Career development

Anonymous member

18h

It’s become basically impossible to work. The experienced boss retired, and now they put a 28-year-old woman in charge who doesn’t seem to know the job. It feels like a mess. It’s awkward to report to someone so young, and everyone else has more experience than she does. Do you think they’re just trying to make the company younger or is it better not to question why she got the position?

Danielle Lee
1h
Whether we like it or not the workforce has always been getting younger. There was a point where we were the young new person in the office with the... "little experience" in a position that may have been bigger than us. We persevered and so will this person...and so will you. Use your experience to complete the tasks set for you. Understand that change, demography and workplace structure are ever changing. Generational gapping is not new, it's just new to you at this stage. Why they got the position is none of your concern. You are there to do a job, so do it. Fretting about the why someone else's path is what it is is none of your concern. Focus on what you need to do to maintain your home and lifestyle and the day to day will get easier. Hope this helps. more
1
atibuni godfrey
3h
Sorry to say that, you had assumed that job belonged to you just coz of your experience and perhaps age and you feel let down but thats not how things... work. Appreciate and respect your boss even if she were your daughter. Use your experience to guide her to do the right thing. Don't let your ego drag you down. I have for onve mentored a small boy who later became my boss' boss and do you how fulfilling it felt to me? more

Katherine Martin

Career development

4d

I started a job at a small logistics company and on my first day I saw I’m the only woman there. The team is all men and it feels a bit strange. Everyone is polite, helpful and friendly. But I still feel nervous. I keep waiting for something bad to happen. Do you think I’m just overthinking or is something wrong with this company?

2

Excellence Osuolale Victor
5h
It's a logistic company not skincare
Twesige Nicholus
23h
Nothing bad can happen only expect much care only.

Jamie Bowen

Career development

1w

I hired a new team member, he’s about 40. At the interview he seemed polite and easy to talk to, and for the first two weeks he worked well with clients. But lately he’s been getting more and more irritable, and even started snapping at customers. I understand he might be tired from a new job, but I’m not sure, will he settle down soon? Or will it get worse, and should I start looking for someone... who handles people better?
What do you think?

more

5

Faustine Musau
9h
Before jumping to replacement, it’s worth having a direct but calm conversation. Not accusatory but just factual and focused. For example, you can... point out specific instances where he snapped at clients and explain clearly that this affects business and cannot continue.
Then listen. His response will tell you a lot: more
Gladys E. Bustos
18h
Sit him down. Time to give feedback. Is he on probation? How is he contributing to the direction of the business!!!

Anonymous member

Career development

1w

Please how do you cope with non-chalant staffs as a senior colleague. Staffs that are so complacent when you give them task to do and are always full of excuses but they are good at their skills, i mean they are very good at what they do.

2

Gladys E. Bustos
18h
Job description. Feedback. Meetings to strategize.
George Kariuki
1d
take them to training, team building, and conference to give them time to be enlighted on new things in career and to relax away from work

morris ogwal

Career development

3d

Am supposed to share my monthly reports with two seniors (technical advisor and general manager), basically writing one report and sharing. The two have their ego issues, and each of them wants different reporting formats and all of them wants me to write to them and just copy the other. am now forced to wtrite two reports and sending to each separately which is so tiring and consumes time. kindly... help more

1

Gladys E. Bustos
50
18h
Sit with both and get feedback. Enough wondering. Thank them for sitting with you. Ask about your work and how it contributes to the direction of... company? Either you are a value or not!! more
Francis Apisawu
1
23h
Just comply with their requests. You may feel overwhelmed, but do so without complaint. This is a training opportunity that will yield results in the... near future, making it a valuable personal experience. more
1

Career development

20h

Man Spent Months Applying For Jobs And Preparing For Interviews, But He Felt Burned Out And Questioned If Low Wages And Stress Were Ever Worth It

Job hunting shouldn't feel like full-time work.

The following story involves a man who has spent months applying to jobs and preparing for interviews.

But he faced confusing questions and constant rejection.

Even when he gets offered a job, he's often met with unpromising benefits.

Read the story below to find out more...

The number of times I have been lied to, gaslit, and asked the... stupidest goddamn questions during the job application process is uncountable.

