According to the Sigmar/AON Pulse Report on the future of work post-Covid, just 34% of workers will be returning to the office on a full-time basis once Covid restrictions are permanently lifted. 22% of employees are expected to work full-time remotely with the remaining 44% to work hybrid between home and the office. Of this hybrid cohort, 92% will spend three days or less in the office. The Sigmar/AON survey polled 253 companies in Ireland to get insight into the future of work practices post-Covid. Commenting on the findings Talent Summit founder and Sigmar chief commercial officer Robert Mac Giolla Phádraig says: “Recent speculation about the future of work has seen a division in thought between commentators and experts regarding the role the office will play in working practices post-Covid. With this poll, we have real insight into how employers are planning for the world of work once restrictions are lifted. The reality is that two thirds of Ireland’s workforce will see permanent changes in their work practices. That is a massive shift that affects the majority of us.” Remote Working to Spark a Global War for Talent The Sigmar/ AON survey finds that 22% of employees will work full-time remotely. Says Mac Giolla Phádraig: “Remote work is the emerging front of a world war for talent, being fought virtually and our remote workers the spoils of this war. “Ireland is globally recognised as an epicentre of highly skilled and educated workers, making this cohort of employees an attractive proposition for employers from around the world. “There is now global competition for local talent, requiring an arsenal of new methods and systems to compete, as it’s more about hearts and minds than before. “International competition of this cohort of workers will be fierce, effectively opening up a whole world in which 22% of our workforce can work.” The Future is Hybrid 44% of Ireland’s workforce will work hybrid between office and home. 92% will work three or less days in the office. The reality is that many of us will work hybrid between the office and home. Last year we were challenged by the forced dislocation of the workforce from the workplace. This year, however, we will choose how, by whom and where work gets done, which requires deep consideration as we re-architect work over the coming months. This is a critical moment in time for the next generation of work. Says Mac Giolla Phádraig: “ “According to this survey the future is hybrid.”
There's been a lot of speculation about how workplaces will change because of Covid. A workplace survey by Sigmar Recruitment and Aon has findings from 250 companies on whether we will return to the office full time. Robert Mac Giolla Phadraig MacGiolla Phádraig, CCO of Sigmar Recruitment and founder of the Talent Summit and Laura Phelan, occupational psychologist and MD at Aon talk to RTÉ's the Business. Listen Now - https://www.rte.ie/radio/radioplayer/html5/#/radio1/21915388
Taking on temporary staff can increase efficiency and productivity while offering workers flexibility. Here are some tips for finding the right candidates. Published in the Business Post 18th October 2020 The trend towards increased temporary and contract hiring has been magnified with the onset of Covid-19. Traditionally hired for cost-saving measures, temporary and contract staff are now hired more for their skills and expertise, for the efficiency and productivity they can bring and for the flexibility they give organisations. At Sigmar Recrutiment, we surveyed 1,000 companies in Ireland recently and 91 per cent said they were more likely to hire temps or contractors now than they were before Covid-19. This may be reflective of the need for flexibility in an abruptly volatile and uncertain market. The good news for employers, however, is that the pool of talent available for temp and contract work is probably the biggest it has been in a decade.Attitudes to this type of work have also changed post-Covid-19. In addition to our company survey, we surveyed 3,500 candidates and found that 82 per cent would be willing to consider temporary work if they were offered some flexibility, such as remote working. So, what is the best way to find and recruit these candidates? Here are some dos and don’ts to get you started. Dos: 1: Have a strategy for temps While recruiting temp or contract labour is sometimes brought on by unforeseen circumstances, successful hirers of temporary staff generally have a plan. Plans for 2021 are being formulated at most companies right now, so consider your plan for engaging flexible talent as part of your overall strategy. Who will own it, for example, HR, managers or procurement? Will you hire directly or through an agency? What is your projected spend – is it seasonal or year-round? 2: Have an EVP for flexible workers Employer brand and company culture are central to any talent acquisition strategy, but organisations predominantly focus on permanent hires. Multiple studies show the link between employee engagement and business performance. How costly is it to your brand if a temp worker is disengaged, feels undervalued, yet is customer facing for your company? Make sure you consider your employee value proposition (EVP) for temp workers. Get it right and it will yield a loyal and sustainable pipeline of flexible talent. 