Strategies for Employee Retention

By

-

23 April 2024

By HRHQ Editorial Team

Employee retention is a critical aspect of maintaining a stable and productive workforce. High turnover can be costly and disruptive to a company’s operations. To mitigate this, organizations should implement effective strategies aimed at retaining valuable talent. Here are some proven strategies for employee retention:

Invest in Professional Development: Employees value opportunities for growth and development. Offer training programs, workshops, and mentorship opportunities to help employees enhance their skills and advance in their careers within the company.
Provide Competitive Compensation and Benefits: Ensure that your compensation packages are competitive within your industry. Apart from salary, consider offering benefits such as health insurance, retirement plans, flexible work arrangements, and paid time off.
Create a Positive Work Environment: Foster a workplace culture that emphasizes respect, transparency, and inclusivity. Encourage open communication, recognize employees’ contributions, and address any issues promptly to maintain a positive atmosphere.
Offer Work-Life Balance: Strive to support employees’ well-being by promoting work-life balance. Implement policies that allow for flexible scheduling, remote work options, and reasonable work hours to help employees manage their personal and professional lives.
Recognize and Reward Achievement: Acknowledge and reward employees for their hard work and achievements. Whether through bonuses, public recognition, or other incentives, appreciation boosts morale and encourages loyalty.
Promote Career Pathways: Provide clear paths for career advancement within the organization. Regularly discuss employees’ career goals and outline how they can progress within the company through promotions or lateral moves.
Conduct Stay Interviews: Periodically conduct stay interviews with employees to understand their job satisfaction, concerns, and aspirations. Use this feedback to make improvements and show a genuine interest in their career happiness.
Encourage Team Collaboration: Foster a collaborative work environment where employees feel connected to their colleagues and the organization’s goals. Team-building activities and cross-functional projects can strengthen relationships and enhance job satisfaction.

By implementing these strategies, organizations can significantly improve employee retention rates, leading to a more engaged and committed workforce.

Watching The Clock – Employee Monitoring At Work

By

Cian Beecher

-

23 April 2024

by Cian Beecher, Partner, EmploymentLaw Group at Arthur Cox LLP.

In the brave new world of remote and hybrid work, practices surrounding workplace productivity continue to pose data protection challenges. The recent decision of the French supervisory authority (“CNIL”) to fine Amazon for “an excessively intrusive system for monitoring the activity and performance of employees” provides a timely reminder of the need for careful analysis if monitoring employees in the workplace, whether conducted remotely or on an in-office basis.

In the case of Amazon’s monitoring practices, scanners were put in place for its warehouse workers to document how long it took them to carry out certain tasks, and to quality check articles within a certain minimum time frame. This information was stored and used to calculate indicators providing information on the quality, productivity, and periods of inactivity of each employee, and was further utilised as part of employee coaching and performance reviews¹.

The CNIL found that Amazon’s practices failed to comply with the data minimisation principle pursuant to Article 5(1)(c) of the GDPR, and a failure to ensure lawful processing under Article 6 of the GDPR.

Regarding the type of personal data processed, three indicators processed by the company were found to be non-compliant:

the “Stow Machine Gun” indicator, which provided an error message when an employee scans an item “too quickly” (i.e. in less than 1.25 seconds after scanning a previous item);
the “idle time” indicator, which signalled periods of scanner downtime of ten minutes or more;
the “latency under ten minutes” indicator, which signalled periods of scanner interruption between one and ten minutes.

The CNIL found that the processing of all three indicators could not be based on legitimate interest, as it led to excessive monitoring of the employee, when balanced against the commercial objectives pursued by Amazon.

The CNIL noted that Amazon already had access to numerous indicators in real time, both individual and aggregated, to achieve its objective of quality and safety in its warehouses, and that as implemented, the processing required employees to justify every break or interruption to their work. Accordingly, the processing was found to be excessively intrusive. The decision also found that the company had failed to properly inform employees that their personal data would be processed by the scanners in advance of their data being collected, leading to a breach of its obligation to provide information and transparency pursuant to Articles 12 and 13 of the GDPR, and a failure to comply with the obligation to ensure the security of personal data captured, pursuant to Article 32 of the GDPR.

DPC guidance

The DPC has noted in previous guidance on data protection in the workplace that employers have a legitimate interest in protecting their business, reputation, resources and equipment. The DPC cautioned within this guidance that any limitation of employee’s right to privacy in the workplace, particularly with regards to monitoring software, should be proportionate to the likely impact to the employer’s legitimate interests. The DPC further notes that in the ordinary course of business, employers should consider implementing other less intrusive means of monitoring employees.