It is so stupid.

Anyone with the slightest bit of intelligence or humanity can clearly see that there is something wrong with this entire thing.

This man spent months trying to ace job interviews.

This is not the way to vet job seekers. You get to the interview.

They continue to ask you incredibly stupid and specific questions.

If you make even the slightest misstep, you feel like a goddamn idiot.

I have spent months studying for some interviews.

I do not do that anymore.

Then, when one gets hired, they are welcomed with a low salary and stress.

Ninety-nine percent of the time, you just will not get it.

Then, when they say you get the job, there are low wages, overwork, stress, and little personal time.

Is any of this nonsense worth it?

With how much inflation we have had, the last three years of job applications I have been doing have actually cost me money.

Let's find out what others have to say about this.

A UX designer shares their personal thoughts.

This person gives their honest assumption.

This one chimes in.

Finally, here's another valid point.

Sometimes, applying for jobs feels like a job itself.

If you liked this post, check out this story about an employee who got revenge on a co-worker who kept grading their work suspiciously low. more

Career development

20h

Why More Professionals Who Can't Land A Job Are Pivoting To Sales Consulting

Add Yahoo as a preferred source to see more of our stories on Google.

For months, many professionals have followed the standard playbook: apply to roles, tap their networks, revise their résumés and wait for traction. Increasingly, that effort is yielding little return. The disconnect isn't just anecdotal. According to the U.S. Bureau of Labor Statistics, the average duration of unemployment rose... to over 21 weeks in early 2026, reflecting a labor market where hiring cycles are longer and opportunities are less accessible than they were just a year ago.

That stagnation is forcing a shift in behavior. Instead of continuing to chase traditional employment, more workers -- particularly millennials -- are rethinking how they generate income altogether. One path gaining traction is sales consulting: packaging existing skills into services that businesses will pay for directly.

"People are looking at their job titles instead of their skill sets," says entrepreneur and business strategist Erika Vassell. "But what they do every day -- the small things -- that's what people will pay for."

From Job Titles to Revenue Streams

She explained that corporate roles tend to bundle multiple functions under a single title. A manager might oversee hiring, scheduling, operations, and team performance, yet only identify with the title itself when searching for their next opportunity. In a tighter market, that framing becomes a limitation.

Vassell encourages young professionals to break those roles apart and evaluate the individual components. A former tech manager, for example, may struggle to land another leadership role immediately, but their ability to build workflows, organize teams, and manage processes is independently valuable. Those capabilities can be repositioned as services that companies -- especially smaller or scaling ones -- need immediately.

"You might think you're just managing a department," she says. "But setting up a system for a team, organizing operations -- those are services businesses need right now."

This reframing aligns with broader workforce trends. The number of independent workers in the U.S. has steadily increased, with McKinsey estimating that up to 36% of the workforce now participates in some form of independent or freelance work. What's changing is not just the volume, but the type of work being done -- more professionals are leveraging specialized expertise rather than general gig labor.

Why This Shift Is Accelerating

Several factors are converging to accelerate this pivot. Return-to-office mandates have reduced flexibility, hiring freezes have narrowed openings, and compensation growth has slowed across sectors. At the same time, companies are increasingly open to fractional or contract-based roles as a way to control costs while maintaining access to expertise.

That shift creates an opening for professionals who are willing to reposition themselves.

"If you've been trying for months and nothing is changing, you have to ask yourself if it's time to try something different," Vassell says.

For many, the decision is less about ambition and more about necessity. A prolonged job search often comes with financial pressure, which makes the idea of generating income independently more compelling -- even if it feels unfamiliar.

Rethinking Sales as a Skill

One of the biggest obstacles to this transition is perception. Sales is often associated with pressure tactics or aggressive persuasion, which discourages professionals who don't identify with that approach.

Vassell reframes the concept entirely. She describes sales as an extension of problem-solving, rooted in understanding what someone needs and offering a clear solution.

"Selling is serving," she says. "If you focus on how you can help someone, instead of worrying about yourself, it changes everything."

That perspective expands the pool of people who can realistically pivot into consulting. Many professionals already perform sales-adjacent functions -- pitching ideas internally, managing client relationships, or improving processes -- without labeling it as such. Recognizing those activities as transferable skills is often the first step.

