Career development

 5d

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

    40
    4h

    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

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Kira Merriweather


Career development 2d
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

    4h

    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

    6h

    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

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Career development

 1d

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   

Anonymous member


Career development 12h
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

  • Steward Tony Pacheco

    5h

    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

  • Bob Walters

    5h

    You *Can’t sue the police (typo)

Load more...

Career development

 11h

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.

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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

 13h

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

 18h

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

 19h

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

 4d

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   
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Career development

 21h

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

 21h

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

 23h

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

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


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

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

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

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

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

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

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

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

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

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

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

Career development

 1d

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


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

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

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

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

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

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

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

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

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

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

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

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

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

Career development

 1d

Traditional Resume Creation PDF & Word


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

Career development

 1d

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Monica Hills


Career development 3d
Hey everyone! I’m a mom on maternity leave. I’ve been home for a year already. My job was expecting me to come back on March 1, but I’m pregnant again and told them I’m going on maternity leave again, so I won’t be returning yet.
They said I can stay home for 4 more months and then that’s it, otherwise they’ll fire me.
Is that even allowed? Can they fire someone who’s pregnant and on maternity... leave? Thanks!

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3   

  • Nelson Okot

    1d

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

  • Alix Moore

    1d

    Entitled… Your fired!

    1
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Career development

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

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

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

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