Lawful Basis

Employers must have a lawful basis to process personal data under Article 6 of the GDPR (such as consent, contractual necessity, legal obligation, vital interests, legitimate interests). In addition to identifying an appropriate Article 6 ground, and to the extent an employer is processing health data (for example information regarding reasonable adjustments requests, ergonomic assessment information, or details of medical leave), the employer will also need to ensure it complies with one of the exceptions in Article 9 GDPR.

As noted by the CNIL, employers also need to tell their employees in an appropriate privacy notice of the legal basis relied upon to collect personal data, and the purposes for which they are collected.

Practical Guidance for Employers

Consider the use of AI carefully, conduct a data protection impact assessment and a legitimate interests assessment.

With regards to the legal basis for monitoring, the DPC notes that while legitimate interests is the most flexible legal basis to rely on, employers should exercise caution before doing so. In relying on legitimate interests, employers should undertake a full legitimate interests test noting: (i) the existence of a legitimate interest justifying the processing; (ii) the processing of the personal data which are necessary for the realisation of the legitimate interest; and (iii) that the interest prevails over the rights and interests of the data subject. Examples of legitimate interests cited by the DPC include; fraud prevention, commercial interests, or broader benefits to wider society. If a controller is unsure of the outcome of the balancing test, it may be safer to consider another lawful basis for processing, especially where processing is unexpected, or poses a high level of risk. If processing activities involved in the monitoring involve high risk processing (e.g., monitoring of turnstile data, the use of a large-scale CCTV programme, or tracking of employee vehicles²³), a data protection impact assessment will also be required. In addition, if employers are using AI to undertake monitoring activities consideration will need to be given to compliance with the obligations of the forthcoming AI Act⁴. In particular where the employer’s activities involve a “high-risk” AI system, at a minimum employers will need to consider how transparency is provided to employees, embedding human review in the process and ensuring risk management is incorporated into the AI system’s lifecycle.

Conclusion

The CNIL decision demonstrates the readiness of data protection authorities to impose fines for the unlawful monitoring of employees in the workplace, where monitoring has a disproportionate impact on worker privacy. It reinforces the need for employers to demonstrate compliance with their existing data protection obligations when processing employee data, and, critically, for employers to undertake appropriate risk assessments in advance of commencing any employee monitoring measures. Employers may find it challenging to justify any measures which have a high impact where less intrusive measures are available.

The CNIL’s decision is currently under appeal so employers should watch this space for further guidance.

Footnotes

1. See para 168 of the CNIL’s decision –

168. Infringements of the principles of minimisation and of the obligation to have a legal basis are therefore reflected in almost continuous and massive processing of indicators relating to all direct tasks and to the performance of employees, which result in disproportionate computer surveillance of their activity. It recalls that this processing makes it possible to evaluate the employee working on direct tasks by means of the detailed consultation of the data in the tools, in order to maintain a certain pace and quality of his activity. She points out that awareness-raising letters can be sent following only one or two quality errors, observed over a week, or a drop in productivity in some cases of less than 10% and notes that in some positions, “underperformance” observed over a single day can lead to the implementation of coaching. Accordingly, it considers that such processing of personal data induces disproportionate pressure on workers, disproportionately affecting their rights and freedoms in the light of the company’s economic and commercial objectives.

2. See the DPC’s guidance on Employer Vehicle Tracking – Employer Vehicle Tracking_May2020.pdf

3. See the DPC’s guidance on the use of CCTV in the work place – CCTV Guidance Data Controllers_October19_For Publication_0.pdf

4. The AI Act was approved by the European Parliament on 13 March 2024 and is expected to be finally adopted in the coming months, pending a lawyer linguist check through the corrigendum procedure.

About the author

Cian Beecher is a partner in the Employment Law Group at Arthur Cox LLP. He is a former in-house counsel, with over 20 years’ experience advising on all aspects of employment and industrial relations law.

Cian advises the clients on all issues that arise from the employer-employee/ employer-trade union relationship. Cian’s focus is on practical and effective strategies, providing clear, straightforward and practical advice. Cian is also the Head of the firm’s Commercial Department and in that capacity he sits on the firm’s management committee.

Podcast : Amy Gibney, National Coordinator – Grief in the Workplace, Irish Hospice Foundation

By

Production Editor

-

22 April 2024

HRheadquarters - The Human Resources Podcast

Podcast : Amy Gibney, National Coordinator – Grief in the Workplace, Irish Hospice Foundation

00:00 / 26:16

Guest presenter Andrea Hayes talks to Amy Gibney, National Coordinator, Grief in the Workplace & Grief Awareness at the Irish Hospice Foundation. Grief is universal and one of the most painful things we’ll experience in our lifetime. A difficult part of grief is getting back a sense of normalcy, including the return to work after experiencing a loss, but returning to work while grieving may feel overwhelming. For some, work is a welcome distraction, but for most, the full-time work of grief can leave you feeling stressed, totally exhausted not to mention lacking motivation.

included below are some inportant links

IHF Bereavement Support Line Information – Trained volunteers from 10am to 1pm Monday to Friday. For support or a listening ear, call this line on 1800 80 70 77. The volunteers have both lived experience and training to support people who are bereaved or people working with those who are bereaved. They can also provide detailed information for what resources and supports are available in each catchment area, should someone wish to access community or local supports.