Where Career Pivots Break Down

Not every transition to consulting gains traction, and the reasons are consistent. One of the most common missteps is positioning. Professionals frequently lead with their past employers rather than articulating what they can solve.

"They keep saying, 'I used to work for this company,'" Vassell says. "But they're not telling people how they can help them now."

That gap makes it difficult for potential clients to understand the value being offered. Clear positioning -- defining a specific outcome you can deliver -- matters more than credentials alone.

Another issue is overcomplication. Vassell explains that many people assume they need a fully built brand, a large audience, or a detailed business plan before they begin. In practice, early traction often comes from identifying one specific service and offering it to a targeted group.

"It could be something as simple as organizing systems for a small business," Vassell says. "That alone is something people will pay for."

The Psychological Barrier to Starting

If the mechanics are relatively straightforward, the hesitation is often psychological. Fear -- of failure, rejection, or judgment -- can delay action indefinitely.

"What will people think if I don't have a traditional job?" is a concern Vassell hears frequently from clients.

That fear can manifest in subtle ways: excessive planning, underpricing services, or avoiding outreach altogether. According to a 2025 LinkedIn Workforce Confidence survey, nearly 60% of professionals reported hesitation about pursuing independent work due to income uncertainty and social perception, even when they had marketable skills.

Overcoming that barrier requires a shift in focus. Rather than centering on personal risk, Vassell encourages clients to think about the value they can create for others. That reframing helps move the conversation from self-doubt to service.

Income Stability Without a Salary

Concerns about inconsistent income remain one of the biggest deterrents. Without a predictable paycheck, many professionals hesitate to fully commit to consulting.

Vassell challenges the assumption that traditional employment offers more security. Layoffs and restructuring have made it clear that stability in corporate environments is often conditional.

"A job isn't the safety net people think it is," she says.

Building income independently requires strategy, but it can also create more control. Instead of relying on a single employer, consultants can diversify their client base and scale their earnings over time. Research from Upwork indicates that skilled independent professionals often surpass their previous salaries within two years of consistent consulting work, particularly in specialized fields.

A Shift in How Work Gets Done

The growing interest in sales consulting reflects a broader change in how work is structured. Skills are becoming more valuable than titles, and adaptability is becoming more valuable than tenure.

For millennials in particular, this shift aligns with evolving priorities. Flexibility, autonomy, and sustainable workloads are increasingly non-negotiable. The traditional model -- where stability is tied to a single employer -- is being replaced by a more fluid approach to income and career growth.

For professionals navigating a stalled job search, the takeaway is practical. The first step isn't necessarily building a brand or launching a business; but it could look like first identifying what you already know how to do and translating that into a clear outcome for someone else.

"Write down what you're good at -- what you actually enjoy doing," Vassell says.

From there, the path forward becomes less about waiting for an opportunity and more about creating one.

This article was originally published on Forbes.com more

Career development

23h

Retention Over Recruitment: The Rise of Talent Management Platforms | Knowledge Hub Media

HR leaders, talent development teams, business decision-makers, and managers looking to improve employee retention, engagement, and performance.

Hiring is no longer the hardest part of building a strong workforce. Keeping employees engaged, productive, and growing within your organization has become the real challenge. As turnover costs rise and employee expectations shift, companies are... investing more heavily in talent management platforms that prioritize development, performance, and long-term retention over constant recruitment cycles.

This shift is changing how organizations think about Human Capital Management. Instead of focusing primarily on acquiring talent, businesses are building ecosystems designed to nurture, measure, and evolve their workforce over time. Platforms like Cornerstone OnDemand, Lattice, 15Five, and SAP are leading this transformation by focusing on performance management, learning, engagement, and employee growth.

The modern workforce is no longer satisfied with static roles and annual performance reviews. Employees expect continuous feedback, personalized development paths, and opportunities to grow within their organization. Companies that fail to provide this experience are seeing higher attrition rates and lower engagement across teams.

Talent management platforms address this by creating structured systems for performance tracking, learning, and career development. These tools allow HR teams and managers to move beyond reactive processes and instead build proactive strategies that keep employees aligned, motivated, and invested in their roles. The result is not just better retention, but stronger overall business performance.

