Future of Work & Empowering Women at Work- Q3 2024 by Mediaplanet UK&IE

Future of Work & Empowering Women at Work

Empowering

Shabdita Sakarde, Head of Communications, Carelon Global Solutions Ireland

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Future of work trends and how employers can navigate the opportunities and challenges

The future of work stands as a critical arena of transformation, offering both opportunities and challenges. For businesses to sustain success, understanding these changes is paramount.

The opportunity for remote and hybrid work models provides numerous benefits. Flexibility allows employees to manage their personal and professional lives more effectively, enhancing work-life choices. The diversification of skill requirements offers opportunities for career advancement and learning. Additionally, technology can enable more seamless collaboration and connectivity, helping employees to work efficiently from anywhere and providing access to more diverse talent.

Implications for workplace wellbeing

Despite the positives, the new work paradigms also pose challenges. Remote work can blur the boundaries between work and life, leading to risks of an imbalance, social isolation, stress and burnout. Talent continues to be scarce, and skills requirements continue to shift. Isolation from colleagues may result in feelings of loneliness and detachment, which can adversely affect wellbeing and productivity. A more distributed remote or hybrid workforce can increase the risk of missing opportunities to innovate through creative conversations and collaboration. The constant connectivity enabled by digital tools may also create an ‘alwayson’ culture, adding to stress and reducing downtime.

Thoughtful strategies and leadership approaches

Leaders must transition to more empathetic and supportive leadership styles focused on talent support and development. This will include promoting clear boundaries between work and personal time. Investment in learning is paramount. Employees want to know early on in their careers what career paths, coaching and support are available for them to progress

Why 60% of organisations in Ireland are investing in cloud migration of payroll software

Payroll technology isn’t just about convenience; it’s a strategic imperative for the future of work. Integrated, cloud-based payroll software can boost efficiency, support compliance and employee satisfaction.

Athroughout a business. This is equally important to employers striving to bridge skills and opportunity gaps.

Digital tools and team cohesion

To thrive amid digital transformation, employees must be equipped with the necessary tools and training. Employees expect technology to enhance — not hinder — their work experiences. Human-centred design will include structures for digital accessibility, understanding different requirements for digital immigrants and digital natives.

Conscious interventions to create opportunities for regular virtual and in-person interactions help maintain team cohesion and foster social connections. This involves formal engagements and informal catchups to combat isolation and enhance collaboration.

Prioritising talent and progression

These are just some focal points for attention. Ibec’s wellbeing accreditation, The KeepWell Mark, was recently updated to reflect the latest evidence and best practices to help organisations achieve sustainable success. By prioritising talent support and development and adapting leadership practices to the evolving work environment, Irish businesses can cultivate a resilient and engaged workforce poised to navigate future uncertainties and capitalise on emerging opportunities.

For more information on The KeepWell Mark, please contact info@thekeepwellmark.ie and a member of our KeepWell team will contact you.

t SD Worx, formerly Intelligo, our research shows that for almost one in five Irish companies, creating an integrated and efficient payroll system remains an urgent yet unmet challenge.

Efficient payroll attracts top talent

Seamless payroll services are a magnet for top talent, giving companies a competitive edge in attracting and retaining talent. The world of work is constantly evolving; it’s important to find an external payroll partner that can help you proactively manage complex payroll demands. This includes adapting to new contract types, offering more flexible working options and meeting the growing demands of European legislation.

of modern employment, making compliance and flexibility more challenging. Our cloud-based payroll solution, MegaPay On-Cloud provides employees with seamless payroll access anytime, anywhere. We place the highest emphasis on enterprise standards for data privacy and security, ensuring General Data Protection Regulation (GDPR) compliance and risk management. Accurate, on-time payroll is crucial for employee satisfaction.

Seamless payroll services are a magnet for top talent, giving companies a competitive edge in attracting and retaining talent.

From our recent study, 51% of HR Director respondents in Ireland reported that speed and efficiency of payroll processing is their biggest payroll challenge, so ensuring your technology supports you is key.

Why invest in cloud-based payroll software?

Cloud-based payroll solutions offer scalability, accessibility and flexibility, enabling smoother datasharing and collaboration across different departments and locations — all of which are vital in today’s work environments.

According to our research, about 60% of respondents in Ireland noted that their organisations are currently, or planning to, invest in cloud migration of payroll software, marking an evolution in the future of payroll. With so many businesses already on the cloud or moving to cloud-based solutions, it’s important to understand what a solution like this could look like for your business.

Cloud-based, scalable payroll solution

Hybrid working is a key theme

Contact information: ie.info@mediaplanet.com

The number of employees currently on your payroll is a crucial factor, but so is choosing a scalable solution that can grow with your business. It’s ideal for organisations prioritising remote work or operating in multiple locations, offering cloudbased payroll access from any internetconnected device.

Collaborating on payroll technology

No matter your business’s growth stage, two words should always guide payroll management: employee experience. Ensuring efficient payroll is key to job satisfaction, extending beyond timely, accurate payments. It involves creating a user-friendly, reliable, secure system that integrates seamlessly with HR. Engaging stakeholders early on is crucial to tailor the system to HR, finance, IT and other departments’ needs.

Project Manager: Ciaran Fagan ciaran.fagan@mediaplanet.com Project Manager: Sadbh Raftery sadbh.raftery@mediaplanet.com Senior Project Manager: Jen Church Business Development Manager: Kate McSwiggan Sales Director Ireland: Samantha Taylor Managing Director - Ireland: Ross Bannatyne | Senior Designer: Aimee Rayment Senior Content Manager: Angelica Hackett O’Toole | Head of Digital Operations: Harvey O’Donnell Paid Media Manager: Jonni Asfaha Social & Web Editor: Henry Phillips All images supplied by Gettyimages, unless otherwise specified @BusinessnewsIE

Eimear Byrne, Ireland Country Lead, SD Worx

Vicky O’Neill HR Strategy Specialist, Ibec

Emerging tech is redefining workplace learning and knowledge-sharing

Workplaces need to adapt to new employee expectations of workplace learning, as managing knowledge and leveraging emerging technologies can deliver significant benefits.

Workplace learning is changing. Traditionally, when an employee needed to acquire new knowledge or learn a new skill, they’d be sent on a training course or given on-the-job coaching. However, savvy companies are adopting this approach — and for two main reasons.

Workplace training methods and employee expectations

First, AI and Gen AI provide a new slant to workplace learning. “Traditional training methods simply cannot keep up with the pace of change in the workplace,” says Claudia Carr, Partner at multinational management and technology consulting firm, BearingPoint. “Rather than being trained on what you will or may need to know, digital assistants can now guide employees to the relevant learning content and knowledge as they need it — right information at the right time.”

impact on outcomes. Understanding the context is critical, as is knowing when to question outputs. This will involve ‘a human factor,’ including coaching from more experienced staff.

It is not enough to just provide the tools; employees also need to access trusted and verified content from valid sources in real time, backed up by governance, guidelines and training. This increases the need for critical thinking and prompt engineering skills.

Traditional training methods simply cannot keep up with the pace of change in the workplace.

