Anonymous member


Career development 1d
Hi! Has anyone had this happen before? I didn’t get a job as an accountant/cashier at a big company because they said I’m not trustworthy.
It’s true I’ve had a few small fines for bad parking, smoking in a public place and my neighbors complained once about loud music when I was celebrating my birthday.
But can they really refuse to hire me for stuff like that? And how did they even find out? I... thought only the police could have that information. Should I sue the police for sharing my private information?

 more

  • Kinoga Michael

    3h

    They probably did a social media background check as well. Unfortunately we overshare on social media

  • Steward Tony Pacheco

    17h

    You made some bad choices and the events are not serious for you but for employers in the finance industry raises ethics questions. But this is only... one job so move on because you need to spend time on the positions that are open, not the doors that are closed. Qnce you have a police record of any type, it is public record. Move on, because you are wasting time. The bills keep coming no matter what. more

    1
Load more...

Career development

 5d

Top 5 mistakes students make in job interviews and how to fix them


This guide has identified the five most common errors students make in job interviews.

Job interviews remain a critical barrier between students and employment, and employer surveys show that many candidates fail for avoidable reasons.

According to the NACE Job Outlook 2025 survey, which gathers responses from hundreds of US employers hiring new graduates, professionalism, communication and... career self-development are among the most valued competencies.

Yet employers consistently report gaps between what students claim on their resumes and how they perform in interviews.

Recruiter-led research supports these findings. A CareerBuilder survey of more than 2,500 hiring and HR managers shows that behavioural issues, weak answers and lack of preparation often outweigh academic performance.

Together, these studies highlight five recurring interview mistakes that continue to cost students job offers.

1. NOT RESEARCHING THE COMPANY OR ROLE

Failing to research the employer is one of the most frequently cited mistakes.

The student-focused article "Seven Common Mistakes Students Make During Job Interviews" (HR Gazette, 2023) lists lack of company research as the top error, noting it signals low motivation.

The NACE Job Outlook 2025 report also stresses that employers expect candidates to connect their skills to organisational needs, something impossible without preparation.

Do this instead: Read the employer profile, recent news and the job description; prepare brief lines that link your experience to team needs.

2. WEAK, VAGUE ANSWERS AND POOR SKILL COMMUNICATION

Employers rarely reject students due to lack of ability; instead, they struggle to explain it.

Recruiter Michael Frank, in his LinkedIn article "35 Interview Mistakes to Avoid," highlights "surface level answers" and failure to demonstrate problem-solving as common rejection triggers.

The NACE Job Outlook 2025 survey similarly reports gaps between the importance of communication and critical thinking and graduates' demonstrated proficiency.

Do this instead: Use the STAR structure -- Situation, Task, Action, Result -- to shape replies and include outcomes where possible. Short, specific stories showing problem-solving and impact beat abstract claims.

3. POOR PROFESSIONAL ETIQUETTE AND BODY LANGUAGE

Professional behaviour strongly shapes first impressions.

The CareerBuilder hiring manager survey, reported by Jails to Jobs, found that 67 per cent of interviewers flagged lack of eye contact, while 32 per cent cited fidgeting and crossed arms as negative signals.

Dressing inappropriately and appearing arrogant were also listed among the most damaging mistakes.

Do this instead: Small gestures matter. Eye contact, a genuine smile, upright posture and calm hands project confidence. Turn phones off, dress appropriately and arrive punctually -- these signals shape impressions more than many realise.

4. NOT ASKING QUESTIONS OR SHOWING GENUINE INTEREST

Employers expect engagement. HR Gazette and Michael Frank both note that failing to ask questions suggests disinterest.

Employer guidance based on NACE Job Outlook data, shared by PennWest Career Center, shows that initiative and communication are highly valued and often assessed through candidate questions.

Do this instead: Ask about immediate priorities, success metrics and team dynamics. Good questions demonstrate curiosity, preparation and long-term interest.

5. DISHONESTY OR EXAGGERATING SKILLS (AND PHONE USE)

Dishonesty remains one of the fastest ways to fail an interview.

The CareerBuilder survey reports that 66 per cent of hiring managers consider being caught lying a serious mistake, while 64 per cent strongly object to phone use during interviews.

PR Newswire's CareerBuilder release echoes these findings, ranking phone use and dishonesty among the worst behaviours.

Do this instead: Be honest about experience and back claims with examples. Never answer calls or messages during an interview; it undermines trust.

The evidence is clear. Employer surveys consistently show that interview success depends less on grades and more on preparation, clarity, professionalism and honesty.

Students who research employers, practise concrete examples, manage body language, ask thoughtful questions and remain truthful significantly improve their chances.

Interviews reward preparation, and the data proves it. more
11   
Load more...

Maria Irgens


Career development 1w
I work as a hotel cleaner and suddenly lifted a box of bottled water (we put 2 bottles in each guest room). I pinched a nerve in my back and can barely walk, even though I’m getting pain-relief injections. I stayed home for 5 days and yesterday I went back to work, but I can’t lift anything and hardly move.
Management doesn’t believe I’m in that much pain. They say I’m lazy. I really can’t work... and I’m afraid I’ll be fired. The doctor said five days should be enough to feel better. What should I do?

 more
1   

  • perpetual Nduthu

    10h

    hey
    have an an x-xray of the back done to confirm on the status of you back

  • David Emuk

    2d

    It's a pity for the injury you sustained at work and such are common in manual labor jobs. My advise is that you could either request for... re-assignment of a lighter task which may not involve lighting weights or ask for a working tool possibly a trolley or cart to help you do the work seamlessly with the aid of your colleagues.  more

Load more...

