Roundtable Discussion: ‘Work is now something we do, not somewhere we go’

With more and more sectors returning to full time working the effects of the pandemic on employees and their expectations is becoming increasingly apparent. There are marked shortages of employees in some sectors while in others staff have new expectations about when, where and how they should work. We asked three experts in the field of employment and HR management to share their thoughts on some of these issues.

Anthony Cooney, Fingal Chamber, Derek McKay and Michelle McDonagh, Adare Human Resource Management at the launch

Q1 How fragmented is the overall picture on employment now in sectoral terms and where are the biggest problems in terms of labour shortages?

Siobhan Kinsella, Operations Director of the Noel Recruitment Group, Chair of the Fingal Skills Strategy Implementation Group and a former President of both Chambers Ireland and Fingal Chamber, brings deep insight into the challenges created by the pandemic in the labour market.

“There are massive and consistent staff shortages in hospitality, retail, transport, logistics and customs and in construction and they are causing serious challenges for business at the moment,” she says. “Prior to the pandemic, in the Fingal Skill Strategy (the first to be developed by any local authority in Ireland which was launched in 2019) using an independent consultancy and the same methodology as that employed by the SOLAS Skills and Labour Market Research Unit, we had mapped the replacement demand and emergent demand for Fingal under three different growth scenarios.

“Then, when the pandemic hit, skills obviously became a massive issue and we invited the SOLAS SLMRU unit onto our Strategy Implementation Group to update the sectoral map for Fingal. We then cross-referenced that with data insights from LinkedIn and also with inputs from stakeholders in each of the relevant industries in Fingal.

“Arising out of this work, one of the interesting things to emerge is the amount of provision that is already available to solve the skills issues, both in third level and in further education and training. There is plenty of funding. The real challenge now is to link the needs of employers with the training that’s available for new employees. There’s also been a significant increase in salary expectations from employees in each sector and there is definitely an issue of wage inflation in the economy.” Ian Hunter, Centre Director of the Swords Pavilion Shopping Centre, says the retail the sector is really struggling to get back to normal operations due to the challenges of the employment market. “Since reopening in May we have seen business increase, confidence in customers to return to bricks and mortar shopping and lastly a level of confidence that the sector will not go into further restriction that affect their ability to trade. With the last point this is the real catalyst to retailers returning to the

recruitment sphere. However, they are being hit by a number of factors that are limiting their ability to attract and employ staff.

“Showing due consideration to the emergency implementation of the PUP payments which served to hold up the economy during the pandemic, the effects of slow removal of such payment sector by sector as they return to full operation is hindering the re-engagement process. Retail has traditionally been a low pay market that relies on high numbers of part time staff. This, in effect, creates a financial wall that potential employees are building as in some cases future earnings maybe lower than current PUP payments. Employers need to manage the delicate balance of maintaining a sense of equity between teams in how decisions are made and avoiding potential discriminatory issues arising.”

She says the biggest challenge in recruitment right now is accessing a volume of suitably qualified and experienced candidates. “Employers need to manage the recruitment process efficiently and confirm offers quickly or they risk losing candidates. Employers must get creative to fill vacancies and ensure they stand out from the crowd with a differentiated offer of salary and benefits aligned to current demands for remote and flexible working, a stable environment and a record of high employee retention.

“So the government need to urgently help the sector by removing or reducing the barriers to the employment market, thus fulfilling the retail demands for staff. Currently in Swords Pavilions, where we have over 90 brands, at least half of the retailers are looking to hire staff and this is also their biggest concern as we are now in the golden quarter and approaching the key period of Christmas itself, which can in the retail world be a make or break period.”

Michelle McDonagh, Senior HR Client Relationship Consultant with Adare Human Resource Management, says that each sector is responding differently to the new ways of working, with employees in technology firms, for example, expecting that their employers will permit remote working almost exclusively. “Roles or industries that require more collaborative thought/design processes to brainstorm ideas and challenge thinking will prefer a hybrid working model,” she says. “Other companies, some headquartered internationally, are making cultural decisions and taking a firmer view on requiring staff to return to the physical workplace, at the same time accepting the consequences of increased employee turnover.

“This fragmentation exists within companies, too, as each individual set of circumstances dictates preferences, highlighting the need for flexibility to cater to different generational needs around family commitments and desires for more personal time. “Without enough available staff some businesses, particularly those in hospitality, have been forced to reduce their opening hours and/or their offering to customers with restricted menus. We are also seeing a reduction in normal standards of work delivery and customer service in many sectors due to less experienced staff and large volumes of work. It is hoped this situation will begin to reverse somewhat when the Pandemic Unemployment Payment is phased out in February 2022.”

