progression, or using development as a substitute for pay without boundaries, can create legal and employee relations risk.

Section E: Can career development and progression replace pay increases?

Career development and progression are frequently cited by employers as alternatives to pay rises, particularly where budgets are constrained but long-term retention of skilled staff remains a priority. From a legal and risk perspective, development opportunities can support engagement and retention, but they must be managed carefully to avoid creating false expectations, discriminatory outcomes or role-scope creep without appropriate reward alignment.

UK employment law does not require employers to provide promotion or career progression. However, where employers actively promote development pathways as a substitute for pay progression, those representations can carry legal consequences. If opportunities are overstated, inconsistently applied or later withdrawn without explanation, employees may argue that they were misled during recruitment or performance management discussions. Employers should be careful to communicate what is realistic, what criteria apply, and what timescales can genuinely be supported. For a deeper treatment of this risk, see misrepresentation in employment.

Training and development decisions must also comply with equality law. Access to training, mentoring and development opportunities must not be allocated in a way that disadvantages employees with protected characteristics. For example, opportunities that require out-of-hours availability or travel may indirectly discriminate against employees with caring responsibilities unless objectively justified. Employers should be able to demonstrate that selection criteria for development opportunities are fair, transparent and business-led. For practical employer guidance, see training and development at work.

Another risk arises where employers use development opportunities to defer pay progression indefinitely. If employees are repeatedly told that progression is "coming" but no tangible advancement materialises, this can erode trust and confidence. In some cases, this may contribute to constructive dismissal claims, particularly where development promises formed part of the employee's original decision to accept the role.

Employers should also consider how development pathways interact with performance management. Where increased responsibilities are assigned as part of development without corresponding pay adjustments, there is a risk that role scope drifts beyond the contractual job description. Over time, this can undermine arguments that pay restraint is reasonable and proportionate, and it can intensify retention risk among high performers.

Section summary

Career development can support retention in the absence of pay rises, but only where opportunities are genuine, fairly allocated and clearly communicated. Overpromising progression, or using development as a substitute for pay without boundaries, can create legal and employee relations risk.

Section F: How consultation and communication reduce resignation and legal risk

Consultation and communication are often treated by employers as soft engagement tools, but under UK employment law they also play a critical role in managing legal exposure and reducing unwanted turnover. Where alternatives to pay rises are introduced without proper explanation or employee input, the risk of resignation, dispute and formal challenge increases significantly.

In some situations, consultation is a legal requirement rather than a discretionary practice. Collective redundancy situations, TUPE transfers and certain large-scale organisational changes trigger statutory consultation duties. While alternatives to pay rises will not usually fall within these regimes, employers must be alert to overlap. For example, an employer may seek to avoid redundancies by changing contractual terms, adjusting working patterns, or introducing new "benefits instead of pay" arrangements. If this involves contractual variation at scale, or sits alongside restructuring activity, the employer may trigger consultation duties and increase dispute risk if changes are pushed through informally.

Even where consultation is not legally mandated, the implied duty of mutual trust and confidence requires employers to act transparently and reasonably when making decisions that affect employees' pay expectations or overall reward package. Abruptly announcing pay freezes or alternative benefits without explanation can damage trust and increase the likelihood of resignations or grievances.

Effective consultation also supports compliance with equality law. Engaging with employees before implementing alternatives to pay rises allows employers to identify unintended discriminatory impacts and adjust proposals accordingly. This is particularly important where changes may affect flexible working patterns, benefits eligibility or access to development opportunities.

Employers should also consider how information is gathered and used. Exit interviews, engagement surveys and consultation feedback can provide valuable insight into retention risks, but this data must be handled lawfully. Personal data must be processed in accordance with UK GDPR principles, and sensitive information relating to health, stress or personal circumstances requires additional safeguards. For more detail, see UK GDPR employment.

From a commercial perspective, consultation helps employers retain control of the narrative. Employees are more likely to accept pay restraint or alternative benefits where the rationale is clearly explained and where they feel their views have been considered, even if not all requests can be accommodated. For wider employer guidance on structured engagement, see employee consultation.

Section summary

Consultation and communication are essential risk management tools when using alternatives to pay rises. While not always legally required, failure to consult can undermine trust, increase resignation risk and expose employers to discrimination and data protection issues.

Section G: Common legal mistakes when using alternatives to pay rises

Employers often turn to alternatives to pay rises with the intention of retaining staff and managing costs, but many of the most serious legal and employee relations problems arise from how these alternatives are implemented rather than from the decision to restrain pay itself. Certain mistakes recur frequently in disputes, grievances and tribunal claims.

One common error is allowing alternative benefits to become contractual unintentionally. Benefits described as discretionary at launch may, over time, be treated as an entitlement if they are applied consistently without review or qualification. Employers who later seek to withdraw or amend these benefits may face resistance, grievances or claims for breach of contract. From a legal perspective, risk increases where a benefit is provided over a long period, is applied consistently, and creates a reasonable expectation that it will continue, which can support an argument that the benefit has become contractual through custom and practice.

Another frequent mistake is inconsistent application. Offering flexibility, additional leave or development opportunities selectively, without objective justification, exposes employers to discrimination claims. This risk is heightened where informal decision-making replaces structured policies, or where line managers apply discretion unevenly across teams. What begins as a retention initiative can quickly become evidence in an equality dispute.

Employers also commonly underestimate the risks associated with pension changes. Increasing pension contributions as an alternative to pay may appear low-risk, but changes to contribution structures can require consultation or consent depending on contractual terms and scheme rules. Employers should confirm the legal basis for any change and ensure scheme documentation supports the approach.

Poor communication is another significant risk factor. Where employers announce pay restraint or alternatives without explaining the rationale, employees may assume unfairness or bad faith. This can lead to increased attrition, loss of key staff and damage to morale. In some cases, poor communication contributes to allegations that the employer has breached the implied duty of trust and confidence.

A further mistake is using alternatives to pay rises to mask deeper organisational problems. Wellbeing initiatives, flexibility or recognition schemes will not mitigate legal risk if employees are routinely overworked, understaffed or placed under unreasonable pressure. In these circumstances, alternatives may be perceived as token gestures and may even increase dissatisfaction.

Finally, employers sometimes overlook the impact of recruitment messaging. Overselling alternatives to pay during recruitment or appraisal discussions can give rise to misrepresentation claims if the reality does not align with expectations. Realistic job previews and honest communication are essential to avoid early attrition and legal challenge.

Section summary

Most legal risk associated with alternatives to pay rises arises from poor implementation rather than the concept itself. Employers must avoid unintended contractual commitments, ensure consistent and fair application, communicate decisions clearly and address underlying workforce issues rather than relying on superficial incentives.

FAQs: Alternatives to pay rises

Are employers legally required to give pay rises in the UK?

No. UK employment law does not impose a general obligation on employers to award pay rises. However, employers must comply with contractual pay review terms, statutory minimum pay requirements and equality law when making pay decisions.

Are alternatives to pay rises legally safer than salary increases?

Not automatically. While alternatives can offer cost control, they may create contractual, discrimination or long-term cost risks if poorly structured. In some cases, a modest pay increase may present lower legal risk than complex or inconsistently applied alternatives.

Can employers change benefits instead of increasing pay without employee consent?

This depends on whether the benefit is contractual. Contractual benefits usually require employee consent or lawful variation. Discretionary benefits may be amended or withdrawn, but only where this is clearly documented, communicated and applied fairly. Employers should also consider whether custom and practice has created a reasonable expectation that a benefit will continue, which can increase contractual risk.

Can flexible working lawfully replace a pay rise?

Flexible working can support retention without increasing pay, but employers must comply with statutory flexible working rights. Requests must be considered reasonably and refusals must be based on lawful grounds. Employees should not be subjected to detriment because they have made, or are considering making, a flexible working request. Mishandling flexibility can expose employers to discrimination claims.

What legal risks arise from using bonuses instead of pay rises?

Bonuses may become contractual through custom and practice. Inconsistent or opaque bonus decisions can lead to breach of contract disputes and discrimination claims, particularly where protected absences are involved.

Are pension contributions a lawful alternative to pay rises?

Yes, but employers must comply with auto-enrolment rules, contractual terms and equality law. Changes to pension contributions may require consultation or consent depending on contract terms and scheme rules, including whether the scale or design of the change triggers formal consultation requirements. Changes should be clearly documented and communicated to employees.

Can wellbeing initiatives reduce turnover without increasing pay?

Wellbeing initiatives can support retention and legal compliance, but they do not replace employers' duties to manage workload, stress and working conditions. Superficial initiatives will not mitigate legal risk where underlying issues persist.

What happens if alternatives to pay rises are applied unfairly?

Unfair or inconsistent application may result in discrimination claims, breach of contract disputes, grievances or resignations. Employers should document decision-making, apply alternatives consistently across comparable roles and consider equality impacts before implementing changes.

Conclusion

Alternatives to pay rises can be a lawful and commercially sensible response to rising employment costs, but only where employers understand and respect the legal framework that governs pay, benefits and working arrangements. UK employment law allows flexibility in how employees are rewarded, yet it places clear limits on how far employers can go without creating contractual obligations, equality risks or damage to the employment relationship.