Career development

 12h

The issue of Artificial Intelligence use in job interviews


Have you ever sat on an interview board and the candidate facing you is just too good to be true? In the age of AI and online interviewing, the reality is that more candidates are using AI tools to impress or even fool interviewers into giving them the job. Bobby is joined by Sinead English, Founder and CEO of HILT, to look at both sides of the recruiting equation and to explore how common this... scenario is becoming. more

Career development

 12h

🥳Saturday Bonus Cartoons


Welcome to another week in America, where the First Amendment is treated like a suggestion, elections are apparently a franchise opportunity, and the robots are polishing their résumés.

Let's start with the presidential social feed, which now doubles as a middle-school group chat. This week, Donald Trump shared a video depicting the Obamas as apes, because nothing says "Make America Great Again"... like recycling the most tired, racist trope in the history of the internet. We are now governed by a man who posts like a banned commenter trying to claw his way back onto Facebook.

Meanwhile, over at The Washington Post, more layoffs rolled through the newsroom as Jeff Bezos continues his delicate balancing act of trimming journalists while tiptoeing around the White House. Democracy dies in darkness, but it also downsizes in broad daylight.

Not content with social media antics and newsroom shrinkage, Trump is now openly musing about "nationalizing" elections, despite that pesky Constitution thing that gives states the power to run them. Apparently "states' rights" was always just a limited-time offer (and only if you had an "R" next to your name). If you lose an election, simply declare yourself head of voting. It's bold. It's innovative. It's also how you'd expect a casino operator to interpret federalism.

And just as we're trying to keep up with the human chaos, AI is quietly replacing actual humans in newsrooms, offices, studios -- everywhere. The bots are writing copy, generating art, analyzing data, and, at this rate, will soon be explaining to us why we no longer have jobs. The future of work is here, and it doesn't need health insurance.

So here we are: racist memes from the Oval Office, shrinking independent journalism, federal fantasies of election control, and machines auditioning to take our livelihoods. If this feels like a stress test for democracy, that's because it is. more

Career development

 13h

How Interview Boards Assess Awareness


Awareness is a critical parameter in interviews across competitive examinations, campus placements and professional job interviews. Interview boards assess awareness to understand how informed, observant and engaged a candidate is with their field, society and the world around them. It reflects not just knowledge, but also curiosity, judgment and the ability to connect information logically.

What... Does "Awareness" Mean in Interviews

In an interview context, awareness broadly refers to a candidate's understanding of:

* Current affairs and recent developments

* Industry or domain-specific trends

* Organisational knowledge related to the job role

* Social, economic and policy issues (especially in competitive exams)

* One's own academic background, work experience and surroundings

Interview boards do not expect encyclopaedic knowledge. Instead, they assess clarity of thought, relevance and perspective.

Key Areas Where Awareness Is Tested

Current Affairs and General Awareness

Interviewers often ask questions related to recent national and international events, government schemes, economic developments or technological advancements. The focus is on whether candidates can explain issues in simple terms and express informed opinions rather than memorised facts.

Subject and Academic Awareness

Candidates are expected to be well-versed with their graduation subject, optional subjects or specialisations. Interview boards assess whether applicants understand core concepts, recent research, policy implications and practical applications of their field of study.

Professional and Industry Awareness

For job interviews, awareness about the industry, competitors, market trends and challenges is crucial. Candidates who demonstrate knowledge of the organisation's work, values and recent initiatives are often viewed as more serious and prepared.

Situational and Social Awareness

Interview boards may present real-life scenarios or ethical dilemmas to assess situational awareness. These questions evaluate how candidates perceive social issues, workplace challenges and human behaviour.

Self-Awareness

Questions related to strengths, weaknesses, achievements, failures and career goals help interviewers gauge how well candidates understand themselves. Honest self-reflection is considered a strong indicator of maturity and readiness.

How Interview Boards Evaluate Awareness

Interview panels assess awareness through:

* Follow-up questions to test depth of understanding

* Cross-questioning to check consistency in answers

* Opinion-based questions to evaluate clarity and balance

* Real-life examples to test practical thinking

* Body language and confidence while responding

A calm, composed and logical response often matters more than the "right" answer.

Common Mistakes Candidates Make

* Relying on memorised answers without understanding

* Giving extreme or rigid opinions

* Showing lack of awareness about their own background or resume

* Avoiding questions instead of admitting limited knowledge

* Overconfidence or unnecessary defensiveness

Interview boards appreciate honesty and learning attitude over guesswork.

How Candidates Can Improve Awareness

* Read newspapers and reliable digital sources regularly

* Stay updated with developments related to one's field

* Revise academic fundamentals and application-based concepts

* Reflect on personal experiences and lessons learned

* Practise articulating opinions clearly and concisely

Mock interviews and group discussions also help in improving awareness and expression.

