Future of Work IE - Q2 2022 by Mediaplanet UK&IE

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The benefits of flexible skills training are available for all through further education and training Flexible and low-cost skills training can help enhance employability in Ireland’s workforce and improve businesses’ competitiveness in an increasingly demanding economy.

D Mary Lyons Director, Enterprise, Employees and Skills, SOLAS, The Further Education and Training Authority

Ciara Ni Fhloinn Flexible Learning Manager, Enterprise, Employees and Skills, SOLAS, The Further Education and Training Authority

Noreen FitzPatrick Employee Development Manager, Enterprise Employees and Skills, SOLAS, The Further Education and Training Authority WRITTEN BY Sarah Brown

igitalisation and the use of emerging technologies are transforming the world of work, even in traditionally non-digital industries such as agriculture and manufacturing. As a result, there is an increasing demand for upskilling in a variety of sectors from engineering to health care and food. By availing of low-cost and flexible opportunities from Education and Training Boards (ETBs) throughout Ireland, individuals can enhance their employability and businesses can strengthen their competitiveness. Skills to Advance is a policy initiative which offers a wide range of skills development opportunities. It equips employees to keep pace with changes in their work, tasks and jobs and supports businesses to develop their workforce to achieve increased productivity and business growth. Developing the potential of existing employees is increasingly essential to retain workers in a scarce labour market. Learning new skills flexibly Both businesses and individuals in Ireland can take advantage of low-cost, local and flexible learning options through the further education and training system. Learners can opt for hybrid courses that blend the experience of in-person with online learning. Alternatively, they can fit learning around their work and life commitments with online courses. Businesses can also arrange for their employees to avail of specific courses aligned to their needs under the Skills to Advance initiative. In 2022, ETBs will offer over 1,500 courses in business and administration, management, healthcare support, basic digital skills, training and development, project management and near zero energy building. Highly tailored to the needs of the business, courses are scheduled to suit business requirements and are available locally from ETBs. ETBs offer a wide range upskilling options from shorter targeted skills based courses to traineeships and apprenticeships, supporting labour market mobility and resilience to changing skill needs.

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Closing the digital skills gap “We know that across the population the level of digital skills isn’t uniformly distributed. There are also specific options across the further education and training system that focus on digital skills, providing structured, achievable pathways for learners to progress.” says Ciara Ni Fhloinn, Flexible Learning Manager at SOLAS, the Further Education and Training state agency. Increasing workers’ digital capabilities as well as improving technical competence are key ways to ensure Irish businesses remain competitive in today’s emerging digital economy. Businesses can also improve employee retention while reaping the rewards of cross-skilling by providing opportunities for their workforce to learn new digital skills. Upskilling is for everyone and is available at low or no cost in online, blended and in-person settings to suit the busy lives of adult learners. One small step to learn a new skill can transform an individual’s career prospects, increase a company’s productivity and contribute to national economic competitiveness. Preparing for the future “We’re looking ahead to see what the skill needs are in the future and, at the moment, there is a need for more accredited programmes in the green skills area,” explains Noreen Fitzpatrick, Employee Development Manager at SOLAS. “We need to provide employees with new skills to adapt and change work processes and systems to enable their companies meet sustainability challenges.” Sustainable development is becoming a global trend as more companies introduce new ways of thinking and operating for a sustainable future. Companies in Ireland will increasingly need a workforce with robust technical skills and knowledge in sustainability in areas such as the circular economy and greening the supply chain. “Businesses can avail of Skills to Advance development opportunities that will help their business into the future to develop that agile workforce,” adds Fitzpatrick.

Paid for by SOLAS

Funded by SOLAS, Further Education and Training is provided by the ETBs and offers a variety of free to low-cost training options for businesses and individuals. eCollege is the national online learning service for further education and training provided by SOLAS. For more information, visit solas.ie/programmes/ skills-to-advance/ or ecollege.ie

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Catalysed by COVID disruptions, recognition of the importance of wellbeing has arguably never been more prominent in the business community.

Employee wellbeing is a key factor for employee attraction and retention Workplace wellbeing has risen to the top of the agenda for companies and is now frequently a core component of business strategies.

his is reflective of an increased focus by businesses on their workplace culture and ensuring it is conducive to staff attraction and retention. Catalysed by COVID disruptions, recognition of the importance of wellbeing has arguably never been more prominent in the business community. As society has largely returned ‘back to normal’ in recent months, some of the changes the pandemic brought on in our ways of working have remained. Hybrid is here to stay and many employees’ expectations of their employers regarding worklife balance, benefits, culture and remote working have fundamentally shifted. Given the current competitive jobs market, retaining top talent is a key priority for many businesses. Investing in employee wellbeing Earlier this year, Ibec carried out a survey of its members and of the top five priorities identified by CEOs, two were directly related to people, talent attraction and retention, and employee wellbeing.

Given the current competitive jobs market, retaining top talent is a key priority for many businesses. To achieve the desired impact of instilling a workplace culture that is attractive to current and future talent, a strategic approach is required. While many leaders support the idea of placing an emphasis on employee wellbeing, more must be done in committing to investing in defined wellbeing functions or workplans that are treated with equal priority to other priorities of the organisation.