Employers are not required to increase pay year-on-year, but decisions to restrain pay must be grounded in contractual compliance, statutory minimum pay obligations and fair treatment across the workforce. Alternatives such as flexible working, enhanced benefits, wellbeing initiatives and career development can support retention, but they are not legally neutral substitutes. Each carries its own risks if introduced informally, applied inconsistently or used to disguise deeper organisational problems.

From a risk management perspective, the most defensible approach is deliberate and transparent. Employers should audit contractual terms, assess equality impacts, consult where appropriate and document decisions clearly. Alternatives to pay rises should be part of a structured reward strategy aligned with business needs, not ad hoc responses to short-term pressure.

Handled properly, alternatives to pay rises can reduce turnover and protect commercial stability. Handled poorly, they can accelerate resignations, trigger disputes and expose employers to avoidable legal and reputational damage. Employers should also ensure they have access to specialist advice where pay restraint and reward redesign intersect with contractual change, discrimination risk or workforce restructuring. more

Kira Merriweather


Career development 1d
What should I do? I used to work as a primary school teacher, but I couldn’t earn enough money there. So now I work as a private tutor. I help kids get ready for elementary and middle school. I make good money.
But my parents don’t understand why I left a government job with benefits and a future pension. I tell them it’s better to earn more now and save money for the future, but they still think... I should go back to school work.
They say I will spend all my savings anyway, and that without a pension I won’t have money when I’m old.
What should I do?

 more
2   

  • István Simor

    7h

    Igazuk van. Mivel ez kétely benned, menj vissza dolgozni. Masodallasban korrepetálj.

  • Wanda Welch

    16h

    I started out making a low salary, but now I'm looking at making over $150k+ for 20 years of teaching and a doctoral degree. When I retire I will... get my SS and my Teacher Retirement plus 401K . My home and cars are paid for so make the choice of what you think will work best for you now and in the future. Can you make a schedule that will allow you to work both???? After school tutoring maybe???  more

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Career development

 8h

M'sian recruiter says job seekers should improve on their "storytelling" during interviews - Rent KL


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A Malaysian recruiter explains why a fresh graduate was rejected for a RM6,000 role, urging candidates to ditch clichés and focus on storytelling.

JOB interviews can be a make-or-break moment for candidates, especially fresh graduates hoping to secure competitive salaries despite having limited work... experience.

Taking to Threads, a Malaysian recruiter claimed to have rejected a fresh graduate who was interviewing for a RM6,000 position due to the candidate's "underwhelming" performance during the behavioural interview.

The recruiter went on to advise candidates to improve their "storytelling" skills, particularly in job interviews.

"If you're asked questions about real scenarios involving conflict management, challenges, feedback, or collaboration, please don't answer with 'I'm proactive, a self-starter, adaptable'. That script is outdated," the post read.

They further emphasised that companies want to hear a candidate's ability to reflect, analyse their decisions, and articulate the impact of those decisions.

"Share your real experiences. The more you share, the more interested we will be in you," the recruiter added.

The post has since sparked broader discussions about the expectations placed on fresh graduates, highlighting the balance between limited experience and the ability to demonstrate critical thinking.

While many netizens agreed with the recruiter's perspective, some pointed out that candidates who excel in interviews are often those with prior work experience. In response, the recruiter reiterated their stance, claiming that some fresh graduates they had spoken to performed well despite having limited experience.

"That said, even without experience, we still look for street-smart thinkers. Read more and gain more exposure. Sometimes, what we really want to see is how you think and process information," one user noted.

"Those who are good at storytelling are usually experienced hires, because they've gone through various real-life work situations. This is where the expectation mismatch comes in. Fresh graduates are just starting out and naturally don't have much experience yet," another commenter said. more

Career development

 8h

M'sian recruiter says "storytelling" matters more in interviews


A Malaysian recruiter explains why a fresh graduate was rejected for a RM6,000 role, urging candidates to ditch clichés and focus on storytelling.

JOB interviews can be a make-or-break moment for candidates, especially fresh graduates hoping to secure competitive salaries despite having limited work experience.

Taking to Threads, a Malaysian recruiter claimed to have rejected a fresh graduate... who was interviewing for a RM6,000 position due to the candidate's "underwhelming" performance during the behavioural interview.

The recruiter went on to advise candidates to improve their "storytelling" skills, particularly in job interviews.

READ MORE: M'sian job seeker slammed for alleged rudeness to recruiter

"If you're asked questions about real scenarios involving conflict management, challenges, feedback, or collaboration, please don't answer with 'I'm proactive, a self-starter, adaptable'. That script is outdated," the post read.

They further emphasised that companies want to hear a candidate's ability to reflect, analyse their decisions, and articulate the impact of those decisions.

"Share your real experiences. The more you share, the more interested we will be in you," the recruiter added.

READ MORE: M'sian jobseeker called out for asking salary in interview

The post has since sparked broader discussions about the expectations placed on fresh graduates, highlighting the balance between limited experience and the ability to demonstrate critical thinking.

While many netizens agreed with the recruiter's perspective, some pointed out that candidates who excel in interviews are often those with prior work experience. In response, the recruiter reiterated their stance, claiming that some fresh graduates they had spoken to performed well despite having limited experience.

"That said, even without experience, we still look for street-smart thinkers. Read more and gain more exposure. Sometimes, what we really want to see is how you think and process information," one user noted.

"Those who are good at storytelling are usually experienced hires, because they've gone through various real-life work situations. This is where the expectation mismatch comes in. Fresh graduates are just starting out and naturally don't have much experience yet," another commenter said. more

Career development

 8h

Traditional Resume Creation PDF & Word


I've gathered all of my career information and now need it transformed into a polished, traditional-style résumé. Beyond basic formatting, I'm looking for your expertise to craft a concise professional summary, reorganise and strengthen the work-experience bullets, and present my education and skills so they pass both human and ATS scans. Here's what I need from you: * A clean, traditional layout... delivered in an editable Word (.docx) file and a print-ready PDF. * Clear hierarchy of headings, consistent spacing, and font choices that feel professional yet modern. * Impact-focused language in the three sections mentioned above, reflecting measurable achievements where possible. Acceptance criteria * Word file remains fully editable with styles applied (no text boxes). * PDF mirrors the Word version exactly and is under 1 MB. * No spelling or grammatical errors; information aligned and uniformly spaced. I'm ready to supply my raw data and will be available for quick feedback rounds to get this right. more

Career development

 11h

Men's Bubble Watch: Oklahoma State boosts NCAA tournament résumé with upset of BYU


Neil Paine writes about sports using data and analytics. Previously, he was Sports Editor at FiveThirtyEight.

The 2026 men's NCAA tournament is rapidly approaching, which means it's time to turn our attention to the biggest burning question: Will your team be in or out? It has roughly six weeks until Selection Sunday to answer that query. Until then, we're here to track how each team on the... "bubble" of the bracket is trending.

We'll use a variety of metrics as guides, classifying teams based on how likely they are to make the field of 68 as one of the 37 at-large selections -- conditional on not winning their respective conference tournaments for one of the 31 automatic qualifying bids (AQs). To that end, we'll use Joe Lunardi's Bracketology projections and a combination of data sources -- including my forecast-model consensus and NCAA résumé metrics such as NET rankings that the selection committee will evaluate -- to judge a team's underlying potential. (For a full glossary of terms and sources, click here or scroll to the bottom of this story.)

We'll sort teams in at-large contention into the following categories:

Let's go conference by conference -- in order of which project to have the most NCAA tournament bids -- to rank the teams in each category based on their chances to secure an at-large bid.

Note: All times Eastern. Only expected at-large bids are listed; each conference will receive one additional berth with an AQ.

Iowa's résumé rankings are all over the place, ranging from the mid-40s in KPI to the low-20s in NET, averaging out to 30th nationally. That's still on the right side of the bubble, with some room to spare. The Hawkeyes bolstered their case with a Quadrant 1A win at Indiana in mid-January -- starting a five-game win streak that kept rolling Wednesday with another impressive victory, by 10 points at Washington. The scary thing is that they're even better than their résumé ranking gives them credit for, checking in at 22nd in our average of predictive ratings, which raises their potential going forward. But their schedule does get more difficult looking ahead, jumping from 73rd to 21st nationally from here on out, according to the BPI. Wins like the Hawkeyes have compiled recently, though, have them trending toward becoming the next Big Ten lock.

The Badgers boosted their case with a 10-point home win over fellow bubble-dweller Ohio State on Saturday; it was their seventh victory in eight games. They still sit around 40th in the national consensus résumé ranking, which is prime bubble territory. But they also sit eighth among the 10 Big Ten teams tracking for bids. The schedule does not let up anytime soon, either, with four straight Quadrant 1A contests coming up next that could provide signature wins (they've beaten only one Quadrant 1 opponent thus far) or knock their odds into shakier territory.

Indiana is here as the darling of the forecast models, which average out to an 83% conditional at-large probability despite a relatively similar top-line résumé ranking (No. 37) to other Big Ten bubble candidates below. What the Hoosiers have going for them are more signature wins -- two versus Quadrant 1 -- and plenty of talent, as they are in the top 34 in every power rating we're tracking. The latter factor leads them to still be projected for more wins by season's end (20.2) than any of the conference's other non-locks aside from Iowa. But Tuesday's loss at USC, when the Hoosiers could never quite close a second-half gap, certainly cost them some tourney odds.

