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The <keyword id="396996" type="UNKNOWN" weightage="100" keywordseo="Indian-IT-industry">Indian IT industry</keyword> has, off lately, seen a number of companies resorting to layoffs, which is why software professionals with three-eight years of experience are increasingly afraid about their job security. To escape the worst, these techies are now focused at adding multiple skills to their kitty, which has resulted in a rise in the demand of courses from e-learning companies like <keyword id="2008319" type="UNKNOWN" weightage="100" keywordseo="Upgrad">Upgrad</keyword>, <keyword id="805453" type="COMPANY" weightage="100" keywordseo="SkillSoft">Skillsoft</keyword> and <keyword id="1309724" type="UNKNOWN" weightage="100" keywordseo="Simplilearn">Simplilearn</keyword>. These companies are offering courses in specialised areas like analytics and product management. "Professionals with management profiles are shifting to product management. We have doubled the number of batches to keep up with this demand," Mayank Kumar, co-founder, Upgrad, told <a href="http://economictimes.indiatimes.com/tech/ites/career-stagnation-layoffs-pushing-it-professionals-to-go-in-for-multi-skilling/articleshow/58903816.cms">ET</a>. Skillsoft, which is a digital learning platform, started to see applications from early birds over five-six months ago. "Those with over five years of experience, i.e. mid-level executives and project managers, are taking up courses in UI/UX (user interface/experience), machine learning, artificial intelligence and micro service architecture. Cyber security is another sought-after course," said Vinay Pradhan, CEO, Skillsoft. Similarly, Simplilearn, has seen a 43% rise in the number of working professionals from key metros in the last one year, especially in categories like digital marketing, data science, and sales force. "Professionals are not secure about their jobs anymore because of the recent layoffs. However, this environment is providing a big opportunity for lakhs of white-collared professionals to move out of their comfort zones and upskill themselves to remain employable. Automation and digital transformation has created an adapt-or-perish scenario. It's an alarming reminder that re-skilling is the only way out to be relevant," said Krishna Kumar, founder and CEO, Simplilearn. Industry experts are of the view that professionals concerned about career stagnation are looking forward to up-skilling and cross-skilling. "In today's fast changing business context, it is important for professionals to focus on continuous skill building. The good news is that there are plenty of resources available online, be it in the form of Massively Online Open Courses or specialised open enrollment courses," said Rajiv Jayaraman, L&amp;D expert and founder of KNOLSKAPE. (Image source Pine Tribe)

Here’s why an Indian techie needs to be multi-skilled

<ul class="summary-list"><li>Employee disengagement is a major challenge, costing more than $8 trillion globally.</li><li>Gen Zers, known for quiet quitting, are leading the charge in setting work boundaries.</li></ul>The world's workforce is disengaged, and the "Great Detachment" is looming.According to experts, employees across all industries are increasingly engaging in "<a target="_blank" href="https://www.businessinsider.com/american-workers-use-productivity-theater-performative-work-to-look-busy-2023-5">productivity theater</a>" and <a target="_blank" href="https://www.businessinsider.com/ceo-viral-trust-in-employees-why-thats-a-good-thing-2024-7">performative busyness</a> to get through their workday.And Gen Zers, as the cohort associated with "<a target="_blank" class="" href="https://www.businessinsider.com/gen-z-quiet-quitting-work-ethic-millennials-money-struggles-2023-10">quiet quitting</a>" and <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-job-satisfaction-unhappy-work-salary-promotion-loyalty-2024-2">a job being just a job</a>, are leading the charge.They are <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-and-older-workers-want-pay-advancement-flexibility-2024-5">on track to outnumber boomers</a> in the workforce this year and are expected to make up 27% of it by 2025.But while it may be easy to blame the youngest generation of workers for the disconnect, it's not the full story.What older generations see as discontent <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-lazy-hiring-jobs-careers-hr-training-pandemic-2024-8">and laziness</a> may instead be a result of Zoomers setting boundaries and not being afraid to voice them.<h2 id="c13e9d3a-aa4a-4711-ab5a-ee487163216f">The cost of disengagement</h2>The drop in employee engagement levels across the world is the "biggest challenge" companies are facing, according to Richard Wahlquist, the CEO of the American Staffing Association.It's also expensive. <a target="_blank" class="" href="https://www.gallup.com/workplace/393497/world-trillion-workplace-problem.aspx">Gallup data estimates</a> it could cost more than $8 trillion globally, and employees who are not engaged cost their companies the equivalent of <a target="_blank" class="" href="https://www.gallup.com/workplace/321743/increase-productivity-lowest-possible-cost.aspx">18% of their annual salary.</a>"We've got a vast majority of workers in every single office that are either not engaged or actively disengaged," Wahlquist told Business Insider, citing Gallup data that shows that just roughly three in 10 employees are actively engaged."The others are either kind of neutral, they would leave for another job that pays more," Wahlquist said. "And then there's about 17% who are actively disengaged, they are unhappy. They will say unhappy things about you and your company."<a target="_blank" class="" href="https://www.gallup.com/workplace/610856/new-challenge-engaging-younger-workers.aspx">According to Gallup data this year</a>, millennials and Gen Zers are seeing the biggest drop in engagement. Millennials have dropped seven points, from 39% to 32% being actively engaged, while actively engaged Gen Zers have dropped from 40% to 35%.The percentage of actively disengaged millennials has risen from 12% to 17%, while for Zoomers, it has increased from 13% to 14%.<h2 id="46d2acc4-6750-4906-bb4f-583af5a17499">A unique moment</h2>Employee detachment is not an entirely new problem and has plagued companies for a long time."Employee engagement has been a topic of conversation for decades now," Leena Rinne, the global head of coaching at Skillsoft, told BI. "But there is something unique about this moment."COVID-19 played a part, with people being physically disconnected from their jobs and having their lives turned upside down."Even as we're coming back to work, some of that connection is being forced, or it's not natural," Rinne said.Rinne added that the younger generation is assumed to be less committed to their roles, but they're also seeing that maybe their company "is a little less committed to them."They saw their parents lose their jobs and their footing during the pandemic, and it <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-reject-corporate-jargon-corporate-accent-2024-7">changed what they value</a>."I don't know how much to invest in the organization when there are moments of fear, disruption, and anxiety," Rinne said. "I think it's a natural human emotion to pull back rather than lean in if I'm not sure."This is particularly relevant in the past year, where <a target="_blank" class="" href="https://www.businessinsider.com/companies-are-unbossing-workplaces-and-millennials-are-at-risk-2024-5">middle management positions are being axed</a>, the <a target="_blank" class="" href="https://www.businessinsider.com/ceos-explain-the-tech-layoffs-mark-zuckeberg-sundar-pichai-2024-2024-6">tech bubble has burst</a>, and social media has been <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-posting-layoffs-online-are-lonely-seeking-validation-expert-2024-2">flooded with personal stories of layoffs</a>."We've seen Instagram layoff moments that are horrifying, and people thinking, well, I thought this was my work family, but I was cut off in a moment," Rinne said. "There's a crisis of trust."Overall, though, Rinne believes a lack of engagement is a symptom, not the problem. She hasn't met many people who genuinely have a desire to be a poor employee and want to do a bad job."But we meet the moment, we meet the conditions that we're in," she said. "Gen Z is showing up in a given way because they feel that's how the company's showing up for them."<h2 id="568ff4e0-aad7-449a-8ef9-2f78be1c96ee">Gen Z is voicing boundaries</h2>Khyati Sundaram, the CEO of Applied, told BI she sees the disconnection crisis a little differently.Gen Zers <a target="_blank" href="https://www.businessinsider.com/gen-z-workers-want-flexibility-fair-pay-survey-2024-5">value work-life balance</a> and <a target="_blank" href="https://www.businessinsider.com/gen-z-employees-turned-off-by-dishonesty-and-conflicting-messages-2024-7">transparency above all else</a>. They believe mental health days should be offered as a given, and they want equal paternity and maternity leave."All of those things, they were not normal for somebody who worked 30 or 20 years ago," Sundaram said. "That's creating discontent on both sides, between managers and Gen Zs who are now entering the workforce and maybe becoming managers in 10 to 20 years time."There's a difference between underperforming and feeling disengaged and setting boundaries, Sundaram added."Gen Zs are getting stereotyped because they're voicing it," she said. "It's not new. It's the voicing it that's new. And the judgment that comes associated with that."A survey from Applied of 2,001 UK adults, sent over to BI in an email, found that almost half (47%) of Gen Z workers had a career gap of six months or more and were four times more likely to take time out to travel.Zoomers are also known to <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-happy-job-hopping-quit-without-backup-oliver-wyman-2023-1">job hop and will quit jobs</a> that they find unenjoyable or unfulfilling with no backup plan.While older generations may see this as youngsters being flaky and unreliable, Gen Zers see their time off and their decisiveness as valuable ways to build skills and understand what they want."I think many employers are lagging behind about things that Gen Zs care about, such as sustainability, diversity, and mental health support," Sundaram said. "I think they're very positive, reasonable things to look for at work because, ultimately, everybody wants a great life."It's hard to make these kinds of changes, but even an acknowledgment of the things Gen Zs value would go a long way, Sundaram said."But that takes a lot of work," she said.<h2 id="90ac7b50-2500-4589-b6bc-96429b9ad7f2">The solution</h2>Part of the solution is for workplaces to start engaging with their employees and making them feel valued, Rinne said.But building a culture of trust where people turn up to work and feel safe doesn't happen by accident."It's not magic," Rinne said. "It has to be very intentional, it has to be desired, and then it has to have specific effort around it. We don't default into a relationship of trust — we have to build that."People, overall, want to feel like their work matters, and "that's not rocket science," Rinne said."People still need that human moment, that human connection," she said. "There has to be intention and thought and budget, candidly, put behind the initiatives that we know will drive better outcomes with people."For example, Skillsoft found that when leaders were provided coaching for all these things, there was a 41% increase in their engagement in their role after six months. Leaders create culture, Rinne said, "so if your leader is more engaged, then how they lead is improved.""If you're looking at culture, results, innovation, creativity, all of those things are better when we invest in our teams a little bit," Rinne said. "In everyone — not just one generation, every single person."