Second, workforce expectations have changed. “The new generation of employees are used to finding answers for themselves online,” says Carr. “Their attitude is: ‘I don’t want you to tell me. Just show me where I can find the information.’”

Having the right guidelines and guardrails in place AI tools need to learn, so the information they access and how employees engage with it can have a significant

“The quality of the output is directly related to how the question or prompt was phrased,” says Carr. “That includes verifying that the appropriate source of information is being used.” This means it is equally important to unlearn outdated information.

Shared responsibility for workplace learning

When looking at approaches to information and knowledge management, collaboration is crucial. “As people learn and develop, it’s essential to put structures in place — both within the organisation and with external partners — so that insights and learning can be shared,” says Carr. She notes that while emerging technologies can be an enabler of learning, they cannot be used in isolation. “Workplace learning won’t just be the responsibility of the learning and development team anymore. It will be everyone’s responsibility.”

Claudia Carr Partner, BearingPoint

WRITTEN BY Tony Greenway

Creating employment pathways for people with Down syndrome

A national programme successfully creates job opportunities for people with Down syndrome through tailored support and training.

Many sectors in Ireland are experiencing substantial difficulty in recruiting skilled labour. However, Down Syndrome Ireland (DSI) may have an alternative, innovative solution.

Down syndrome employment programme

In 2018, a National Employment Programme commenced in response to low employment rates of people with Down syndrome. People with Down syndrome have many abilities and should be supported to make informed career choices. DSI’s Employment Team works with companies nationwide to create an inclusive workforce and employ people with Down syndrome through carving out job roles, providing bespoke Down syndrome awareness training, assistance with contracts, job specs and ongoing support once work has commenced.

One key goal is to provide adults with Down syndrome with a high degree of independence. This is achieved through working closely with jobseekers to explore skills, capabilities and areas of interest. The Employment Team works on personal development, pre-employment and preinterview training plus CV building, job searching and ongoing support and reviews to ensure jobs remain meaningful. DSI has worked to create 270 jobs for adults with Down syndrome nationwide.

Training boosts employment opportunities

The DSI Skills Academy aims to provide essential training for adults with Down syndrome to progress into employment. The programme is developed in conjunction with the Dublin and Dun Laoghaire Education and Training Board (DDLETB) to ensure that participants receive accreditation under the Quality and Qualifications (QQI) framework. The Adult Education Department collaborates with Education and Training Boards (ETBs) to promote nationwide Further Education and Training (FET) opportunities for people with Down syndrome. This includes Down syndrome awareness training for FET practitioners, programme creation and providing information to the FET guidance service. These initiatives have led to greater awareness of the potential for people with Down syndrome to participate in FET and employment.

To get involved, contact Employment: aoife@downsyndrome.ie Further Education and Training: johncondon@downsyndrome.ie

How agile and adaptive leaders can drive organisational success

Find out how agile and adaptive leadership fosters innovation and resilience in today’s dynamic work environment. Explore programmes for transformative growth and adaptability.

Global and technological disruptions are reshaping the work landscape, compelling enterprises to reappraise conventional operational and workplace models. To thrive in this dynamic environment, organisations must be agile, innovative and resilient. For some companies, this requires a change in culture, which must be initiated, driven and modelled by leaders with an adaptive mindset.

What is an adaptive leader?

Adaptive leaders quickly adjust to new situations and challenges, continuously learn, embrace calculated risks and view setbacks as growth opportunities. They are forward-thinking about emerging trends and technologies, proactively guiding their teams to innovate across the business. This mindset is crucial for creating a strategically agile culture that keeps the organisation alert and responsive to external challenges and opportunities.

How agility and adaptability empower teams Leaders can instil an agile and adaptive culture by empowering teams to problemsolve and make decisions, which fosters a sense of ownership and encourages innovative thinking. Cross-functional collaboration and transparent communication must be supported by leaders at all levels of the business; this increases creativity and continuous improvement.

By fostering such a culture, organisations can develop high-performing, self-directed teams capable of quickly adapting to changing circumstances, innovating and remaining competitive and resilient.

Strategic programmes that enhance leadership agility

IDA Ireland supports client companies to develop their leadership’s strategic agility and adaptability through our Leading with Strategic Intent Programme and Future Subsidiary Leaders Programme delivered by the IMI. These programmes have been developed for leadership teams of multinational subsidiaries in Ireland. They focus on key components of strategic agility, such as cultivating a transformative and sustainable growth mindset, talent strategy, stakeholder management and creating a transformational value proposition for the Irish site.

Gaffney Head of Employment, Down Syndrome Ireland

John Condon Head of Further Education and Training, Down Syndrome Ireland

The rapidly evolving enterprise landscape demands that organisations embrace agility, innovation and resilience if they are to sustain their business into the future. This transformation hinges on agile and adaptive leaders creating an organisational culture that embodies these values.

Aoife

Aisling Soden Section Manger, IDA Ireland

Ireland

How businesses can motivate their staff — and win the war for talent

Changing employee expectations mean that organisations are having to reassess the way they recruit and motivate their staff, say two experts from HR software company, Personio.

How real is the skills shortages challenge — and how are organisations responding?

Lenke Taylor (LT): It’s very real. It’s why many organisations are changing their approach to recruiting. They’re thinking more about the positions they’re hiring for and the types of skills they need — and the benefits they should offer in the war for talent.

Talent shortages have forced employers to define who they are and ask themselves: ‘What are our values? How do we work best together in order to serve our customers? What do we look like to potential candidates — and how do we help them become excited by who we are as an organisation?’ That’s important because younger employees, in particular, have different expectations about what work should be like.

WRITTEN BY Tony Greenway

Sponsored by Personio

Max Specht (MS): Our latest data shows that 71% of organisations are changing the way they hire, and many are solving shortages through skills-based recruitment. In other words, they’re reprioritising skills over credentials and using hiring processes that help them get to know candidates’ skills, behaviours and attitudes, rather than simply looking at their CV qualifications.

LT: Bringing in a person who has the right excitement, motivation and transferable skills can be as — or more — successful than hiring a cookie-cutter person with the right experience.

What’s the current state of engagement in organisations, and how can employees be more motivated?

LT: Engagement and motivation is lower than it has been. External factors have contributed to this, including the pandemic, economic changes and new ways of working. However, organisations can’t simply blame external factors. They must look internally and understand how to better engage and motivate their staff. That starts with talking to their employees to find out what their experience is like working in the organisation.

What are ‘squiggly careers’ and ‘job hopping’ — and why are these important?

MS: A big reason why employees leave a company is frustration over lack of career progression. However, organisations should recontextualise what they mean by ‘progression.’ It isn’t purely about being promoted to the next level. The idea of ‘squiggly careers’ is that people constantly learn new skills and maybe switch from department

to department or role to role. Employees want to feel as though they are moving — not stagnating. Offering this type of progression helps with recruitment and retention.

How much do employees trust senior leadership and their colleagues?

MS: Right now, trust is at a low point. Trust is hard to gain and very easy to lose. The good news is that it can be won back. We’ve surveyed employees to see how trust can be bolstered and, in some cases, it’s as simple as a company telling its workforce about its strategic plans for the future. Good communication, honesty and transparency can go a long way in establishing trust. Another way to increase trust is with career progression. Again, that doesn’t necessarily mean ‘promotion.’ Oftentimes, with the newer generation, it means ‘purpose’ and regular salary reviews.