While all four platforms operate within the same category, each takes a slightly different approach to solving the talent management challenge.

Cornerstone OnDemand

Cornerstone is heavily focused on learning and development, making it a strong choice for organizations prioritizing upskilling and reskilling. Their platform combines learning management with performance tracking, allowing companies to tie employee growth directly to business outcomes. What sets Cornerstone apart is its deep content ecosystem and AI-driven learning recommendations, which help personalize development at scale.

Lattice

Lattice centers its platform around performance management and employee engagement. It offers continuous feedback tools, goal tracking, and structured performance reviews that help managers maintain alignment across teams. One of Lattice's standout features is its emphasis on connecting performance data with engagement insights, giving organizations a clearer picture of employee sentiment alongside productivity.

15Five

15Five focuses on employee engagement and manager effectiveness. Its platform is built around frequent check-ins, lightweight performance tracking, and coaching tools designed to improve communication between managers and employees. What makes 15Five unique is its strong emphasis on human-centered management, helping leaders build stronger relationships rather than just tracking metrics.

SAP (SAP SuccessFactors)

SAP brings talent management into a broader enterprise context through its SuccessFactors suite. It integrates performance management, learning, and workforce analytics into a single ecosystem that connects with core HR and business systems. SAP stands out for its scalability and data depth, making it ideal for large organizations that need to align talent strategy with broader business operations.

Despite their differences, all four platforms share a common foundation. They provide tools for performance reviews, employee development, and engagement tracking, all of which are essential to managing the full talent lifecycle. Each platform also supports continuous feedback models, replacing outdated annual review processes with more dynamic and ongoing performance conversations.

Another shared strength is their ability to centralize employee data related to growth and performance. This gives HR leaders better visibility into skill gaps, high performers, and areas where intervention is needed. By consolidating this information, organizations can make more informed decisions about promotions, training investments, and succession planning.

The biggest differences between these platforms come down to focus and scale. Cornerstone leans heavily into learning and development, making it ideal for organizations prioritizing training and certification programs. Lattice and 15Five are more focused on engagement and performance, offering tools that are easier to implement and often better suited for mid-sized companies or teams looking for quick adoption.

SAP, on the other hand, operates at an enterprise level, offering deep integrations and advanced analytics that support complex organizational structures. While it may require a larger investment and longer implementation timeline, it provides a level of insight and scalability that smaller platforms may not match.

The growing importance of talent management platforms reflects a broader shift in workforce strategy. Recruiting will always be important, but it is no longer enough to sustain long-term growth. Companies are realizing that developing and retaining existing employees is more cost-effective and strategically valuable than constantly replacing them.

This shift is also being driven by data. Organizations now have access to detailed insights into employee performance, engagement, and development, allowing them to identify risks before they lead to turnover. Talent management platforms are turning this data into actionable strategies, helping businesses build stronger, more resilient teams.

Talent management is no longer a secondary function within HR. It is becoming a core driver of business success, influencing everything from employee satisfaction to overall productivity. Platforms like Cornerstone, Lattice, 15Five, and SAP are helping organizations move beyond traditional HR practices and build systems that support continuous growth and engagement.

As the workforce continues to evolve, the companies that invest in their people will be the ones that stand out. Talent management platforms are not just tools for HR teams, they are strategic assets that shape the future of work. more

Career development

2d

'We're almost done, but are you planning to get married?' Candidate walks out of job interview after HR asks about 'family planning situation'

'We're almost done, but are you planning to get married?' Candidate walks out of job interview after HR asks about 'family planning situation' The conversation begins like a typical hiring conversation. The HR representative appears satisfied with the candidate's performance and says, "Everything looks great. Your technical assessment was strong, the team loved you, and I think we're almost done... here."

An online job interview has sparked a debate about workplace boundaries after a candidate declined a job offer over personal questions about marriage and family. The conversation, posted by a career advisor, shows the chat turning from positive to uncomfortable, and ends with the candidate calmly walking away.