The Great Detachment is looming for employees, experts warn — especially for Gen Z 

<ul class="summary-list"><li>Glossing, a form of toxic positivity, is prevalent in workplaces, an expert said</li><li>Leaders can set the tone for glossing, creating a culture of fear and guarded behavior.</li></ul>If you have a tendency to say "everything's fine" at work and brush things under the rug, you might be "glossing."Glossing is a form of <a target="_blank" class="" href="https://www.businessinsider.com/what-is-toxic-positivity-how-to-address-at-work-2021-1">toxic positivity</a> — in which people suppress and deny their negative emotions — and it could be holding you back.Leena Rinne, Skillsoft's global head of coaching, told Business Insider there are many reasons "glossing" happens in the workplace, but it tends to occur during periods of stressful change and when people want to "fly under the radar.""I think it's a natural response to anxiety or fear," Rinne said.<a target="_blank" class="" href="https://www.leadershipiq.com/blogs/leadershipiq/study-the-risks-of-ignoring-employee-feedback">A Leadership IQ survey</a> of 27,048 executives, managers, and employees last year found that just 15% of employees thought their employer always openly shared its challenges, and 21% said they believed their organization was never upfront about the difficult times.<a target="_blank" href="https://www.scienceofpeople.com/toxic-positivity/">A survey conducted by the newsletter Science of People</a> in June and answered by hundreds of readers also found that almost 68% of respondents believed they'd experienced toxic positivity in the last week.Rinne said this behavior is usually imprinted on a workforce from the top down, and managers and their reports will "gloss" for different reasons."Leaders create culture," Rinne said. "If I show up to a meeting with big feelings and my leader's like, 'Hi everybody,' and just glosses, then the signal to me is that that's what we need to do here."Leaders keeping their heads down and employees feeling fearful creates "a perfect storm for people to show up very carefully," said Rinne.When the workforce is guarded, everyone loses out, Rinne said."I'm less willing to evaluate the problems for better solutions. I'm less willing to take risks and be innovative," she said. "So I think senior leaders and all leaders should be concerned about this."<h2 id="40ca7682-0489-440e-9b26-a822d36fa622">Work friendships are dying out</h2>Fewer people are <a target="_blank" class="" href="https://www.businessinsider.com/millennial-working-from-home-office-misses-friends-loneliness-remote-2024-6">making friends at work</a>. Some even think <a target="_blank" class="" href="https://www.businessinsider.com/office-friendship-dead-remote-work-employers-turnover-great-resignation-2022-4">office friendships are dead</a> since remote working became the norm, and layoffs are sweeping over many industries.While some believe <a target="_blank" href="https://www.businessinsider.com/work-friends-are-over-remote-jobs-gen-z-relationships-pandemic-2024-6">it's for the better</a>, others think those connections are vital for our mental well-being — particularly <a target="_blank" class="" href="https://www.businessinsider.com/work-friends-spouses-loneliness-remote-hybrid-benefits-of-work-connections-2024-6">in combating loneliness</a>.Rinne said this has formed a culture where employees believe they are treated transactionally and are showing up <a target="_blank" class="" href="https://www.businessinsider.com/gen-z-job-satisfaction-unhappy-work-salary-promotion-loyalty-2024-2">to do a job and little else</a>, which has, in turn, made glossing more prevalent.People don't want to bring their full selves, or even their best selves, to work because they feel less secure that they'll be around long enough."There's a reason why we show up this way at work, and I think that senior leaders in particular need to take a pretty hard look to say, what are we creating, and how are we motivating people to show up in this way?" Rinne said. "Because it's not random, it's not laziness."<h2 id="dccf8f08-1a1b-43bd-93fc-1c8caa01e047">It's not rocket science</h2>Rinne said some signs of a glossing workforce are people not talking about tough issues at all or talking only behind their manager's back. They might also not be turning on their cameras for remote meetings anymore.If that's happening, leaders need to do some self-reflection, Rinne said, and ask themselves if they've been glossing.The <a target="_blank" class="" href="https://pubmed.ncbi.nlm.nih.gov/28703602/">negative impacts</a> of toxic glossing can manifest as a burned-out workforce that feels stressed and ashamed, blames themselves and feels isolated, and calls in sick more frequently. It could even lead to employees taking extended periods of time off due to poor mental health.Tackling the issue isn't rocket science, though, Rinne said.When a company is going through a tough quarter, managers may be tempted to gloss over it because it's not wholly positive news, and they want to keep morale up. But Rinne said managers should pause and acknowledge the harder times."Hey, we are in a period of disruption, and disruption is hard," she said. "We know it's hard, and we're so grateful you're on this ride with us. There's no one we'd rather have than you."Rinne said managers don't have to take responsibility for the entire company. They can create "a bubble culture" for their own teams."It can be bananas out there," she said. "Because of that, whatever it is, I can create a subculture in the larger culture of calm — people feeling seen, people feeling heard, people feeling focused."One manager Rinne worked with said they had begun starting meetings by getting everyone to stand up and stretch for 60 seconds."It's no time at all," Rinne said. "And everyone shows up just a little differently for the meeting."<h2 id="b2830a1c-af58-4b61-8bbd-2c918d0728f4">Framing bad news</h2>This skill isn't intuitive to many leaders, though, Rinne added, and many could benefit from coaching to help them navigate tough conversations. Some go too far the other way and are far too blunt and harsh when difficulties arise."Hearing from a leader how the disruptive change on the horizon is going to be so difficult," Rinne said. "There's a way to frame that eases anxiety, and there's a way to frame it that probably amps it up."Leaders need to be taught the skills to be transparent in a way that builds trust, "not transparent in a way that scares people," she said.Ultimately, people appreciate honesty, even when the news isn't wholly positive.Rinne said employees would much rather not be shocked when layoffs are announced or a restructure breaks up their team. If they aren't kept in the dark, they are more likely to be engaged after periods of disruption."You get more when people feel safe and feel engaged than if they're punching that clock and glossing for hours," Rinne said.