How can teams nurture their highest performers to be their most productive selves?

LT: It starts by understanding what ‘high performance’ means and sharing that definition with your employees. Typically, it means delivering outcomes in a way that’s consistent with your organisation’s culture and values. You should also review the mechanisms you have in place to reward people who do well. Are these monetary or some other kind of performancerelated benefit? Also, what can you offer that will excite and challenge employees in the future? Let’s be real. They’re probably not going to stay with you for 25 years, but while they’re with you, you need to ask how you can create a great experience for them.

Lenke Taylor Chief People Officer, Personio

Max Specht HR Content Expert, Personio

Why the ‘return to office’ debate is missing the mark

The ‘return to office’ debate has intensified in the past 12 months: why wouldn’t companies return to the ‘old normal’? Yet, much of the discussion has been overshadowed by noise.

Rather than viewing it as a constant struggle between employees and employers, it’s important that we take a step back and see what remote work really is. It is a new, more productive way of working and one that has significant positive social impact for individuals, organisations and communities alike.

Benefits of remote work

For centuries, labour and location went hand in hand. Working on farms meant living on them. Likewise, working in offices or factories meant living near them in predominantly urban areas. What the pandemic exposed was that work and location no longer need to be bound together.

This, in essence, benefits everyone and is transformative in a way that can help us face some of the biggest economic, societal and environmental challenges facing us. Employees no longer need to spend hours commuting to do the very same work in offices that they could easily be doing remotely.

Remote work presents an unprecedented opportunity to drive positive change across communities, society and the environment.

Remote work boosts talent and communities

The benefits are manifold for employers too — why limit your talent pool to one specific city or region, when a remote-first model opens your organisation up to finding the best talent across Ireland? Perhaps the biggest impact is seen in communities. With commutes now a thing of the past, and with more employees and employers alike being able to spend that money at home, communities all over Ireland benefit from social and economic growth as local businesses benefit from increased patronage while community organisations see an increase in engagement and volunteerism.

New work methods and equity

The future of work is not just about where we work but how we work. Remote work presents an unprecedented opportunity to drive positive change across communities, society and the environment. The debate should not be about returning to old ways, but about finding a new way that works for everyone — and one that can make Ireland a more equitable, efficient and energetic place.

Gender parity trends and strategies in Irish business this 2024

In 2024, Irish business gender parity is improving but remains challenging. Learn how 60 employers are committing to a workforce more representative of diversity in Irish society.

Areport published by Business in the Community Ireland (BITCI) presents an aggregated diversity profile based on data from 60 employers representing over 150,000 employees across Ireland. These employers are signatories to BITCI’s Elevate: The Inclusive Workplace Pledge.

Data-driven action boosts gender parity

A significant finding of the Elevate report is that a focus on data-driven actions yields benefits. Within the Elevate Signatory base, women account for 40% of executive, C-suite and senior-level positions. This compares favourably against the wider labour force where women only account for 30% of similar positions.

Companies that collect and analyse data on gender diversity are better equipped to identify gaps and measure progress. This approach allows for targeted interventions that can effectively address specific challenges faced by women in the workplace.

Strategies for employers to consider

Despite this progress, achieving full gender parity remains a work in progress. Key strategies being implemented by leading employers include flexible working arrangements, mentorship programmes and robust anti-discrimination policies. Additionally, regular education and training on diversity, equity and inclusion topics for all colleagues helps to build a more supportive and aware corporate culture. Finally, advocacy and strong allyship from senior leaders are crucial in supporting women’s career advancement. By actively promoting women’s contributions and ensuring access to critical opportunities and networks, these leaders can make a significant impact.

Steps to build a more inclusive workplace

The Elevate report outlines actionable steps for companies to take to empower women and create a more inclusive workplace. These include transparency (publishing diversity data and setting clear goals for representation); accountability (for creating inclusive environments); pipeline development (investing in mentorship, sponsorship and leadership development programmes); flexible work policies (prioritising arrangements to support women’s needs and encourage men to share family responsibilities).

As more organisations commit to these principles, the business landscape will continue to evolve, offering greater opportunities for women to succeed and lead.

How can an organisation become one of the best workplaces for women?

Fostering supportive workplaces for employees is now central to workplace discussions, but how can organisations ensure they are catering to all employees’ needs?

Through our annual Best Workplaces for Women™ recognition at Great Place to Work, we acknowledge organisations that excel not just in providing a great work environment for everyone, but specifically in creating positive and supportive workplaces for women. This recognition highlights women’s distinct workforce experiences and aims to set a standard for exemplary workplaces for women.

Fairness and empowerment in the best workplaces

At the heart of this programme is a commitment to fairness in pay, recognition, training and flexibility. Trends among recognised organisations include equitable compensation for women, clear pathways for career advancement and flexible work arrangements — empowering women to reach their full potential.

Beyond surface-level policies, organisations recognised as Best Workplaces for Women™ foster a culture of encouragement and empowerment. Women are not just participants in the workforce but are encouraged to take on leadership roles and drive innovation. These organisations create an environment where women feel supported and valued, enabling them to perform at their best.

Numbers and partnerships gathered in 2024

This year marked the sixth consecutive year of the Best Workplaces for Women™ recognition. Representing over 19,000 people and 35 organisations, we gathered insights from over 2,100 inspiring female leaders. We found that 92% of women surveyed at these organisations feel they are treated fairly regardless of their gender, with 88% agreeing they can take time off work when they think it is necessary. We are also delighted to continue our partnership with The Menopause Hub. We first came together last year to deliver Ireland’s first Menopause Workplace Excellence Awards, which recognise employers doing pioneering and groundbreaking work to support menopausal and perimenopausal women at work.

Exceptional environments for women at work

In recognising these workplaces, we, at Great Place to Work, aim to consistently shine a spotlight on the profound impact that fair treatment, recognition and empowerment can have on creating exceptional work environments for women. We hope to create a ripple effect that benefits women in workplaces across the country.

John Evoy General Manager, Grow Remote

Linda O’Sullivan Head of Social Inclusion, Business in the Community Ireland

Rachel McLoughlin Content Marketing Executive, Great Place to Work

Why today’s military is on an important mission to modernise

Ireland’s military is embracing diversity and inclusion to improve the lives of the women within its ranks — and make forces careers more appealing to anyone thinking of joining.

When Jayne Lawlor joined the army in 1997, she was looking for a career that offered variety, opportunity and adventure. “I wanted a job where no two days were ever the same and where a myriad of opportunities would be available to me, both at home and abroad.”

Ireland’s military championing diversity and equality

Fast forward 27 years, and she is now Lieutenant Colonel Jayne Lawlor, Senior Staff Officer, Defence Forces Ireland. She is also the organisation’s Diversity and Inclusion Lead, charged with making a military career more equitable for all. “I’ve deployed overseas on six different missions and have been

able to do everything my male peers have done,” says Lieutenant Colonel Lawlor.