Loss and the Grieving Process Ten-minute eLearning Module – A starting point for people to understand the grieving process which can be both informative and healing for people who have experienced grief and loss.

Loss and the Grieving Process short video – How a person may experience grief in terms of coping with the loss and also be able to restore through carrying on life’s activities.

Grief in the Workplace Hub – Information, resources and eLearning all in one place

About our guest

As the Irish Hospice Foundation’s National Coordinator for Grief in the Workplace and Grief Awareness, Amy uses her previous professional experience in mental health promotion and community work to support people in the settings of their everyday lives to stay well and cope with grief through education, social support but perhaps more importantly, through the creation of supportive environments. As a qualified Health Promotion professional and having completed a QQI Level 6 in Training, Delivery & Evaluation, Amy uses her education and experience to develop holistic education programmes designed to look at all aspects of the workplace that are relevant to good health and better grieving. Amy uses up-to-date evidence, theoretical frameworks and the human experience to ensure the content is not only supported by evidence but also reflects the experiences of a diverse population.

Email: [email protected] Web: www.hospicefoundation.ie

HR Trends to Watch

By

Editor

-

18 April 2024

by HRHQ Editorial Team

In the dynamic landscape of Human Resources (HR), staying abreast of emerging trends is essential for organisations aiming to optimise their workforce and adapt to changing business environments. HR practices continually evolve in response to technological advancements, shifting demographics, and the ever-changing expectations of employees. Here, we delve into the latest HR trends that are reshaping the workplace and beyond.

Emphasis on Employee Well-being

Employee well-being has taken center stage, especially in the wake of the global pandemic. Employers are recognising the importance of supporting holistic well-being, encompassing physical, mental, and emotional health. This trend involves initiatives such as flexible work arrangements, mental health resources, wellness programs, and fostering a culture that prioritises work-life balance.

Remote Work and Hybrid Models

The pandemic accelerated the adoption of remote work, leading to a significant shift in how work is organised. Hybrid work models are gaining traction, offering employees flexibility in where and when they work. HR professionals are tasked with ensuring that remote and hybrid arrangements are effective, equitable, and conducive to productivity.

Focus on Diversity, Equity, and Inclusion (DEI)

DEI continues to be a critical focus area for HR. Employers are implementing strategies to foster diverse and inclusive workplaces, including equitable hiring practices, training programs, and mentorship initiatives. DEI efforts are seen not only as a moral imperative but also as a driver of innovation and business success.

Data-Driven HR

HR departments are increasingly leveraging data analytics to inform decision-making. From predicting employee turnover to identifying skills gaps, data analytics plays a pivotal role in workforce planning and talent management. HR professionals are becoming proficient in data analysis tools and using insights to enhance recruitment, retention, and employee development strategies.

Agile Performance Management

Traditional annual performance reviews are giving way to more agile and continuous feedback processes. Organisations are adopting tools and methodologies that enable real-time feedback, goal setting, and performance tracking. This shift towards ongoing performance management facilitates employee development and alignment with organisational objectives.

Upskilling and Reskilling

To navigate rapid technological advancements, HR is prioritising continuous learning and development. Upskilling and reskilling programs are aimed at preparing employees for evolving job roles and digital transformations within their industries. Employers are partnering with educational institutions and investing in learning platforms to cultivate a future-ready workforce.

Remote Onboarding and Digital HR

The digitalisation of HR processes has accelerated, particularly in areas such as remote onboarding, virtual recruitment, and digital employee engagement. HR professionals are leveraging technology to streamline administrative tasks, enhance communication, and deliver seamless employee experiences, regardless of physical location.

Focus on Employee Engagement and Retention

In a competitive job market, retaining top talent is crucial. HR strategies now revolve around enhancing employee engagement through personalised experiences, career development opportunities, and meaningful recognition programs. Employers are prioritising initiatives that foster a sense of belonging and purpose among employees.

Adoption of AI and Automation

AI and automation are transforming HR operations, from candidate screening to payroll management. Chatbots are used for employee queries, AI-driven tools aid in workforce planning, and automation streamlines repetitive tasks. HR professionals are embracing these technologies to increase efficiency and allocate more time to strategic initiatives.