'Glossing' at work is a form of toxic positivity, and it may be holding you back

<ul class="summary-list"><li>Companies are axing middle management positions, but this may be short-sighted, an expert said.</li><li>Middle managers provide support to junior employees, according to the head of a training platform. </li></ul>Middle managers have been the <a target="_blank" href="https://www.businessinsider.com/middle-managers-layoffs-2023-meta-tech-companies-jobs-employment-2024-3">punching bag of the workplace</a> for some time, with employees increasingly seeing their direct superiors as meddlesome, obsolete, and taking credit for their work.But it shouldn't be a matter of axing middle management entirely, Koma Gandy, the VP of business and leadership at the corporate training platform Skillsoft, told Business Insider.Rather, we need to remember what makes a middle manager valuable.The answer, Gandy said, lies in developing better soft "power" skills.With improved communication and listening, more empathy, and emotional intelligence, middle managers could save themselves from <a target="_blank" href="https://www.businessinsider.com/companies-are-unbossing-workplaces-and-millennials-are-at-risk-2024-5">the "great unbossing,"</a> Gandy said.But that requires leaders to take note and start investing in managers to help them nurture these skills as well."I would say, why don't we lean into that cohort rather than thinking about how can we eliminate that cohort?" Gandy said.<h2 id="c1cdb139-a58e-4de0-bca7-7505846bbc13">The attack on middle managers</h2>Companies have been <a target="_blank" rel="" href="https://www.businessinsider.com/middle-management-having-worst-year-ever-rto-layoffs-burnout-2023-9">axing middle management positions</a> as a way to cut costs.Their reduction has also been in response to <a target="_blank" rel="" href="https://www.businessinsider.com/gen-z-might-kill-middle-management-2023-11">Gen Z's distaste for management</a> and how office culture has shifted with remote working.Proponents of "unbossing" believe it could make <a target="_blank" href="https://www.businessinsider.com/unbossing-workplaces-could-make-gen-zers-better-at-their-jobs-2024-5">Gen Zers who are entering the workforce better at their jobs</a> by giving them more autonomy.But this is short-sighted, Gandy said.For starters, middle managers provide mentorship to junior employees and graduate staffers.<a target="_blank" href="https://www.businessinsider.com/gen-z-taking-courses-send-emails-office-clothes-wsj-2023-6">Zoomers entering the workforce</a> prioritize their own mental health and work-life balance, and a good manager is someone who also makes these things a primary concern, Gandy argued."Some of the things that Gen Z is demanding from the workplace can be uniquely facilitated by the very people that the trend is trying to eliminate, which are these middle managers," Gandy said.<h2 id="4bfa6fc9-11a0-492b-8033-50444e4f6aa3">A lack of training</h2>Good middle managers need training and guidance, which is severely lacking in current workplaces, Gandy said.Many people, a few years into their careers, will fall into management positions almost by default. They are often expected to know how to effectively do the job without much support."It's just congratulations and good luck," Gandy said. "But wait, aren't you going to teach me how to lead a meeting? Aren't you going to teach me how to communicate to a team?"Key skills for managers to develop include active listening and effective communication, which makes their employees feel valued, that their work matters, and that they are being recognized as whole human beings.If somebody on the team is underperforming, for example, it could be for a myriad of reasons — something is going on at home, they're feeling unsure about what their job is, or where they fit into the company."If you don't build up that emotional intelligence to be able to tease out what's happening in that person's environment, you're never going to unlock and unleash the potential that they can bring to their teams," Gandy said.A team that has a manager who has developed strong soft skills, "then you're going to see ripple effects throughout the organization," Gandy said.<h2 id="6ecd31ec-8639-4959-a647-4decbb109573">A faulty toolbox</h2>But when these skills are underdeveloped, "it creates a lot of mistrust" among team members, Gandy said."Nobody wants to be micromanaged. Nobody wants to have somebody sitting over their shoulder," she said.Micromanaging often doesn't happen in a vacuum. It may be that a manager doesn't know any different, Gandy said, because that's how they were managed when they were more junior.This manager shouldn't be let go, Gandy said, just because they have a "faulty toolbox." No manager comes to work striving to underperform or wanting their team to feel devalued and burned out, she said."That's a training deficiency. That is a behavior that can be changed," she said."If you're not supporting and nurturing them and giving them the tools to develop themselves, then, of course, it might seem attractive to eliminate that cohort."<a target="_blank" href="https://www.businessinsider.com/middle-managers-great-flattening-organization-meta-tech-layoffs-firing-2023-3">Middle managers are easy to pick on</a>, Gandy said, but it'll be a lot more cost-effective in the long run for companies to invest in training them in these skills."I really think it's a matter of, how do we intentionally develop and expose middle managers to the types of skills and the type of training that they need to be successful," she said. "Rather than throwing that entire cohort away to the detriment of an organization."