“So, women do have equal rights in the military, and structures are in place for us to advance our careers. That said, there’s a realisation that we face hidden barriers. For example, if we become mothers, we have to juggle children and family life with overseas deployments — or, for those of us with naval careers, deployments at sea.”

“We’re not just reviewing and improving our current family-friendly policies,” reveals Lieutenant Colonel Lawlor. “We’re also looking at creating new ones, such as a remote working policy, a menopause policy, a return-towork policy and how we assist staff who are undergoing fertility treatment. We must constantly think outside the box and ask: ‘How can we make this career better for — and more appealing to — women?’”

Recruitment practices that include all women

In 1995, Lieutenant Commander Órlaith Gallagher was among the first class of female officers inducted into the Navy. Now Project and Policy Development Lead, Joint Recruitment Office, she’s on a mission to recruit more women to its ranks. “Even small changes can make a big difference,” says Lieutenant Commander Gallagher. “For instance, a recruiter will now get in touch with every female who applies to check if they have any queries. That’s because women can sometimes be reticent to put themselves forward and ask questions.”

Additionally, the fitness test is no longer pass or fail. Applicants below the pass mark can join and receive fitness support during induction to pass by the end. A training plan is also underway to help maintain or improve fitness before induction begins. Lieutenant Commander Gallagher adds: “We are also looking for women to join the Reserve Defence Forces, so if someone would like to try military life or would prefer a non-full-time option, then the Reserve could be for them.”

Importance of employee networks and lifelong learning

The military’s employee networks are also helping to empower women at all levels, notes Flight Sergeant Denise English, Senior NCO, Gender, Equality and Diversity Office. “There’s the Defence Forces Women’s Network and its sister network, the Defence Women’s Network,” she explains.

“Essentially, these are forums where women can meet up, chat and stand together. They can also listen to guest speakers talk about important topics that affect women, so they’re vehicles for information. We also have a network for our LGBT community.”

Women do have equal rights in the military, and structures are in place for us to advance our careers.

Implementing policies that empower women

However, steps are being taken to break down those barriers. For instance, the Defence Forces now allow women (and men) to job share on certain overseas deployments; has a maternity policy that is fully in line with international and Irish best practice; offers parental leave and a shorter working year; and has modulated one of its master’s courses required for career progression.

Plus, training is available in everything from catering to mechanical engineering, so the skills that women acquire can help them branch out into unexpected areas. Lieutenant Colonel Lawlor says: “We’ll give you skills, whether it’s parachuting, diving, navigating a ship or operating gunnery on an aircraft. With the places you can go and the things you can see and do, the military is like no other career. Whatever your interests, we have a job for you.”

Lieutenant Colonel Jayne Lawlor Senior Gender, Equality and Diversity Officer, Defence Forces Ireland

WRITTEN BY Tony Greenway

Lieutenant Commander Órlaith Gallagher Project and Policy Development Lead, Joint Recruitment Office, Defence Forces Ireland

Flight Sergeant Denise English Senior NCO, Gender, Equality and Diversity Office, Defence Forces Ireland

It can be difficult to get women to take the leap into this industry, so we must work hard to encourage them.

Ways the construction industry is building a positive environment for women

Susan

Carroll, Human Resources Director, Cairn, says that the construction sector recognises how important it is to create a positive culture that empowers female talent.

Susan Carroll Human Resources Director, Cairn

How would you describe your company’s culture?

Susan Carroll: Our culture is very important to us. In everything we do, we try to create an environment where people feel valued, respected and empowered to do their best work. We listen to our employees and continually monitor engagement and based on this feedback, we are able to target initiatives they would like to see implemented across the business to ensure the best possible employee experience.

Plus, we encourage everyone to collaborate, listen to each other and find solutions that work best for their teams and the business. That has been the key to Cairn’s success. We also make sure that our people are well looked after with health and wellbeing initiatives — and that they feel properly valued by being wellrewarded for the work they do.

How is the company leading the way in promoting female talent in the construction industry?

When talking about female talent within construction, the conversation can focus on the shortage of women and on the rates of women studying relevant subjects or entering the industry; and it is vital to increase that rate. We do so by going into schools and working with businesses and the community to highlight the breadth of roles and career opportunities within the industry, but that can’t be the only focus.

We must look closely at our existing

workforce and whether women are progressing into senior roles. That means asking ourselves hard questions; examining the structure for promotions; and looking at our company culture. We see it as our responsibility to show leadership in making a change for women in the sector as well as in our own teams. We have also implemented different initiatives — such as mentor programmes, female transition programmes and talent acceleration programmes — to retain and progress our female talent. There is also a social side with several clubs, societies and events, which offer networking opportunities and help with that sense of belonging. We know it can be difficult to get women to take the leap into this industry, so we must work hard to encourage them and inspire them to do it.

We listen to our employees and continually monitor engagement based on this feedback.

Have these strategies been successful?

We have seen our female employee Net Promoter Score (eNPS) go from 26 to 52 over two years. I think that this shows our female employees recognise the commitment and investment the company has made in creating a space where women want to work.

What initiatives do you find the most inspiring as a woman working in the construction industry?

Cairn believes that a workplace that inspires is a workplace that thrives, and this can take many forms from mentorship opportunities to development and promotional opportunities — but perhaps most inspiring is working for a company that prioritises sustainability, social responsibility and community.

For example, there are so many community volunteering opportunities that our people get involved with, and their active participation in these demonstrates how proud they are of the company. We are continually encouraged and challenged to explore innovative and sustainable solutions to have a positive impact on our employees, communities and industry. For instance, through its sponsorship of the Cairn Community Games (a voluntary organisation), it gives young people the chance to develop active and healthy lives through sporting and cultural activities. That is something everyone feels proud to be associated with.

Initiatives such as the Home Together community initiative, our commitment to Biodiversity Net Gain, various community projects and our partnership with Make a Wish Ireland have all stemmed from the passion and dedication of our employees to give back and make a meaningful impact.

Spread sponsored by Cairn

SPREAD WRITTEN BY Tony Greenway

Image provided by Cairn

How female role models empower women to build careers in construction

Jennifer O’Neill, Customer Operations Lead at Cairn, says that female role models within the organisation have encouraged her, empowered her and inspired her to succeed.

What sparked your interest in a career in construction?

Jennifer O’Neill: I studied media production before moving into the travel industry, so the construction industry definitely wasn’t the career path that I’d envisaged for myself. I was attracted to Cairn because it was a chance to be part of an organisation and industry that is contributing to society.

In what way?

We’re in the middle of a housing crisis. Our company is currently building Seven Mills, Dublin 22’s newest town, located between Lucan and Clondalkin. In the future, when I drive past, I’ll be able to say: ‘I played a part in developing that.’ What a great sense of achievement! Plus, in the customer care team, I’m dealing with people who have spent a lot of time saving to buy a house, which is the biggest, most emotional purchase of their lives. Being able to help them on their journey and see how excited they are when they get the keys to their new home is really rewarding.

How have you been supported in your career ambitions?

I have been lucky enough to work with some amazing role models, both male and female. Take our Chief

People Officer — the only female on the leadership team — who is utterly inspiring. Every day she sits in a maledominated forum with confidence and determination and empowers the rest of us to do the same.