The Bruins recently saw their 14-game home win streak snapped in double OT against Indiana, but they got back to winning business Tuesday with a blowout over Rutgers. In the big picture, their résumé still ranks in the mid-40s nationally and 10th in the Big Ten, though that might be underselling their chances. The forecast model composite thinks they're more likely to get a bid than not (74%), on the basis of two Quadrant 1 wins and a more manageable rest-of-season schedule (No. 35 nationally in the BPI) than their bubble rivals, which ought to get them to 20 wins. That said, many high-leverage games remain.

If the season ended today, USC would likely secure one of the Big Ten's last entries comfortably, particularly after holding off fellow Bubble Watch team Indiana on Tuesday night. The Trojans are a top-40 team in the résumé rankings and sit ninth in what's tracking to be a 10-bid conference. The models are a bit less bullish (64% at-large), however: They show the Trojans as a borderline top-50 team in the predictive ratings, with the nation's 28th-most-difficult remaining schedule. But Eric Musselman's team has now won three of four after a midseason skid, including résumé-boosters over Wisconsin and Indiana.

The Buckeyes are right on the bubble at No. 45 in the national résumé rankings, but a 10-point loss at Wisconsin did them no favors; they now rank 11th in what is looking like a 10-bid Big Ten. They have a single Quadrant 1 win (at Northwestern in early December) and are projected by the BPI to fall just short of 19 wins on the season -- meaning they're projected to be sub-.500 from here on, which explains why they're not as sure of a tournament-bound team as they seemed earlier in the season.

The Huskies are now close to being downgraded to the "long shots" category, as Wednesday's loss hosting Iowa dropped them to a 17% chance in the forecast model consensus. They are just 4-8 in Big Ten play and rank 12th in the conference on résumé (57th nationally). But they also have a pair of Quadrant 1 wins, most recently adding what might have been their most impressive of the season with a 14-point road victory over Northwestern on Saturday. There's a ton of work left to do, but Washington could at least run up some additional wins against the second-easiest remaining Big Ten schedule.

Just as last week's 25-point loss at Vanderbilt seemed to dampen Kentucky's recent hot streak, Saturday's victory over Arkansas in Fayetteville elevated Mark Pope's team back into "should be in" status -- then Wednesday's win over Oklahoma further solidified that standing. The Wildcats' résumé (three Quadrant 1A wins) is on par with the rest of the SEC's candidates in this category, and they have a better than 95% at-large chance in the model consensus. Only one team in the country is projected for a tougher schedule over the rest of the season (Oklahoma), which could make for an interesting ride. For now, Kentucky is trending in the right direction.

Auburn has a number of good wins against a tough schedule and would be in solid shape if the season ended today, but its fate is complicated by one of the nation's toughest remaining schedules (11th hardest, per the BPI). Despite losing to Tennessee on Saturday, there's still plenty of cushion to work with -- the model consensus actually gives the Tigers 95% at-large odds -- but the BPI is projecting the Tigers to fall short of 20 wins. Minimizing losses in a brutal stretch over the next three weeks -- with games against Alabama, Vanderbilt and Arkansas -- will be crucial to Auburn maintaining its position.

Despite losing a 100-97 heartbreaker at Alabama on Wednesday, most of the models in the forecast consensus still consider the Aggies to be in strong shape (90% or higher) for an at-large bid. They are projected by the BPI to finish the regular season around 22 wins, which ought to be enough to make the tournament when the smoke clears. They're still just eighth in the résumé ranking average out of what could be as few as nine tournament-bound teams from the SEC, and there's a big gap between them and 10th-ranked Texas.

The Bulldogs seemed to have risen above the bubble fray for a time, but recent losses to Ole Miss, Texas, Tennessee and Texas A&M dropped their odds. At No. 35 in the résumé rankings overall (tied for eighth in the SEC) and with a trio of wins against the BPI top 50, they might not need to worry too much. But the Dawgs' schedule-strength leap (from No. 70 to this point to No. 13 from here on) is among the biggest of any high-major team, and they're projected to lose more remaining games than they win.

Despite ranking in the mid-30s nationally in the predictive metrics, Sean Miller's team is staring at a tough numbers game already after a handful of early defeats in SEC play. Tuesday's hard-earned win over South Carolina, however, was a crucial step in the right direction. The Longhorns are 10th in the conference in the résumé rankings (52nd nationally), and their schedule strength jumps from 63rd hardest looking back to 31st hardest going forward. Three Quadrant 1 wins (including two for Quadrant 1A) are helpful, but they'll have to compile even more while hoping the NCAA accommodates 10 SEC teams for the Dance.

The Tigers recently went cold, losing four of six to drop to 11th in the league in the résumé average, though they did beat Mississippi State on Saturday. They are projected to finish with 18.5 wins, though they do have a pair of Quadrant 1A wins (Florida and Kentucky) and four against the BPI top 50. But even if their résumé is on par with that of Texas, Missouri is much lower in the predictive metrics, so outdueling the Longhorns with more wins might be easier said than done.

After Tuesday's comeback win on the road in Dallas, the Wolfpack have won seven of eight -- including a pair of Quadrant 1A wins at Clemson and, now, SMU. They are a top-25 team nationally in the predictive ratings, which bodes well for their momentum. Their borderline top-30 résumé average doesn't give us the confidence to make them a "lock" quite yet, though they rank seventh in the ACC in that metric, and the models give them an at-large probability in the high-90s because they expect the Wolfpack to keep winning the way they have been.

The Mustangs seemed to be in control early against NC State on Tuesday before letting the game gradually slip away, resulting in an undeniably tough home loss. But in the grand scheme, it didn't hurt their tournament chances that much: SMU still ranks sixth in the conference (low-30s nationally) on résumé, which is a solid foundation. And while the Mustangs are seventh in the ACC (37th nationally) in the predictive rankings, they have the nation's 72nd-hardest remaining schedule, which is good for managing a status quo that still resides above the bubble.

The Hurricanes had bounced back from back-to-back defeats against Clemson (excusable) and FSU (less so) with wins over Syracuse and Stanford to stabilize their at-large odds in most of the models. But Saturday's one-point home loss to Cal put another dent in those numbers. The Hurricanes are 38th in the résumé rankings, and they face the 70th-hardest remaining schedule. But they are directly on the bubble at No. 8 in the ACC in résumé ranking, so their at-large chances remain around a coin flip.

The Golden Bears were not exactly tracking for a strong tournament bid when they lost four of five to open ACC play, but recent wins over North Carolina, Stanford, Miami and Georgia Tech have vaulted them into consideration. Sitting mid-40s in the résumé list with a consensus at-large probability around 30%, they would likely be on the outside looking in if it were already Selection Sunday. However, they do have three Quadrant 1 wins (including one Quadrant 1A victory) to their name. The Bears have the ACC's easiest remaining schedule, which could see them end up with a surprisingly intriguing case by season's end.

The Hokies' conditional at-large odds are fairly consistent, but that could be a negative, as every system has them pegged between 18% and 33%, meaning they are tracking to miss the field if their season continues at the same pace. While their record is similar to that of Miami -- which has a much easier schedule (100th nationally versus 51st) -- the difference is in future projection: Virginia Tech ranks borderline top-60 in the predictive metrics, and the BPI projects the Hokies will go 3-5 over their remaining regular-season schedule.

With so many of the conference's expected bids being effective locks -- the six teams listed above each have 100% conditional at-large odds in the model consensus -- the Big 12 bubble picture really comes down to which team could be the seventh in. The Knights are in the driver's seat for that slot, especially after grabbing a signature win over visiting Texas Tech on Saturday. They rank mid-20s in the résumé average, while no other non-lock Big 12 team is even in the top 50. They did suffer their fifth loss of the season in a blowout against Houston on Wednesday, but they're still tracking for 21 wins and could bolster their tournament chances if they pick up one at Cincinnati this weekend.

Despite low tournament chances for much of early Big 12 play, Oklahoma State is on the rise after knocking off AJ Dybantsa and BYU in Stillwater on Wednesday. The Cowboys already had the eighth-best résumé ranking in the conference, just on the edge of how many teams the Big 12 could send to the tournament. The models are still comparatively low on them, though, with their predictive ranking (No. 63) much worse than some of their bubble rivals and the conference's third-toughest remaining schedule. But Steve Lutz's team could make noise with more big wins.

Baylor joined the fray here after beating Colorado by 19 on Wednesday, its second win in a row after snapping a recent slump of seven losses in eight games. The Bears have a pretty mixed résumé at this point -- with three Quadrant 1 wins, but a No. 63 national rank in the résumé average overall (10th best in a Big 12 that may not even get eight tourney teams) -- but their 12% consensus at-large probability is driven by a decent ranking (44th) in the predictive metrics and a more manageable future schedule than teams like UCF and OSU.

After a recent losing skid in Big 12 play, the Horned Frogs are facing a deficit in both the record and résumé departments relative to UCF and Oklahoma State -- and the rest of the tournament bubble, for that matter. Their case isn't without merits, which include three Quadrant 1 wins (including a Quadrant 1A victory over Florida), and they face the Big 12's easiest remaining schedule (59th hardest nationally). But in Sunday's visit to Colorado, the Frogs came out flat and let the game spiral into an ugly 87-61 loss, putting a major dent in their at-large chances and risking a drop to "long shots" territory.