3: Be honest If there is potential for the job to turn permanent, shout this from the rooftops. In our recent survey, the possibility of a permanent post was the number one reason for candidates to consider a temp or contract role. On the other hand, if no permanent opportunity exists, be honest with this and manage expectations from the outset. Remember, many temporary and contract workers won’t consider a permanent job either, so honesty is always the best policy. 4: Consider a specialist partner At least consider the benefits a good agency partner can bring. Specialist agencies will already have pre-screened and pre-qualified candidates available immediately, saving you crucial time and effort. The agency takes on the costs of advertising across multiple channels, again saving you money and time. They look after employment contracts, help keep you compliant, and run payroll, saving you further on admin overheads. Good agencies can also validate salary levels and advise on availability of talent in the market. Don’ts: 1: Wait Apart from unexpected emergency cover, don’t wait until the last minute to look for temp or contract staff. Like all recruitment, forward planning will allow you to access better talent in higher numbers either directly or through a partner. 2: Ignore compliance Understand legislation as it applies to temps and contractors. Don’t assume that because they are temps, they have few or no rights. A good agency partner will help here. 3: Forget to measure No matter what size your flexible workforce is, don’t forget to audit it. How is spend on flexible workers controlled, for example, by HR, procurement or hiring managers? Keep an eye on tenures also. 4: Undervalue This is crucial. Remember, today’s temp may be tomorrow’s permanent member of staff. A good experience for a temp will encourage them to return, but also provides a rich pool from which permanent hires may come. While some view contractors as expensive, bear in mind the specialist expertise they can bring with them, and remember they can also transfer their knowledge to your internal staff, improving the overall level of expertise within your organisation.
Visit our Working from Home Hub to check out content we have put together to support remote workers and Managers now working from home - blogs, video content, training modules, podcasts and other resources. The hub has lots of great info and supports for: Working form home, Managing staff remotely, Wellness at Home Talent Summit Series on working in this new normal Access to free online courses to upskill Netflix recommendations Check it out at https://www.workingfromhomehub.com
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
It’s the dreaded words that no manager wants to hear from a good employee, “I quit”. All employers want to keep their talented staff for as long as possible. Not only is the turnover of staff expensive it is also difficult to find good replacements, along with the uncertainty of how they will work out. Sometimes there are reasons that an employee may leave, that you unfortunately can’t prevent such as personal reasons, or they have been offered an opportunity that was too good to let pass by. However, often there are other reasons that are preventable, below are some of the most common reasons. No Opportunities For Promotion Every employee wants the chance to better themselves and get ahead in the company they are working in. However, employers can often just focus on getting the work done and ensuring targets are met. If a member of staff feels that they are not going anywhere in the company, they will look elsewhere for better opportunities. Therefore it is important for managers to take the time to talk to their staff with regards to their career progression and where they would like to see themselves going in the company. They Are Overworked It can be easy for managers to overwork their best employees, however this can be counterproductive. It can make employees feel like they are being punished or that they are being loaded with too many responsibilities without getting the pay or title to go along with it. They Don’t Like Their Boss It is not necessary for employees and their manager to be friends, but it is important that there is a relationship there. The boss is too much a part of an employee’s daily life at work to have an awkward or uncomfortable relationship. Having a bad relationship with a manager can discourage staff members from doing a good job. Commitments Aren’t Honoured Managers can often promise their employees the sun, moon and stars, however they don’t always follow through on their promises. This can be extremely frustrating for employees when they have put in the work and effort but are not rewarded with the promotion or raise that they were promised. Making empty promises to good employees can often result in them finding work elsewhere. They Are Bored No one wants to be unchallenged or bored with the work that they do. Employees that perform well, need to be challenged in their work and given the chance to develop their skills. By giving employees more meaningful work, they use more of their skills and can often find better ways to get things done. If staff do not get to engage creatively, they are more likely to become restless in the job and begin looking for a more stimulating job elsewhere. The important thing to remember when trying to retain top staff, is communication. Think about how you treat your staff and if you would be happy in their position. Often factors for employees leaving are preventable, therefore it is important to be actively developing staff members as much as possible. Good employees have the talent that gives them plenty of other options, so make sure they want to stay working for you.