For example, recently, I was the only woman presenting at a senior construction forum in a room of 56 men. Three years ago, I don’t think I could have done that. Now, I have the confidence to know that I have as much right to be there — and as much value to give — as anyone else. I’m also Chair of the Women in Cairn network, which launched this year, so I suppose I’m a role model myself. It’s been rewarding to help people and watch them achieve.

What would you advise women interested in joining construction?

When people hear the word ‘construction,’ all they think about is hard hats and boots. Yet, they should understand that there are many different disciplines within the construction sector. Yes, there’s the site and engineering side, but there’s also everything from sales and marketing to health and safety. As part of a growing company, you have the opportunity to make an impact, no matter what discipline you’re in.

Why male allies and mentors can pave the way for women in construction

Caitriona Flood, Health and Safety Officer, Cairn, discusses how supportive colleagues and mentorship can make a big difference to women in the construction sector.

What career progression and development support have you received?

Caitriona Flood: I worked in childcare for eight years — which is female-dominated — before joining Cairn in 2022. It’s been a big swap. Admittedly, I was intimidated going on-site for the first time because there were so few women. That said, whatever team you’re in, you are always supported by mentors and colleagues, so you feel as though you’re an important part of something bigger.

Have you had a mentor who has helped you in your career?

Mentorship has been really important for me because I had no background in construction. My first manager, Bronagh, taught me the soft skills I needed because obviously, I was suddenly working

in an industry where there was a lot of male energy. She also taught me how important it was to do things my own way — and about the language of construction. Initially, I’d sit in a meeting and not understand all the terminology, so it felt great to have Bronagh on my side. She helped me navigate things. I also shadowed a lot of people to figure out how I could put my own spin on the job.

Did allyship play any part in your development?

It did. I had a lot of support from my colleagues — so when I went to college to study for a diploma in Occupational Health and Safety six months after I joined the company, I already knew a lot from learning on-site. There were also various initiatives I took advantage of prior to my diploma. I can’t tell you how many small courses I went on that

built up the big bank of knowledge I now have. I also learned on the job and pushed myself out of my comfort zone.

Have you had male allies support you in your development journey? Absolutely. No one on my team has ever made me feel different or less because I’m a woman. If we want to get to a place of equality, it’s not just women who need to be leading. Men need to help too. I’ve been given more understanding at Cairn from male managers than I’ve had from previous employers. There’s also a lot of focus on mental wellbeing, so if you’re having a bad day, there’s no weakness in being upset or showing your emotions. The support and emotional intelligence I’ve had from male colleagues have been great.

Jennifer O’Neill Customer Operations Lead, Cairn

Caitriona Flood Health and Safety Officer, Cairn

How to make diversity and equality a dynamic ‘must-have’ for your business

A DIY, home and garden retailer has been on a successful mission to empower women in its workplace and promote gender equality and opportunity at all levels of the organisation.

In the 21st century, no business — whatever services it provides or products it makes — can afford to ignore diversity, equality and inclusion (DE&I) in the workplace. The DE&I genie is now well and truly out of the bottle, and it’s not going back in again.

WRITTEN BY Tony Greenway

Employees choose businesses with diverse leadership Naturally, that’s exactly as it should be, says Sharon Kelly, Chief People Officer at Woodie’s, the DIY home and garden retailer. So, lean into it. Celebrate it. For one thing, DE&I makes a business more productive and agile. “If your workforce isn’t diverse, you can’t achieve diversity of thought,” she points out. “You need insight from female voices.”

You might be surprised to hear that from a DIY retailer. After all, it’s tempting to stereotype these businesses as ‘male-dominated.’

This is not the case with Woodie’s, however, which has been recognised as a Great Place to Work (GPTW) in Ireland and Europe and a Best Workplace for Women. Its employee base is gender-balanced and its leadership team is 57% female.

“I would have no interest in working for a business that didn’t have balanced leadership representation,” admits Elaine O’Brien, the company’s Chief Financial Officer. “Actually, I’d have no interest in working for a maledominated organisation, full stop. Because where would I fit into it?”

dual working parents, we believe it’s for all.”

Nevertheless, if a business wants to make certain that its approach to DE&I isn’t just a ‘tick box,’ it should implement initiatives and strategies that truly empower women in the workplace and promote gender equality. For example, a key initiative at Woodie’s is its Seeds for Success programme, delivered in conjunction with Retail Ireland Skillnet. The programme allows colleagues to achieve a level 6 qualification on the national framework. At last count, 54% of learners on the scheme were female.

When it comes to driving female representation at all levels, the company has developed an apprenticeship for colleagues who want to take the first step into management. Crucially, its cohort is always at least 50% female. That’s not just about doing the right thing by employees, says Kelly. It also makes shrewd business sense.

There’s a huge responsibility for female leaders to share stories of their career journeys and be open and transparent about the challenges they face.

Empowering women with the right training Here’s another bonus offered by diverse, inclusive and equality-driven workforces: they are attractive to everyone. “If we were a male-dominated retailer, we would alienate half of the population,” argues O’Brien. “We don’t believe that DIY, home and garden is the remit of men. We don’t believe it’s the remit of women, either. With the rise of the shared household and the majority of families with

“It’s important that we’re feeding our talent pipeline properly,” she adds. “If we empower women with the right training, they will be ready and able to move up the career ladder when senior roles become available.”

Importance of role models and mentorships

To give female leaders the opportunity to network outside of the company’s formal internal structures, Woodie’s has partnered with IMAGE Business Club, a space for Irish businesswomen to connect with and learn from each other. Plus, every year, a number of female colleagues from across the company are selected to attend Executive Women’s Gathering — Ireland’s largest bespoke summit for female business executives — to collaborate, network and listen to empowering stories by different female speakers.

“There’s a huge responsibility for female leaders to share stories of their career journeys and be open and transparent about the challenges they face,” reasons Kelly.

Spread sponsored by Woodie’s

Sharon Kelly Chief People Officer, Woodie’s

Elaine O’Brien Chief Financial Officer, Woodie’s

Image provided by Woodie’s

It’s also incumbent on companies to listen carefully to their people. That’s why Woodie’s has created a Shadow Board — made up of colleagues from across the organisation — to mirror the leadership team and keep them on their toes.

“The purpose of the Shadow Board is to disrupt and challenge the way the leadership team thinks and keep us connected to colleagues who are starting their career journeys,” says Kelly. “As part of that, these individuals are each assigned a mentor from the leadership team. We work closely with them to support them, help them achieve their goals and give them the confidence to be brave when it comes to their careers. Mentorship is a key driver of our diversity and equality agenda.”

Getting the buy-in of key decision-makers

The company has also reviewed its family leave policies, so they are fit for purpose. “This includes surrogacy, parental leave, paternity leave and adoption policies,” says O’Brien. “We wanted to know that we’re supporting all our colleagues in a way that’s fair and up-to-date.” The potential of flexible working is also being considered by trialling a nineday fortnight for interested staff.

and the leadership team,” she says. “Bringing key decision-makers and stakeholders on the journey with you is very important. It’s also about empowering and educating male colleagues to get their buy-in, but take things a step at a time. You will get there.”

Realistic milestones for DE&I

O’Brien recommends that organisations should keep milestones realistic and not overreach. “We’ve been good at that,” she says.