The Wildcats are right on the border of being a lock, with around a 95% at-large chance in the model consensus, though there are enough meaningful differences between them and UConn and St. John's to give at least some pause. While the other two are within the top 20 in predictive ranking, Villanova is borderline top 30, which eats into its future projection some. The Wildcats are only 1-4 against the BPI top 50, as well. That being said, they play the Big East's second-easiest remaining schedule and should clear 22 wins by regular season's end. Even more importantly, on Wednesday they completed the season sweep of Seton Hall -- one of their primary Big East bubble rivals -- without much trouble. At this point, it would take a lot for them to not hear their names called on Selection Sunday.

Shaheen Holloway's team pulled out of its recent four-game losing streak with much-needed wins at home over Xavier and Marquette, but the loss at Villanova on Wednesday took a real bite out of Seton Hall's tournament chances. Outside the top 50 nationally in résumé average and with only a single Quadrant 1 win against NC State back in late November, the Pirates would likely be on the outs if the selections were made today. (Case in point: Only 27 of the 104 entries at BracketMatrix had Seton Hall making the tournament even before the loss to Villanova.) The Pirates should pick up some wins facing the 55th-ranked remaining schedule, but they're running out of margin for error.

The Billikens are a great story in their second season with Josh Schertz at the helm and a cast of characters that includes bespectacled big man Robbie Avila. They are 22-1 after storming back from down 13 in the first half to beat Davidson on Tuesday, and they're still tracking for the best SRS in program history. They rank 20th nationally in the résumé rankings and 24th in the predictive ratings, with a greater than 90% consensus chance that is arguably underselling their résumé. (Don't be surprised if they are upgraded to "lock" status soon.) It's very hard to see them not making the field as an at-large team if necessary.

Per the BPI, the Aggies are big favorites to get in as the Mountain West's AQ with a 44% chance; no other team is above 18%. But if that doesn't happen, Utah State should still be in great shape as the second team called from the conference. The Aggies are 30th in the résumé rankings and have a pair of Quadrant 1 wins over Boise State, and, most recently, New Mexico (by 20 points in Albuquerque!) on Wednesday. The Aggies also are the third-best mid-major in the predictive ratings, trailing only Gonzaga and Saint Louis. Even during a season in which the Mountain West could secure only three bids, Utah State should be one.

Saint Mary's hasn't missed the NCAA tournament in five seasons, so it's tough to imagine that streak coming to an end with the Gaels sitting 35th in the résumé rankings. Yet they're here because they carry only a consensus 73% at-large probability, likely driven by the perennial question of how many WCC teams the NCAA can accommodate for the Dance after Gonzaga. One possible trouble spot: While their résumé is better than Santa Clara's, the Gaels lost the first of the teams' two head-to-head matchups. They also don't have any Quadrant 1 wins -- and likely won't, unless they get revenge for Saturday's loss at Gonzaga when the teams meet again on Feb. 28 at Saint Mary's. But Wednesday's blowout win over San Diego got them back on the victory bus after that Gonzaga loss.

The MAC hasn't received multiple bids since 1998-99 -- fittingly, the same season that Wally Szczerbiak led the RedHawks to the Sweet 16 after knocking off Washington and Utah in the first two rounds. Could history repeat itself? Along with Arizona, Miami is one of only two remaining unbeatens in Division I and ranks around 40th on résumé as a result. The forecast models don't quite know how to handle the RedHawks, though the committee has never excluded an eligible team with fewer than four losses in a non-pandemic season. It is true that Miami is a borderline top-90 team in the predictive ratings (Akron actually ranks higher in the MAC) that has run up an undefeated record against the 353rd-hardest schedule in the nation. But wins are wins, and Miami got another one Tuesday against a stubborn Buffalo squad that played the RedHawks tight in both meetings this season.

The Santa Clara and Saint Mary's comparisons will be constant down the stretch as we debate whether the WCC could get three bids -- which has happened only once in the past 13 seasons -- and how much the committee should value head-to-head wins versus overall résumé quality. The Broncos' chances are on the rise, however, with 66% consensus at-large odds despite a more modest No. 46 placement in the résumé rankings. Crucially, they will get another crack at Saint Mary's and Gonzaga later this month.

Seeking a third straight NCAA tournament trip for the first time in more than a decade, the Lobos still have the inside track to being the Mountain West's second-most-likely team -- but Wednesday's 20-point home loss to Utah State has them in the "work to do" category for now, as it dropped their consensus at-large odds to just 51%. New Mexico does have a better résumé ranking than San Diego State (39th versus 48th), and the teams face a fairly equivalent schedule from here on out. The primary blemish is their head-to-head loss at San Diego State on Jan. 17, which the Lobos won't have a chance to avenge until they play host on Feb. 28.

Even if the bulk of the comparison points between San Diego State and New Mexico favor the Lobos, it is a close comparison nonetheless. The Aztecs are one of the bubbliest of bubble teams. They sit 46th nationally in résumé ranking, but their consensus at-large chance fell from 63% to 49% after Saturday's loss at Utah State. That being said, the Mountain West could send at least three teams to the tournament; the conference hasn't missed that threshold in five seasons. With a fairly large gap in résumé quality over the next-best league team (Nevada, at 58th), the Aztecs would figure to be in decent enough shape if they keep winning.

VCU hasn't made back-to-back NCAA tournaments since the Will Wade era nearly a decade ago, and the forecast models (15% consensus at-large) aren't exactly bullish on that streak ending this season, in part because the Rams are 0-5 against Quadrant 1 opponents with only one remaining shot at changing that (at Saint Louis on Feb. 20). However, the Rams are on the edge of bubble territory in overall résumé -- they rank 55th nationally -- and their remaining schedule is set up for plenty more wins, so they can certainly add to their case, which was the case as they held off a big Fordham rally Tuesday night.

The Golden Hurricane have been a darling of the bracket watchers this season, bouncing back from a few early losses in conference play to win seven in a row after beating FAU on the road Wednesday. They remain in a borderline "long shot" zone nonetheless, as the consensus forecast assigns them around a 10% chance to grab an at-large bid. But they rank borderline top 50 in the résumé ranking -- within striking distance of the bubble cutoff -- and they'll get a few chances to add to that a bit soon with games against South Florida and Wichita State coming up.

After losing Tuesday night to Boise State in overtime, Coach Steve Alford's team is set at 8% in the model consensus, below Tulsa. The Wolf Pack likely need to hope the Mountain West gets four tourney bids when the projection models and bracketologists aren't necessarily 100% sure they'll get three. That said, they sit 57th in the résumé rankings with five combined Quadrant 1 and 2 wins and will get four more cracks at those types of opponents before regular season's end. Still, the BSU loss hurts. more

Monica Hills


Career development 2d
Hey everyone! I’m a mom on maternity leave. I’ve been home for a year already. My job was expecting me to come back on March 1, but I’m pregnant again and told them I’m going on maternity leave again, so I won’t be returning yet.
They said I can stay home for 4 more months and then that’s it, otherwise they’ll fire me.
Is that even allowed? Can they fire someone who’s pregnant and on maternity... leave? Thanks!

 more
2   

  • Nelson Okot

    10h

    Be serious, Don't u ever try to mess up dat way once more wen ur in a formal job! That organisation isn't ur idea, its sb who hired u to support his... or her idea manifest. CONTROL ur marital excitement if u v a sensitive position in a work place otherwise u will replaced. Or I think ur position is dat of support staff lower cadres? more

  • Alix Moore

    15h

    Entitled… Your fired!

    1
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Career development

 17h

Developer Career Platforms


Hacker Relay is an invite-only career development platform designed to help software engineers enhance their professional prospects. The platform evaluates users through a hirability score, providing an assessment of how attractive a candidate may appear to potential employers.

Beyond scoring, it offers tools and guidance aimed at improving technical profiles, showcasing relevant experience, and... presenting skills in ways that resonate with hiring managers. From a business perspective, Hacker Relay reflects the increasing role of data-driven insights in career development and talent acquisition. By providing actionable feedback, the platform enables engineers to strategically address gaps in their skills or presentation. It also serves as a resource for professionals seeking to understand industry expectations, positioning itself at the intersection of personal development and technology-driven recruitment. more

Career development

 18h

Rapid Resume Updates Needed


I need my current résumé refreshed today. Only the Work Experience and Skills sections require attention, and I'll be providing new details to slot in -- nothing needs rewriting or pruning. The content should appear in a smooth mix of short introductory sentences followed by clean bullet points to highlight results and key technologies. You'll return a polished, ATS-friendly document in both Word... and PDF formats, keeping the existing layout consistent while integrating the new material seamlessly. Please ensure accurate spelling, concise wording, and consistent tense throughout. If you can turn this around quickly without sacrificing quality, let's get started right away. more

Career development

 18h

Email, Resume & Website Support


I want to hand off three recurring tasks so I can focus on my core work. First, my inboxes (Gmail and Outlook) need daily attention. I'll forward you the login credentials; you'll draft and send polite, on-brand responses, flag anything that truly needs my voice, and keep the folders tidy. Second, I need my executive bio and master résumé rewritten, professionally formatted for both PDF and Word... (ATS-friendly), and refreshed whenever I send new accomplishments. Each week you'll also submit the updated files to the industry directories and speaking-engagement platforms on our list and note confirmations. Finally, my Wix site needs content updates -- adding blog posts I provide, tweaking copy, swapping images, and keeping the events page current. Deliverables I'll look for: * Daily email response management with a brief summary of outstanding items. * A polished bio (≈250-300 words) and résumé in PDF & DOCX, aligned with current design standards. * Weekly submissions logged in a shared tracker. * Website content changes live within 24 hours of request. Success is simple: inbox under control, bio/résumé always up to date and visible where it matters, and a website that never looks stale. If you're organized, write crisply, and know your way around Gmail, Outlook, Word, PDF, and Squarespace, I'd love to work with you. more

Career development

 20h

Stories of Hope: Version 2.0 -- When Vocation Matches Avocation - The Media Line


A former Wall Street executive reinvents her life, aligning career and calling while building new ecosystems of connection, purpose, and resilience

Editor's Note: At a time when headlines are dominated by war, loss, and division, The Media Line has launched a new series, Stories of Hope, to make room for something often missing from the news cycle: stories that illuminate resilience, meaning, and... the human capacity to endure and build, even in difficult circumstances. These pieces do not deny hardship or pain. Rather, they explore moments of purpose, courage, creativity, and connection -- sometimes quiet, sometimes bold -- that remind us what is still possible.