The crucial skills for middle managers to survive the 'great unbossing'

<ul class="summary-list"><li>A CEO's post on workplace trust sparked debate on X.</li><li>He advocated for employee trust and autonomy over micromanagement.</li></ul>A CEO caused a stir on X with a post about the workplace culture he promotes.Rob Dance, who's the founder of Rock, one of the UK's largest IT consultancies, wrote a list on a whiteboard of things he was "sick of hearing" from his employees.It included, "Can I leave early today?" "My child is sick, can I rush off?" and "I'll be late in the morning."Some people responded to the thread, thinking Dance was suggesting he expected his employees to <a target="_blank" href="https://www.businessinsider.com/salesforce-ping-pong-work-flexible-2024-7">always be at their desks</a>. But that's because they didn't click through to read all his thoughts.Rather, he was encouraging two-way trust."I don't care," Dance wrote. "I hired you for a job and I fully TRUST you to get it done. I don't need you to account for every single hour."He advised other CEOs to allow their staff autonomy because people "are sick of being treated like children."Once they read the whole thread, the majority of people who responded agreed with Dance, though others pointed out that his methods might not be applicable to all.Dance's initial post amassed 14 million views and 52,000 likes.<h2 id="93f46ea3-eb74-40fc-a3a9-66a1cea7fb8d">The 'trust bucket'</h2>Koma Gandy, the VP of business and leadership at Skillsoft, a corporate training platform, said Dance made some good points.With workplaces now having a mix of Zoomers, millennials, Gen Xers, and boomers, <a target="_blank" href="https://www.businessinsider.com/soft-skills-help-middle-managers-survive-the-great-unbossing-2024-6">soft skills such as empathy and transparent communication</a> are more important than ever.Gandy said trust and flexibility are a huge part of building an effective workplace.In more traditional workplaces, employees may be expected to be visible, attend all meetings, and work online for a certain number of hours. But Gandy said this could perpetuate a toxic cycle of people being "performative" and "bragging" about how busy they are."Being busy and effective or not necessarily the same thing," Gandy said. "Your role is not dependent on jiggling a mouse every 10 to 15 minutes because some software is trying to track how busy you are."Gandy said giving employees the time and space to do their jobs effectively without being <a target="_blank" href="https://www.businessinsider.com/micromanager-boss-being-better-manager-tips-advice-2020-9">micromanaged</a> is like "putting coins in the trust bucket.""If you're not an empathetic leader, and you're not putting coins in that trust bucket, when the time comes that you're going to need to withdraw, there's going to be nothing in it," she said.She added that if somebody is struggling or being dishonest about their time, it's likely to become clear in different ways anyway, in their quality of work and performance.<h2 id="0f6f466c-29e5-4aad-9304-306f865921bc">The dangers of undermanaging</h2>Not every employee benefits from having such freedom. Junior staff, in particular, may prefer more structure and guidance on how to manage their time and workload.There's also a fine line between giving employees more freedom and "undermanaging" their performance.Kevin Legg, the founder of Sage, a company that develops workplace training, told <a target="_blank" rel="noopener nofollow" href="https://www.cnbc.com/2023/08/16/3-unexpected-traits-of-bad-bosses-and-tell-tale-signs-of-dysfunction.html">CNBC</a> in an interview last year that bosses could sometimes fall into that trap of undermanaging, which could be just as damaging as micromanaging."In the medium term, there is resentment at annual reviews when folks are passed over for promotions because they never lived up to a standard they were never shown," Legg said.For the most part, however, research seems to back Dance's style of management as being the most effective as long as employees still have support.<a target="_blank" href="https://www.gartner.com/en/articles/the-secret-to-productive-employees-a-radical-shift-in-work-flexibility">Gartner</a> research from April 2023 found that when employers went big on flexibility — and didn't limit it to when and where people worked — the share of employees who were considered "high performers" jumped by 40%.<h2 id="04ff6b64-1b18-4133-a0fd-06acd0b36cb2">A mindset shift</h2>Employees will also have to become comfortable with a more trusting dynamic.Gandy said if someone is used to being micromanaged and overexplaining every hour of the day, they'd have to "get comfortable" with having downtime in their calendar rather than being in meetings all day, every day."You're going to have folks who default to, 'I'm so busy, I have meetings from 8 a.m. to 5 p.m., and that means I'm extremely valuable,'" Gandy said."Well, I would also say that means you're extremely stressed, and you're going to burn out," she added. "It's more important to show up and be impactful in specific places than to show up everywhere."The signs of burnout can start subtly, such as sleeping in too much on the weekend, having a few too many drinks at happy hour, or developing unhealthy eating patterns."You don't want somebody who has cardiovascular issues or can't sleep or has an eating problem because of something you could have missed with just a little bit of investment in trust and leadership and empathy to find out what was going on with that person," Gandy said. "Rather than driving to the point where they start adopting destructive behaviors that affect themselves or affect the company."Gandy said the benefit of a trusting workplace is a healthier environment with happier, more enthusiastic people."Healthier leaders, healthier managers, and healthier organizations," she said. "Why wouldn't we want all that?"

A CEO went viral with a list of things he's 'sick' of hearing from his employees &mdash; and he has a point

New Delhi, Mar 23 () Following the unforeseen disruption of the coronavirus pandemic, companies are now resorting to intelligent automated systems that offer virtual screening environment and interviewing experience, instead of conducting in-person interviews. Companies have taken the rising global health crisis very seriously and are concerned about the health of their employees and until this public health emergency is contained, corporates are shifting their entire recruitment strategy to virtual platforms. "Since, the increase in number of COVID-19 cases, we have had few interviews cancelled ..they are postponed to mid April or later. Some of the companies have opted for video interview only if the role is for a key position and there is an urgency to hire. Most of our interviews have moved to telephonic or video calls instead of face to face meetings," a spokesperson of Antal International, a global executive recruitment organisation said. Companies are checking the travel history (official and personal) of the past three months, also their medical history is getting checked. However, if they have any illness, status of illness, track of residence locations, any address update that need to be done is also done. "Critical business functions need not be brought to a standstill. Instead virtual onboarding and engagement can be initiated by leveraging digital solution suites like virtual hackathons where team members could come together to discuss present and hypothetical business challenges. "Work management could be optimised through work from home, virtual meeting platforms, and other adaptive working practices," said Siddhartha Gupta, chief executive officer of Mercer|Mettl . Virtual platforms helps the talent acquisition team to stay connected with the candidates through the entire interview process by video calls and still can connect on a real time basis with the candidates. The usage of online assessment has been increased as part of the hiring process especially for the IT and Tech roles, to quickly filter and move candidates to the next level, experts said. "Amidst the COVID-19 situation, Skillsoft's talent acquisition function has taken a decision to conduct all interviews via WebEx and avoid in-person interviews for the safety of both candidates and our team members. This helps the candidates attend interviews from their home or any remote location," said Krishna Prasad, head HR - APAC - Skillsoft, a global leader in corporate learning. The virtual screening process has helped firms get into a mode where there is no physical exposure between the candidate and interviewer as social isolation will help to mitigate COVID-19-led disruption and sustain business continuity. "Companies have taken the epidemic situation seriously and concerned about employee health, for the existing employees work from home has been approved and calls are arranged to review the work which is getting done, special teams have been formed to ensure that in case of work flow emergency and also "health reasons" employees can do quick connect and call and have a discussion, even travel has been put on halt," said Sudeep Sen, business head of manufacturing and engineering at TeamLease Services. The Adecco Group India Country Manager and MD Marco Valsecchi said: "By leveraging technology, using the web and video conferencing, telecommunication applications like Skype and WhatsApp, we have been successful in maintaining an agile, modern and cautious approach to recruiting, which is now imperative during these unprecedented times". The Coronavirus (Covid-19) pandemic has killed over 14,000 and sickened lakhs of people around the globe. DRR SHWSHW