When choosing any product or service, one of the main considerations is always ‘how is this going to help my organisation?’ If a company chooses an RPO provider that is the correct fit for them, one that understands their culture, values and hiring goals, then the benefits both long and short term, can be enormous. The main benefits associated with RPO are: 1. Stronger Quality of hires This is the main purpose and advantage of an RPO provider. They invest their time, energy and resources into sourcing, screening and presenting the cream of the crop in terms of available talent to the client. The aggregated talent stream offers a cultivated pool from which to search. Referral activation is often a unique feature of RPO. 2. Cost Reduction Obviously one of the prime advantages of RPO is its cost effectiveness. The bottom line is that RPO saves companies money in the long run. RPO providers can scale up and scale down their recruitment activity to match the fluctuating hiring needs of the client. In business, to use the old adage, time is money. Every day that a position remains unfilled costs a company. Filling vacancies fast is better for productivity and reduces the amount of HR resources spent on sourcing candidates. RPO providers are ultimately measured on time to hire, cost of hire and quality of hire. 3. Scalable Model As companies experience peaks and troughs to staffing an RPO model is calibrated to flex accordingly. If a company is expanding or opening a new department it will need more staff, while if it is downsizing or it has to implement a hiring freeze, it will not. RPO providers have structures in place to adapt to any situation. They can scale their recruitment team up and down as needed. At the end of the day the client pays for what they get; successfully filled vacancies, nothing more, nothing less. RPO providers are flexible and can accommodate every situation. Prices are based on closed positions. 4. Reduced Time to Hire Internal RPO resource models scale to overcome the challenge of tight time to hire deadlines. Most RPO providers will have established time to hire models. 5. Talent Pooling The RPO provider will present the client with the best people for the job. All strong candidates are pooled and actively engaged with, creating a community for future hiring. 6. Recruitment Process and Assessment Design RPO providers may re-engineer a company’s entire recruiting process so that it is consistent across all departments. This makes it easier for management to follow progress and understand how the procedure is developing at any given time. 7. Analytics and Reporting RPO providers track and trace every stage of the recruitment process allowing for real-time reporting and detailed insights for prompt decision making. This also makes it a lot easier for future audits of recruitment activity. 8. Enhanced Stakeholder Engagement RPO enhances hiring manager and senior leadership engagement through fulfilling pre-agreed SLAs. The quality of hires and the efficiency of the recruitment procedure lead to high levels of HR satisfaction which can only be good for productivity. Essentially RPO allows the client get on with the business of being a business. 9. Excellent compliance regulations RPO firms are experts on labour laws and standards. Detailed records are kept, mapping every stage of the recruitment process. They are guaranteed to implement fully complaint, auditable processes and methods. 10. Reduces the Need for Direct Advertising Advertising is expensive. When a company engages with an RPO provider they drastically cut back on those costs. The need to advertise in all the regular, costly outlets is eliminated. The RPO firm assumes responsibility for finding the candidates. They go to them, instead of having them come to you. They have all the necessary resources for tracking the strongest available people. Contact Us For a confidential discussion on how we can assist you with your staffing and recruitment needs, please contact Kate McGuinness on +353 1 4744609 or email email@example.com.