Ethical AI and Privacy

As AI becomes more integrated into HR practices, ensuring ethical use of data and maintaining employee privacy are paramount. HR leaders are focusing on transparency, accountability, and ethical guidelines when implementing AI-driven tools. Safeguarding employee data and upholding privacy standards build trust and mitigate potential risks.

In summary, the HR landscape is evolving rapidly, driven by a confluence of technological innovation, changing workforce dynamics, and societal shifts. HR professionals must adapt to these trends, leveraging them to create agile, inclusive, and future-ready workplaces that attract, nurture, and retain top talent in the years ahead. By embracing these emerging trends, organisations can position themselves for sustained success in an increasingly complex and competitive global market.

IORP II and Master Trust Transitions – Is Your Pension Scheme In Order?

By

Christina Connaughton

-

18 April 2024

by Christina Connaughton, Solicitor in Employment Law in Eversheds Sutherland LLP

Over the last number of years, many employers with occupational pension schemes have been grappling with the question of whether to continue that scheme or to wind it up and transfer it into a Master Trust. This has been driven by the increasingly onerous regulatory requirements imposed on ongoing pension schemes. Many of these requirements were introduced by way of European Directive and are generally referred to as the “IORP II requirements”.

Most occupational pension schemes in Ireland are defined contribution schemes – if you offer a defined contribution scheme, and are considering transferring it to a Master Trust, you will need to check all contractual documentation (such as employment contracts and offer letters) as well as pension documentation issued to employees at the start of their employment, to assess whether you can amend your employees’ pension plans. If you have a contractual obligation to stay with an existing pension plan, you will need to consult with your employees’ union representatives or employee representatives.

What is a Master Trust?

Many organisations may be unfamiliar with the concept of a Master Trust – so what is it?

A Master Trust is a type of trust-based, defined contribution, occupational pension scheme in which multiple unrelated employers can participate. Each employer has its own (notionally ring-fenced) section within the Master Trust. This contrasts with traditional occupational pension schemes that are usually set up for a single employer (or for a number of employers within the same group).

As with other forms of pension scheme, a Master Trust requires Revenue approval to obtain exempt approved status with respect to taxation and must also be registered with the Pensions Authority. Master Trusts are currently subject to the general occupational pensions regulatory framework, including IORP II. They can offer certain advantages including:

outsourcing of the IORP II and other regulatory requirements;
the potential for enhanced governance – as Master Trusts are provided by established pension providers or financial institutions, they offer a professional trustee board as well as significant in-house expertise; and
economies of scale with the related potential for reducing costs for employers and members.

What does this mean for your organisation?

The deadline for compliance with the IORP II requirements was 31 December 2022, with a 12 month grace period permitted for pension schemes where a formal commitment was made before 1 January 2023 to wind up and transfer the assets of the scheme to a Master Trust. The Pensions Authority is now actively auditing pension schemes regarding compliance with the IORP II requirements. If your organisation has not already taken steps to satisfy these requirements, you should be aware that your pension scheme trustees are at risk of enforcement action being taken against them. The clock is now ticking for you to make a decision between continuing your existing scheme (and, if so, ensuring that all regulatory requirements are met) or winding up your scheme and transitioning to a Master Trust.

Key Issues to Consider when Transferring to a Master Trust

If you are considering or are already in the process of transitioning your pension scheme into a Master Trust, there are a range of issues which you will need to consider. We have highlighted below five key issues which you should prioritise in your review of potential Master Trust providers:

What annual management charges and other charges will your employees be subject to under the Master Trust? Are these charges at least as competitive as the charges under your current scheme? Do you have full visibility on all charges which you as the employer or your employees will be subject to under the Master Trust?
What indemnities are you being asked to provide to the trustee of the Master Trust? You should ensure you fully understand any liabilities you are taking on as an employer in signing up to the Master Trust.
What freedoms and flexibilities do you have as an employer to exit the Master Trust at some point in the future, and will the Master Trust provider facilitate your employees and former employees moving their accrued benefits out of the Master Trust if you or they choose to leave the Master Trust in the future?
How easy does the Master Trust make it for you to transfer your existing pension scheme into the Master Trust, and will the trustee of the Master Trust impose any conditions on your current trustees for doing so? For instance, will your existing trustees be required to provide extensive scheme data and will they be asked to provide indemnities or give warranties as to the accuracy of that data?
What warranties are you being asked to enter into in connection with your participation in the Master Trust and the transfer of your existing scheme into the Master Trust?

What do you need to do?

If you currently offer a defined contribution pension scheme and are considering whether to transfer it to a Master Trust, it is important to fully understand the pros and cons of doing so, and whether such a move is the right choice for your organisation. Not all Master Trusts offer the same benefits, and the terms offered will vary from provider to provider. In addition, you will need to consult all contractual documentation issued to employees to ensure that you comply with your obligations to employees in respect of their pensions. You may also need to consult with your employees’ representation before making the decision to transfer to a Master Trust.