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Top tips for business success There are several traits that we consistently see in organisations excelling in their ambitions to develop a top-tier wellbeing approach. Dedicated resources – employee wellbeing forms part of the job spec for at least one individual in the organisation. There is a budget allocated to wellbeing interventions. Shared ownership of wellbeing – responsibility for wellbeing is owned and shared by employees at all levels in the business from the leadership team to line managers to employees old and new. A clear benchmark – the organisation knows their starting point, understands the effectiveness of what is already in place to support wellbeing and is aware of the gaps. This can be achieved through a gap analysis against a wellbeing framework. An evolving strategy – the wellbeing programme is designed to respond to emerging trends along with employee needs and stressors as they arise, wellbeing is not a box-ticking exercise but instead, part of how the company does business and a pillar of the people strategy. Ongoing evaluation – the business regularly evaluates the elements of their programme against objectives or KPIs, assesses the effectiveness of interventions, asks for feedback and makes informed changes.

Sophie Moran KeepWell Programme Manager, Ibec

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A strong focus on financial wellbeing is a win-win for employers and staff Financial wellbeing initiatives should be a core pillar of employee wellbeing programmes as they empower staff, reduce their stress and positively impact productivity levels.

hese days — especially in the wake of the pandemic — companies understand the importance of supporting the mental and physical wellbeing of their employees. But they are increasingly realising that their financial wellbeing must be supported too.

Barry Cahill, Director of Financial Wellbeing Services, Taxback.com

Joanna Murphy Chief Executive Officer, Taxback.com

WRITTEN BY Tony Greenway

Personalised advice and support Many employers recognise that financial wellbeing should be a core pillar of their employee wellbeing programmes and are partnering with external financial services experts to give staff regular, bespoke, confidential, one-on-one consultations and reviews. It’s a key way to protect an individual’s finances — and their mental health. “A strong focus on financial wellbeing is a win-win for employers and staff,” explains Barry Cahill, Director of Financial Wellbeing Services at Taxback.com, a company which provides global tax return filing and tax refund services. “An employee who is under financial stress may be constantly worried and therefore less productive, which can affect their employer’s bottom line. But if an employee knows that their financial wellbeing is being genuinely, authentically supported by their employer, then they will feel more valued and appreciated” he says. It stands to reason that happier staff are more likely to stay with their company. Plus, it’s a good recruitment tool,

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because organisations that offer unique benefits tend to set themselves apart from the competition. Offering employees meaningful benefits Staff who are encouraged to become more financially savvy don’t just feel more empowered, says Joanna Murphy, CEO of Taxback.com. They can also enjoy greater peace of mind, particularly when it comes to tax affairs. They might even discover that they are eligible for a tax refund. “Because of the pandemic, many people’s tax affairs have become extremely complicated,” says Murphy. “For example, employees working from home were paying for broadband, heating and lighting costs out of their own pockets. Many aren’t aware that tax relief is available to cover a percentage of those expenses.” It’s no longer enough for companies to simply offer their employees a fruit basket and receive a pat on the back as a reward, notes Murphy. Staff rightly expect — and demand — more. “They want meaningful benefits and that includes good financial wellbeing support,” she says. “People are always anxious about their money. They shouldn’t have to deal with this issue in isolation. The very best employers recognise that finances are a constant challenge and create a meaningful support structure to benefit all their employees.”

Scan the QR code to find out more about Taxback.com’s Financial Wellbeing Service

all levels of the business and act as change agents, capturing the reality of organisational culture on the ground, role modelling the Culture Principles and communicating both up and down the organisation.

Why the best company cultures need structure to last Cultures that last in the long-term are those that are created and embodied by employees at every level.

Marina Gainova People and Culture Director, Coca-Cola HBC Ireland and Northern Ireland

ulture is the common set of values, beliefs and behaviours that bind us together as an organisation. A strong organisational culture provides employees with common purpose. Operating hand in hand with employee engagement, an engaged workforce living and breathing organisational cultural values sets the tone for a highly performing and customer centric organisation. We need to be mindful where responsibility for culture sits. It doesn’t belong to HR, or to the senior leadership team, it belongs to each and every employee. Bringing the people with you To truly demonstrate a common set of values, beliefs and behaviours, organisations need to bring all

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employees with them. Our vision, within Coca-Cola HBC Ireland and Northern Ireland is to make us a high performing team and a customer centric business. To identify the values that support this vision we held employee focus groups across all levels and arrived at six Culture Principles to define how we work. They are: dream big, be obsessively curious, be output driven, run it like you own it, trust the team and strive for simplicity. Culture champions To empower employees and ensure they owned the Culture Principles, we ran Culture Lab workshops where employees got together in line manager and team groups. The groups would then select two Culture Principles that most resonated with them to improve upon within their own teams throughout the year. Appointing cross functional culture champions who represent

Find out more at coca-cola hellenic.com

Keeping the culture alive Weaving cultural narratives into everyday language is important to ensure that an organisation remains on track and that culture is an everyday reality. Measuring culture reality and satisfaction through engagement surveys, entry and exit interviews also gives an overview of what’s working and what’s not working. Recognising and rewarding positive behaviours, processes and practices is critical. Negatives should be addressed in a timely manner to ensure all teams are working in a supportive, trusting environment rowing together in the one direction. Picture of success Success is realised when every employee knows, understands and is aware of the part they play in role modelling the Culture Principles which results in a highly performing, customer centric organisation. It’s not only knowing what we need to do to embody our principles but going a

step further and living them every day.

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Working to strengthen Ireland’s start-up ecosystem Now, more than ever, our economy and our world need entrepreneurs and solutions to problems.