COVID-19: Companies' recruitment strategy shift to virtual platforms

<ul><li>The Finance Minister <keyword id="129243" type="PERSON" weightage="20" keywordseo="Nirmala-Sitharaman">Nirmala Sitharaman</keyword> allocated ₹99,300 crore to the education sector -- including ₹3,000 crore for the skill development initiatives.</li><li>This is a ₹4,500 crore rise from last year where the government allocated ₹94,800 crore towards the education fund.</li><li>Under the '<keyword id="596294" type="PERSON" weightage="20" keywordseo="study-in-India">Study in India</keyword>' programme, the government will introduce INSAT exam to enroll Asian and African students in Indian universities. </li></ul> The Finance Minister Nirmala Sitharaman allocated ₹99,300 crore to the education sector -- including ₹3,000 crore for the skill development initiatives -- as she announced the Union Budget on February 1, 2020. This is a ₹4,500 crore rise from last year where the government allocated ₹94,800 crore towards the education fund — focusing on improving schools and higher education programmes. 
 
 
 
 
 
 
 
 
 
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 New reforms introduced Sitharaman said that there have been over 200,000 new additions in the New Education Policy, which will be announced soon. Come 2030, India will have the largest working age population in the world. Under the 'Study in India' programme, the government will introduce INSAT exam to enroll Asian and African students in Indian universities. In order to provide quality education to the under privileged, full-fledged online courses will be launched in India -- by the institutions featuring in the top 100 national rankings. Given the increasing global demand, the Ministry of Health and Family Welfare will also kickstart a 'bridge course' to reskill its teachers and nurses. It will also introduce one-year internship for engineering students. Almost 260 million people in India enroll into different courses each year, while another 60 million are deprived of access to education, according to the Right to Education Forum. This shows that the Indian education system needs a revamp. According to the government think tank Niti Aayog, India should increase the education expenditure to nearly 6% of the GDP over the next two years. Poor quality of education is one of the many risks that India faces — adding to its unemployment crisis. The total employment in the country declined by 9 million in the last seven years, since 2017. As of July 2019, 1.5 million people gained skills and jobs, thanks to the country’s <keyword id="2473582" type="PERSON" weightage="20" keywordseo="Skill-India-mission">Skill India mission</keyword>. However, this accounts for merely 21% of the total trainees — 7.2 million — who enrolled for the programme. 
 
 
 
 
 
 
 
 
 
 
 
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 “India’s unemployment challenge is partly because of a low level of education, high dropout rates, labour market asymmetries, a mismatch between the supply of skills and demand and the high aspirations of young people,” K P Krishnan, former secretary of the Ministry of Skill Development and Entrepreneurship, <a href="https://www.indiaspend.com/skills-and-jobs-must-match-to-meet-high-aspirations-of-indias-young/">told</a> IndiaSpend. This is primarily because of the lack of skills to match the changing needs of the digital world. “Lack of skills was evident in new age digital technologies such as Artificial Intelligence, Machine Learning and Cloud Computing. Shortage of these skill sets can be met by the government developing guidelines for various industries in order to create mandatory learning hours for employees — especially in the key growth sectors like IT, BFSI sectors,” Kamal Dutta, MD, Skillsoft told Business Insider. Last Budget, Sitharaman announced a ‘Study in India’ programme, focussed to bringing foreign students to study in India’s higher education institutions. She also said that the government will also ensure industry relevant skill training for 10 million youth in India — building skills in technologies like Artificial Intelligence, Big Data, Virtual Reality, 3D printing and Robotics. This too might see some allocation this budget. Shortage of teachers India is short of teachers and skilled teachers are rarer to come by. As of now, the country has roughly 8.5 million teachers and only 19,000 teacher training institutes. “If we are focussed on the right to education, the quality of education is equally important and the Govt may look to allocate budget to improve education facilities,” said Nivedita Das Gupta, India Country Head, Miracle Foundation India. As of 2018, the country’s national capital Delhi government schools were recorded with 35,034 regular teachers. While the sanctioned strength was 64,096 — which is a shortage of nearly <a href="https://www.indiatoday.in/mail-today/story/teacher-shortage-govt-schools-1414146-2018-12-21">45% of teachers.</a> In August 2019, the Ministry of Human Resource and Development (MHRD) announced an initiative ‘<a href="https://www.moneycontrol.com/news/india/hrd-ministry-to-launch-programme-to-train-over-42-lakh-teachers-across-india-on-august-22-4345371.html">NISHTHA</a>’ — National Initiative on School Teachers Head Holistic Advancement — to train over 4.2 million teachers across the country. See also: <a href="https://www.businessinsider.in/budget/news/startup-esops-to-be-non-taxable-for-five-years/articleshow/73824551.cms">Good news for startup employees - your ESOPs won’t be taxed for five years</a> <a href="https://www.businessinsider.in/budget/news/budget-2020-top-highlights-and-updates-from-finance-minister-nirmala-sitharaman/articleshow/73828229.cms?src=hp_ts">Income tax cuts, stake sale in LIC and other highlights from Finance Minister Nirmala Sitharaman's budget speech</a> <a href="https://www.businessinsider.in/budget/news/new-education-schemes-reforms-policies-in-budget-2020/articleshow/73836166.cms?src=hp_latest">Budget 2020: Indian education sector will now get students and funds from foreign lands</a>

Education Budget 2020 gets ₹99,300 crore allocation, new schemes introduced — including 'INSAT' to enroll Asian and African students

<ul><li>Indian education system might need an overhaul as it needs to cover more students, add infrastructure and most of all — improve the quality of education.</li><li>In the union budget 2019, Finance Minister, Nirmala Sitharaman allocated ₹94,800 crore towards the education fund.</li><li>As of July 2019, 1.5 million people gained skills and jobs too, all due to the country’s Skill India mission.</li><li>The country has roughly 8.5 million teachers and only 19,000 teacher training institutes. </li></ul>Indian education system might need an overhaul as it needs to cover more students, add infrastructure and most of all — improve the quality of education. It might have to do all this on a threadbare budget. Though the country’s education budget has improved over the years, it is not enough to match its needs. According to the government think tank Niti Aayog, India should increase the <keyword id="4265028" type="PERSON" weightage="20" keywordseo="Education-expenditure">education expenditure</keyword> to nearly 6% of the GDP over the next three years — which is 4.6% of GDP as of now. In the union budget 2019, Finance Minister, Nirmala Sitharaman allocated ₹94,800 crore towards the education fund — focusing on improving schools and higher education programmes. This was an increase of ₹9.8 crore compared to that of the previous year. 
 