Bringing key decision-makers and stakeholders on the journey with you is very important.

“Because, at the end of the day, we’re a business and we have to make sure that we’re making the right business decisions. Yes, we want a genderbalanced workforce that is representative of the communities we’re serving; but we have to get there in a considered way and appoint the right individuals to the right positions. If you make personnel decisions simply to hit a KPI (key performance indicator), you undo the spirit of what you are trying to achieve.”

Both Kelly and O’Brien welcome the day when DE&I is the default position for all businesses. “It will be great when DE&I is normalised and ‘par for the course’,” says O’Brien. “Not having to think of it as a KPI should be every company’s North Star.”

Kelly has advice for companies looking to roll out similar strategies. “We’ve done it successfully because we’ve had the support of our CEO

Bringing key decision-makers and stakeholders on the journey with you is very important.

Ewelina’s Story

Store Manager Ewelina Witek-Murdzek reveals how she progressed her career with support from her managers — and by stepping outside her comfort zone.

Ewelina: Seventeen years ago, I graduated with a Masters in Horticulture and joined the Woodie’s team. I got married, became a mother and settled far away from home. I was passionate about plants and gardening, but I was also passionate about progression, improvement and pushing myself out of my comfort zone.

I was lucky enough to meet leaders in the company who recognised my strengths and believed in my capability, passion, positive attitude and desire for something greater for myself and others. I was given the opportunity to take a secondment as a Team Leader, and this was the first step in my management career.

Very quickly, I realised this was not the end of my career progression and that I was hungry for more. I moved to become Deputy Manager in our Bray store, County Wicklow, where I won Deputy Manager of the Year. A year later, I am very proud to say I became the Store Manager of Naas Road in Dublin. It is important to be surrounded by people who believe in you and who can support you; but more important is to believe in yourself, push yourself out of your comfort zone and have goals. I strongly believe it doesn’t matter where you are coming from, what gender you are or what stage you start at. What matters is the support you get, where you want to be — and how much you want it.

Empower returners to succeed after a break with confidence-building strategies

Employers can support new hires who have taken a career break to thrive, by providing a supportive pathway to rebuild their professional identity.

In the recent Career Returners Indicator research, 89% of returning professionals said that taking a career break had negatively impacted their confidence.

Loss of professional identity

When taking a career break for childcare, eldercare, health or relocation, it’s a particular aspect of confidence that takes a knock. At Career Returners, we call this ‘professional identity’ — one’s belief in oneself as a qualified and skilled professional.

Cara, an experienced project manager returning after 12 years, explains: “I feel like a different person. Can I really do what I did before? If returning to work is like getting back on a bike, it’s an e-bike, and I don’t even know how to get it started.”

Supportive pathway

An encouraging and supportive return-towork pathway empowers a woman returner to quickly rebuild their confidence and thrive at work. This is a worthwhile investment for an employer, as returning professionals bring a wealth of skills, maturity and a fresh perspective.

Line manager support

An effective line manager flexes support as the returner reintegrates. They set clear objectives with confidence-building opportunities. They provide regular constructive feedback and positive recognition of progress. They step back at the right time, as most returners report that they feel back up to speed after the first six to eight weeks. They can then ramp up autonomy and responsibility for stretching assignments, reinforcing confidence month by month.

How coaching fosters success

Where budget permits, offering Career Returners Coaching is a powerful way to set a returner up for success. Structured support from an expert coach, together with a safe space to voice and address fears and doubts, enables them to reconnect with their professional identity faster.

A crucial aspect is to help them value the unique strengths and skills they developed before and during their career break — seeing it as a bonus rather than a setback. One returner comments: “The coaching provided has helped me become emotionally and mentally strong, to look at my break positively and go from strength to strength.” confidence month by month.

Signs that you may be going through perimenopause and what to do next

We often associate menopause with periods stopping and declining oestrogen levels. However, perimenopause, its stroppy younger sibling, is a different bag altogether.

The ovaries do not abruptly stop; they shudder, stutter, stop and start. Therefore, trying to diagnose perimenopause with blood tests is unhelpful. You are trying to measure something that will wax and wane; and there is no ‘normal’ range.

However, blood tests can be helpful to rule out other medical conditions, which mimic perimenopause and create some of the symptoms we associate with it, such as thyroid disease. So, consult your GP or pharmacist if you have any concerns.

Perimenopause oestrogen changes

Perimenopause is characterised by swings in oestrogen levels and times of oestrogen production, which are much greater than what would have been ‘normal’ in a menstrual cycle in your younger years. High oestrogen levels can be responsible for breast enlargement, breast tenderness, heavy periods and fibroid growth.

Hormonal fluctuations and symptoms

There may be cycles through perimenopause where ovulation does not occur, which can trigger abnormal or heavy bleeding. These erratic hormone levels, for some women, will be responsible for cognitive changes (‘brain fog’ can peak during perimenopause), migraine headaches and mood changes.

Many women describe perimenopause as worsening of their PMS-type symptoms. Some will report a change in their cycle (periods may be heavier or lighter, more frequent or less frequent). Women must be assured that they are not losing themselves. Although some will fly through perimenopause, their brain unfazed by the hormonal ups and downs, others feel they have woken up in a different body.

Where to find perimenopause support

The message is not to be petrified of perimenopause but to know when and where to look for help. Do not feel that you have to wait for your periods to stop before having a discussion. Talk to your pharmacist or GP.

Julianne Miles CEO and Co-Founder, Career Returners

Caoimhe

Taking off in an airport operations career — and how it will get you places

Two women working in airport management and operations reveal how they have been supported to develop their careers — and what they enjoy most about the work they do.

Dublin Airport operates like a mini city, with over 20,000 people employed across the campus — 2,200 of which work within its business unit, says Hannah Forbes, Head of Dublin Airport Business Management. It’s an exciting, buzzing atmosphere with many opportunities.

Airport operations career environment

“I’m lucky to work in such a dynamic environment,” says Forbes, who joined the organisation in 2016 as a contracts services coordinator and now leads a team responsible for the effective delivery of key business priorities and targets. “I like the fast pace and the variety of roles on offer here, from retail and marketing to HR, finance, ops and IT.”

Dublin Airport is managed and operated by the daa Group. “It was important for me to be part of an organisation with career growth opportunities,” says Forbes. “Due to the size of the organisation, I thought there would be many ways to take advantage of development programmes and internal promotions — and that’s exactly how it is. If you have the right attitude and ambition, you can take your career in any direction.”

Graduate programme opportunities

Anne-Elise Clinton agrees. She joined the Group’s Graduate Programme in 2019 and is now an IT Project Manager at daa’s new business unit, daa LABS, working to deliver digital transformation projects.

“The Graduate Programme was an opportunity to move around and see different parts of the business,” she says. “I have a business background and had no technical knowledge but was always interested in IT, so

when I was assigned to IT Project Coordination in my first year, I loved it. I was offered coaching by company executives. Being inspired by the senior leadership team gave me a ‘North Star.’ It showed me where I can get to with motivation and hard work.”