Why Awareness Matters to Interviewers

Awareness indicates that a candidate is:

* Curious and proactive

* Capable of independent thinking

* Adaptable to changing environments

* Ready to engage responsibly in professional or public roles

For competitive exams like UPSC, awareness reflects administrative readiness, while in job interviews, it reflects workplace preparedness.

Conclusion

Interview boards assess awareness not to judge how much a candidate knows, but to understand how they think, perceive and respond. A balanced mix of knowledge, perspective, humility and clarity helps candidates leave a strong impression. Developing awareness is a continuous process and plays a vital role in long-term career success. more

Career development

 6d

Should you fake your résumé and lie in an interview? This laid off employee's experience has the Internet talking


Hiring bias against resume gaps is driving a surge in "strategic deception." Job seekers now use "ghost companies" and stretched dates to bypass picky recruiters. While some bypass shallow background checks, the risk of "at-will" termination remains high. As AI-driven verification evolves, these shortcuts face a narrowing window. For many, lying is a desperate response to a broken, unforgiving job... market.

For millions of white-collar workers, the post-layoff job market has become less forgiving and far more selective. Since 2023, U.S. employers have cut hundreds of thousands of corporate roles across technology, media, consulting, finance, and professional services. According to data from Layoffs.fyi and the Bureau of Labor Statistics, professional and business services alone have seen repeated waves of reductions, while hiring standards quietly tightened.

At the same time, recruiters increasingly treat résumé gaps as red flags. Even short periods of unemployment can trigger automatic rejections. That reality has pushed some job seekers into uncomfortable territory. One recently laid-off employee says they falsified parts of their résumé, passed a background check without issue, landed a solid job, and now has no regrets.

The story, shared widely online, has ignited a fierce debate. Is résumé embellishment a survival tactic in a broken hiring system, or a dangerous gamble that could backfire later? The experience offers a rare look at how modern background checks actually work, what employers prioritize, and why job gaps have become such a career liability in 2026.

The employee described nearly two years of unstable work after multiple layoffs. Contract roles. Underemployment. Long stretches without steady income. Each gap made job searching harder, not easier. Recruiters asked fewer questions. Interview callbacks slowed. Rejections came faster.

Faced with dwindling options, the worker altered employment dates at a real company and listed a second company that sounded legitimate but did not formally exist. The listed projects and skills were real, drawn from previous roles. A basic website backed up the listing. The goal was simple. Close résumé gaps. Get past automated filters. Reach a human interviewer.

It worked.

A job offer followed. Then came the background check. The employee expected problems. None came.

Hiring data shows that résumé gaps now matter more than ever. Applicant tracking systems often flag unexplained gaps longer than six months. Recruiters, overwhelmed by high application volume, rely on shortcuts. Continuous employment has become a proxy for reliability, even in industries rocked by layoffs.

In practice, this creates a contradiction. Companies conduct mass layoffs. Then penalize workers for being laid off.

Economists note that unemployment stigma rises during uneven recoveries. While overall job numbers may stabilize, white-collar hiring remains cautious. Employers prefer candidates who appear "currently employed," assuming they are lower risk and already vetted by another company.

This bias has consequences. Qualified candidates get screened out before interviews. Long job searches become self-perpetuating. And some workers begin to believe that honesty costs them opportunities they cannot afford to lose.

The most surprising part of the story was the background check result. Despite the altered résumé, the check came back clean. No calls were made to verify employment dates or job titles. No one contacted the listed references. Even the fake company phone number never rang.

This aligns with how many background checks actually work.

For non-executive, white-collar roles, checks typically focus on criminal history and identity verification. Employers want to reduce legal and safety risk. They want to know if a candidate poses a threat to coworkers or the workplace. Employment verification, when done, is often limited to confirming that a company recognizes the individual as a former employee. Dates and titles may not be deeply scrutinized.

Credit checks are also less common than many believe. They are usually reserved for roles with direct access to company funds, sensitive financial systems, or fiduciary responsibility. Most office jobs do not meet that threshold.

Industry insiders say many background check firms rely heavily on automated databases and employer self-reporting. Manual verification costs time and money. In a high-volume hiring environment, depth is often sacrificed for speed.

That does not mean all checks are superficial. Some companies do conduct thorough verifications. Smaller firms and regulated industries may dig deeper. But the process is far less uniform than job seekers assume.

The story has divided opinion online. Supporters argue that companies misrepresent job stability, growth opportunities, and even role responsibilities. They see résumé manipulation as a defensive response to an unfair system.

Critics warn that falsification carries long-term risk. If discovered later, it can lead to termination for cause. It can damage professional reputation. It may create stress for employees trying to maintain a fabricated work history.

Employment lawyers note that consequences depend heavily on company policy and intent. Minor date adjustments are often treated differently than fabricating credentials or licenses. Still, the risk is real.

What the story ultimately highlights is not just individual behavior, but structural pressure. A hiring market that punishes unemployment, relies on automated screening, and values optics over context encourages distortion.

For many workers, the takeaway is uncomfortable. In today's white-collar job market, being honest is not always rewarded. Being continuously employed often matters more than being truthful about how hard the last few years have been. more
3   

  • Steward Tony Pacheco

    42
    17h

    Do Not Lie! Period.