I Jenny Melia Divisional Manager, Technology and Services, Enterprise Ireland

t goes without saying that global events have made the business environment extremely challenging over the past two years. Uncertainty remains a defining characteristic of the current trading environment. Challenging times for start-ups For start-ups, these conditions are even more challenging, as not all have the resources, finance or backing to survive and thrive against this background. Each year dozens of new startups begin their journey, and that continued during the pandemic, despite the external environment. At Enterprise Ireland, we are committed to supporting Irish business to lead in a changing world – and an integral part of our strategy is to assist ambitious start-ups with innovative solutions to tackle global problems. In 2021, we supported 125 new start-up enterprises.

Each year dozens of new start-ups begin their journey, and that continued during the pandemic, despite the external environment. Increased support available Supported by the Department of Enterprise, Trade and Employment, Enterprise Ireland has three main tracks to assist start-ups – the High Potential Start-Up (HPSU) programme, feasibility grant support and competitive start funding, the latter two targeting earlier stage projects. Last year, we supported 82 export focused start-ups through our flagship HPSU programme, 24 of which were female-led and 11 from third-level research. The HPSU programme focuses on fast growing start-ups with the potential to employ 10 people and achieve €1 million in sales within three years. The primary financial support under this programme is equity investment. We work with start-ups

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to develop their value proposition, validate their product, research export opportunities and develop the management team as they prepare for further investment. In 2021, 43 companies were support through the Competitive Start Fund. This sees Enterprise Ireland invest up to €50,000 in early-stage start-ups that have the capacity and ambition to succeed in global markets. The fund is designed to enable those companies to reach key technical and commercial milestones with a product or service that has a commercial viability, export potential and employment capacity.

ambition of our start-up community and to provide networking opportunities with mentors, investors and support agencies from the public and private sectors. This year, in April, we were delighted to host our first in person showcase event in two years in the Aviva Stadium, Dublin. It was of tangible demonstration of the strong pipeline of promising innovative and export focused entrepreneurs based throughout the country, including first time and repeat entrepreneurs. The future has never been more exciting for Irish entrepreneurs to lead in a changing world.

Providing networking opportunities We also host a showcase event each year to profile the innovation and

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An employer of record can open your business up to a wider talent pool Employer of record is helping businesses attract the best talent from anywhere in the world, while supporting better work-life balance - a win-win for companies and staff.

Image provided by Mauve Group

Teresa Lewis Ireland Country Representative & Business Development Co-ordinator, Mauve Group

Fliss Sykes HR Advisor, Mauve Group

WRITTEN BY Tony Greenway

or many businesses, the term ‘employer of record’ is something of a mystery. “Not everyone fully understands what an employer of record (EoR) is, or does,” admits Teresa Lewis, Ireland Country Representative & Business Development Co-ordinator of the Mauve Group, a provider of global HR and employment solutions and expatriate services. “On the other hand, the services that an employer of record provides are becoming more prevalent in many business quarters.” Lewis believes that the popularity of EoRs is only going to grow, which is why she is on a mission to demystify the term. Essentially, she says, any company that wants to engage workers in new global markets should consider engaging the support of a third party employer of record organisation. This employment model helps them avoid the unnecessary risk and cost of having to establish an entity in those markets themselves. Instead, it’s the EoR’s role to onboard employees in foreign countries with compliant employment contracts, and then support all of their HR, payroll and tax needs. However, it’s also important to define what an employer of record is not, says Lewis. “An EoR is not responsible for the day-to-day management of those workers,” she points out. “That remains the company’s job.” Getting businesses into new markets rapidly and cheaply Mauve Group provides EoR services to businesses of every size, from sole traders through to multinational corporations. “EoRs can be used in different ways,” says Lewis. “For example, an SME might only need to use our services for one worker testing out a new location. Whereas multinational organisations might use us across multiple job functions and regions – to ensure that they are complying with the labour laws of the country in which they are operating, that they have the right HR information and that all of their employment contracts are correct.”

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EoRs get companies on the ground in new countries rapidly and cheaply, so no wonder they are particularly popular with small to medium-sized businesses that may lack the financial and personnel resources (not to mention local knowledge) to perform certain functions themselves. “It’s a huge undertaking to set up a branch in another country,” says Lewis. “It can take months in some cases. However, an employer of record solution can be up and running within two to four weeks, which is a huge timesaving.” Finding the best talent from anywhere in the world Another big benefit of using an EoR is that businesses are able to fish in a much wider talent pool. “A key challenge for organisations in Ireland is the skills shortage in their home market, which is affecting their ability to deliver,” says Fliss Sykes, HR Advisor, Mauve Group. “With an employer of record, they are able to widen their search and find staff who can work for them remotely and flexibly from anywhere in the world.” That flexibility also promotes equality of opportunity and better work-life balance — which, in turn, means happier, more productive staff. “Companies have realised that to entice new talent they need to be more flexible and adaptable - and offer the best benefits and packages,” says Lewis. “For instance, it’s important for marginalised groups, working mothers, or parents who want to spend more time with their children to have the opportunity to work flexibly, remotely or in a hybrid way. That’s what an employer of record facilitates, maximising opportunity for the worker and for the company. It’s a win-win for both.” While an employer of record can help an organisation expand globally, one challenge that remains is increasing awareness of the value the services can provide to growing companies. Lewis says: “Once they engage with a trusted company, they will immediately see the value of an EoR partnership, and how it improves their compliance and international processes. It’s the future of work.”