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 Quality of education Poor quality of education is one of the many risks that India faces — adding to its unemployment crisis. India ranks third in terms of education score of BRICS nations (Brazil, Russia, India, China, South Africa). Amongst South Asian countries, India has the second-lowest score in education quality, ahead only of Afghanistan. The higher education budget allocated for prominent institutions including Indian Institute of Technology (IITs) and Indian Institute of Management (IIM) saw a drop in the previous years. However the advent of digital technologies has given rise to upskilling practices, which calls for government aid as they add more skills to match the digital world needs. "The government should provide some support in the form of incentivizing companies investing in the reskilling, upskilling of their workforce for the digital age. With the shortage of skilled workforce in the deep tech sector, reskilling of employees in AI, ML, IoT will help grow India's IT sector and sharpen its competitive edge amidst the changing business landscape," Kamal Dutta, MD, Skillsoft told Business Insider. Skill development initiatives As of July 2019, 1.5 million people gained skills and jobs too, all due to the country’s Skill India mission. Yet, this number accounts for only 21% of the total trainees — 7.2 million — who enrolled for the programme. "India’s unemployment challenge is partly because of a low level of education, high dropout rates, labour market asymmetries, a mismatch between the supply of skills and demand and the high aspirations of young people," K P Krishnan, former secretary of the Ministry of Skill Development and Entrepreneurship, <a href="https://www.indiaspend.com/skills-and-jobs-must-match-to-meet-high-aspirations-of-indias-young/">told</a> IndiaSpend. The total employment in the country declined by 9 million in the last seven years, since 2017. 
 
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 The Pradhan Mantri Kaushal Vikas Yojana (PMKVY) is yet another scheme which aims to impart employability skills. The PMKVY 2.0 — which targets to train 10 million people by 2020 — has placed merely 1.2 million candidates so far. The government presently has over 5.2 million candidates registered with the scheme. "Lack of skills was evident in new age digital technologies such as Artificial Intelligence, Machine Learning and Cloud Computing. Shortage of these skill sets can be met by the government developing guidelines for various industries in order to create mandatory learning hours for employees — especially in the key growth sectors like IT, BFSI sectors," Dutta added. Last year, Sitharaman announced a 'Study in India' programme, focussed to bring foreign students to study in India’s higher education institutions. She also said that the government will also ensure industry relevant skill training for 10 million youth in India — building skills in technologies like Artificial Intelligence, Big Data, Virtual Reality, 3D printing and Robotics. This too might see some allocation this budget. Research funds In July 2019, the government said that it will now assimilate grants given by independent ministries and integrate the funds to the National Research Foundation (NRF) — to accelerate the growth of research studies in the country. However, it said that it will identify the trust areas of ‘national importance’ for the allocation of the funds. "Large Free Trade Zones would need to be set up to create India’s Silicon Valley. Given our cost structure India could lead in R&amp;D development that would complete the cycle from education to job creation," said Nitish Jain, President, SP Jain School of Global Management. Teacher training programmes and tax free education India is short of teachers and skilled teachers are rarer to come by. As of now, the country has roughly 8.5 million teachers and only 19,000 teacher training institutes. "If we are focussed on the right to education, the quality of education is equally important and the Govt may look to allocate budget to improve education facilities," Nivedita Das Gupta, India Country Head, Miracle Foundation India. As of 2018, the country’s national capital Delhi government schools were recorded with 35,034 regular teachers. While the sanctioned strength was 64,096 — which is a shortage of nearly <a href="https://www.indiatoday.in/mail-today/story/teacher-shortage-govt-schools-1414146-2018-12-21">45% of teachers.</a> Last year in August, the Ministry of Human Resource and Development (MHRD) announced an initiative ‘<a href="https://www.moneycontrol.com/news/india/hrd-ministry-to-launch-programme-to-train-over-42-lakh-teachers-across-india-on-august-22-4345371.html">NISHTHA</a>’ — National Initiative on School Teachers Head Holistic Advancement — to train over 4.2 million teachers across the country. "We expect the Government of India to work towards education policies, and help incremental changes within the engineering and IT sector by supporting organizations to bring about this change," said Narayan Mahadevan, Founder, BridgeLabz.

The rise in budget allocation for education is just not enough

<div class="KonaFilter image-container float_right"><div class="image"><a href="https://www.facebook.com/vivas.eduardo/about">Eduardo Vivas</a>Eduardo Vivas (center) surrounded by Bright.com employees</div></div>Last week, LinkedIn announced that it was acquiring a cool young startup <a href="http://www.businessinsider.com/linkedin-buys-brightcom-for-120m-2014-2">called </a><a href="http://www.businessinsider.com/linkedin-buys-brightcom-for-120m-2014-2">Bright.com for $120 million</a>. As we previously reported, this sale was a two-in-a-row hit for one of its co-founders, Eduardo Vivas.
His previous startup, Social Hour, was bought in 2012 for $51.5 million by mobile game network PlayPhone, <a href="http://venturebeat.com/2012/03/16/playphone-buys-mobile-marketing-firm-socialhour-for-51-5m-exclusive/">VentureBeat's Dean Takahashi reported at the time.</a> 
And here's one of the most interesting parts: Vivas is only 28 years old and a high school dropout, a LinkedIn spokesperson confirmed to Business Insider. 
Vivas obviously didn't get here all by himself. He co-founded Bright.com with another serial founder, Steve Goodman. (Goodman founded PacketTrap, acquired by Quest Software; Lasso Logic acquired by SonicWALL - both now part of Dell; and Learning Productions acquired by SkillSoft.) 
Meanwhile, he had a co-founder at Social Hour, Adam Foroughi, who is also onto his next cool startup, <a href="https://applovin.com/about">Applovin.com.</a> It's backed in a seed round by a bunch <a href="https://applovin.com/about">of Valley bigwigs</a> including Webb Investment Network, the VC arm of super angel Maynard Webb. 
 <div class="KonaFilter image-container display-table float_right"><div><div class="image">Eduardo Vivas FacebookEduardo Vivas</div></div></div>Vivas and Goodman raised $20 million in venture investment and built Bright into a company with about 30 employee, including "nuclear physicists, astrophysicists, geophysicists, neuroscientists, organizational psychologists, teachers," Vivas wrote in <a href="http://blog.bright.com/2014/02/06/bright-and-linkedin/">his final blog post on Bright.com.</a> 
He's an active angel investor, too, <a href="http://www.bright.com/bright/team">his bio on Bright.com says</a>, with at least one successful exit there,<a href="http://www.reuters.com/finance/stocks/companyProfile?symbol=AVG.N"> OpenInstall, which sold to AVG Technologies.</a>
Not all of Bright's employees will land at LinkedIn, <a href="http://blog.linkedin.com/2014/02/06/welcome-bright-to-the-linkedin-family/?utm_medium=twitter&amp;utm_source=twitterfeed">LinkedIn indicated in a presentation about the acquisition</a>. It said "several members of Bright's team, including those from engineering and product will join LinkedIn." 
It also says it will be shutting down Bright's website on Feb. 28. 
So, it's not clear how long Vivas will be at LinkedIn, or if he'll soon be out launching yet another startup, a job he seems born to do.