About the author

Christina Connaughton is a Solicitor in Employment Law in Eversheds Sutherland LLP. Christina qualified as a solicitor in 2023 after completing her training with Eversheds Sutherland.

Improving Your Negotiation Skills

By

Farah Barry

-

17 April 2024

by Farah Barry, Content and Brand Manager at IMI

Negotiation has always played a key role in business. Whether that’s negotiating a deal with a new client, convincing your boss that you deserve a pay increase, or pitching to the finance team for a higher budget, you’ll need to ensure that you’ve mastered this set of skills if you want to go far in your career.

However, as AI and automation automate more menial tasks, the need to master complex people skills — like advanced negotiation skills — has never been more important and urgent.

The process of negotiation is a give and take, where each side may be required to make some sort of comprise to ensure the best overall outcome. While arguably the most important characteristic of a good negotiator is excellent communication skills, here are a few more tips to set you on your way.

Prepare & know what you want

There’s nothing worse than going into an important discussion unprepared. Make sure you’ve done your research ahead of time, and that you understand the implications of what you’re asking for.

Ensure that you have any key facts or figures at your fingertips to successfully back up your arguments, and have a clear understanding as to your boundaries. It may also be helpful to do some background research into the person or company you’re negotiating with.

Understand their side and aim for a solution that suits all parties

Successful negotiation is all about give and take, so you’ll need to aim for a solution that suits everyone, or achieves the best balance between everyone’s wants.

In order to achieve this balance, you should consider the other party’s challenges, and allow this to help you propose solutions that you know will work for them. As part of your preparations, consider the opposition you might be up against, and how this might impact on the solutions.

Consider alternatives

While you’ll always be aiming for Plan A, you should have a fully developed Plan B in mind as well. Flexibility is always necessary in negotiations, but that doesn’t mean you’ll need to give up on your plans or goals. You might be able to find solutions that incorporate small changes that allow them to fit in better with the needs and wants of the person or organisation you’re negotiating with.

Listen and communicate

It goes without saying that to master the art of negotiation, you must first master the art of communication. Communicating clearly is not just a case of the words you use, but also non-verbal signals like body language.

While you’re negotiating, you should aim to practice active listening. This means that you’re free of any distractions, and that you wait until the other party is finished making their point before you formulate your response. This gives you the opportunity to respond in a way that sounds authentic rather than scripted.

Authenticity

Your confidence and authenticity will have a major impact on the success of your negotiations. If you’ve established a reputation for reliability and strong morals, you might just find that people trust you more, and therefore negotiations are more likely to work out in your favour.

You can establish authenticity and trust through the way you communicate and interact with the other party. You should always strive to create an environment where both sides feel understood and supported.

Know your audience and tailor your response

Authenticity and preparation will go a long way in ensuring that your negotiations are tailored to your audience. The other party will know if you’re simply copying and pasting your pitch or your responses without taking their specific needs and challenges into account, so you should aim to avoid this at all costs.

Don’t take things personally

While authenticity and compassion go a long way in ensuring you walk away from a negotiation with a positive outcome, you’ll need to remember that at the end of the day, this is about business.

Hearing strong opposition to your plans – or worst still, a straight out “no” – can be tough, even for established leaders. However, once you understand that it’s not you as a person that’s been rejected, you’ll be able to use your failed negotiation as a learning experience for next time.

Effective negotiation skills can be developed over time and through practice, but with these steps, you’ll be able to kick-start your journey.

Workplace Health Considerations for Women

By

Niamh Pentony

-

15 April 2024

by Niamh Pentony, Ergonomist and Director at Boyne Ergonomics

Are you aware that women in the workplace often face unique challenges when it comes to their health and well-being? It’s true! According to EU-OSHA (2023), women report less workplace accidents, but report higher levels of work related health issues.

From musculoskeletal issues to stress, there are factors that put women at a higher risk compared to their male counterparts. In recognition I’m here to shed some light on this important topic and offer advice to help employers create a safer and more supportive environment for all employees.

This article was prompted by a report from August 2023 that has been sitting on my desk for months! It is from the British Occupational Hygiene Society and is titled “Uncovering the UK’s Hidden Crisis in Women’s Workplace Health” and I finally got around to reading recently and felt inspired to look a little deeper.

Why Are Women at an Increased Risk?

Biomechanical Differences:

Women tend to have different body proportions and muscle mass distribution compared to men, including a wider pelvic region, greater Q angle between anterior suprailiac spine and the patella, shorter legs and internal rotation of the femur. Women generally on average have lower muscle mass for body weight compared to men, averaging 28% compared to 35%. This can affect how they interact with their work environment. This can lead to increased strain on certain muscle groups and joints.