  • Ayiki Francis

    3d

    If its the only option you may have to secure the job, then u can try lying however, the side effects weighs heavier

Load more...

Kira Merriweather


Career development 3d
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   

  • Steward Tony Pacheco

    17h

    Well if you just want to be comfortable for the rest of your life, stay with the teachers gig and get burned out like many others in that field, then... you will have a pension which may not cover your developed lifestyle.

    You could also make more money freelancing as a "ME.INC" trainer and consistently build a network that will sustain your earning potential throughout the course of your business building speaker career.

    Those titles are Trainer, Teacher, Coach & Speaker which command attractive fees but is a learning process. You Must Think Big, Not Safe.

    But that ball is in your court. Everything takes training and action. You don’t really need motivation because one can motivate an idiot and all they would have is a motivated idiot. Training is key and faith in your abilities as a sharer of ideas.

    Expand on what you know already and learn, not to teach curriculum, but to train others in leadership success. It’s another world but it also helps those who want to train today’s youth.

    I suggest John C Maxwell Leadership Training which is where I decided to connect
     more

  • Stanley Anderson

    18h

    Retiring is a luxury unless you have a pension, many or at least one dedicated offspring, or are high earning. It makes no sense to plan your work... around retirement when you need more money now. If you cannot retire, so be it. However, don't bank on using a pension when you have outstanding debts and other desires that will make you resent the little comfort you'll have when you are old.  more

Load more...

Career development

 2d

Career Expert Warns Workers To Lie About 5 Specific Things During A Job Interview


Have a job interview approaching and need some advice? Look no further than Career Coach Anna Papalia, an "interview expert" who says that lying can actually help in a job interview if you know what to lie about.

The interview process is tricky, and it can be hard to know how to handle these complex chats. Instead of covering exactly what you should say during a job interview, Papalia advised... in a video what you should absolutely not say or do during an interview if you want to land the job.

Here are the 5 things you should lie about during an interview, according to an interview expert:

1. Where you see yourself in five years

"Nobody wants to hear you say that you see yourself in grad school or getting married and having babies," Papalia said, even if it is the truth. Employers want to know how much you truly want this job and that you can see it as part of your future. "What we want to hear you say is, 'I see myself here at this organization,'" she added.

An employer also often wants to find out if you're ambitious. Do you have clear-cut, realistic goals, and how motivated are you to achieve them? This can help the interviewer determine if your values align with those of the company and how you might perform as an employee.

2. Why you're looking for a job

Even if your reasoning for wanting a new job is due to your hatred of your previous job, you might want to refrain from disclosing that information to your potential future company. "Say something like, 'I've outgrown my position, and I'm looking for a new challenge," Papalia advised.

According to executive search specialist Leah Stevens, "You may feel your reasons for leaving are righteous and justified; however, the rule is simple -- Resist the urge and NEVER badmouth a previous employer. Why? Simply put, it raises too many questions and leaves a negative impression. The interviewer may even feel like you may have been part of the problem."

Don't bring up the negatives; focus on the positives. An interviewer will likely prefer someone who looks on the bright side, or can at least make it seem that way to a stranger.

3. Your feelings about your current boss and co-workers

"I don't care if you work for the worst, most micromanage-y boss in the world. We don't want to hear you talk about that in an interview," she said. "Especially if you're being interviewed by someone who might be your prospective boss." Employers want to know that they're hiring someone who can get the job done, regardless of how they feel toward those they are surrounded by.

Your professionalism, emotional intelligence, and discretion are all being put into the spotlight. It's okay to briefly acknowledge differences or challenges that you had with others, but you can easily spin it into a winning statement. Talk about what you learned or how you grew from the situation.

4. Your hobbies

Even if it's true, you might not want to tell your interviewer that you spend all of your free time watching Netflix when you're not working. "Please pick hobbies that sound professional and interesting," Papalia encouraged. Listing hobbies that say something about your personal or professional life will help you stand out among applicants.

Additionally, the interviewer may be checking to see if you'll be a good personality and culture fit within the team. Even if your hobbies aren't super relatable, show some enthusiasm about them! Perhaps you can even teach the interviewer a thing or two.

5. Your job description and title

In this case, it is appropriate to slightly embellish your resume and job duties to make you appear more impressive and more likely to get hired. "You can embellish it a bit, especially if you have been working above and beyond your job description and you haven't been getting paid for it," Papalia said.

Use this opportunity to give some context to what's listed on your resume. Bring up your relevant and transferable skills from your previous experience, and explain how they could apply to the job you want. more
2   

Career development

 18h

AIHeadshotGenerator.onlin - Try It Out and Tell Me What You Think


I've been working on a small project called AIHeadshotGenerator.online: https://aiheadshotgenerator.online/. It's a web app that lets you turn a regular photo into a cleaner, more professional‑looking headshot you can use on LinkedIn, résumés, or team pages.

The flow is simple: you upload a photo you already have, the app processes it, and you get a polished headshot with consistent framing and... lighting. The goal is to make it easy for people and small teams to improve their online profiles without booking a photoshoot or dealing with complicated tools.