Paid for by Mauve Group

Find out more at mauvegroup.com

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Because being resilient is as important to our employees as it is to our customers.

Images provided by Elavon Europe

Employee experiences are now as important as the customers’ Two years of pandemic working practices has businesses reflecting on what their customers and employees want, to become workforces of the future.

Niamh O’Neill Interim Chief of Staff, Elavon Europe

Spread paid for by Elavon Europe

hat is the future of work? That’s a lot to unpack!” laughs Niamh O’Neill, interim Chief of Staff for Elavon Europe. “But I can tell you what we’ve learned and what that means we’ll be asking ourselves going forward.” Having worked in fintech since 2003, Niamh has spent more than 16 years working for Elavon in product, marketing and, most recently, as interim Chief of Staff – experiencing changes in work culture from entrylevel to the c-suite. “Elavon has always embraced change, but wow, did we learn how good we are at it in the last two years!” says O’Neill. “We confirmed how robust, stable and united we are when it hits the fan. We’ve also met everyone’s children, their pets and even seen inside their fridges. We really got to know ourselves and each other, re-evaluated what we do and questioned ourselves – which is good. “Now is the opportunity to shape how we want things to be, and how we want to live and work our lives.” ‘Flexible’ is flexing “You hear everywhere about the ‘great resignation’,” says O’Neill. “Our attrition rates are similar to those before the pandemic, but it’s the type

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of people who have gone that’s a sign of the times we’ve been through. “For primary carers that feeling of being ‘always on’ has been relentless. There was a time you were at work or at home or looking after those who needed you. Now all of that is happening at the same time. “We’ve always been able to manage remote teams across a big geography, but technology now means people can work anywhere at any time and - while that’s good - we need to make sure it doesn’t mean working everywhere all the time. “We’re still listening and learning because we want to take the best route for our teams today, tomorrow and to keep thriving as a business – because being resilient is as important to our employees as it is to our customers. “Flexibility, as a term, is no longer working some days and taking other days off to catch up on your life - it’s about your working day working with your life. Life balance really meaning life quality, finally,” says O’Neill. “We already know culture is critical. It’s got to be inclusive and every day, on-going. The other thing is deliberate action. It can’t just be nebulous promises to attract people, it’s got to be authentic to properly close the gaps we identify.” “Whereas empathy and wellbeing were almost benefits of

our culture before, that’s changed,” she says. “Now they’re a must - part of managing, coaching and being sensitive to what everybody is going home to or surrounded by while working.” Communication is key “As companies, we used to focus mostly on customer experiences. Now it’s about employee experiences too. Attracting, onboarding and making it easy to feel part of a team even when you’re not with the team. “Communication is massively important. Whilst we would have done communication quite well before. We do it much better now,” says O’Neill. “Even so, we need to keep getting better at what we’re communicating as well. “There has been a much stronger investment in internal comms to stop silos forming and to help people feel connected, wherever, whenever and however they’re working. We’re also celebrating our internal pride externally far more. Sponsoring the Ryan Tubridy Show, being in the Top 100 companies for wellbeing with IBEC …. it’s all great for our customers to hear, obviously, but also about feeling part of a bigger team and united family.” Find out more at Elavon.ie

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The great resignation or the great return? New staff at any company will give an insight to its real culture. However, it’s all the more compelling to hear it from those who left a place … and then came back.

wo, among many, so-called ‘boomerang employees’ are Julie Kehoe and Tracy Rowan. Tracy worked at Evalon Europe for 16 years before leaving to another well-known financial company but, after two and a half years away, came back to the company’s European headquarters in Dublin’s Cherrywood. That was six years ago. “We change a lot at Elavon, and we do change quickly. It can be exciting to be in the middle of that,” says Rowan. “I worked to a couple of different heads of credit and when another was coming in, I thought maybe it’s a sign I should try something different too. There was no major catalyst, it was more a kick up the backside for me. “The other company was very settled. They had a process for everything but there was no deviating from that or room for change. And I realised I miss the people, the culture and the pace of work.”

Trusted and respected “Here, you can see something and decide you don’t like the way it is. You can take ownership to build a better system,” says Rowan. “It’s a reflection that you know what you’re talking about and they respect that.” Julie worked for Elavon in Arklow for nine years, left for three and a half, and has been back now for seven months. “One thing that hit me after I left is how stable and robust the company is,” says Kehoe. ”I feel we’re around for the long haul. There is such a good support structure and a body of knowledge and expertise that you just don’t get anywhere else. “I get treated like an adult - given the space to do what I need to do and the trust and respect to get on with it. I love that,” she adds. “The freedom to be able to work from home a bit and work in the office is great. On top, the healthcare and pension are fantastic. You just don’t get that in rural Ireland without having to commute to Dublin.”

Julie Kehoe Technical Card Brand Manager, Elavon Europe

Tracy Rowan Credit Manager, Elavon Europe

We strive for job satisfaction and the wellbeing of our teams, so we’re over the moon IBEC recognises our strength. We appreciate the accolade, of course, but we do it because it’s the right way to treat people! Niamh O’Neill, Interim Chief of Staff, Elavon Europe

Investing in the next generation of fintech leaders More than two dozen students will benefit from a best-in-class introduction to the emerging world of payments through a new intern and graduate programme starting this summer.