Personal attributes to help you build your career

There are various initiatives and programmes in place to support women in the business, including those that encourage them into more senior roles. Forbes also advises: build your personal brand. “Get to be a name people remember so that when opportunities arise, you can benefit,” she says. “Be open to change and continuous learning, put your hand up, speak up, have self-belief and resilience.”

Clinton adds: “The work can be challenging — we have deadlines to meet and passengers to look after — but are supported by colleagues and encouraged to succeed,” she says. “It’s interesting and high-energy. No two days are the same.”

Why menopause matters in today’s workplace

Menopause impacts 50% of the population directly. Learn how employers can support menopausal employees and boost workplace productivity with expert training.

All females will experience menopause. That’s around 50% of the global population. The other 50% will be impacted — directly or indirectly.

Peri/menopause disrupts careers

The average age of menopause is 51, and perimenopause (the lead up to the cessation of menstruation) is 45. There are over 40 symptoms, which affect women in three key ways: psychological and emotional, physiological and genitourinary (pelvic area and bladder) symptoms. Around 80% of women experience symptoms. On average, symptoms last 7–10 years. It’s no wonder that 10% of peri/ menopausal women felt compelled to leave work, and almost 4 in 10 considered giving up work. Moreover, 38% have taken time off work, with 18% taking three or more days. Furthermore, 84% told us that their performance was negatively impacted by menopause symptoms.

Top 5 symptoms affecting peri/menopausal women at work

The top symptoms are cognitive issues, such as brain fog, memory loss, lack of focus and concentration (76%); no energy/fatigue (63%); anxiety (52%); feeling overwhelmed (52%); and loss of confidence (48%).

How can employers support peri/menopausal employees?

Hannah Forbes Head of Dublin Airport Business Management, daa

Anne-Elise Clinton IT Project Manager, daa LABS

WRITTEN BY Tony Greenway

Source: Research Survey: ‘What women want’ by the Menopause Hub, 2023 among 3,044 peri/ menopausal women in Ireland.

The key to making menopause mainstream is education and training. We offer courses aimed at five different cohorts; (1) senior leadership, (2) all colleagues, (3) managers/team leads, (4) HR and (5) menopause champions (peer-to-peer support). This is accompanied by the introduction of a menopause policy.

Benefits to employers

The economic cost to employers of reduced productivity, absenteeism and talent loss is significant. Moreover, employers have a duty of care to their employees under health and safety law, which includes assessing and considering the specific requirements of employees affected by menopause symptoms.

Failure to support women affected by menopause symptoms may contravene certain equality laws, such as age, gender and disability discrimination. Therefore, becoming menopause-inclusive makes good business sense and avoids legislative risk.

In recognition of employers that are menopause inclusive, we launched the Menopause Workplace Excellence Awards and an Accreditation programme, both a partnership between Menopause Hub Academy and Great Place to Work.

“We fundamentally believe that period products are a basic human need & should be treated like toilet paper Join us today igniting true change and creating a period positive workplace ”

Áine & Fiona

Co-founders of Riley Scan to learn more

Loretta Dignam CEO and Founder, The Menopause Hub

Progressive strategies for inclusive leadership and talent growth

Helene Dingreville and Priya Mishra of Carelon Global Solutions Ireland discuss how to foster inclusivity, mentorship and leadership development to attract, retain and support women talent.

What does your current role involve?

Helene Dingreville (HD): I mentor and train leaders, troubleshoot issues and serve as an escalation point. I guide inclusive leadership and career growth, coach senior leaders, strategise inclusivity initiatives and empower team members to excel in their careers while balancing personal commitments.

Priya Mishra (PM): I lead a team of talented engineers, product managers and UX designers who are at the core of driving digital transformation and automation in the healthcare industry. We collaborate closely to deliver high-quality products while prioritising open communication and alignment with our organisation’s strategic goals.

How do you think empowering women benefits workplaces?

HD: I believe that empowering women enhances workplace diversity, drives innovation and fosters inclusive leadership. Developing women talent through mentorship cultivates confidence, broadens skill sets and creates role models. Encouraged women bring unique perspectives, improve team collaboration and contribute to a balanced and equitable work environment. This is more beneficial for overall organisational success.

What does your company do to attract diverse talent?

HD: We attract diverse talent by fostering an inclusive culture, offering flexible work arrangements and implementing mentorship programmes. We provide targeted professional development, support diverse

leadership pipelines, and promote equal opportunities. We engage with local communities, participate in cross-company mentorship, and showcase our diverse women leaders to demonstrate ‘the art of the possible’ to a wider audience.

How then do you retain this diverse talent?

PM: We are very intentional at fostering a culture of inclusivity, mentorship and flexible work arrangements through our hybrid work setup. Offering equal opportunities and pay, promoting women in leadership, providing access to training and development programmes and creating supportive networks have been essential in our quest to retain and nurture our talent. An underlying sense of belonging has always empowered — and continues to empower — women in Carelon to thrive and build their phenomenal career stories.

What development opportunities are offered to women at your company?

PM: We recognise the unique needs of women in tech and offer tailored development initiatives. We provide equal access to training and development resources. We also prioritise mentorship, networking opportunities and leadership training for women. Through internal mentorship circles, collaboration with external speakers and dedicated networking events, we empower women to build confidence, navigate challenges and thrive in their careers. Initiatives like the She-Suite leadership programme have been instrumental in fostering growth and leadership among women at Carelon.

Helene Dingreville Head of AI and Data Science, Carelon Global Solutions Ireland

Priya Mishra Director of Software Engineering, Carelon Global Solutions Ireland

Spread sponsored by Carelon

Scan the QR code to learn more about Carelon and its workforce initiatives.

provided by Carelon

Supporting the mental, physical and emotional wellness of women at work Fostering inclusivity and professional growth through DE&I initiatives

Elaine Koyce and Natalia Riscovaia of Carelon Global Solutions Ireland discuss the diversity, equity and inclusion (DE&I) initiatives and programmes that help create an empowering and innovative workplace culture.

What is your current role like?

Shabdita Sakarde and Aoife Fitzgerald of Carelon Global Solutions Ireland discuss how the company creates a thriving workplace culture through dynamic leadership and women’s wellbeing initiatives.

What is your current role like?

Shabdita Sakarde (SS): As the Head of Communications, I am committed to driving business growth and innovation through the effective coordination and management of diverse initiatives, including branding and marketing. Furthermore, I engage in strategic sponsorships and foster crossfunctional collaboration to enhance organisational visibility and operational excellence.

Aoife Fitzgerald (AF): With over 15 years in compliance and risk management, I lead a team in embracing technological advancements while managing processes and navigating regulatory changes. My dynamic role involves monitoring, auditing, promoting ethical conduct, advising staff and focusing on policy development, training and education. No two days are the same.

How does empowering and encouraging women benefit the workplace?

SS: Empowering women leads to diverse perspectives and enhances innovation and problem-solving. Inclusive policies, mentoring programmes and leadership development enhance employee satisfaction and retention, creating a more dynamic and productive workplace. By prioritising women’s professional growth, health and wellbeing, we can nurture a supportive environment that drives overall success, benefiting even our organisation and the broader community in numerous ways.

What women’s wellbeing initiatives are in place?