I'd really like to understand how this feels from a user's perspective, so I'm looking for honest feedback on things like:

Whether the results look natural enough for professional use

How smooth (or confusing) the upload and generation flow is

What options you wish you had (backgrounds, styles, aspect ratios, etc.)

Because this involves personal photos, I'm also careful about how images are handled and stored, and I'm still refining that part based on expectations around privacy and security. If you're willing to try it, please run a photo through the site at https://aiheadshotgenerator.online/ and let me know in the comments what worked, what didn't, and what would make you comfortable using a tool like this regularly.

Thanks in advance to anyone who takes a few minutes to experiment with it and share feedback. more

Career development

 18h

Are all your job applications failing? It might not be you, but ghost listings and résumé black holes - The Times of India


For years, job seekers have been taught to internalise rejection. No callback? Fix the résumé. No interview? Improve the pitch. Silence? Try harder. But this familiar advice collapses under scrutiny. The modern job market is not just competitive, it is structurally misleading.According to new findings by LiftMyCV, a significant share of job listings that appear open and active are, in reality,... dormant. These so-called ghost jobs create the illusion of opportunity while absorbing time, emotional energy, and confidence. The failure, in many cases, is not the candidate. It is the system.LiftMyCV analysed 100,000 job IDs across LinkedIn, Indeed, and Greenhouse to understand how long roles stay live without meaningful activity. The results are stark. More than 40% of listings showed no evidence of human interaction for over 30 days, despite continuing to accept applications.In practical terms, nearly two out of every five jobs cluttering candidate feeds had effectively gone cold. No recruiter screening. No hiring manager review. No active decision-making.This aligns with broader public estimates that place ghost jobs at 30-36% of all postings. Employer surveys further suggest that roughly 40% of companies have listed roles they never fully intended to fill. At the same time, over 75% of résumés submitted through applicant tracking systems are filtered out before reaching a human reviewer.Together, these forces create what many candidates experience as a résumé black hole: effort goes in, nothing comes back.Most discussions around ghost jobs stop at frustration. LiftMyCV moves beyond anecdotes by measuring how long listings remain untouched while still appearing open. By comparing posting dates with human interaction signals, the analysis shows how opportunity decays quietly on major job boards.The insight is simple but powerful: not all listings deserve equal effort. Some roles show clear signs of active hiring, while others exist purely as digital residue. Treating every job post as real is no longer a rational strategy.Ghost jobs rarely begin as deception. They emerge when business reality changes faster than internal hiring processes. Budgets freeze. Teams restructure. Internal candidates are promoted. Yet listings remain live because no one is responsible for removing them.Automation worsens the problem. Posting a job across multiple platforms is effortless; closing it often requires manual approvals. As a result, dead roles spread faster than they are cleaned up.The other motivation is the pipeline construction. Most companies leave jobs vacant so as to receive resumes when necessary. Although this method is effective on paper, it transfers cost to the applicants, who spend time and effort submitting applications to non-existent jobs in any meaningful sense.This overtime sends trust erosion and contributes to disengagement throughout the talent market.Another area of analysis that LiftMyCV identifies is a more strategic application of job postings. In other industries, in particular in industries that are sensitive to investors or those that are VC-funded, listings are, literally, a publicity measure, rather than a personnel strategy.An extensive careers page has the ability to project expansion, calm stakeholders, and hint at momentum even in periods of hiring slugs. To applicants, it translates that the apparent recruiting work does not necessarily indicate the growth of the headcount.What is produced is a labour market which appears to be hotter than it actually is, which implies that applicants are going after jobs they were not intended to turn into offers.The distribution of ghosts is uneven. The findings of the research carried out by LiftMyCV emphasize the elevated levels in the fields of government, healthcare, education, information technology, and finance, which are predetermined by the lengthy approval procedures and fluctuating budgets, as well as by numerous pauses in the recruitment processes.However, the retail, hospitality, and construction business would tend to exhibit a stronger correlation between postings and actual hires. Their functions are need-based and are associated with urgent staffing requirements.This is important to the job seekers. Knowing how the sector works might be used to prioritise effort and minimise burnout.LiftMyCV is of the view that in seconds, candidates can filter risk by answering 3 simple questions: Is the listing proactively kept? Is the description clearly correspond to real current work?Does the narrative about hiring have broader behaviour that is supported by the company?Low intent is sometimes indicated by generic descriptions that are full of buzzwords, templates, and unrealistic skill requirements. So do those positions that can be rejuvenated with slight modifications, but no actual recruitments.Only posting dates cannot be relied upon. Numerous listings listed as new are just ghosts revived by robots and not new hiring plans.Automation separates applicants and the decision-makers, even where the roles are real. The manual, scattershot applications are becoming extremely inefficient, with only 2-3 percent of applicants usually securing an interview.LiftMyCV indicates the increasing popularity of AI-driven job search engines that assist job seekers with better-quality listings and applications on a large scale. It is not a change of application, but of application itself, with precision, and attention to areas where human activity has been shown to exist. more

Career development

 4d

GEN Z CORNER: Why it's getting harder to land a job


I used to think the scariest part of my final year on campus would be exams. Turns out it was something else: the silence. The kind that followed me from my hostel to graduation and then into real life.