T Joan Morgan Head of Recruitment, Elavon Europe

he first intake, of 20 undergraduates, will spend three months working alongside a range of Elavon teams in Dublin, Arklow, Warsaw and London. From September, as the interns finish, eight graduates will start a two-year programme of rotations in technology, strategy, customer services, finance and operations in Ireland and the UK. “The young students we’ve recruited for our pilot are fantastic thinkers who aren’t afraid to speak their minds,” says Joan Morgan, Head of Recruitment for Elavon Europe. “We’ll help nurture their aspirations with our buddy system, mentors and expertise. On the flip side, from them we’ll get cutting edge thought processes coming fresh from diverse colleges and universities, energising us to keep at the cutting edge.”

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Pipeline of potential “We hope our interns will enjoy the programme so much that they’ll come back each year and progress onto our graduate programme to become our leaders of the future,” says Morgan. “Our programme is absolutely fabulous already, but we’ll be listening to and learning from our interns and graduates and constantly working to make our investment in them the best it can be. “Our culture is second to none. We’re very friendly and collaborative with a real can-do attitude and support for our interns and grads is coming from right across the business,” says Morgan. “It took a village to get us where we are now, starting in Ireland and the UK, but I already expect, in time, we’ll be expanding to Spain, Poland, Germany, Norway and the other countries we work in.”

If you’re interested in joining Elavon for future internships and graduate programmes, find out more at Elavon.ie/careers

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Tapping into diversity for the future of work As the economy reopens, many businesses are struggling to attract and retain staff. Widening recruiting and tapping into alternative sources of talent can address immediate talent shortages and bring long-term competitive advantages to businesses.

acing the return of a tight labour market with a record 2.5 million people in employment, businesses need to be engaging with 100% of the talent pool to fill vacancies. Members of the Traveller community, people with disabilities and people in the international protection system are underrepresented in the workforce. They are untapped communities of talent that need to be engaged to build sustainable talent pipelines for our economy. The case for diversity and inclusion There is an abundance of research demonstrating that companies which value diversity outperform their less diverse counterparts. Businesses with diverse teams tend to enjoy higher cash flows, increased revenue and better than average profitability. Tapping into diverse talent also brings fresh perspectives, ideas and experiences – enhancing the creativity and decision-making needed to capture and grow new markets. Recruiting diverse talent To attract and retain a wider variety of talent, companies need to embrace diversity and inclusion in their recruitment practices. When advertising vacancies employers should focus on the ‘need to have’ rather than the ‘nice to have’ to remove any space for potential bias and attract a wider variety of candidates. Stating your commitment to diversity and inclusion, using inclusive language and screening for jargon can increase the impact of your job advert. Community organisations and networks, such as AsIAm, Recruit Refugee and Employers for Change can also help to open the door for your business to new talent. Inclusivity is a work in progress However, diversity and inclusion does not stop at the door. Employers who want to be able to retain their talent will see reviewing their recruitment practices as a first step. There is no magic formula to making workplaces more inclusive - it is a continuous work in progress. But businesses who make reasonable adjustments to facilitate diverse talent are making investments in the long-term productivity and success of their business.

Meadhbh Costello Social Policy Executive, Ibec

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Strategic talent development is a growing imperative for businesses Attracting and retaining talent as well as building agile and resilient organisations are key challenges faced by businesses today.

nterprise’s capacity for long-term sustainable growth will be greatly enhanced by developing the mindset and capabilities to address key working challenges on an on-going basis. Working with our client companies, we have identified leadership and strategic talent development as key areas of focus to ensure the sustainable growth of multinational company (MNC) subsidiary sites in Ireland.

Leadership teams in multinational subsidiaries in Ireland need to be able to strategically position the Irish site within their global operation and build their long-term, added value to the corporate entity. Strategic talent development A key factor in attracting and retaining talent is providing employees with opportunities for growth; supporting career paths that develop their skills, generate promotion opportunities and allow them to make a meaningful contribution to the organisation. All of which must align with delivering on the business strategy and addressing strategic business challenges. This requires strategic talent development planning and management; essential to meet changing demands and the future of work. Recognising the importance of talent planning,

IDA Ireland, in partnership with Skillnet Ireland, has developed a strategic development programme to support our client companies build a robust talent development plan and build capabilities as an approach to long term talent development. Leading for the future The certainty of change means business must balance daily operations with a future focused, entrepreneurial mindset. Leadership teams in multinational subsidiaries in Ireland need to be able to strategically position the Irish site within their global operation and build their long-term, added value to the corporate entity. In doing so they create the conditions for future inward investment and sustainable growth. An important aspect of this is succession planning, developing the future site leaders who can strategically manage the organisation at global level and contribute to global decision-making. To address the challenges faced by current and future MNC leaders, IDA and IMI have designed ‘Leading with Strategic Intent’ and ‘Future Subsidiary Leaders’ programmes. These programmes support current and future leaders to develop the capacity and strategies to influence the future strategic direction and long-term sustainability of the organisation.