The conversation begins like a typical hiring conversation. The HR representative appears satisfied with the candidate's performance and says, "Everything looks great. Your technical assessment was strong, the team loved you, and I think we're almost done here."

The candidate responds positively, saying they enjoyed the process and seemed ready for the next step.

But just before closing, the HR introduces what they call a "final question", "Just one last question before we wrap up... Are you married?"

When the candidate questions the relevance, the HR continues probing: "And if not, are you planning to get married soon?" The explanation offered is that it is "for planning purposes," suggesting that life events like marriage or children "can affect work."

The candidate then directly asks whether the question is about plans to have children. The HR responds by saying they need to understand the "family planning situation for team planning purposes" and describes it as a "standard question for all our hires."

They further justify it by referring to "long-term stability" and "important clients and projects that demand long-term stability."

The tone shifts as the candidate pushes back. They respond, "I'm not comfortable answering this question as it's not legally appropriate for hiring decisions."

The candidate adds that hiring should be based on professional ability, not personal life choices. The moment becomes decisive when they say the question has changed how they see the company's culture and decline to continue with the process.

HR : Everything looks great. Your technical assessment was strong, the team loved you, and I think we're almost done here.

Candidate: Glad to hear that. I've enjoyed the process.

HR : Just one last question before we wrap up.

Candidate: Sure.

HR : Are you married?

Candidate: Sorry?

HR : And if not, are you planning to get married soon?

Candidate: I'm not sure I understand why that's relevant to the role.

HR : We just like to understand these things for planning purposes.

Candidate: Planning for what exactly?

HR : Well, marriage, children, family changes... those things can affect work.

Candidate: So this is really about whether I'm planning to have children?

HR : We just want to know your family planning situation for team planning purposes.

Candidate: I'm not comfortable answering this question as it's not legally appropriate for hiring decisions

HR : This is a standard question for all our hires

Candidate: This still doesn't change the fact that it crosses a line.

HR : We're just trying to understand long-term stability.

Candidate: My ability to do the job should be measured by my skills and experience, not my marriage plans or whether I want children.

HR: We've important clients and projects that demand long-term stability

Candidate: Honestly, that question changes how I view this company completely.

HR : Let me know if we moving forward .

Candidate: No, Thank you. I have concerns about a company culture where such questions were considered acceptable.

The post presents the exchange as a scenario, but its impact lies in how familiar the situation feels to many job seekers. Questions around marriage and family, though often unofficial, continue to surface in hiring conversations. It puts a spotlight on where professional evaluation ends and personal intrusion begins.

The conversation has drawn strong reactions online, with many users siding with the candidate's response.

One commenter wrote, "There are questions that are not necessary, and this is one. If I were him, that's the way I'd answer."

Another said, "Any company asking about marriage and kids in 2024 is basically admitting they have zero respect for boundaries or basic labor laws."

A third added, "Well in this kind of situation every candidate should leave quietly... and in actual they are already married mostly ."

Another bluntly remarked, "HR is always selfish."

As the clip continues to circulate, it has sparked a broader discussion about what employers can and cannot ask during interviews. Many users pointed out that such questions, even if framed as planning needs, risk crossing into personal territory that should remain off-limits.

At the same time, others highlighted the candidate's calm and composed response as an example of how to handle uncomfortable situations without confrontation.

The reactions suggest it reflects a real and ongoing issue in hiring practices. For many professionals, the chat has become less about one interview and more about a larger question, how much of one's personal life should matter at the workplace door.

For now, the clip continues to travel across timelines and places, serving as a reminder that sometimes, saying no can be as important as landing the job. more

1

Twesige Nicholus
1d
Sometimes it depends to the organisations interests, so high level of maturity and thinking is needed to answer such a question.
Nuwamanya Patrick
1
1d
i find no problem in positively respond to the question if i were the candidate,because so contracts come with benefits ,for instance medical... insurance,housing,transport etc .So the company would be in a better position to catch biodata of the employee right from the start. I submit. more

Career development

1d

Making a university people strategy real

The success of any plan to improve the working culture of a university depends far less on how it is written and far more on how it is interpreted and applied by teams and departments. Change is felt in how a manager runs a team meeting, how a colleague experiences workload, how opportunities are shared and how inclusive a space feels day-to-day.

