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A LITTLE BIT ABOUT Sigmar

Sigmar staff

140 Industry Experts

Offices Nationwide

 Offices Nationwide in Dublin, Cork, Galway & Tralee

Awards

45+ Independent Awards for Recruitment Excellence & Workplace Culture

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Most 5 star Google Reviews of any Irish Recruitment Agency

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Five Ways To Impress Your Boss

Five Ways To Impress Your Boss

This may come as a shock, no one expects you to be perfect and know everything, even your boss! Sometimes you may feel like you’re not good enough and worry that you can’t impress your manager, but it is actually easier than you think and you’re probably doing some of these things already… 1. Dress to Impress Make sure your personal hygiene is impeccable. One of the worst office offences is bad body odour. Once you have your personal hygiene in check, dress smart. Dressing well will impress your superiors and your fellow colleagues. It will also give a little extra confidence while you do your day to day tasks. via GIPHY 2. Timekeeping Traffic, public transport, school runs, they can be a nightmare in the mornings and we’ve all been there, but it’s no excuse to be late for work constantly. Want to make a good impression? Be on time! Even if it means you have to leave earlier in the morning. If you want to impress your boss, you have to make real effort and show you are reliable. Bad time-keeping is a pet hate for managers. Remember: When you are late, show you understand that time-keeping and attendance matters and always inform your manager that you’re late. A quick text or phone call can really make all the difference. via GIPHY 3. Socialise If you want to impress at work, get involved in social events with your colleagues. It’s important for managers to see you gel with the rest of the staff and integrate with the culture of the business. If there isn’t a social scene in work why not try to organise something yourself? You could suggest after work drinks, a running club, a book club? Getting involved is impressive to a boss, but if you can organise your own social activity, that will definitely get your managers attention. via GIPHY 4. Share Ideas Don’t be afraid to tell your boss about ideas you have. Managers appreciate someone who takes their own initiative and wants to help improve things. It’s a great way for your boss to know you care about your role and the company and that you want to make it even better by putting your stamp on things. via GIPHY 5. Be Prepared Always be prepared to work. When you come in in the morning be ready to hit the ground running. When you attend meetings have all the relevant information and documents needed. Remember, you’ve been appointed this role and if your boss sees you struggling in it, it’s not going to impress him/her. Always being prepared and showing your boss you can manage your task will impress your boss and even increase your opportunity for a promotion. via GIPHY It’s always good to remember, not everyone is perfect, and your boss doesn’t expect you to be. Trying your best should always be enough to impress your boss. All a boss wants is an employee who’s working hard and is happy in the company and with the work they do.

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6 Qualities of a Great Recruiter

6 Qualities of a Great Recruiter

Being a recruiter isn’t for everyone but if you have these qualities, it could be the perfect role for you… Target Driven Recruitment is a competitive industry, so a recruiter needs to be driven and work well under pressure. As a recruiter, you will have weekly, monthly, quarterly and yearly targets to achieve. It’s a target driven career, so a person in recruitment needs to be motivated by targets and enjoy working to achieve long-term and short-term goals. Confidence Recruiters are often extroverts. A recruiter needs to network and interact with people on a daily basis, so it’s important that the recruiter is confident. It’s not only about being confident enough to network but to make others confident in you. It’s important that a recruiter shows confidence so that their client, candidates and their team is confident that they can deliver. Curious Someone who has an interest in digging for information and is naturally curious is an ideal recruiter. Being vigilant and eager to ask a lot of questions is the type of person who will find out everything they need to know and share the most up to date relevant information with candidates and clients. Curiosity killed the cat, but it made the recruiter. Superb Communication Skills A recruiter deals with people constantly so it’s important for them to be excellent at communication. Communication in every sense must be perfected by the recruiter and this means listening as well as talking and also written communication. There is administration work involved in recruitment so having good writing skills is very important. Marketing/Sales Skills In recruitment you will be selling the benefits of using your company to both jobseekers and employers. Sometimes you will even be seeking out new business by doing research on who’s recruiting and phoning around to talk to prospective clients. A recruiter needs to know how to market and promote the roles they are trying to fill for clients, as well as market their candidates to clients. If a recruiter has a handful of ideal candidates for a role and the client refuses to consider any of them, then the they probably aren’t suited to recruitment. A large part of recruitment is selling and if you don’t have negotiation skills or selling skills it’s probably not the job for you. Mentally Strong Recruitment comes with a lot of failure and I mean a lot! Sometimes you just miss out on your target, or your candidate pulls out of the process because they get another job or the role you were working on gets filled by someone else. Rejection is part of being a recruiter, but a great recruiter knows how to deal with it. We’re not saying in order to be a great recruiter you must accept failure and not react to it, but when things go wrong a great recruiter can deal with the disappointment and be equipped to self-motivate themselves to keep trying. Thinking about working in recruitment? Why not work at Sigmar? Contact careers@sigmar.ie