Aisling Soden Talent Transformation & Innovation Manager, IDA Ireland

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Bespoke talent development attracts FDI companies Paid for by Skillnet

Jordan cites the case of a technology company with a massive global presence. “It has identified where it wants to be strategically, plus the types of skills this will require, which include skills in AI, blockchain and emerging technologies. It was seeking a transformation programme that meant teaching all staff the competences they would need,” he says. Skillnet Ireland is delivering the programme. “It means the organisation is positioning its workforce for the future five to 10 years,” he says. “What’s more, staff are excited about the changes rather than fearful, and are motivated to engage with the change.” Engagement and inclusivity The right kind of development engages staff, tackles the fear factor and takes the worry out of making the organisational changes needed to adapt to the increasingly digitalised future of business. “It’s important that development is inclusive so that everyone embraces the changes in a spirit of togetherness and feels empowered by the improvement in their skills and how that can lead to a more successful career,” says Jordan.

Digital talent is essential in attracting companies to invest in Ireland and now a new partnership is focused on delivering it.

T Mark Jordan Chief Strategy Officer, Skillnet Ireland

WRITTEN BY Linda Whitney

he ease of developing digital talent has never been more important in attracting companies to invest in Ireland. “In today’s environment, companies realise that talent development means business development,” says Mark Jordan, Chief Strategy Officer at Skillnet Ireland. “They know transforming a global organisation requires skilled staff, and that talent – especially digital talent – must be nurtured, protected and developed to boost retention.” With more than 70 Skillnet Business Networks throughout Ireland, the agency already supports over 12,000 workers within 1,200 foreign direct investment (FDI) companies across a range of sectors including technology, financial services, medtech, biopharma, advanced manufacturing and global business services each year. However, Jordan sees potential to further scale this support in the coming years.

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Partnering for impact To help FDI companies assess the talent they need and create plans to develop it, Skillnet Ireland has forged a new partnership with IDA Ireland. Combining business development services with talent development expertise and an extensive delivery network, the partnership will see new programmes and engagement models developed, with a new Strategic Talent Development programme already in place. Jordan believes the partnership will build on the work the agency already delivers in the FDI space, which include the development of a PhD in Data Science, MSc in Global Business Services, and a new Masters in AI and Blockchain. “We know that FDI companies need graduates with these qualifications, and we partner with companies to develop plans to provide the skills they need,” says Jordan. “These plans are individually tailored to the particular company, so they are bespoke solutions to meet their specific requirements.”

Not just big companies Demand is growing at all levels, from SMEs which have used digitalisation in a limited way previously, to larger organisations looking to rethink their technology use to cut costs and boost revenues. The surge in interest is partly a result of the pandemic, which has shown how digitalisation is a major new route to the consumer and prompted many companies to rethink the way they operate. Jordan says: “It is particularly appealing to scaling organisations that have recruited new staff and want to support them. We can talk to leaders about whether they have got talent with the digital skills that will enable them to meet their objectives.” A whole new approach This is not just about delivering courses or training opportunities, Jordan emphasises. He says: “We partner with organisations to build a roadmap that means their talent will have the skills to help fulfil business ambitions. “We help craft a bespoke and comprehensive plan to enable organisations to invest and expand in Ireland, confident that they will be supported in achieving their goals.”

Find out more at skillnetireland.ie/

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It is important to measure progress and improvements The old adage of what you measure matters is applicable to all areas of business, you can’t manage what you can’t measure, diversity and inclusion is no different.

easuring and setting targets is a key action in successfully building more diverse and inclusive organisations. Business in the Community Ireland, leading advisers on sustainability, recently launched the inaugural Elevate report which sets a crucial baseline for 50 Irish leading businesses in measuring the diversity profile of their workforce as a collective. In May 2020, those companies pledged to build inclusive workplaces that support everyone to thrive equally. By signing the Elevate Pledge they committed to record the diversity profile of their workforce and annually develop one tangible action that ensures the recruitment or retention of diverse talent. Key report findings An analysis of the diversity profile of the collective workforce from Elevate signatories has positively pinpointed higher levels of female participation at senior and executive levels than the national average. The report indicated 38% female representation at senior executive roles, compared with a national average of 30%. This promising data shows that actively tracking metrics and developing targeted interventions can drive change. Main challenges in measuring diversity Whilst the report shows data disclosure on gender and age were good, other areas such as ethnicity and disability were at a less advanced stage. This data gap severely inhibits progress towards D&I ambition. Data profiling is not a trivial task and there are challenges to this – relying on voluntary disclosure of employees key amongst them, a position we believe

Drawing lessons from the pandemic for a flexible workforce

will change as companies familiarise themselves with the measuring process and work towards creating a culture that will allow employees to embrace voluntary disclosures. Tips for measuring diversity and inclusion 1. Communication is the key to achieving a well-balanced and successful campaign: encourage leaders to talk to their teams, inform them about the purpose of data collection and how the contribution of every staff member will impact the overall result of the campaign. 2. Engage employee resource groups and other staff networks to ensure a wide reach. 3. Consider data collection as an ongoing process rather than a snapshot in time. Although it may be difficult to build a diversity profile, the benefits are worth the effort. When you measure and understand the current diversity profile of your workforce, you can see where there are challenges and under-representation. You can then identify priority areas to focus on and design targeted initiatives to make real progress.

Linda O’ Sullivan Senior CSR Adviser and Elevate Pledge Lead, Business in the Community Ireland

Visit bitc.ie for more insights on diversity and inclusion

The report indicated 38% female representation at senior executive roles, compared with a national average of 30%.

The last couple of years have afforded many workplaces the opportunity to test their culture in a new and exciting setting. Is it possible for workplace cultures to flourish within this remote working litmus test?