During my final year, I would refresh my inbox at 2:17am for the fifth time, hoping for anything, only to find another no-reply rejection that began with We regret to inform you... I learned those... words before I even learned how to walk across a graduation stage. Two months after graduating, they are still showing up, like a habit I cannot shake.

Back then, everyone kept congratulating me as if I were approaching a finish line. But graduating did not feel like winning. It felt like being gently pushed off a cliff with a résumé in my hand and no clear place to land.

Statistics have consistently shown a gap between the number of graduates and the opportunities available. Most jobs are created in the informal sector, which deprives graduates the salaries and benefits they seek.

"The job market is tough," people said during my final year, and they are still saying it now -- an expression I have learned is adult code for good luck surviving.

My days now look like this: Wake up, open LinkedIn, scroll past motivational posts from CEOs who dropped out of college in 2008 and somehow bought houses at 23, then apply for jobs that ask for "entry-level" candidates with five years of experience and "a demonstrated track record of impact".

One posting I saw last week wanted a fresh graduate who could code, design, manage clients, analyse data and "thrive under pressure". The compensation? An unpaid internship with "exposure".

This is not just personal frustration. Gen Z entered the workforce during a perfect storm: post-pandemic layoffs, inflation, automation and companies quietly deciding that one overworked employee can do the work of three.

We were told to study hard, get degrees, build portfolios and network aggressively -- and we did. Now we are being asked why we are surprised that the system is not catching us when we jump.

What makes it harder is the emotional whiplash. On campus, I was told I was "employable", "articulate" and "full of potential". Online, I am one of thousands of applicants for a junior role that may never be filled. I once tailored a cover letter so carefully it felt like writing a love confession. Two weeks later, I received an automated rejection at 6.04am. That was the entire exchange.

'TARMACKING' TESTIMONIES

Some people believe Gen Zs are simply impatient, that we expect too much, too soon. There is some truth to that. We grew up watching 20-year-olds online buy luxury cars and call it "passive income".

But impatience is not the same as entitlement. What we want is stability. Health insurance. Pay cheques that are not swallowed in full by rent. Work that does not require sacrificing every weekend and ounce of self-worth.

I have met Gen Zs who adapted by abandoning the white-collar path altogether. One of them, 26-year-old Denson Wanjala, spent three years applying for corporate jobs after graduating.

"I did everything right," he told me. "Internships, certifications, networking events where I smiled until my face hurt. After the 200th rejection, I just snapped."

He invested his savings in a small perfume business, blending scents in his bedsitter and selling online. Today, it is profitable. "The job market didn't want me," he said, "so I made my own door."

Stories like his are often shared as inspiration, proof that hustle culture works. But for every success story, there is someone still waiting.

Salome Mukami, a 29-year-old Gen Z graduate with a Master's degree, has been searching for a job for five years. "At first it was optimism," she said. "Then it was embarrassment. Now it's just routine. I apply, I get ghosted, I try again."

She survives on occasional gigs while her degrees sit unused. There is no viral pivot, no triumphant ending.

REALITY CHECK

Both stories are valid. Both reflect the Gen Z experience. Together, they expose a common misconception: That the problem lies in individual effort rather than a broken pipeline between education and employment.

The broader issue is not that Gen Zs do not want to work. It's that work, as currently structured, does not want us, at least not on humane terms. Employers want loyalty without security, flexibility without benefits, and passion without pay. We are told to be grateful for "learning opportunities" while student loan interest quietly grows.

I am skeptical about my chances of securing a job, not because I lack ambition, but because I have watched too many capable people stall at the starting line.

Still, skepticism is not surrender. It is a refusal to accept comforting myths. If Gen Z sounds angry, anxious or sarcastic, it is because we can see the gap between what we were promised and what is actually on offer. more
2   

  • Stanley Anderson

    18h

    Yes, we were promised a society but got a corporate relationship instead. Buy into the fact that you are a going to be a wage slave and focus on... trying to build relationships with friends and family.  more

  • Adreena Arnold

    3d

    maybe it’s cuz you use AI lmao. but you can’t just get a degree and expect work. you gotta apply literally every where and then work your way towards... where you wanna go  more

Load more...

Career development

 23h

MLB opens doors to future baseball leaders on National Girls & Women In Sports Day


NEW YORK -- Every year, National Girls and Women In Sports Day recognizes trailblazing women in the sports world. But a crucial part of this annual celebration is to show young girls and women that they can become the next wave of trailblazers, and to help them along in that journey.

On Wednesday, Major League Baseball welcomed 56 women to its Manhattan headquarters for a day filled with... workshops, panels, professional development and networking. The day began with welcome remarks, followed by smaller breakout sessions in which department reps discussed their career paths, what they do at MLB and advice for pursuing careers in sports.

A wide variety of departments were represented, including on-field baseball operations, content, baseball and softball development, and communications. Several club reps were on hand in addition to MLB employees, including Salem Ridge Yaks assistant GM Blair Hoke, chief operating officer of USA Softball Allison Takeda Flaig and D-backs senior director of membership sales and service Jamie Roberts. These presentations varied from slide decks to Q&A sessions, but all were filled with insight into the gears that make the baseball industry turn.