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Sigmar IT and Graduate of the Year Julie Valentine win at NRF Awards 2018

Sigmar IT and Graduate of the Year Julie Valentine win at NRF Awards 2018

The 12th annual National Recruitment Federation Awards took place in the Shelbourne Hotel on Friday night, November 30th. Sigmar were delighted to attend and to come away with not one but two awards on the night. Best in Practice: Sigmar IT It’s been a big year for our IT Team, with the launch of their European IT Recruitment talent hub in Tralee, so picking up Best in Practice Technical, IT & Telecoms in one of the most closely contested categories of the night was the cherry on top. Speaking of the award, Associate Director, Eoin Langdon said that he was delighted their hard work had been recognised. NRF Cert RP Graduate of the Year: Julie Valentine The NRF Cert RP Graduate of the Year Award recognises those who have achieved the highest results in the NRF Certificate in Recruitment Practice exams in 2018. Sigmar was thrilled for our Sales Recruiter Julie Valentine to be recognised for achieving the highest grade of the 2018 graduates. Speaking on Julie’s win, Sigmar Director, Malwina King said; “I am truly delighted that Julie achieved Top Graduate of the Year at the 2018 NRF Awards. Julie, we are super proud of you and your success is very well deserved! Not only was Julie one of the most active participants in Sigmar’s Recruitment Excellence Programme but this award is a testament to her hard work, industry expertise and ‘can do attitude’ that is appreciated by both clients and candidates alike. Well done Julie!” We were also delighted to have Claire Kelly shortlisted for Permanent Recruitment Consultant of the Year and for our Office Support and Technical, Engineering & Science teams being shortlisted in their respective categories.

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Make Performance Management Part Of The Daily Conversation

Make Performance Management Part Of The Daily Conversation

More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event. An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions. The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation. Pre-requisites of ongoing performance management: Establish clear goals. This should happen at induction and be repeated on an ongoing basis. Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation. Golden rules of giving feedback: Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff. Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly. Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them. Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt? Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement? Benefits of effective performance management to an organisation include: Hold on to your top talent! Employees including your highest performers are less likely to leave. Employees are incentivised to perform at a high level. Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier. Identify problem areas quicker. Poor performance can be identified and improved. Your customer will have a better experience. Employees will be more motivated when they have been coached and received feedback. No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company. More and more we are seeing a shift away the annual appraisal system. It can be a costly and timely exercise. Where they are done due to process, employees can end up feeling dissatisfied rather than more engaged. Performance management is increasingly deemed to be an ongoing process and not an annual event. An employee can easily go on the defensive when something is brought up at their annual review that was never mentioned to them before. Likewise the employee could highlight issues to the manager, which if given the opportunity could have been discussed and resolved months earlier. Performance management can only truly be effective when it becomes part of an organisation’s and its employee’s daily actions. The new method of performance management is to foster an ongoing culture of informal and spontaneous performance reviews through ongoing feedback, coaching, support and guidance. This can be done in conjunction with a more formal process which will avoid any bombshells dropped by either party at an annual review. It is now rather a continuation of an already ongoing conversation. Pre-requisites of ongoing performance management: Establish clear goals. This should happen at induction and be repeated on an ongoing basis. Coach along the way, identify weaknesses and areas for development, recognise success and encourage conversation. Golden rules of giving feedback: Constructive feedback is always more effective the closer it is to the event. The risk of waiting for a formal review is the possibility of the employee resenting that they were not told earlier and given the opportunity to improve. They could also continue with the ‘wrong behaviour’ in blissful ignorance. Equally positive feedback can reinforce the right behaviour and really motivate staff. Give specific feedback, don’t be vague. Explain the consequences both positive and negative, of doing the job correctly or incorrectly. Is this the right setting, do you risk embarrassing the employee if it is in front of others? Would a private setting be better? The employee needs to know that feedback is provided to develop them, not to punish them. Are they listening? Do they know what is expected of them going forward? Why not check by asking them to tell you what they will do from here on going forward and see if their answer is in line with what you had in mind. If it differs do you need to adapt? Collaboration – Listen Listen Listen! Why does the employee feel there has been poor performance? What suggestions do they have for improvement? Benefits of effective performance management to an organisation include: Hold on to your top talent! Employees including your highest performers are less likely to leave. Employees are incentivised to perform at a high level. Empowered Employees! A culture of employee accountability is fostered. As the employee becomes more independent, learns more skills and takes on greater responsibility the management job becomes easier. Identify problem areas quicker. Poor performance can be identified and improved. Your customer will have a better experience. Employees will be more motivated when they have been coached and received feedback. No matter what terms are used to describe it: coaching, feedback, goal setting, measuring performance, development etc., the common trend is that companies are striving to make performance management ingrained in the daily culture of the organisation and the actions of its employees and management. This may or may not be coupled with a formal annual appraisal system, with or without a ratings system. Either way increased two-way ongoing communication should lead to a more open and honest relationship between a manager and their employee, a workforce that are motivated and understand their role within the larger organisation as well as a more productive and effective performance by the individual, the team and the company.