Empowering and encouraging women leads to diverse perspectives, fostering innovation and improved problem-solving.

What is the gender balance like at your workplace?

SS: We aim to maintain a balance between male and women talent, with 45% being women — nearly equal representation of genders. Carelon is recognised as one of the Best Workplaces for Women™. This highlights our commitment to creating positive and supportive environments specifically for women, such as ensuring fair treatment in pay, recognition, training and promotion opportunities. We also provide flexibility for childcare and other family commitments. Our inclusive practices extend beyond gender, embracing a diverse workforce from various backgrounds. This balanced approach contributes to our positive company culture and helps attract top talent from across the country.

AF: We prioritise the holistic wellbeing of our employees. We offer enhanced family and fertility leave and are developing a progressive menopause policy. At Carelon Ireland, we actively promote our employees’ physical, mental, and emotional wellness. We understand the importance of a holistic approach, which is why our focus on physical and mental health includes paid gym memberships, onsite personal training and digital health screenings, ensuring our women have fulfilling careers — not just jobs.

Elaine Koyce (EK): In product management, I oversee the strategic roadmap, technical design and delivery of our product while managing scrum teams. Additionally, I lead the Women in Tech initiative at Carelon Global Solutions Ireland, empowering women by providing a platform for connections, sharing experiences, mentoring and networking opportunities.

Natalia Riscovaia (NR): As part of the digital solutions team, I prioritise features, collaborating with stakeholders and guiding the development team to maximise product value and align with business goals. Additionally, I lead the DE&I employee resource group, fostering a culture of inclusivity and diversity in our workplace.

How do you think empowering women promotes inclusion?

NR: Empowering women in the workplace promotes diversity of views and perspectives, attracting top talent regardless of gender or background. This approach creates a culture that values diverse opinions and ensures all voices are heard. Women’s advancement often leads to improved work-life balance policies, enhancing the company’s reputation and fostering an inclusive culture that benefits the entire organisation.

What DE&I initiatives does your company offer? How do they benefit employees?

NR: As part of the DE&I initiatives we offer, we’ve implemented various training programmes. These include ambassadors’ workshops, lunch-and-learn and Awareness Month sessions. These initiatives boost inclusivity, cross-cultural understanding and employee engagement, ultimately creating a more harmonious work environment.

EK: There’s the Women in Tech initiative and mentorship programmes, which are crucial for fostering gender diversity, professional growth and a sense of community. Carelon’s mentorship programmes connect women with experienced professionals, alongside

networking events and leadership development which includes a programme through American Chamber of Commerce. We celebrate achievements through our Women in STEM and Diversity in Tech awards. We also actively support STEM education via partnerships with Thomond Community College and IWISH. These initiatives aim to create an inclusive, equitable workplace and inspire the next generation of women in tech.

How do you think empowering women promotes workplace wellbeing?

EK: Empowering women fosters an environment where everyone can bring their true selves to work, leading to open dialogue, innovation and collaboration. When women feel supported and valued, it creates a sense of belonging that drives creativity and energy, ultimately benefiting the entire organisation. We’re fortunate to have an incredible group of women here, fostering a strong sense of camaraderie and support, where everyone is rooting for each other’s success.

As an employee, do you find these initiatives helpful? What further developments do you hope to see?

NR: DE&I initiatives are invaluable, fostering an environment where all feel valued and empowered to share unique perspectives. They have led to innovative solutions and a culture embracing individual differences. We continuously explore ways to enhance our DE&I strategies and hope to see more people joining our company and DE&I committee, bringing their unique experiences.

Shabdita Sakarde

Natalia Riscovaia

How a focus on wellbeing builds a diverse and supportive workplace

Initiatives that support employee wellbeing — such as addressing the needs of female staff going through menopause — enhance productivity and foster a positive company culture.

There are two big reasons why any organisation should put diversity and inclusivity at the top of its agenda and HR strategy. The first is that — obviously — it’s the right thing to do. Second, it’s a commercially savvy move.

Diversity enhances team dynamics

“Diversity is healthy,” says Brendan Mulligan, Deputy CEO/Director of HR of AirNav Ireland, which provides safe air traffic management and communication services in Irish airspace. “It leads to a more dynamic team environment, promotes the development of new ideas and improves decision-making.”

Sponsored by AirNav

AirNav Ireland has long recognised the importance of a diverse workforce, recruiting staff from 16 different countries. It also focuses on increasing female participation in frontline air traffic management operations by promoting careers such as air traffic control officer, engineer, radio officer and higher data assistants.

Admittedly, that can be a challenge,

says Gwen Rogan, Senior HR Partner, because while air traffic controllers are a critical part of the aviation industry, they’re also invisible outside of film and TV dramas. “If you’re considering jobs in aviation, you’re probably thinking about pilots, cabin crew, engineers or airport operation staff,” agrees Rogan. “The crucial work of air traffic controllers tends to be forgotten.”

The company is trying to change that with outreach projects in schools, colleges and recruitment fairs. “When we talk to girls and young women, they might say: ‘Air traffic control? That’s really stressful’,” recalls Rogan. “But we point out that everyone receives first-class training, which includes knowing how to manage stress. It’s a great career for women because it involves shift work, which can fit well around family life.”

Importance of menopause awareness and support Naturally, to attract and retain the best female talent, an organisation

must have the right staff support systems in place. Recognising this, the company has designed a range of employee initiatives to foster a culture of positivity and inclusivity, including health and wellbeing support.

For example, it has introduced specific supports to aid and empower employees going through menopause, such as access to health resources and workplace education to reduce stigma. “We have put in place an advisory group made up entirely of staff affected by menopause,” explains Johnny Fox, Senior HR Partner. “Then, we linked in with health experts, including those from The Menopause Hub, to educate all staff about the challenges and issues caused by menopause. Plus, earlier this year, we ran a women’s health series. Five of the topics were completely devoted to menopause.”

On last year’s World Menopause Day, AirNav Ireland rolled out a toolkit for managers to provide them with guidelines on menopause support. “We are a safety-led organisation,” says Fox. “So, it is vital that everyone understands menopause challenges and how to recognise and mitigate them when they occur. We know that many women in menopause leave jobs where there is no understanding of the issue, so it’s a retention matter for us too.”

Promoting wellbeing and a positive workplace culture

Beyond menopause, the company’s wellbeing programmes extend to mental and physical health support for all employees with counselling services, health workshops and fitness programmes. They all aim to contribute to a more engaged and healthier workforce.

Mental health awareness training is also available to managers and frontline staff members. “It’s also important to us that, if our people have worries that are external to their jobs — such as social and financial issues — they, and their family members, can access our employee assistance programme,” says Mulligan. “This offers advice and support on a range of topics.”

Ultimately, companies that do not offer such interventions may face problems with staff happiness, motivation, recruitment and retention. “Today’s workforce has a different outlook,” insists Mulligan. “They don’t want work-life balance. They want a life-work balance. Employers must recognise that change — and invest in it.”

Brendan Mulligan Deputy CEO/Director of HR, AirNav Ireland

Gwen Rogan Senior HR Partner, AirNav Ireland

Johnny Fox Senior HR Partner, AirNav Ireland

WRITTEN BY Tony Greenway