Cathal Divilly Managing Director, Great Place to Work Institute Ireland

hen organisations operated with positive intent in the early stages of COVID-19, they got a trust bounce from their people. However, towards the end of 2021, many organisations and people have become fatigued. The exciting challenge we have now is how we forge a new way forward for our organisational culture and team members. There is no doubt that flexible working options have become a must have for great cultures, but how do we do this? The balance for all workplaces and leaders is performance and wellbeing. Draw real learnings from the pandemic It is really important that all organisations understand how productive and effective people have been when working remotely. In addition, what are the positives for our people and do these offset some of the negative aspects of remote working, such as lack of connection, video call fatigue etc? Listen to the data and people and draw the learnings. Role modelling For flexible or hybrid working to be embraced, it must be role modelled by leaders within the business. Leaders need to visibly show how they are embracing this new way of working. Leaders must also align with new HR policies in this space and become experts in updated approaches.

We must build cultures that not only encourage performance but also allow for people to recover and recharge. Encourage recovery At the heart of all organisations is the ambition to build sustained high performance. We must build cultures that not only encourage performance but also allow for people to recover and recharge. Encourage team members to switch off and take holidays recharge. If there is a meeting overload then set aside days for no meetings, if there is a culture of late emails from leaders to team members then change it. More and more we are seeing great cultures encourage their people to remove their emails of their phones so they are not checking them when they switch off. Embrace meaningful connections Flexible working will afford people the potential of a better work and life balance. However, people and effective teams need meaningful connections. For those days that people are together, lets ensure there are meaningful connections taking place between people. There is no point having people in the office if they are isolated and doing their own singular work. When they are together, organise team sessions. Organise moments for social connections to be built and sustained.

Image provided by Business in the Community Ireland

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Finding a fashion career that suits your sustainability values A career in the fashion industry need not mean abandoning your ethical principles. There are fashion companies which have pledged to support sustainability.

T Mike Mulligan Head of Product Personalisation, Zalando

WRITTEN BY Linda Whitney

Paid for by Zalando

he fashion industry has mostly had a poor record says Mulligan. If a customer shows increased interest in on sustainability but that’s changing. “We’ve sustainability, personalisation means such products are discovered that sustainable ways of working attract likely to be suggested more often. and retain good customers - and employees. What’s The flagged products fulfil at least one of Zalando’s good for the planet is good for business too,” says Mike required criteria, which are based on the Sustainable Mulligan, Head of Product at global e-retailer Zalando, Apparel Coalition’s Higg Materials Sustainability Index which has a Tech Hub office in Dublin. and Textile Exchange’s Preferred Fiber and Materials Zalando’s founders believed in sustainability themselves, List, as well as minimum content requirements for those so they pledged to make the business as materials (so a cotton t-shirt needs to sustainable as possible from the start. It contain at least 50% organic cotton). The aims to generate 25% of gross merchandise accepted materials and processes are volume from more sustainable products certified to third-party environmental, Offering the kind of fashion by 2023, and as it works with over 5,800 animal welfare and social standards. brands and has almost 49 million “We are making it easier for customers items that a customer is customers that’s a big impact. more likely to choose means to buy fashion that fits with their values,” says Mulligan. returns are reduced, so that Personalisation increases sustainability cuts down CO2 emissions. How are they achieving this? An ethical choice for employees Personalisation is one of the key “The best candidates for our jobs are elements. The company uses machine learning to attracted by our commitment to sustainability – they personalise the items it suggests to customers, based on tell us so in job interviews,” says Mulligan. “Driven by their browsing behaviours. “Offering the kind of fashion grass-roots enthusiasm, we have a sustainability team items that a customer is more likely to choose means in our Berlin head office that examines all of our plans returns are reduced, so that cuts down CO2 emissions,” and processes to check they fit in with our sustainability, says Mulligan. diversity and inclusion goals.” It also attaches a green ‘sustainable’ tag to items on its He adds: “It means our employees can be proud to tell site. Here the product description explains how it is more family and friends that they work in the fashion industry sustainable. “It could be made in a way which conserves and are helping the planet too.” water or reduces emissions, or with recycled materials,”

To win the war for talent, companies should embrace new organisational structures, while ensuring that they are diverse and inclusive places to work.

E Phil Codd Managing Director, Expleo Ireland WRITTEN BY Tony Greenway

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Find our sustainability strategy here at corporate. zalando.com

Embracing flexibility is essential for companies to grow However, Codd admits that face-toface social interaction in an office environment can be important too. “People like flexibility,” he says. “For example, what we’re about to do at Expleo is roll out strategic hubs around the country where our people who are working from home can get away from the house and meet colleagues as and when they want. That helps them because it gives them choice. It also helps us because it means we can tap into a nationwide talent pool.”

Good communication is the cornerstone of every great workplace

very business should aspire to be a great place to work. But if they could do better and want to improve, where do they begin? Phil Codd — Managing Director of Expleo Ireland, a global digital consultancy and transformation partner with expertise in emerging technologies — knows the answer. After all, Expleo has been named a Great Place to Work and Best Workplace in Tech. “It starts with communication,” says Codd. “Get your staff to look at your company with a critical eye and tell you what’s working and what isn’t. If you involve your people, they can help you harness change — because your

For careers opportunities please see more at jobs.zalando.com

management team won’t have all the answers.” Codd highlights two big challenges facing businesses today: talent acquisition and talent retention. To win the war for talent he believes that it’s important for companies to embrace new organisational structures, including remote and hybrid working. “Many businesses have been used to their employees working remotely over the last two years,” he notes. “That’s great because it’s opened them up to international markets and shown them that their workforce can be anywhere. This multi-site approach takes more effort, but it widens the available pool of expertise.”