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Sir Ken Robinson's Keynote Speech at Talent Summit 2018

Sir Ken Robinson's Keynote Speech at Talent Summit 2018

Sir Ken Robinson, one of the world’s leading thinkers on creativity and innovation in the workplace spoke at Talent Summit 2018. As an advisor to Fortune 500 companies and governments in Europe, Asia and the United States, Sir Ken Robinson helps transform organisations’ corporate culture to focus more on fostering and developing creativity. His New York Times best-selling books also help people tap into their creative potential. His ideas and research have made him a popular speaker on TED Talks. In fact, his 2006 and 2010 presentations have been seen by more than 350 million people in 160 countries, making Robinson the most-viewed speaker in the history of Ted.com. Talent Summit was held in the Convention Centre, Dublin on the 22nd February 2018. Founded by Sigmar Recruitment, Talent Summit has grown to become one of the largest HR & Leadership conferences in Europe, showcasing the latest thinking on talent topics from around the world. Its mission is to share thought leadership on talent to build better workplaces and working lives in an increasingly complex world of work. Talent Summit 2018 Speakers included: Sir Ken Robinson - Worlds No. 1 TedTalk Speaker Dr Peter Lovatt - Dance Psychologist, University of Hertfordshire Johnny Campbell - CEO, Social Talent Dennis Layton - Global Deputy Leader, People Advisory Services, EY Karen Ní Bhróin - Conductor in Training, RTÉ Choirs, Orchestras and Quartets David Barrett - Chief Commercial Officer, cut-e Rob Williams - Director of Employer Insights, Indeed Find out more about upcoming events on www.talentsummit.ie

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Salary Guide 2018

Salary Guide 2018

Broadly the global economic performance and Ireland’s position are positive for the rest of 2018. With unemployment at 6.1%, two points lower than the European average (8.6%) and trending closer to 5%, continued inward and indigenous investment along with low inflation, all signals point towards continued, sustainable improvement. Last year we suggested the real impacts of Brexit and the Trump administration may yet to be seen, and this may well still be the case. Ireland has been resilient throughout ten years of turbulence, however, so can be confident of maintaining growth. In terms of professional salaries, increases in the region of 4% have remained ahead of cost inflation and enabled the sustainability of economic (and employment) performance. Indeed the impact of new organisations (mainly financial and fintech) relocating some operations to Ireland from UK will be higher in 2018 due to the time it takes to set up financial operations. The strong sectors (ICT, pharmaceutical, financial, etc.) remain strong, with specialisms like GDPR, Blockchain (not just Bitcoin) and analytics getting the headlines in 2018. There is an on-going drive for a better regional spread for new and existing jobs. There is a salary differential in the region of 5-10% and better retention rates (and more property options), so the regions will be disproportionate beneficiaries of new job creation. 2018 Salary Guides for each discipline: Accountancy & Finance Banking & Financial Services Construction & Property Services HR Insurance IT Legal & Compliance Manufacturing & Engineering Marketing Office Support Sales Science & Pharma Supply Chain