Q2 How difficult has it been for companies to accommodate remote/hybrid working policies and what particular problems and pitfalls have you seen for employers – and how have they addressed them?

Michelle McDonagh says organisations have found the adjustment challenging due to the continuous change and uncertainty around what they should be doing from a legal perspective and also the potential consequences of changing contractual commitments. “As the pandemic evolved, employers became concerned about Health and Safety issues that began to arise, such as mental health difficulties, use of accrued annual leave, musculoskeletal strains and risks of non-compliance with provision of a safe workstation at home.,” she points out.

“Despite the fears of many, remote working has been broadly successful for both employers and employees. Many employees are not willing to work for organisations that don’t allow them to maintain either fully remote or a hybrid working arrangements. Employers, on the other hand, fear that the longer remote working continues, the more issues will begin to surface around mental health concerns and struggles to maintain a connection to an organisation’s culture, resulting in a more fragmented rather than communal workforce. Teams working together will likely be mixed between those physically together and others working remotely. These challenges could see communication and inclusivity suffer, conflict increase, productivity dip and a negative impact employee retention. The research is not there yet to give comfort to organisations on how remote working will evolve in the longer term.

Michelle McDonagh is also concerned that delays to the publication of the Government guidance for Employers on Building a Remote Work Policy and Guidance Framework and the lack of certainty on reopening dates has, in some cases, led to slow decision making. “The result has been increased employee turnover and a build-up of frustration amongst employees as they perceived their employers didn’t trust them to work remotely long term and didn’t appreciate their work/efforts to maintain productivity during the pandemic.

“Organisations have sought to address these challenges by engaging in continual two communications with staff to establish agreements supporting remote working to varying degrees on a case-by-case basis. In addition, more time is being spent on strategic human resource planning to map out what the future organisational strategy will be while designing a complimentary HR strategy,” she concludes

Siobhan Kinsella also notes that there has been a significant shift in approach by many companies, driven by their need to respond to the problems created by the pandemic. “I think there are many organisations trading successfully today, using hybrid. FINGAL CHAMBER - NETWORK MAGAZINE 11

working models, that would have told you before the pandemic that such an approach simply could not work for them,” she says.

“In Chambers Ireland we surveyed members throughout the pandemic and found that the development of staff digital skills, management skills, motivational skills and wellness interventions became a focus for many employers. We also found that those employers who looked after their employees holistically across these areas had less disruption to their business and were more successful than those that did not embrace the holistic employee experience. I think management, leadership and digital skills were by far the biggest determinants of success in operating remotely through the pandemic.”

Q3 As more and more businesses return to the “new normal” what long-term changes, if any, do you expect to see in Ireland’s way of doing business?

Ian Hunter observes: “There is a very real change in the way both B2C and B2B will do business in a post pandemic world. Consumer have changed their ways of doing business, with an accelerated move to online off the back of the Level 5 restrictions. Their shopping patterns are changing, with those working from home now shopping in the time they have got back from what was their commuting time, therefore putting more emphasis on weekday purchasing as against weekend.

“This will change over the coming month as new hybrid models bed-in and the steady return to the office takes place. We have to be able to adapt to these moving waters over this period, remaining flexible with our contractors in response to our variable working week.”

With regard to B2B, Hunter says there is a challenge around the relationship between client and contractor which was forced to change during the restrictions. “Contractors face-to-face time disappeared and was either replaced by online or the occasional call. The difficulty now with the partnership between contractor and client is developing this relationship marketing to deliver the requirements, whether contractual or in terms of the relationship, while working with new hybrid ways of working. Expectations need to be managed, more effective and efficient ways of doing business must be developed. However no one shape fits all.” Michelle McDonagh notes that a number of key trends that are influencing the evolution of work were identified at her firm’s annual conference earlier this year, entitled Navigating the Future of Work. “Flexible work practices will become a standard feature of workplace conditions, enabling employees to build a routine designed around personal and professional needs,” she notes. Organisations also need to be seen by potential employees as having a sense of purpose. “As part of employer brand and employee retention strategies, employers must highlight they are contributing to something that positively impacts the world now and into the future,” she says. They also need to create networks for their staff. “Organisational structures must bring dispersed teams together with a sense of common belonging while strengthening agile ways of working, accountability and peer-to-peer innovation and creativity for everyone’s benefit.” McDonagh also advises leaders to take a long-term view, engaging those around them in a shared vision, not simply focusing on immediate business results but also caring about the welfare of those around them and fostering collaborative working environments.