The Co-Founder Of Bright.com, Bought By LinkedIn For $120 Million, Is 28 And A High School Dropout

<div class="KonaFilter image-container float_right"><div class="image"><a href="https://www.facebook.com/vivas.eduardo/about">Eduardo Vivas</a>Eduardo Vivas (center) surrounded by Bright.com employees</div></div>Eduardo Vivas is on a roll. On Thursday, LinkedIn announced that it was acquiring his startup, Bright.com, for $120 million.
That would make Bright LinkedIn's biggest-ever acquisition, edging out Slideshare, which LinkedIn bought for $119 million in 2012.
For Vivas, it's a two-in-a-row home run, according <a href="http://www.bright.com/bright/team">to his bio on Bright.com</a>. His previous startup, Social Hour, was bought in 2012 for $51.5 million by mobile game network PlayPhone, <a href="http://venturebeat.com/2012/03/16/playphone-buys-mobile-marketing-firm-socialhour-for-51-5m-exclusive/">VentureBeat's Dean Takahashi reported at the time</a>.
Vivas had left Social Hour before the acquisition, in 2011, to start Bright.com with another serial founder, Steve Goodman. (Goodman founded PacketTrap, acquired by Quest Software; Lasso Logic acquired by SonicWALL - both now part of Dell; and Learning Productions acquired by SkillSoft.) We've reached out to Vivas to ask for more details.
Turns out that leaving for Bright.com wasn't a bad move. Bright raised $20 million in venture investment. The $120 million will be paid in 73 percent stock and 27 percent cash, <a href="http://investors.linkedin.com/releasedetail.cfm?ReleaseID=823993">LinkedIn says in its press release.</a>
That's not a bad return for a 3-year-old startup.
LinkedIn wanted Bright.com for its special software that analyzes resumes and job openings and matches them together. Or as Vivas describes it: "Finding a job should be easier than splitting an atom."
Along the way, Bright.com also amassed a lot of insight and statistics into the general job market, which is also valuable to LinkedIn.
Here's the blog post <a href="http://blog.bright.com/2014/02/06/bright-and-linkedin/">from Vivas announcing the acquisition:</a>
Bright launched three years ago with an audacious vision: to use data science to enable the labor market to operate more efficiently. This afternoon, we announced that we will be acquired by LinkedIn. We started this business in the shadow of the worst recession of our generation. We heard stories of talented people applying to dozens, even hundreds of jobs, without hearing back.
We heard stories of recruiting teams doing their best to screen through the mountains of incoming resumes. Today, employers complain that there are no qualified applicants, yet qualified applicants often have their resumes overlooked. This marketplace inefficiency called for a technological solution and we resolved to heed that call.
We assembled an incredible team. In their previous lives, they had been nuclear physicists, astrophysicists, geophysicists, neuroscientists, organizational psychologists, teachers (for America), and even a five-time Jeopardy champion. They were brought together by a belief that finding a job should be easier than splitting an atom.
We then commissioned the first large scale, controlled clinical trial of talent matching. We recruited hundreds of talent acquisition professionals and asked them to tell us if they would advance specific candidates in the hiring process for specific jobs. Based on these judgments, we were able to identify the relevant features that lead to successful hiring and build them into our matching algorithms. Along the way, we learned many valuable (and often amusing) lessons about the hiring process, which we published on Bright Labs. In the last two years, we've calculated billions of scores. Many different independent analyses have validated that we are the best at what we do and we're very proud of our work.
We decided to join LinkedIn because of what we lacked - the ability to apply this technology across the entire economy. We share LinkedIn's passion for connecting talent with opportunity at massive scale. And we agree that the old models for online recruiting are hopelessly broken. Our focus in this endeavor was always the individual - the broken hiring process hurts our economy at a macroeconomic level, but the most acute pain is at the household level.
Joining an organization with the talent and resources of LinkedIn will only serve to further ignite our passion for solving this problem. We may become less visible than we were before, but it's now more likely than ever that you'll feel the impact of our work.

After Selling His First Startup For $51 Million In 2012, Eduardo Vivas Sold His Second, Bright.com, To LinkedIn For $120 Million