Pregnancy and Motherhood:

Balancing work responsibilities during pregnancy and motherhood can put additional stress on women’s bodies. In any workplace, pregnant and postpartum workers are at increased risk of musculoskeletal discomfort due to physical changes associated with pregnancy and postpartum, fatigue and psychological stressors.

Gender-Based Roles and Expectations:

Societal norms and expectations often influence the types of tasks assigned to women in the workplace and the sectors women seek employment. As per EU-OSHA (2014) 60% of women were employed across 6 sectors – healthcare / social services, retail, education, public administration, business activities & hotel / restaurants. Tasks in these sectors often entail repetitive motions, awkward postures, or heavy lifting, all of which increase the risk of injury over time.

Psychosocial Factors:

Women may experience higher levels of stress due to a variety of factors, including workplace discrimination, unequal treatment, or the pressure to balance work and family responsibilities. Chronic stress can exacerbate musculoskeletal issues and lead to other health problems.

Workstation Design:

Many workspaces are still designed with the average male body in mind, which may not adequately accommodate the ergonomic needs of women. Ill-fitting chairs, desks set at incorrect heights and ill fitting PPE can all contribute to discomfort and pain.

Workload and Responsibilities:

Women are more likely to take on multiple roles both at work and at home. According to the Central Statistics Office, in Q3 of 2023, in Ireland, women accounted for 41% of people in full time employment and 69% of people in part-time employment. These figures may be a reflection of the expectation or need for women to take on the caring role in the household. Balancing career demands with household & caring responsibilities can lead to chronic stress, which exacerbates musculoskeletal issues.

Hormonal Factors:

Hormonal fluctuations during menstrual cycles, pregnancy, and menopause can affect muscle and joint health, making women more vulnerable to pain and discomfort.

How Employers Can Help

The first step is recognising that workplaces do not present the same risks or degree of risk to all employees. By acknowledging that different demographics may be at increased risk of injury, discomfort and stress compared to their counterparts, you can start to develop a workplace that fosters development, inclusion and growth.

Provide Ergonomic Training:

Educate employees, especially managers and supervisors, about the importance of ergonomics and how to identify and address ergonomic risk factors in the workplace. Offer training sessions specifically tailored to the needs of women.

Offer Adjustable Workstations:

Provide ergonomic furniture and equipment that can be adjusted to accommodate different body sizes and preferences. This includes adjustable chairs, desks, and monitor stands to promote neutral postures and reduce strain.

In addition to adjustable workstations, for roles that require PPE, ensure that appropriate fits and sizes are made available.

Encourage Breaks and Movement:

Encourage employees to take regular breaks and incorporate movement into their daily routines. Encourage stretching exercises, short walks, or even standing meetings to reduce the risk of prolonged sitting and alleviate muscle tension.

Support Work-Life Balance:

Recognise the importance of work-life balance and provide resources to help employees manage their responsibilities outside of work. Offer flexible scheduling options, remote work opportunities, and access to childcare support services.

Promote a Culture of Support:

Foster a supportive and inclusive work environment where employees feel comfortable discussing their needs and concerns. Encourage open communication and provide channels for employees to voice their feedback and suggestions for improvement.

Inclusive Policies:

Implement policies that promote diversity, equity, and inclusion in the workplace. Include your female employees in the develop of policies that will impact them. Ensure that women have equal opportunities for advancement and are not disproportionately burdened with caregiving responsibilities.

For International Women’s Day 2024, the theme from the UN was “Invest in women: Accelerate progress.

Investing in women and championing gender equality turbocharges a future where everyone in society can thrive, creating a world of boundless opportunity and empowerment for all.”

By taking proactive measures to address ergonomic concerns and support the well-being of all employees, employers can create a healthier and more productive workplace for everyone. Remember, small changes can make a big difference when it comes to promoting safety and comfort in the workplace. Let’s work together to ensure that women feel valued and supported in their professional endeavors!

About the author
Niamh has been working in the area of workplace ergonomics since 2009, specialising in assessing and adapting workstations to reduce pain and discomfort, having completed a Masters in Applied Ergonomics from the University of Nottingham.
In June 2019 Niamh launched Boyne Ergonomics, an independent ergonomics consultancy company that specialises in virtual and onsite DSE Risk Assessments and workplace Ergonomic Risk Assessments. Niamh works with employers in corporate, industrial and educational settings to ensure their employees can work safely and efficiently, whether it is an employee returning from absence, an employee reporting pain at work, an employee with additional needs or a general preventative review of current workstations.
Since April 2020, Niamh has been working with employers in to ensure their home-based employees have the appropriate education, equipment and set-up to reduce their risk of musculoskeletal injury, eye strain and stress.
Niamh is a member of the Irish Human Factors & Ergonomics Society and the Chartered Institute of Ergonomics and Human Factors.