"Version 2.0 -- When Vocation Matches Avocation" is the third installment in a three-part autobiographical series by Tanya Tylevich. Part 1 is here and part 2 is here.

Becoming Version 2.0 of myself sounds like a total cliché, and I usually steer clear of clichés in my story. But honestly, what else do you call a full-on upgrade? This wasn't some minor bug fix; it was a major system reboot.

In case you're wondering about the title: Vocation is your profession or job. Avocation is something you pursue simply because you love it. For me, these two finally aligned, a game-changer.

I had a long corporate career. I went from odd jobs to Wall Street, and I spent more than two decades at Goldman Sachs (GS). It became a huge part of my identity. And I think this happens to many of us: our job becomes who we are. When that gets stripped away, we feel lost. But after GS, I gave myself a different kind of freedom, the freedom to find out who I really am.

It took about four or five months (and a lot of long walks and self-pep talks) to realize that the only way to truly be myself was to make a complete career shift. At first, I figured I'd just dust myself off and join another Wall Street firm. But something felt... off. The fire wasn't there anymore. During some of those Zoom interviews, I caught myself secretly hoping they wouldn't offer me the job. Somewhere deep inside, a voice was whispering (okay, yelling): Reinvent yourself already!

Then -- bam -- it happened. One door had clearly slammed shut. But I couldn't quite see where the next one was. So, I did what I always encourage others to do: I reached out to someone I barely knew, but whose career transformation I deeply admired. After two decades leading a top-tier investment banking career, he had the courage (and brilliance) to start fresh, build something new, spin it out, and make it real.

What began as a casual coffee chat quickly turned into a conversation, the one that cracked open a door I hadn't seen before. A lot of credit for that goes to Rohan Doctor, founder and CEO of Louisa AI. My coffee catch-up with Rohan turned into one of those rare aha moments. Rohan once wrote on LinkedIn: "Basically, we're digitizing what Tanya has been doing for years -- connecting good people to do great business with each other." I still smile when I think of that line. When someone sees you and lends a hand when you're not at your highest, it means the world.

Over the course of my career, people often told me I had an instinct for cultivating relationships and a strange superpower for understanding what truly motivates others. I could connect those motivations to real actions that moved things forward. Somewhere along the way, I earned a reputation as a relationship-building powerhouse (their words, but I didn't argue). I also knew I could be pretty persuasive, especially when it came to crafting win-win solutions. And let's be honest, persistence might as well be my middle name.

That realization helped me uncover what I genuinely love to do: using my leadership skills and emotional intelligence to bring extraordinary people together, spark ideas, and build amazing things as a team.

I once read that making a real career leap means starting fresh, even with your network. At first, it sounded extreme, but it stuck with me. So, I shifted focus: I started following founders, reading stories of disruption, and engaging with posts that sparked something. Instead of just observing, I began participating, and slowly, a new kind of network began to form around me.

Following my passion and intuition, I began working on my own rebranding. I recently read On Brand by Aliza Licht (highly recommend!), and honestly, I wish I'd discovered it earlier in the journey. So much of what she wrote resonated deeply, especially her advice not to make your company your identity. For 23+ years, I never imagined a world beyond GS. I'd never met with a recruiter, never even created a résumé. Let's just say rebranding didn't come with a manual, but this book came pretty close.

It's funny: I used to think my "superpower" was my ability to survive 20+ years in the same high-intensity environment. Looking back, the real superpower was being able to see the people around me, not just their roles or résumés, but their spark, their potential, and the magic that happens when the right people find each other at the right time.

Originally, I didn't plan to write about my health. But I realized that without it, the picture would be incomplete. I've been living with a very unusual form of autoimmune-related chronic fatigue, and it hasn't exactly made day-to-day life or career growth any easier.

Resilience holds multiple meanings for me, not just tied to my immigrant story, but also to something I've quietly battled over the past 15-20 years: a rare dysautonomia condition. In simple terms, my body doesn't handle temperature changes well. A cold conference room, or even an AC draft, can trigger symptoms that mimic a severe bronchial spasm reaction. I've come down with bronchitis just from sitting under the wrong vent.

It's manageable, but far from easy. Alongside preparing for meetings, I also have to prepare for the room: layering up, scouting out seats, and sometimes even switching chairs mid-meeting just to avoid a draft (and yes, I've mastered that art). Because this condition is rare and invisible, people often don't understand it and unintentionally form assumptions. That, too, has been a lesson in resilience.

It took me a while to overcome my hard-working, "everything is great" immigrant mentality and openly acknowledge my illness. I've always been skeptical of HR's motto, "Bring your whole self to work," and it turns out my intuition wasn't wrong. What sounded supportive on the surface carried a far more dangerous meaning for me at one point in my life. Still, my glass is half full. And if yours feels half empty, do yourself a huge favor -- change it. This challenging experience, which at times felt like betrayal, ultimately helped me discover who I am. Instead of cutting my wings, it gave me an unexpected push to fly.

To me, resilience isn't just about bouncing back. It's about calmly acknowledging a challenge, making peace with it, and finding a way forward, strategically, persistently, and with grace. It's what makes it possible to live fully and not shrink.

On October 7, 2023, life for so many was divided into before and after... On that Black Saturday, for the first time in my life, I said, "Thank God my father is not alive. Thank God he doesn't have to witness this horror -- the flashbacks of Hitler's playbook once again."

In February 2024, I traveled to Israel as part of the Israel Tech Mission (ITM). That visit left an incredible mark on me: three days that shook my world. There are certain actions in life that define who you are, and joining ITM was one of them.

I saw something extraordinary: resilience, unity, and brilliance rising out of heartbreak. I met founders who refused to give up, even when their teams were mobilized, their families scattered, and their homes under threat. I met investors who didn't just write checks, but showed up in person, in spirit, and in action.

That trip didn't just change how I work. It changed how I show up. I no longer separate the personal from the professional. I want the work I do to reflect the values I live by: integrity, empathy, courage, and connection.

At one of the ITM meet-ups, I suddenly experienced another "aha" moment, much like the one I had on the Y2K night at GS, a sense of purpose that runs deeper than any title, role, or deal sheet. A room full of people who cared, not just about business, but about building, defending, and healing something much bigger than themselves.

What I also realized was that for the last couple of years, I still had one foot in GS, which made it harder to step fully into what was next. As sentimental as it was, I had to take that step. Bravely, I put the word "former" in front of GS and named myself the Echo System Builder. Turns out, there is actually a name for what I do: bringing people together and turning connections into real magic.

So, what exactly do I do now -- what is my orbit, and who's in it?

At GS, we used to call it connecting the dots, and that's really what shaped me. I saw that value is created when the right dots connect at the right moment: a conversation, an introduction, a shared idea that turns into something bigger.

That's exactly how I operate in the startup world today. I look for those sparks, places where two dots haven't met yet but absolutely should. I work across companies and investors to unlock shared growth, innovation, and strategic opportunities. I specialize in connecting the right people, ensuring each party involved has something to gain, and cultivating trust-based partnerships that deliver long-term value. When you bring the people, talent, and capital together, ecosystems start to form almost organically.

Someone once told me: "You've got the soul of a builder, the heart of a connector, and the instincts of a dealmaker." That's exactly how I see it: this is my real calling. There's something incredibly fulfilling, almost magical, about the moment your vocation starts to feel like your avocation.

For years, I poured my energy into my career. While I found success, I wasn't always sure it reflected the fullest version of me. Now, every day feels different. I get to do the things that energize me most: connect people, spark ideas, and build something that matters. It's not just a job; it's who I am, finally in sync.

Life has a way of being unpredictable, pushing us to constantly redefine and evolve. So, when someone asks me, "What are you doing these days?" the simplest yet most profound answer is: "Making the world a better place." For me, that means sharing stories that inspire and connect.