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image"></div></div></div>You want to have an open, honest relationship with your boss.But that doesn't mean you can just say anything to them in the workplace.There are exceptions to every rule, but for the most part, you're probably better off avoiding potentially alienating your manager.Business Insider reached out to managers and career experts to find out which sentences they just don't want to hear from their employees.Here are 11 phrases you might want to avoid:<h2>1. 'Let's hold off on making that decision'</h2>"As a startup CEO, timely decision making is critical, and I don't want to put off until tomorrow what we can do today," says Frida Polli, CEO of applicant screening service <a href="https://www.pymetrics.com/">pymetrics</a>. "Gather all the information you can, and make the best decision you can given the data. Decision making with imperfect information or under conditions of ambiguity is a critical skill to develop for all employees. This is different than rash decision making, where no information is considered and decisions are made from a hunch."<h2>2. 'Okay ...'</h2>Career site <a href="http://www.createcultivate.com/" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=http://www.createcultivate.com/&amp;source=gmail&amp;ust=1489771690996000&amp;usg=AFQjCNEmp8S3p0cRdKsUkPx47cyHEROLgQ">Create &amp; Cultivate</a> founder Jaclyne Johnson says that it's important to be clear - especially when you're communicating with your boss online or over text. Short, curt responses can sometimes be too ambiguous."There is really no time for passive-aggressive bumps in the road and, in terms of communication, everyone needs to be on the same page," Johnson says. "We do a lot over text messages and the ellipsis is just hard to decipher. Are we good to go? Are there questions? I think being straightforward is the best way to push through the noise."<h2>3. 'It's not my fault'</h2>"The blame game never works in the workplace. Odds are, if something bad happens, it's not one person's fault," says Andy Bailey, CEO of business coaching firm <a href="http://petracoach.com/">Petra Coach</a>. "Take responsibility for finding a solution rather than casting blame elsewhere - especially if you're in any kind of management position."Joe Staples, the CMO of project management software <a href="https://www.workfront.com/">Workfront</a>, says that good bosses won't prioritize finding someone to blame."Fault-finding is a time-waster and fills the conversation with excuses," Staples says. "I want to know how it happened so it can be avoided in the future, and what the plan is to fix it."CEO of online camera retailer <a href="https://www.mpb.com/en-us/" target="_blank" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=https://www.mpb.com/en-us/&amp;source=gmail&amp;ust=1489858209252000&amp;usg=AFQjCNF4KDk5sX6FabOFGU57Zii0j0_rGw">MPB.com</a> Matt Barker says he also prefers for employees to try to fix, rather than dodge, problems. "It's important in any job to always try and think beyond the obvious and be a creative problem solver," he says.<h2>4. 'I have a problem'</h2>"I hate to hear the phrase 'I have a problem,' when there is not a proposed solution," says Bryan Miles, co-CEO of virtual assistant and bookkeeping site <a href="https://belaysolutions.com/" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=https://belaysolutions.com/&amp;source=gmail&amp;ust=1489858399861000&amp;usg=AFQjCNFO1LkYjuCT8oPlcQTtkrQzPGOkpA">BELAY</a>. "This is particularly annoying because it feels as if whoever is saying it is waiting on me to solve the issue, instead of finding ways to resolve it themselves. I like team members and leaders that bring you problems with potential solutions because it shows they've been proactive about the issue."<a href="https://www.weebly.com/">Weebly</a> CFO Kim Jabal says that it's better to say something along the lines of: "We have a huge opportunity to fix something that has gone wrong. Here are a few ideas. I'd love your input.""I love employees who have a passion for tackling problems versus avoiding them," Jabal says. "I want to be surrounded by employees who want to take the steeper hill because they know there will be a big sense of accomplishment at the top as opposed to those that prefer to coast on the easy road.""Problems happen and while it's great to be able to spot them and get to the root cause, you need to be the problem solver as well," says Marcy Axelrad, global senior director of talent management at online retailer <a href="https://www.wayfair.com/">Wayfair</a>.So, all in all, if you've got bad news for your boss, you'd better have some potential solutions as well. It's not about sugarcoating issues, it's about demonstrating that you're on the ball."Bosses prefer asset-based problem solvers, not deficit-based problem bringers, so the next time a problem arises and you need to bring it to your boss' attention, make sure you don't just hand over the problem," Heide Abelli, vice president of business skills and leadership at cloud-based learning site <a href="http://www.skillsoft.com/">Skillsoft</a>. "Instead, come prepared with the information and recommendation your boss needs in order to help address the problem... If you have tried your best and you just can't come up with any potential solutions, then be honest and tell your boss that you would like to work with him or her to brainstorm potential solutions. That way you show you're not simply handing over a problem, but want to be involved in solving it."<h2>5. 'If my opinion matters ...'</h2>"When someone starts off a suggestion or idea with that phrase, it automatically undermines whatever it is they are going to say next," says Shannon Miles, co-CEO of <a href="https://belaysolutions.com/" data-saferedirecturl="https://www.google.com/url?hl=en&amp;q=https://belaysolutions.com/&amp;source=gmail&amp;ust=1489858399861000&amp;usg=AFQjCNFO1LkYjuCT8oPlcQTtkrQzPGOkpA">BELAY</a>. "Instead, show confidence when bringing an idea to the table."<h2>6. 'My gut tells me ...'</h2>If you're working in a data-driven field or company, there are times where your gut feeling just isn't going to cut it."The facts and the numbers inform our decisions," says Hari Ravichandran, CEO of web-hosting company <a href="https://www.endurance.com/">Endurance International Group</a>. "While qualitative plays an important part in how we behave the quantitative is a vital factor in what we decide. You need to be prepared to have data to back-up your assertions, even if they are instinctual."<h2>7. 'I don't know'</h2>"If I ask you a question that you don't know the answer to, that's okay. Nobody knows everything,"says Jodi Glickman, the CEO of leadership development and communication training firm <a href="http://greatonthejob.com/">Great on the Job</a>. "The key is not too sound like you don't know anything. 'I don't know' is lame, it's not helpful, and it doesn't make you look good."If you're caught off-guard by your boss's question, Glickman recommends saying something more along the lines of: "Here's what I know, here's what I don't know, here's how I'll figure it out.""Hearing this from an employee shows that they did not even try to find the answer and does not know what's going on with something under their responsibility," says CEO of booking platform <a href="http://tripactions.com/">TripActions</a> Ariel Cohen. "As your boss, we want to hear that you're prepared. Even further, if a question is posed that you haven't thought about remind me that you can think on your feet and leverage your experience on the fly."<h2>8. 'I don't have time'</h2>This is a terrible way to respond when your manager asks you to take on a new task - even if it's true."Prioritization is important," Axelrad says. "Be flexible and open to the need to pivot. If you can't fit a project into your schedule, then let the person requesting your time know that while you have some critical work to get done right now, but you can get to this project on X date. Always ask if this proposed timeline will work. If not, talk to your manager about shifting priorities to accommodate requests."David Dourgarian, CEO of staffing software company <a href="https://www.tempworks.com/">TempWorks Software</a>, says that it's important to make time when it comes to getting crucial tasks done."Going above and beyond sometimes means coming in early or staying past 5 p.m. to assist a client with a problem no matter how small - and that applies to everyone from the top down," he says. "We look for employees that understand the importance of client loyalty and bring a good attitude about putting in the extra effort to ensure the company continues to uphold that mission."<h2>9. 'I'll try to get that done by Friday'</h2>"Don't try," Bailey says. "Actually do it. In the words of Yoda, 'There is no try, only do.' If you can't get something done, tell your boss, so you can work together to get it done - or bring in help where it's needed."<h2>10. 'I missed the deadline'</h2>"Stuff happens," Staples says. "People miss deadlines. Just don't tell me after the fact. Give me as much advanced notice as possible that you're going to miss it."<h2>11. 'What is my career path?'</h2>Don't rely on your boss to figure out your future for you."Employees should come to their managers with a sense of their goals, asking instead for help or support on how they achieve them," says Dan Sommer, CEO of web development program <a href="http://www.trilogyed.com/">Trilogy Education</a>. "When you're asking what is my career path, you are demonstrating that you haven't done your research or put in the time to really think through where you want to get to."He recommends asking "How do I get there?" instead. <div class="margin-top"> <h3>NOW WATCH: <a href="http://www.businessinsider.com/words-phrases-should-never-say-boss-2016-12">Never say these 6 things to your boss</a></h3> <div> <div> <div class="ooyala-video-player" data-video-autoplay="false" data-video-id="FmMjRmODE6pnznMi2VBUdIbOiObV3yeh" data-player-variable="ooyalapopvideo" id="ooyalaplayer_popvideo" style="width:1280px;height:720px"></div> </div> </div> </div>

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