Resilience and adaptability are also vital considerations, she adds. “Organisations and individuals need to be more resilient and adaptable, proactive and ready for fast changes in business, driving out inefficiencies and strengthening risk planning.

In what she terms the “new war for talent,” employers will have to focus on development, succession planning and resource planning to counteract skill gaps, while role descriptions will need to be reassessed to ensure they meet the requirements of the organisation and allow for continuous learning and upskilling.

Other key trends include diversification in ways of working, the Equality, Inclusion & Diversity agendas and people empowerment & innovation. “The challenge for organisations will be getting the balance in ways of working right across all categories of employees to suit their business objectives. Implementation of diversity and inclusion strategies will support the creation of an environment of inclusivity, which will help build a strong organisation,” she says. “To encourage people to lead with innovation and creativity, we need to create a culture where people feel valued, recognised and trusted, without being restricted by policies and traditional company structures.”

In Kinsella’s view the pandemic has forced Irish business to embrace the accelerated pace of change occurring in work practices. “Work is now something that we do rather than somewhere we go,” she observes. “I don’t think the level of commuting that was apparent in the community previously will ever fully return for those who don’t have to do it. Work has become much more about output than specific tasks, so that is a definite change in our attitudes towards work and employment resulting from the pandemic.

“Through surveys, what we’re seeing in Fingal and in Chambers Ireland is that the hybrid model is very much the way of the future and when issuing vacancies, unless a physical presence is absolutely necessary to conduct the task, it is no longer a requirement. So flexibility, balance and output are the new focus.”

ADVOCACY & REPRESENTATION

Fingal Chamber has a strongtrack record of lobbying and representation successes, delivering positive change for Fingal and its businesses.

Being a member of Fingal Chamber enables businesses to engage in matters that can impact their business through forums and consultations, and influence decision-makers through lobbying and advocacy support.

As a non-governmental institution, Fingal Chamber has no direct role in the writing and passage of laws and regulations that affect businesses. It does however, lobby in an attempt to get laws passed that are favourable to businesses and society.

Fingal Chamber is the only Chamber in the area that represents business at the county, national and European levels, and we work with Government Ministers, MEPs, the Mayor, Fingal County Council and local representatives to develop pro-business and employment initiatives.

Fingal Chamber does not lobby from the sidelines or shout needlessly in the media. Rather, we seek to build our reputation and relationships with policymakers, to make them sympathetic to the needs of Fingal businesses.

We ensure that decision-makers realise the important contribution of businesses, large and small, to society and the need to sustain it, by promoting a positive environment for enterprise.

Fingal Chamber is represented on the following bodies:

- Fingal Local Community Development

Committee Chambers Ireland EU delegation

- Fingal County Council Strategic Policy

Committees - Economic, Enterprise and Tourism

Development - Transport and Infrastructure Management - Housing - Planning Strategic Transport and

Infrastructure Development - Fingal Covid-19 Community Response Forum - Chambers Ireland Board - Greater Dublin Chamber Alliance - Fingal Tourism Stakeholder Group A recent example of our work in this area is summarised below:

Fingal Chamber North Runway Submission

Dublin Airport a critical piece of national infrastructure. Politically and economically, Brexit heightens its importance in connecting Ireland to the world, while Covid-19 demonstrates how important Dublin Airport is for integrating us into global trade networks.

The North Runway expansion gives us the capacity to reach further out into the world. It will allow our tourism trade to grow in the wake of the Covid-19 collapse in international tourism. It will also open trading opportunities in new partner countries increasing growth.

North Runway was granted planning permission in 2007, subject to 31 planning conditions. Two of these conditions would severely reduce the future operational capacity of Dublin Airport at peak periods. If unchanged, these two conditions would significantly affect the operation of the airport and its key airline customers and would damage the entire Irish economy.

The daa submitted a planning application to Fingal County Council in December 2020 regarding these problematic planning conditions associated with North Runway. In January 2021, Fingal Chamber made a written submission to the planning authority noting 7 business community concerns, and supporting what we see is a fair, sensible, and balanced proposal for all stakeholders which will safeguard Ireland’s connectivity to global markets.

Dublin Airport North Runway