Wholehearted thanks to my family, to the firm that was my second home for more than two decades, to the startup founders, CEOs, and investors; to ITM, the CEO Blindspots and The Listening Bea Podcasts, and to FDD. You've been, and continue to be, not just part of my story, but part of the greater impact I hope to make. more

Career development

 21h

Forget a degree -- $30 billion defense startup Anduril will fast-track your job application if you can win its AI drone flying contest | Fortune


Landing a high-paying job right now can feel less like climbing a ladder and more like surviving a gauntlet -- especially for Gen Z. Competition for entry-level roles is fierce, and generative AI has made it easier than ever to polish résumés and cover letters, making it harder for candidates to stand out on paper alone.

Anduril, a $30 billion defense tech startup, is approaching hiring with a... radically different approach: Don't tell us what you can do -- fly it.

The company is launching an "AI Grand Prix" -- an open-invitation event starting this spring for the world's top engineers to prove their coding skills in a high-speed drone racing competition. The twist: Humans won't be piloting, but their autonomous software will be. The competition is open to individuals, university teams, and research organizations. No professional credentials or certifications are required. The only prerequisite? A passion for AI programming.

The top 10 teams will split a $500,000 prize pool, while the highest-scoring participant could "win a job" -- meaning they can skip Anduril's usual recruiting process to interview directly with hiring managers for open roles.

"This is an open challenge," Anduril founder Palmer Luckey, who conceived the idea, said in a press release. "If you think you can build an autonomy stack that can out-fly the world's best, show us."

The competition will begin with two virtual qualification phases between April and June, when teams submit custom Python-based AI algorithms and compete on a simulated racecourse. Top performers will advance to a two-week, in-person training and qualification program in Southern California this September. The series will culminate with the "AI Grand Prix" in Ohio, where finalists will race for the $500,000 prize pool -- and a potential job at the startup.

Anduril didn't immediately respond to Fortune's request for comment.

The company's founder is best known in Silicon Valley for his early work in virtual reality. Luckey's first company, Oculus, was acquired by Meta in 2014 for about $2 billion. After departing the company, Luckey founded Anduril in 2017, building it into a major defense technology firm focused on autonomous systems designed to support U.S. forces and its allies.

But as Anduril has ballooned to 7,000 employees, Luckey has said he looks less for candidates who have walked the beaten path -- but rather those who are willing to try something new.

"When I hire people at Anduril, I look for people who have done projects that were outside of what their work paid them to do or what their school made them do," Luckey said on the Shawn Ryan Show last year. "Because that means they're the type of person who is willing to work on things with their own money and their own time because they want to bring something to this world that wouldn't have existed otherwise."

His advice to aspiring engineers is straightforward: Don't wait for someone to tell you what to do. "Work on projects that you care about," he said.

Anduril is not alone in rethinking how to identify top performers.

A growing number of startups are bucking tradition and turning to skills-based challenges as an alternative way to test engineering candidates -- from virtual "capture the flag" cybersecurity competitions to digital scavenger hunts.

Tech giant Palantir took the idea even further last year with its Meritocracy Fellowship, a four-month, paid internship for recent high school graduates who have mixed feelings about the university experience. The program combines technical work alongside full-time employees with seminars on U.S. history and foundations of western civilization. Participants who excel are given the opportunity to interview for full-time roles at the company.

The initiative also reflects CEO Alex Karp's long-standing disdain for higher education. The fellowship was marketed as a way to "get the Palantir degree," and "skip the debt [and][s]kip the indoctrination."

"Everything you learned at your school and college about how the world works is intellectually incorrect," Karp told CNBC last year.

The broader shift toward skills-based hiring has been spreading across industries. In fact, about 90% of chief human resources officers say their organizations have an increasing need to hire workers without a four-year degree, according to a survey released last year.

"This is not about replacing degrees," Michelle Froah, global chief marketing and innovation officer of educational testing company ETS, told Fortune last year. "It's about balancing them with real, demonstrable skills that keep people employable and businesses competitive." more

Career development

 22h

Tomlinson: How to overcome AI hurdles to get a new job


American workers are disenchanted with their jobs, but AI hurdles make finding a new one difficult.

American workers are disenchanted, depressed and frustrated. But looking for a new job requires running a gauntlet of online application portals, artificial intelligence screening and impersonal interviews that have turned the job search into a minefield.

The average application uploaded to a... website has less than a 1% percent chance of leading to a job offer, according to a study published by Business Insider, an online news agency.

Job seekers need a whole new plan to succeed in an increasingly inhuman labor market.

U.S. workers say jobs are less plentiful and harder to obtain today, and they expect the market to worsen over the next year, The Conference Board reported in its January Consumer Confidence survey.

Workers under 40 are feeling especially disenchanted with the economy and their jobs, according to polling firm Gallup. They feel like their employers take them for granted and offer little or no opportunities to grow.

Gallup's annual Employee Engagement Survey found that most workers no longer feel a sense of purpose in their jobs and don't understand what is expected of them. Worker satisfaction is at its lowest ebb since 2020.

The dissatisfaction has risen as corporations abandon their commitments to environmental, social and governance issues, vilified on the right as ESG and diversity, equity and inclusion programs. Workers expect their employers to care about them and the issues important to them, but senior management has abandoned them.

That's probably because finding a new job is a lot harder than it was five years ago. About 70% of employers have deployed online portals, automated résumé screenings and artificial intelligence interviewers for applicants to overcome before they reach a human.

Business Insider hired a data intelligence firm to test job portals. The results show candidates had roughly a 0.4% chance of landing a job through an online application process. The applicants' odds were even slimmer at large, well-known companies that see an onslaught of digital applications for every job posted.

Business Insider concluded that human resources technology has broken the job market. But no large employer is going back to perfectly formatted résumés printed on heavy paper and mailed through the post office.

Data collected by Hays, one of the country's largest recruiting firms, shows that managers are slowing down on hiring, which means applicants must show an extraordinary effort and persistence to get ahead. Step one is to bypass the automated systems by networking with friends, former colleagues, alumni groups or meet-ups if possible.

"There're fewer jobs, you are seeing an increase in people who are unhappy in their role and maybe applying to jobs, which is leading to kind of a backup," Hays CEO Dave Brown told me in an interview. "If you can get a personal referral in, where someone will send a message to the job hirer, that circumvents kind of the whole AI process."

A role-specific résumé that proves you will add value on day one is the first step to success; adding detailed statistics of past successes will make it better, Brown said. Ultimately, it's about reaching the human who can pull your résumé out of the tsunami of applications. Job seekers should aggressively, but politely, follow up and constantly clarify why they are the best candidate.

"People have to market themselves, and the résumé is just one tool in the belt," Brown added. "I can remember names of people right now that are chasing me now because they're doing something creative. They're sending a video, they're sending different types of LinkedIn messages. They're sending me an article."

Otherwise, job seekers and applicants are in an arms race as both sides use tech to their advantage.

With companies receiving hundreds of applications for each position, applicants must move fast. Once a company has 10 good applicants, they stop looking at anyone who applies afterward. Human resources managers are using tools to detect AI content in résumés, and AI interview software is tracking applicants' eye movements to see if they are looking at another screen while answering questions.

The most important thing an applicant should remember is that a vacancy is a problem, and managers want the best candidate to solve it. You may have an amazing résumé, but if your skills don't close the hole in the manager's team, they are not going to hire you.

Sadly, automation and AI reward conformity and sameness, qualities that can produce consistency but never greatness. Managers should ensure their technology is not screening out great candidates because they are not cookie-cutter.

Workers and managers are justified in their anger, frustration and despair over the 2026 job market. Automation and AI make the job market a bleak and unfriendly place. But fate rewards those who adapt and evolve to meet the moment.

Award-winning opinion writer Chris Tomlinson writes commentary about money, politics and life in Texas. Sign up for his "Tomlinson's Take" newsletter at houstonchronicle.com/tomlinsonnewsletter or expressnews.com/tomlinsonnewsletter. more

Career development

 23h

Looking for work? Here's how Wisconsin's job centers will help you for free - Open Campus


Looking for a job can be grueling and frustrating.

Though Wisconsin's job market generally favors job hunters, with more openings than unemployed people to fill them, it can be hard to know where you fit in -- or simply where to start.

The state's Department of Workforce Development runs dozens of job centers across Wisconsin, each staffed with people trained to help you in your quest for work.... Wisconsin Watch talked to Jolene Wilkens, an employment and training supervisor at Sheboygan County's job center, about the services Wisconsin's job centers provide and how job seekers can take advantage of them.

"We want to meet the person where they're at, but we do a lot of cheerleading and bringing that positive attitude," Wilkens said. "We're here to support you. We're not here to make this process more complicated."

Here's what to know.

Find your job center

Wisconsin has job center locations across the state. Find the closest one to you using the map below.

This map doesn't include all of the department's affiliate or satellite locations, such as job centers in correctional facilities.

While the number of people visiting job centers varies widely among the different locations, more people have used their virtual services online in recent years, Wilkens said. The Sheboygan location where Wilkens works typically sees between 60 and 80 visitors each week.

While the department offers many of their resources online, the physical locations remain an important resource for those who lack internet access, need a quiet place to work or need face-to-face assistance for any reason. Getting to know people individually also helps staff make personalized recommendations or watch for jobs that are a good fit for someone, Wilkens said.

"There's a lot of folks that prefer to come in person and have that personal touch, and some of that is just the support they receive. You build a community," she said.

What to bring with you

Depending on the services you're looking for, you might need to bring documentation or identification with you. Here's a list of things visitors often need:

* Driver's license or ID.