In their session covering on-field baseball operations at MLB, Julia Hernandez and Raquel Wagner discussed everything from communicating about in-game actions and with umpiring groups to the grueling schedule of working in baseball ops. Both emphasized that a big part of a baseball career is that, quite often, they need to plan their lives around the game schedule.

"We're playing on nights, we're playing on weekends, we're playing on holidays," Wagner said. "We have to be available for those things. We have to be around, and especially when you're starting off early in your career, you need to make yourself available during those times. I can't stress that enough. ... If you are working hard, I promise you, somebody is noticing."

They also gave valuable résumé advice to the wide-eyed participants, which was echoed in later sessions. Hernandez implored everyone to think about transferable skills from their sports experience, even if it's in something like tennis or field hockey, and consider how these skills have prepared them to embrace a career in baseball. Wagner emphasized that résumés submitted for baseball ops roles might go through several rounds before they reach assistant GMs and GMs, and urged participants to make sure their résumés are mistake-free with consistent, clear formatting to put their best feet forward.

Get the Latest From MLB

Sign up to receive our daily Morning Lineup to stay in the know about the latest trending topics around Major League Baseball.

Sign up

After a lunch break, the participants toured MLB's replay room facilities to get a peek behind the curtain of how MLB HQ communicates with umpires during in-game challenges.

The afternoon consisted of two more panels further spanning the baseball world. The first was titled "Women in the League" and featured Mets Double-A hitting coach Rachel Folden, A's player development coordinator/MLB Girls Baseball Ambassador Veronica Alvarez and Double-A announcer Emma Tiedemann. The second focused on women in senior business roles at MLB and featured SVP and head counsel of business and technology Sarah Horvitz, VP of MiLB business operations Allison Creekmore and VP of media business development and strategy Alex Cadicamo.

In the second panel, the participants all touched on no two days being the same while working in baseball, collaborating closely with other departments and the subject of leadership. Creekmore noted that leadership "doesn't always come with a title" and that emotional intelligence is a critical skill for being a good leader. Horvitz added that in her legal group, "self starters and self learners" are highly valued among prospective applicants.

As one of her final points, Cadicamo encouraged all in attendance to "be a student of sports" and "read as much as you possibly can" as they begin their careers, emphasizing that understanding how the industry operates at a deep level will set them up for success.

The day ended with a professional development presentation, followed by closing remarks and a networking session. The participants left MLB HQ with new industry contacts, detailed insight into the baseball world and actionable steps for embarking on a sports career.

"MLB having an event like this is super important because it gives women the ability to become professionals in baseball working in different departments, and it allows women to connect better with the sport," said Lauren Vuorinen, who attended the event. "It really puts a foot in the door in saying that we belong here and this is how we're going to expand on the sport, and hopefully make it even bigger." more

Career development

 1d

How to Build a Résumé Screening System Using Python and Multiprocessing


Hiring the right candidate starts with one time-consuming task: screening résumés. If you've ever posted a job opening, you know the pain of hundreds of applications in your inbox, leaving you to spend hours reviewing each résumé manually.

In this article, you'll build a résumé screening system using pure Python, focusing on core programming concepts and the power of multiprocessing. You'll... create a custom system that automates the evaluation process by transforming unstructured résumé documents into a ranked leaderboard.

By the end of this guide, you will:

By following this tutorial, you'll build a tool capable of processing hundreds of résumés in seconds.

Here's the source code: GitHub Repository

To follow along with this tutorial, you should have:

In this guide, you'll develop a system that takes a folder of résumés and a Job Description (JD) as input. The system processes each résumé, extracts relevant information, and calculates a score based on how well the candidate matches the job requirements.

This approach ensures that essential skills carry more weight than secondary keywords.

This system evaluates résumés using predefined criteria instead of subjective judgment. Each résumé is scored based on the same set of required skills, preferred skills, experience indicators, and keywords.

Because all candidates are evaluated using the same weighted formula, personal factors such as writing style, formatting, or unconscious preferences don't influence the ranking. The scoring logic focuses only on how closely a résumé matches the job requirements.

By normalising the evaluation process, the system promotes more consistent and objective screening, which helps reduce bias during the initial résumé review stage.

The system follows a simple input-process-output flow.

Résumés and the job description are provided as inputs. The Résumé Parser extracts text from each résumé, while the JD Parser identifies required and preferred skills from the job description.

The extracted résumé text is then passed to the Keyword Extractor, which matches skills and keywords using a predefined taxonomy.

Finally, the Scoring Engine applies a weighted formula to calculate a score for each candidate and outputs a ranked list of résumés.

The project is organised into clear, modular directories. Parsing logic, keyword extraction, and scoring are separated into their own folders, while configuration files and data are kept isolated. This structure keeps the codebase easy to navigate, maintain, and extend.

Create the folder structure and set up a virtual environment:

Then go ahead and activate the virtual environment:

Install the required dependencies like this:

The résumé parser handles different file formats by using a separate extraction method for each type.

For PDF files, the parser opens the document page by page and extracts text from each page using a PDF reader. The extracted text is combined into a single string for further processing.