Sources

https://www.unwomen.org/en/get-involved/international-womens-day

https://www.internationalwomensday.com/

https://osha.europa.eu/en/themes/women-and-health-work

https://oshwiki.osha.europa.eu/en/themes/women-work-introduction

https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace

https://www.cso.ie/en/releasesandpublications/ep/p-lfs/labourforcesurveyquarter22023/employment/

Report sheds light on gender disparities in the labour market across the island of Ireland

By

HRHQ Editorial Team

-

12 April 2024

by HRHQ Editorial Team

A new study published as part of a research programme between the Department of the Taoiseach’s Shared Island Unit and the ESRI sheds light on the persistent gender disparities in labour market participation and working conditions in Ireland and Northern Ireland. Drawing on data for 2022 and a consultation with stakeholders, it assesses barriers to employment and highlights significant differences in low pay, working from home, and hours of work between women and men in the two jurisdictions.

Labour Market Participation

Levels of labour market participation are lower for both women and men in Northern Ireland compared to Ireland, with female labour force participation at 76% in Ireland and 72% in Northern Ireland. Differences in education attainment account for much of the differences across jurisdictions.
Having young children reduces labour market participation among women to the same extent in both jurisdictions. However, women in Northern Ireland with older children were less likely to participate than their counterparts in Ireland.
Being a lone parent reduces labour market participation in both jurisdictions but operates as a stronger barrier in Northern Ireland.
Older age is also a stronger barrier to participation for women in Northern Ireland.

Gender Differences in Working Conditions

One quarter of women and 18% of men in Ireland, and 21% of women and 14% of men in Northern Ireland were classified as low-paid, earning less than two-thirds of the median hourly pay. Even taking account of factors such as education, sector, and age, women in both Ireland and Northern Ireland were consistently more likely to be low-paid compared to men. Notably, higher education offered strong protection against low pay in both jurisdictions.
Working from home became more prevalent post-pandemic, though to a greater extent in Ireland. In 2022, 25% of women and men in Ireland, and 14% of women and 19% of men in Northern Ireland, were working ‘mainly from home’. Women in Northern Ireland were less likely to work from home, which is due to their over-representation in jobs in health, education and front-line public administration and part-time jobs.
There are also disparities in hours of work across jurisdictions. Those living in Ireland work longer hours than those living in Northern Ireland. Women were significantly more likely to work part-time than men in both jurisdictions but rates are significantly higher for women in Northern Ireland.

Policy Implications

Education is crucial for enhancing job prospects and is a key policy lever. Increasing educational attainment and reducing early school-leaving is especially important in Northern Ireland, where the proportion of individuals with higher qualifications is lower than in Ireland. Access to lifelong learning initiatives is useful to address inequalities experienced by older women.

The gendered nature of care responsibilities poses challenges for women’s access to high-quality employment and is a common feature in both jurisdictions. Access to affordable early childhood care and education remains a key issue as well as expanding after-school care for parents with older children.

Lone parents face significant obstacles in gaining quality, well-paid employment. Despite greater emphasis on job activation in the UK welfare system, lone mothers in Northern Ireland are less likely to be in the labour market. This points to issues beyond welfare disincentives, such as the availability of childcare. Tackling low pay among lone parents is vital to ensure that they are not activated into in-work-poverty.

Full report available here

Career Ownership

By

Susan Mulholland

-

11 April 2024

by Susan Mulholland, Leadership & Development Coach and Facilitator

When I first returned to Ireland, from the UK, mid-career, I attended a marketing talk given by Terry Prone of Carr Communications. She was the first person to introduce me to the notion of ‘Me Plc’ – the idea that we ultimately all work for ourselves. That we simply hire ourselves out to different organisations along the way. As such, every job that we take, every role that we action must build into the career capital of Me Plc.

I loved this idea.

That every role or work experience allows us to ask ourselves – what new skill have I learnt? What new knowledge have I obtained? What new contacts have I made.

Every quarter, I would sit down and write the answer to those questions. It was a powerful exercise. Particularly beneficial in those roles where I struggled or disliked the job. There was always a learning – even if it was ‘not how to do things’ As I heard a comedian once quip.

‘no one is a complete waste of space – you can at least provide an excellent example of what not to do’!