Change is felt "locally". Although the... institutional view - documents, themes, commitments - is important, because it signals intent and sets direction, it is not where change is felt.

When we launched our People Plan 2025/26-2027/28 with the aim of improving staff experience, supporting career development and creating the conditions for everyone to do their best work, we were clear that it would and could not just be owned by one team. Instead, it would be something leaders actively work with to shape decisions, prompt conversations and help all our teams focus on what matters most for colleagues in their daily lives.

The shift from strategy to lived experience is where the real work begins.

It can be tempting to move quickly to drafting documents or defining actions - but the most effective local plans begin with conversation.

Leaders need space to ask, and genuinely explore, a number of questions:

One of the most common pitfalls is trying to do too much. Faced with a new institutional strategy, teams often feel pressure to respond with a long list of new initiatives. The result is predictable - unwieldy plans, unclear ownership and lost momentum.

A more effective approach is to be deliberate about focus. At our university, our guidance to local teams is a simple balance - continue what is working, refine where needed and introduce a small number of new actions. In practice, this often means that the majority of effort stays with existing activity, with targeted improvements and only a handful of genuinely new initiatives.

This approach is not about lowering ambition. It is about increasing the likelihood of meaningful delivery.

The next step is to translate broad themes into something tangible. Institutional plans often speak in terms of inclusion, development, community or systems. These are the right priorities but they can feel abstract unless they are made specific.

At a local level, this means asking: what would this look like here? If the priority is to create a more inclusive and supportive environment, the answer might not be a change project. It might be as simple as changing how we run meetings, give feedback and model behaviours in our departments or faculties. If the focus is career development, it might be about making existing opportunities more visible, such as mentoring schemes, leadership programmes or secondments. It might be about actively encouraging "stretch" experiences that help colleagues build confidence and visibility, such as leading a cross-department project, chairing a working group or representing their team in senior discussions.

What matters is that staff can see and feel the difference. If all our colleagues do not recognise our People Plan in their everyday experience, it is unlikely to succeed.

Of course we, as leaders, should not do this work in isolation. We built the plan on insights gathered from meetings, conversations and our annual staff survey, and that's helped hugely; involving people early has improved the quality of our plan as well as credibility. We're noticing that people engage with change they have helped shape.

Equally important is keeping the plan alive. This is not a document to be written and set aside. In some areas it can be helpful to identify a dedicated lead or champion to maintain momentum and ensure actions continue to move forward. Leaders should revisit progress regularly, whether through leadership discussions, team meetings or internal communications. For example, we created a central hub for content and a series of case studies.

Over time, this consistency builds trust. Staff begin to see that commitments are followed through, that feedback leads to change and that the plan is not simply a statement of intent.

When this happens, the impact is tangible. People understand priorities more clearly. Experiences become more consistent across teams. And, importantly, individuals feel more supported in their work and development.

None of this is driven by the document itself. It comes from the accumulation of small, deliberate actions taken locally.

Perhaps that is the most important point. A plan to improve the working culture of a university does not need to be complex to be effective. In fact, the opposite is often true. The most successful approaches are those that are focused, realistic and rooted in everyday practice.

For leaders, the challenge is not to interpret every element of a strategy, but to identify where they can make the biggest difference and to act on it.

Because ultimately, a plan only matters if people can feel it.

Donna Dalrymple is chief people officer at UCL. more

R R

Career development

1d

I have two jobs, sales b2b and life insurance and cannot make one sale either way. Any suggestions?

1

Danielle Lee
1
1h
What is your method? Sometimes it's in the approach. Also remember that you are included in the sale. How you approach the meeting, present yourself... and the product and show the benefit to them will help you close deals. You gained the meeting because they identified a need and wanted to learn more about it. Your job is to listen and learn more about the pain points and present your products in a manner in which you address those pain points without causing more pain. Add value in your presentations, don't just sell. Sometimes when you've gone without the yes for so long it shows to the customer. Claim it at the door and it will be yours when you leave. Hope this helps more
Folasade Ebo
10h
Read books, put in more effort,for your life insurance job talk to more persons, never give, evaluate honestly how you're doing the jobs, are you... doing it the right way more