* Social Security card or number.

* A list of your last 18 to 24 months of work history, if applicable.

* Your cellphone, to set up two-factor authentications.

* Paper to write down your login information or to take notes.

* A resume, if you have one.

* Direct deposit or checking information.

What to expect when you show up

When you walk into a job center for the first time, you should expect to answer a list of questions from the employees.

They'll want to know:

* What work experience do you have? (It's OK if you don't have any.)

* Have you enjoyed that work? What kind of work do you want to be doing? (If you don't know, they'll help you figure it out.)

* Do you like your resume? (If you don't, they'll help you change it.)

* Are you having trouble securing job interviews after applying? (They might want to take a look at your resume.)

* Are you securing interviews, but having trouble landing jobs? (They'll probably want to work on interview skills with you.)

Finding the right fit

If you're not yet sure what kind of work you can or want to do, job center staff can help you figure it out.

Staff will recommend taking the Occupational Information Network's (O*NET) quiz to help understand your interests and the things you enjoy doing. The quiz asks you to rate how much you'd like different activities -- such as building kitchen cabinets or teaching a high school class -- if they were a part of your job. Your answers help the application suggest careers you might enjoy.

You can also access the quiz here.

If you know what kind of jobs you want to do, or you want to see different jobs you're qualified for, staff will recommend using a tool called Skill Explorer. The program asks you to input your job, education or training experience and produces a list of occupations and industries that your skills may transfer to. Skill Explorer also contains information about wages, job openings and projected growth for each occupation.

You can also access the tool here.

"Sometimes it's not recognizing all the transferable skills that you already possess and being able to move those industry sectors," Wilkens said. "Other times, it's identifying, 'I like what I do, but it's not my passion. I want to upskill and go to something else.'"

If you want to return to school or job training to pursue a different career or to move up in your industry, staff will connect you to the Department of Workforce Development's training arm. From there, career counselors help you track down the right educational program -- and assistance affording it.

You can begin browsing training programs here.

Getting the job

After settling on what kind of work you're after, job center staff will focus on helping you secure the job.

First: the resume. Most job applications ask for a document summarizing one's education, work experience and skills. Building one shouldn't be overwhelming, Wilkens said.

Job center staff are trained to help people put together resumes that help secure job interviews. They also use a tool that creates a resume after asking you to answer prompts. When users log a job title, it suggests additions based on the profession's occupational outlook, a federal compilation of data, information and predictions about jobs.

Wilkens encourages people to be open to changing up their resume or being challenged.

"You ask 100 people how to do a resume, and you're going to get 100 different answers," Wilkens said. "Just because you worked in one industry for 10 years, and then you did a 180 and went into a different industry, and now you're looking at yet another, doesn't mean there aren't skills in there that we can transfer and highlight."

You can access the department's resume building tool here. It plans to roll out a new and improved version of the tool in the next year.

Job center staff will help throughout the interview process by scheduling mock interviews and helping you answer practice questions. They can also create an account on InterviewPrep, a tool that allows you to see how you sound responding to interview questions and get feedback from staff.

Staff can also help you choose between job offers by comparing the wages or cost of living between different locations.

Other services job centers offer

Unemployment and job loss resources

People commonly visit job centers to get assistance filing for unemployment.

"You can't walk into an unemployment office, so you come into a job center," Wilkens said.

Staff also complete an "assessment of needs" when people visit for unemployment help. They ask questions to understand if a person is experiencing housing scarcity, food insecurity or other struggles, so they can direct them to free community resources.

"Somebody will come in feeling really defeated and disheartened about losing their job," Wilkens said. "We have resources for that. Helping people realize all the things that they brought to the job and why they were able to retain that job for so long, really helps reframe and start thinking and looking at things glass half full."

"There are a lot of positives," she said. "You didn't just go to work and make widgets ... You showed up promptly every day. You worked as part of a team. You were dependable and reliable. You adhered to safety standards."

Support for people with disabilities

The state's job centers have a Division of Vocational Rehabilitation that helps people with disabilities obtain and keep work.

The division can connect people to diagnosis and treatment, transportation assistance, interpreter services and help with job search and placement, among other services.

Job fairs

Job centers often host or collaborate with local employers on job fairs and hiring events. You can view a list of upcoming hiring events coming up across the state here.

Miranda Dunlap reports on pathways to success in northeast Wisconsin, working in partnership with Open Campus. Find her on Instagramand Twitter, or send her an email at mdunlap@wisconsinwatch.org.

This article first appeared on Wisconsin Watch and is republished here under a Creative Commons Attribution-NoDerivatives 4.0 International License. more

Career development

 1d

HerMode builds power through sisterhood


Detroit has always been a city of reinvention. From manufacturing to music, from grassroots hustle to global influence, the culture of building something from nothing runs deep. LaToiyah Roland fits squarely into that lineage. She is a Detroit based serial entrepreneur with a proven track record across real estate, nursing, and childcare. Now she is launching HerMode, a platform designed to help... women build together through access, honesty, and shared opportunity.

What makes Toy's story resonate is not just her résumé. It is the way she frames success as a shared practice rather than a solo race. In a time when personal branding can feel performative and access to opportunity is often guarded by invisible walls, HerMode is positioned as a space where women can connect without gatekeeping. The goal is direct and practical. Create a community where women can network, exchange resources, and find mentorship without needing proximity to power or insider access.

This approach speaks directly to our culture. Too often, brilliance lives in pockets that are disconnected from capital, credible information, or the right rooms. Toy's background gives her a grounded perspective on how to close those gaps. Real estate taught her the language of assets, leverage, and long term wealth. Nursing rooted her in care, discipline, and wellness. Childcare strengthened her leadership, patience, and ability to build systems that support growth over time. That blend shapes HerMode into more than a digital hangout. It is being designed as a functional ecosystem.

The HerMode launch

HerMode is launching this quarter with momentum and visibility. Toy is not building in isolation. She is part of a broader creative and entrepreneurial network that includes tastemakers, cultural connectors, and high profile friends who help amplify the brand's reach organically. That social proximity matters in a media landscape where credibility is often established through community endorsement. To mark the launch, HerMode is rolling out custom gift boxes curated for the community, designed to live on social platforms and spark discovery through real world touchpoints and digital storytelling. The strategy is intentional. Build culture first, then scale participation.

Toy's public profile reflects her credibility. As an award winning serial entrepreneur and real estate tycoon, she has built an extensive personal brand and business portfolio rooted in turning passion into profitable, sustainable ventures. Her work and influence have been recognized by Essence, Fox News, Galore, and Black Enterprise, positioning her as a trusted voice in conversations around entrepreneurship, branding, and women led wealth creation. That visibility gives HerMode an important head start, not just in reach but in perceived legitimacy.

Toy not obsessed with vanity metrics

At the center of HerMode is authenticity. Toy is clear that personal branding is not just aesthetics and captions. It is alignment between values, voice, and action. She is also intentional about platform specific strategy. Different spaces speak to different audiences, and effective communication respects that reality. The objective is not chasing numbers for ego. It is delivering value to the people who can benefit most. That level of clarity is refreshing in a digital economy obsessed with vanity metrics.

What elevates HerMode beyond another online community is its holistic structure. The platform is built to connect members with specialists in finance, business development, and wellness. This matters because inspiration without tools does not lead to sustainable growth. Access to someone who understands credit, scaling, contracts, and operational strategy can change a business trajectory. Access to wellness professionals matters just as much, because burnout is real and sustainability is a leadership skill. HerMode is acknowledging that building wealth and protecting one's health must happen together.

There is also a cultural truth being addressed here. Black women have long been architects of trends, businesses, and influence, yet equitable ownership and protection have often lagged behind the value created. HerMode challenges that pattern by centering collective success with mutual accountability. This is not about feel good language. It is about building structures that encourage women to show up for one another, share knowledge responsibly, and hold each other to standards that lead to real outcomes.

Toy's vision extends beyond Detroit. She sees HerMode connecting women across cities and countries who are navigating entrepreneurship, career pivots, and personal growth. The challenges are shared even when the geography changes. Access to capital, mentorship, and credible information should not be limited by who you grew up knowing or which room you can enter. Platforms like HerMode are responding to that inequity by building new tables and inviting women to sit with strategy, not just inspiration.

From a cultural perspective, this moment matters. We talk often about equity, empowerment, and ownership. The real work is building infrastructure that turns those ideas into daily practice. HerMode aims to be that infrastructure by offering connection with purpose, guidance with credibility, and accountability with care. That is how ecosystems grow. Not through hype, but through consistent design.

My perspective is that this is the kind of culturally grounded innovation that deserves sustained attention. Not because it is trendy, but because it addresses real gaps in access and support. In a digital culture where everyone claims the title of founder or boss, LaToiyah Roland's approach is rooted in substance. It acknowledges that individual ambition scales faster when supported by community design. If HerMode delivers on access, authenticity, and accountability, it has the potential to reshape how women build power together across business, wellness, and culture. That is not a slogan. It is a blueprint worth watching. more

Career development

 1d

Commentary: A checklist for soon-to-be college graduates


It's hard to imagine that in about 100 days, an estimated 2.1 million students in the Class of 2026 will graduate and step into the next chapter of their lives. With the current job market defined by new economic realities and uncertainties, including increased competition and evolving workforce skills and needs, guidance and support for college graduates is more important than ever. This moment... marks the transition from familiar to unpredictable.