Build your own business case

“career ownership is a 21st century model of career development and movement within organisations. Individuals take responsibility for their own careers, aligning their strengths and capabilities with the strategic direction of the organisation, and building a business case for that career path”

Over the years, I have run a lot of programmes looking at career development and shaping the future of others. I usually start with the above quotation by Janine Noone who wrote the book Career Ownership. Later in the session, I get participants to articulate how their strengths and capabilities relate directly to the goals of not just their role, or the team, but to the company’s topline objective. I push for specific examples of an activity that they have undertaken in the last week and how that has contributed to the strategic goal of the organisation. It’s a simple, but empowering exercise. Not only for building purpose and motivation, but also for developing relevant language in building a business case for the next promotion or next career step.

You own your own career. The days of waiting for, or expecting the company to design and deliver on a career path for you are gone. The idea of a career for life has been replaced with the concept of ‘what can I learn, as well as earn, in return for a good day’s work’.

Think map of the territory versus sat nav directions

We need to invest in ourselves, at all stages of our career. Like a financial plan, or a household budget, we need to say – ‘what do I want to achieve for this year and how will I do it?’

To do this, we need to learn the skills of career planning. This is more useful than having a career plan. Career planning skills allow us to know which questions to ask ourselves, and which answers to find, at any given stage in our career. To enable us to take the next best step forward in our career.

“Think map of the territory versus sat nav direction” – was advice given to me earlier in my career, as I struggled to work out exactly what I wanted and how I might get there when it came to my career. Map of the territory is about understanding the place that you are in now. Understanding your strengths and the value that you bring. To have a sense of what you want for your career, a direction, if not a destination. How did you get this far, what can you learn from the journey? Who has influenced you along the way, and who might be a useful fellow traveller as you progress? Having the answers to these questions and more, is career planning. It provides a much richer terrain in which to have several paths to follow and clearer first steps to take.

Best of all, it puts you back in control of your own career.

Take ownership of your career today. It’s much more fun in the driving seat, than enduring the back-seat view!

Remote Work: Managing and Engaging Virtual Teams

By

HRHQ Editorial Team

-

9 April 2024

by HRHQ Editorial Team

In the ever-evolving landscape of work, remote teams have become a prominent feature of modern organizations. Managing and engaging virtual teams effectively presents unique challenges and opportunities. This article explores strategies and best practices for fostering productivity, collaboration, and engagement in remote work environments.

1. Establish Clear Communication Channels

Effective communication is the cornerstone of remote team management. Utilize a combination of tools such as video conferencing, instant messaging platforms, and project management software to ensure seamless and transparent communication. Set expectations for response times and preferred communication methods.

2. Cultivate Trust and Accountability

Building trust is crucial in remote teams where face-to-face interactions are limited. Encourage autonomy and accountability by setting clear goals and empowering team members to make decisions. Regular check-ins and progress updates help maintain visibility without micromanaging.

3. Foster a Positive Team Culture

Remote work can sometimes feel isolating. Foster a positive team culture by celebrating achievements, recognizing contributions, and promoting social interactions. Encourage virtual coffee breaks, team-building activities, or virtual happy hours to strengthen connections among team members.

4. Provide Adequate Resources and Support

Ensure that remote team members have the necessary tools and resources to perform their roles effectively. This includes access to technology, training, and professional development opportunities. Address any logistical or technical issues promptly to minimize disruptions.

5. Set Clear Goals and Expectations

Establish clear objectives and expectations for each team member. Define measurable goals and milestones to track progress and performance. Regularly revisit goals and provide feedback to align individual efforts with broader organizational objectives.

6. Encourage Work-Life Balance

Remote work can blur the boundaries between work and personal life. Encourage team members to maintain a healthy work-life balance by setting realistic work hours, promoting breaks, and respecting personal time. Encourage unplugging from work after hours to prevent burnout.

7. Emphasize Results Over Hours

Focus on outcomes rather than hours worked. Remote work offers flexibility in how and when tasks are completed. Encourage a results-driven mindset by valuing productivity and quality of work over hours logged online.

8. Embrace Diversity and Inclusion

Remote work allows organizations to tap into diverse talent pools across geographic locations. Embrace diversity and inclusion by fostering a culture of respect, empathy, and openness to different perspectives. Create opportunities for cross-cultural exchanges and learning.

9. Invest in Professional Development

Support continuous learning and growth among remote team members. Offer training programs, workshops, or mentorship opportunities to enhance skills and capabilities. Investing in professional development demonstrates commitment to individual and team success.

10. Solicit Feedback and Adapt

Regularly solicit feedback from remote team members on their experiences and challenges. Use feedback to identify areas for improvement and adapt management strategies accordingly. Continuous improvement is key to optimizing remote team performance.

Managing and engaging virtual teams requires a proactive and adaptable approach. By prioritizing effective communication, building trust, fostering a positive team culture, and supporting professional development, organizations can maximize the potential of remote work arrangements. Embrace the unique advantages of remote work while addressing the associated challenges to create a cohesive and high-performing virtual team.