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The Talent Isle

The Talent Isle

There can be no denying that the Irish economy has benefited hugely from foreign direct investment, particularly from the US. The statistics speak for themselves; today there are 700 US companies with Irish operations directly employing 165,000 people. But, the historical economical and political US-Irish relationship works both ways. With Murphys, Kennedys and O’Neills making their presence known in boardrooms the length and breadth of the 50 States, Ireland is well represented in the highest echelons on US soil. Likewise, the statistics on that side of the Atlantic speak for themselves; there are also 700 Irish companies with operations in the US who employ 100,000 US citizens. Recent changes to the political environment in the form of US protectionism has undoubtedly threatened our status as the location of choice for US companies, making up 12.1% of US FDI investment into Europe despite accounting for just 1% of the entire European economy. At a time of green shoots growth in the aftermath of one of the worst recessions the State has known, this hard won reputation in now in jeopardy. Speaking at the Boston College Ireland Business Council symposium, John Harthorne, CEO MassChallenge described protectionism as grabbing the largest slice of the pie. The responsibility of leadership should be to increase the size, not of the slice, but of the pie itself. So, what can business leaders do? Well, of course we can leave it to the Government and State agencies to do their job, or else we can get out there ourselves and deliver the message that Ireland is still a great place to do business. That is exactly what Ireland Gateway to Europe did on Wednesday April 11, 2018, when a delegation of more than 40 Irish business leaders arrived in Washington to deliver the message that Ireland’s trade partnership with the US is stronger than ever, is truly bilateral and that Ireland remains the location of choice for FDI in Europe. Ireland Gateway to Europe met with their US counterparts and political representatives on Capitol Hill with the purpose of strengthening existing business relationships and create new ones. This initiative is a not-for-profit annual trade mission made up of professional advisory firms who travel the US annually to provide a secure resource network for business expansion to help US investment succeed in setting up operations in Ireland. Founded in 2012 as a response to the economic challenges at that time of global recession, Ireland Gateway to Europe is now in its seventh year of US, UK and global trade missions. Ireland has traditionally enjoyed a particularly strong business, cultural and political relationship with the US. However, in light of the recent announcements of trade tariffs, data privacy, immigration and other protectionist policies, our concern is that there may be a perception that Irish-US trade linkages may have subsequently diminished. The fact of the matter is that the transatlantic economy grew stronger, not weaker over the past year, as did Irish -US trade with US exports to Ireland up 9% and imports to Ireland up 6%. While the Washington mission was the focal point of the 2018 trade mission, the second leg of the trip saw the group travel to Boston to engage directly with the US business community at the stateside launch of the transatlantic Boston College Ireland Business Council (BCIBC). Having launched this side of the Atlantic in Dublin last October, the US BCIBC launch took the form of a Global Leadership Symposium where US CEOs met with their Irish counterparts. The event looked at Global Leadership, where a panel of global CEOs discussed how they, as a transatlantic leadership community, can create opportunities against the backdrop of economic challenges. The purpose of the BCIBC is to establish new, and strengthen existing, transatlantic business ties between the two countries, and it is designed to enhance transatlantic business between the US and Ireland through creating connections that allow for entrepreneurial ventures to grow and prosper. The Global Leadership Symposium is one of a series of planned BCIBC CEO Exchange events that will take place twice annually over the coming years, both in Ireland and in the US. The nest event is scheduled for Dublin this coming October. Founded by the Global Leadership Institute, Boston College, and Ireland, Gateway to Europe, and Chaired by Neil Naughton of GlenDimplex, the main aim of the BCIBC is to bring influential business leaders from both communities together once a year in Dublin and in Boston to create one deeply connected transatlantic trade artery. By establishing the BCICB, the tight commercial and social bonds we share with the US can be strengthened and build upon bilaterally, business to business, in spite of any potential external or internal protectionist political policies. It’s widely known that cultural ties between Massachusetts and Ireland are deep but possibly lesser known are the strength of economic ties with 11,000 people employed by Irish companies there and Ireland being the 6th largest exporter from MA. With threats from the uncertainty of the Brexit situation ringing in our ears from the East and murmurings of protectionism coming from the West, Ireland is again in a unique position to act as the economic transatlantic hub. What will the future hold? As it stands nobody knows for certain, but the community of transatlantic business leaders has a collective, critical role to play to ensure the future foundation of business relations is maintained for generations to come. Those business relationships benefit both Ireland and the US. Let’s both grow our slices of the pie by growing the pie itself. Article featured on The Business Post