For DOCX files, the parser reads each paragraph in the document and joins the paragraph text into one block. This ensures consistent text output regardless of the résumé format.

By combining all résumés into plain text, the parser allows components such as keyword extraction and scoring to work efficiently.

File:

This project uses a résumé dataset from Kaggle to ensure the logic works with real-world professional data. The keyword extractor identifies skills by scanning the résumé text.

The résumé text is first converted to lowercase so that matching is case-insensitive. A predefined skills taxonomy stores each skill along with its possible variations. The extractor checks the résumé text against these variations to find matches.

Word boundaries are used during matching to avoid partial matches, such as matching "Java" inside "JavaScript". Matched skills are stored in a set to prevent duplicates.

This approach ensures consistent and controlled skill detection across all résumés.

File:

To produce objective rankings, the system uses a weighted scoring formula.

The scoring engine calculates a final score for each résumé using weighted values.

It counts how many required skills, preferred skills, experience indicators, and keywords appear in a résumé. Each count is multiplied by its assigned weight, with required skills contributing the most.

The weighted values are summed to produce a single score. Résumés are then sorted by this score to generate a ranked list of candidates.

Streamlit provides a simple web interface for interacting with the résumé screening system.

The text area allows users to input a job description, while the file uploader lets them upload multiple résumé files. When the button is clicked, Streamlit triggers the backend logic to parse résumés, extract data, and calculate scores.

The results are then displayed in the browser, allowing users to run the screening process without using the command line.

Below is an example of a job description you can use to test the system:

This input helps the system identify required skills, preferred skills, and experience keywords, which are then used by the scoring engine to rank résumés.

In this tutorial, you've built a complete résumé screening system from scratch using Python. By combining text processing, structured scoring, and automation, this project demonstrates how manual résumé screening can be transformed into an efficient and objective workflow.

This system helps reduce bias, save time, and evaluate candidates more consistently. Happy coding! more

Career development

 1d

Entitled job candidate Colin demands to be hired because of "old connection": 'I'm entitled to it because we both know people in common'


This job interview ended on an awkward note because the candidate suddenly declared he was "entitled" to the job!

A lot of us fret over job interviews, and the thing is, you can look up advice about them, right? But so much of the advice you'll find is contradictory. Some people will tell you to add colors and a photo to your resume, while others warn to never ever do that. Some people will tell... you to show up as early as possible, but other schools of thought say that it's needy to show up 20 minutes in advance. And when it comes to the actual talking part of the interview, the advice is so specific to each job and person that it's all but useless.

However, I think this kid got some advice from his Dad... but he just wasn't savvy enough to carry out his plan without being super obvious about the big thing he was asking. Clearly, his Dad had mentioned that this kid had some kind of friend of a friend of a friend connection to the interviewer, and could possibly leverage that. But, as young people are wont to be, this kid just messed it up. He was probably prompted to mention the brief connection in a "wow, small world!" kind of way. He could've easily said, "Oh yeah, my parent remembered your name because of this and that, isn't that interesting!"

See, that would've made this kid stand out at the very least, because the hiring manager probably went and did some internet sleuthing afterwards to check up on people he probably hadn't thought about in a while. However, this job candidate proceeded to botch the interview about as badly as he possibly could. You should never just tell the interviewer out right that they must hire you. You're supposed to prove your skillset, show that you're a pleasant person who's easy to be around, and still impress upon the interviewer that you're interested in the role.

I hope that this kid and the interviewer can both look back on this and laugh! If the kid isn't truly 100% entitled, he might've been hugely embarrassed by this faux pas. Let's hope he learnt a lesson so that he can actually build himself up in a career instead of leaning on Daddy's old connections to prop him up. more

Career development

 1d

US UK Tax Senior


US/UK Tax Senior

You will be joining a forward-thinking practice that values innovation and strategic thinking, providing a supportive work environment with a focus on mentorship and collaboration. The firm is committed to employee well-being and work-life balance.

Opportunity:

- Exceptional career development opportunities

- Comprehensive training programs

- Full study support for ATT and EA... qualifications

- Exposure to a diverse and high-profile client portfolio

Role Description:

- In-depth involvement in both US and UK tax compliance and advisory work

- Preparation of complex personal tax returns for high-net-worth individuals

- Active engagement in client communications, addressing and resolving enquiries

- Assurance of compliance with all filing deadlines and accuracy of tax records

- Collaboration with other departments to provide integrated tax services

Candidate Profile:

- Minimum of 2-3 years of dedicated experience in US/UK tax practices

- Progression towards ATT/EA qualifications, with a strong commitment to complete

- Demonstrated proficiency with advanced tax software and digital tools

- Excellent interpersonal skills, with the ability to work cohesively within a team environment

- A proactive approach to problem-solving and continuous improvement

Career Advancement:

- Clear pathway to higher roles such as Assistant Manager, based on performance

- Opportunities for professional development through internal and external training sessions

- Access to a global network of tax professionals and industry experts

Interested candidates are invited to submit a detailed CV and cover letter. Applicants should highlight relevant experience and qualifications in relation to US/UK tax. more

Career development

 1d

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

 1d

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

 1d

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

Career development

 1d

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


(Sponsored -- Trade REITs & stocks with professional tools and real-time market data)

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