As a college administrator for over 25 years, I have worked with many students at this critical juncture in their collegiate journey. It has been my experience that students who chart their next steps strategically enter the professional world with more confidence and ease and are ready to embrace new opportunities that come their way.

If you or someone you know is getting ready to graduate from college, here are some checklist items to start your plan between now and May.

Reflect on your personal and professional goals: As you get ready to graduate, it's important that you spend a little time each week thinking intentionally about your purpose, values and beliefs. Write down your hopes, dreams, special abilities and skills, and ways you see yourself adding value as a member of an organization or community. This might include a set of goals for your work and workplace, and even non-negotiables in your next step after college.

Prepare your professional materials: It's vital to have a strong resume that reflects your education, leadership roles, and relevant work experience and demonstrates transferable skills in the workplace. Detail your college experiences, including student organizations where you held a leadership role, internships, entrepreneurship, community service, and academic programs like study abroad, capstone projects, and research that reflect your knowledge and abilities. Visit the career development office at your college/university, where staff can review and proofread your resume and provide ideas, feedback, and support. Begin to contact a few former supervisors, professors, or mentors who can serve as a reference and speak to your work ethic and talents.

Develop a professional presence, both online and in person: Begin shaping your professional identity by building an active LinkedIn profile highlighting your education, experience, and interests. Aim to share a post once a week between now and graduation, such as a story, event recap, or idea to demonstrate your engagement, perspective, and emerging thought leadership. In addition, invest in a professional headshot (often available through career development offices) and begin assembling a versatile professional wardrobe suitable for interviews and a variety of workplace settings. Incidentally, LinkedIn just made LinkedIn Premium free for students for one year.

Have an open mind around the job search: As you engage your job search, be open to conventional and unconventional methods. Online search engines like Indeed, CareerBuilder, LinkedIn and SimplyHired can be a good start. Many colleges host online platforms, including Handshake, that allow organizations to post jobs targeting new college graduates. You might find that many jobs are not posted online, and your best opportunity will be through networking, joining professional organizations (many have a young professional or student rate), and reaching out to alumni professionals via LinkedIn from your college/university. Say "yes" to any invitations you receive in the next few months to network with new people.

Upskill around AI: AI skills are highly valuable in the job market and exceedingly critical for new graduates. As AI rapidly transforms the world of work, upskilling equips graduates with the knowledge and tools to thrive in this evolving economy, adapt to new roles, stay relevant and seize emerging opportunities. Employers increasingly seek candidates who understand AI concepts, can work alongside AI systems, and develop AI solutions.

As my mother taught me, "If you don't knock on the door, no one is going to answer." Now is your time to take initiative, seek out opportunities, and step confidently into the next chapter of your life. As you plan your time between now and graduation, remember that this is an exciting moment that can lead to possibilities, great growth, and exciting outcomes. Be creative, entrepreneurial and open to new experiences and professional networks while continuing to clarify your interests, purpose, and goals. more

Career development

 1d

The Value of Having a Mentor: Career Boosts You Don't Get on Your Own


If you sat in front of me and we were having this conversation over coffee and some biscuits, here is how I would begin. Your career is too valuable to rely on guesswork. Talent and hard work are essential, but those who ascend with clarity and confidence often have one key advantage others lack: a career mentor who accelerates their professional growth by sharing experience and insights that... can't be learned online or alone.

You can learn through trial and error, or you can learn more quickly, accurately and with much less friction through someone who has already walked the path. Which route would you take?

In my case, once I had experienced my first mentor, I suddenly realized that when you have someone who can see two or three steps ahead, you stop operating in the dark or in reaction mode. Instead, you start making intentional career decisions that multiply over time. Mentors translate experience into strategy; they provide the blueprint before a misstep.

So, here are five compelling reasons why mentorship benefits are transformative for your career development:

You can read articles, attend webinars, conferences and browse endless leadership tips, but none of these replace personalized guidance. A mentor reduces your learning curve by helping you understand not just what to do but why it matters in your specific situation.

According to a CNBC/SurveyMonkey Workplace Happiness Survey of nearly 8,000 full- and part-time workers across the US, more than 9 in 10 workers (91%) who have a mentor are satisfied with their jobs, including more than half (57%) who are 'very satisfied'.

This demonstrates that mentorship has a significant influence on a worker's career across various measures, as those without a mentor see each figure drop by double digits. It went further. The importance of mentorship is also evident in more specific ways. Workers with a mentor are more likely than those without to say they're well paid (79% vs. 69%) and to believe that their contributions are valued by colleagues (89% vs. 75%), two key factors in overall happiness at work.

According to a 2023 survey by the professional networking platform Mentorloop, 76% of professionals reported that having a mentor made them feel more equipped to handle workplace challenges, a figure that supports what many of us experience intuitively.

Confidence is not an abstract trait; it is a muscle developed through validation, challenge and accountability. A skilled mentor enhances it by helping you understand your value, your potential and the behaviors that influence how others perceive you.

A study by the American Psychological Association found that employees who received regular workplace mentoring reported significantly higher levels of self-efficacy and role clarity compared with those without mentoring relationships. I cannot confirm that confidence alone guarantees success, but the evidence is clear that confidence influences whether you step forward when opportunity arises.

Confidence grows when a credible person says, 'I see your potential' and shows you how to develop it. A mentor reflects your strengths back at you, often before you recognize them yourself. This shapes a career identity that is not easily shaken by workplace noise.

No matter how talented you are, careers are built through relationships. Mentors often offer access to networks you wouldn't reach on your own, and that access can be life-changing. They are usually present in rooms where you are not, and they can help improve your chances of rewarding opportunities.

Harvard Business Review reported that mentees were promoted five times more often than their non-mentored peers in organizations with formal mentoring programs. The researchers attributed part of this uplift to increased visibility and sponsorship, two benefits closely tied to mentorship. Mentors can profoundly boost your career success and trajectory.

When a mentor opens a door for you, they lend you their credibility. That credibility alters how others see you, which in turn affects the opportunities you're considered for. Your talent gets you into the room, but relationships decide which rooms you enter.

Feedback is a gift if it is honest, clear and driven by genuine intent. Many professionals struggle because the only feedback they receive is during performance reviews, which is often too little and too late.

A mentor offers continuous guidance on handling challenging conversations, strengthening your leadership skills and refining your decision-making. They help you spot blind spots before they become obstacles.

Ongoing mentoring support is associated with measurable performance gains. Research from the Association for Talent Development found that 67% of organizations with strong mentoring cultures reported increased productivity, improved employee satisfaction and higher retention. This matters because your trajectory is shaped by your ability to learn quickly and apply that learning with confidence.

When a mentor challenges you, supports you and expects more from you, you rise to meet those expectations.

Career choices are rarely simple. Should you change roles, stay in your current job, negotiate, specialize, or develop your skills? A mentor helps clarify these decisions by offering perspectives based on real experience.

They help you evaluate risks clearly instead of with fear. They support in understanding the long-term effects of small choices now. Most importantly, they assist you in making decisions from a place of intention rather than pressure.

Professionals with mentors report greater career satisfaction and long-term direction. In LinkedIn's 2024 Workplace Learning Report, 83% of emerging professionals credited mentoring with helping them make better career choices and plan a clearer future.

A mentor does not choose for you. They help you choose well.

Think of your career as climbing a mountain. You can hike alone and eventually find the safest and quickest route, but you will waste unnecessary energy. A mentor is the experienced climber who says, "That path looks attractive, but leads to a dead end; use this one instead." The terrain remains the same, but your ability to navigate it improves.

As a professional, you should understand that mentoring is not a luxury; it is career leverage. These are more reasons why everyone, including you, needs a mentor at work.

If you take only one thing from this article, let it be this. No one builds an extraordinary career alone. You can make progress through effort, but you accelerate progress when guided by someone who has already mastered the journey.

A career mentor helps you see further, decide better and grow faster. They expand your network, sharpen your confidence and give you access to knowledge that moves your career from incremental development to intentional advancement.

When you combine your ambition with their experience, you create a partnership that unlocks professional growth in ways that self-direction alone cannot.

If you are serious about your future, invest in mentorship. Not because it is fashionable, but because excellence rarely emerges without guidance. more

Career development

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The woman going to the job interview rebelled against the offer made: What are we living through?


A psychologist criticized the working conditions during a job interview at a doctor's clinic, reacting to the requirement for both secretarial and cleaning duties, long working hours, Saturday shifts, no lunch breaks, and the offer of minimum wage.

The account of a citizen going for a job interview has brought the discussions about working conditions and wages back to the agenda. The citizen, who... stated that he is a psychologist, reacted to the conditions he encountered during his job application at a doctor's clinic.

According to the citizen's account, it was mentioned during the interview that the clinic was looking for a secretary, and it was stated that this position also included cleaning tasks. It was said that the working hours were from 08:30 in the morning to 20:30 in the evening, that there were also working hours on Saturdays, and that there was no lunch break. The offered wage was the minimum wage along with insurance.

The citizen expressed his anger at the fact that insurance was presented almost as a "favor" during the interview, rebelling against the situation with the words "What are we living?" The incident resonated widely on social media, with many users pointing out the heaviness of working conditions and expectations outside the job description. more