Paid for by Expleo Ireland

Implementing effective diversity and inclusion initiatives Another challenge is diversity and inclusion. This isn’t a nice to have for a business - it’s an imperative that is proven to inspire creativity and positively impact employees’ overall sense of wellbeing. “We have a great team and culture here at Expleo,” says Codd. “It is so important to us to nurture that and ensure that our team members feel comfortable and supported. It is simply not enough to have the best talent. You must have talented teams that are encouraged to embrace their diversity of thought. That is what drives true innovation and creates a culture of belonging that people want to be a part of.” Find out more at expleo.com

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Helping companies retain talent through remote working hubs Connected Hubs gives people the opportunity to live and work where they choose.

If there was one benefit from the pandemic, it is that it resulted in a national pilot programme on remote working. And it proved it could work.

e have all experienced the benefits of remote working: reduced commutes, a lower carbon footprint, more time to spend with family and friends; and increased footfall and activity in our local towns and villages. Blended working approach However, remote working does not necessarily mean spending Monday to Friday working from your kitchen table or the makeshift office in the spare bedroom. In fact, I’m of the view that this is not a healthy option for many people as - cabin fever can set in and the lines between work life and family life can become blurred. Moreover, this doesn’t have to be a binary choice. It’s not a case of Option A: work from home or Option B: commute to the city. As that well known advert said: There’s always Option C. Option C is Connected Hubs.

Minister Heather Humphries Department of Rural and Community Development

Leveraging the National Hubs Network As part of ‘Our Rural Future’, my department has set out an ambitious goal to develop a national network of over 400 remote working hubs by 2025. Already over 240 remote working facilities are on board the Connected Hubs network with more coming on stream every month. It is a single network providing users with information on the location of, and facilities available at remote working hubs throughout Ireland. Connected Hubs gives people the opportunity to live and work where they choose. Connected Hubs is also gaining a significant profile, both at home and abroad. Earlier this year, I announced a partnership with Zoom, a company synonymous with remote working. The Network also works closely with the technology and innovation leader Cisco. There are now significant opportunities for employers of all sizes to leverage the National Hub Network directly. The connectedhubs.ie team have for some time been developing a corporate service to support corporate clients interested in using our national network to accommodate their employees, but also to enable them gain access to the vast pool of talent that Ireland has to offer. Breaking trends of the past For decades, we have seen global trends where our young people say goodbye to their families and communities and move to the larger cities in search of work. The pandemic has turned that on its head. Now, your office can be anywhere. Your employee can be anywhere. The challenge now is to make sure we do not slip back into the old normal.

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The broader benefits of worker wellbeing Creating a psychologically safe environment within the workplace sits at the core of employee wellbeing.

aking a safe environment involves establishing a culture where colleagues feel they can speak about challenges they face, either personally or professionally and raise issues that could influence working practices. Managers have a critical role in creating this environment for their teams.

Barbara Nestor Director of Group Culture Transformation and Internal Communications, Bank of Ireland WRITTEN BY Mark Nicholls

Paid for by Bank of Ireland

Changing workplace The changing workplace landscape created by lockdowns and the post-pandemic working environment has underlined the importance of psychological safety and employee wellbeing. During the pandemic, as lines between personal and professional lives became blurred, Bank of Ireland adopted the “4W’s”: wellbeing, workspace, working day and workload as the foundation of its wellbeing programme. “If one item is not working, it impacts the others and over a sustained period can have a detrimental impact on our physical, mental and financial wellbeing,” adds Barbara Nestor, who is the bank’s Director of Group Culture and Internal Communications. “If you are not fit and healthy in your personal life, you are not going to be mentally or physically well in the workplace and that will impact on engagement and performance.” Wellbeing culture starts with leaders and managers Nestor sets out: “As leaders and managers, it is down to us to create a psychologically safe environment where

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thrive in such a global hot spot. “It’s a candidate’s market now,” says Ruane. “Differentiation has never been more important.” One way to stand out from competitors is to invest in people and strive to sustain high employee engagement. “Our people and values are our strongest assets,” says Ruane. “We ensure we understand our employees, what’s important to them and how we can adapt our programmes to drive high-performance and engagement while being fully supportive at the same time.” Fostering talent through partnerships Nurturing talent starts early. “Education is a fundamental pillar

Paid for by Avolon

in equipping the future workforce with the skills the aviation industry needs as well as to retain Ireland’s position as a global leader,” says Ruane. Establishing partnerships between aircraft leasing companies and education centres enhances the visibility of the industry to a wider talent pool. Avolon has partnered with a number of Irish and international universities focused on improving awareness and building a robust talent pipeline for the industry. “This has been really important to us, to spend time and invest in these partnerships to ensure we have the best and smartest people in our business,” says Ruane. Promoting diversity in aviation A diverse and inclusive workforce provides a distinct competitive advantage in the aviation sector. This includes gender and cultural diversity, plus providing initiatives that foster such an inclusive environment. “As a global organisation we have a truly diverse customer base. For us to have diversity of thought and to put ourselves in the shoes of our customers, we need to represent that diversity in Avolon. Diversity and inclusion make us a more high-performing company and differentiates us within our industry.”

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