As we embark on shaping the next phase of work, there is a mix of concern and excitement about getting the transition right. Kevin Empey explores what leaders can do with this once-in-a-generation opportunity to mould the future of work here and now. After overseeing the most dramatic shift to work in modern history over the last two years, leaders are now centre stage again with the expectation to guide and lead organisations through an even more complex and tricky phase of work design. As many have remarked in recent months, it was one thing to get people out of the office against the backdrop of a pandemic and a standard set of rules and guidelines for everyone; it is quite another to get people back to a new model of work that is complicated by choice and continuous comparison with what everyone else is doing. Three work phases Most organisations moving to a hybrid or more blended model (remembering that there are thousands of jobs where remote working is not an option) typically agree that we are looking at progressing through at least three phases: Experimental: a tentative, almost experimental type experience that is currently underway for many, influenced by the changing realities of COVID-19. Transitionary: a more deliberate, test and learn and strategic phase, with a transition to different ‘target’ working models that are more sustainable and hopefully free of the constraints and concerns around COVID-19. Most agree that we are also not likely to get this transition perfectly right the first time. Bedding-down: the realities, lived experience and outcomes from the transition to new target models are truly revealed, understood, and implemented over the next couple of years. On the back of these three phases, leaders need to consider two things: The operational and logistical challenge of getting people safely through these phases; and The strategic challenge of creating a new work model, associated people processes, and a leadership approach and culture that is ultimately successful and purpose-built for the organisation and its future. Strategic agility The exact sequencing of these three phases and two workstreams will differ from organisation to organisation. However, there is one foundational quality that will maximise the success of this change-management experience and prepare the organisation and workforce for further inevitable disruption into the future. That quality is strategic agility. Strategic agility is a complex, ambiguous, vulnerable leadership challenge for everyone: organisational leaders, managers, human resources, and employees. But the transition to the next phase of work is also an invaluable case study of agility in action – a case study that we can learn from, experiment with, and embed into our ways of working. The longer-term prize for leaders and employees Over the next 6 to 12 months, the potential prize for organisations is not just a safe and successful transition to a new, post-COVID-19 work model. It is also about using the learning and experience of this transition (along with the lived experience of leaders and employees over the last 22 months) to help organisations develop and embed more agile ways of working, leading and thinking for the future. Being deliberate about developing these skills over the coming months will give us the ability to deal with any change, uncertainly and disruption. Importantly, it means our leaders and our workforces will be able to flourish and thrive in the longer-term future of work and not just respond and cope from one disruption to the next. Conscious development of the sustained and deliberate capability of agility at an organisational, team and individual level will be the long-lasting legacy of COVID-19. And this prize can be won through our combined work over the next year as we go through the experience of co-creating new, successful working models and working lives. Kevin Empey is the Founder and Managing Director of WorkMatters. He is also the author of Thrive in the Future of Work, published in 2021.

Since moving to a digital environment, knowing how to market yourself is a skill worth investing in. Rachel Killeen discusses a few ways to make yourself stand out from the online crowd. In psychology, one of the best ways to boost happiness is connecting with others and sharing skills and knowledge. This can also be good for your career profile and your business. Learning to share your skills, knowledge, and best practice is well worth the investment. Review your profile pages It is well documented that prospective employers, clients and business contacts check out your online profile before they meet you for the first time. This creates the first impression of you and your credentials. Google your name and review the profiles that relate to you and correct details out of date. Then look again at your profile to see how you can make the content relevant, useful and valuable to clients, employers or contacts who explore your profile for a specific purpose. Throughout your career, you have learned, practised and honed a unique set of skills. Have you documented those skills fully in your LinkedIn profile, on your business website and on any sites that contain your profile? It is worth updating any profiles that are more than a year old and really consider any relatable milestones in your career – roles, qualifications, experiences, and skills. Share your skills and knowledge Where possible, add new content to your profiles. Think about why a person might want to read your online profile and provide content to meet the needs of those people – help them decide that you are a person they want to work with. Over the last year, you have most likely broadened your skill base. Think about how can you share some of this material, not only to expand your online profile but also to help others. A book or article reference, a set of guidelines, answers to FAQs, an article or web page or a briefing note – any of these posted on LinkedIn, on your business website, or as an email update will provide insights for others to benefit from and help to position you as an expert in that field. Reveal your personality While the debate may rage on about business being impersonal, the human touch has gained traction in recent years as companies and practices aim to forge personal relationships and build loyalty. Reveal one or two nuggets about who you are as a person in your LinkedIn or website profile or other social media – your hobbies, your favourite music, the sports you play or follow, places you visit, and books you might recommend. Forging connections with others is more valued now than ever, especially when people work from home and miss social and personal engagement. Highlighting your personality provides opportunities for small-talk and common-ground – or even illuminating opportunities for difference and debate. Identify people you would like to connect with It’s a curious fact that when you decide you want to connect with someone, it very often just happens. You design your online profile, your website communications, your Twitter comments and social media pages for a reason – to attract new employers, new clients and new career opportunities. Who are those employers, those clients, and what opportunities would you most like to gain? Prepare your profile to meet those connections – what would a new client need from this website, from your LinkedIn profile, from your email updates? How will an employer seeking a person of your standing recognise that you are the person they require? How do professionals at the next level profile their skillset, persona, and career journey? Look at the profiles of those in the roles in which you aspire. Broadcast your capability by sharing your knowledge and actively demonstrating that you have the skills, the connections, the personality and the profile to take you to the next level. Rachel Killeen is the author of Digital Marking (2019) and is a PhD student in Women and Gender Studies at Trinity College Dublin.

To flourish, all businesses need to employ excellent talent. In an ever-increasing digital age, how can hiring managers keep up? Dr Mary Collins explores the latest recruitment technologies available. Global talent shortages are reported to be at the highest levels in 15 years, with 69% of companies globally reporting talent shortages in 2021, according to the 2021 Q3 ManpowerGroup Talent Shortage and Employment Outlook Survey. All businesses need the right talent to move forward. From the smallest start-ups to the largest global enterprises, having the right talent at the right time provides a competitive edge that can guarantee success. This is especially true of businesses relying on professionals, particularly in the knowledge economy where the margin for error in hiring decisions is low, and especially in smaller organisations, where every hire counts. But what does the recruitment landscape look like now in a digital-heavy age? The balance of power The concept of ‘The Great Reshuffle’ has gained momentum in recent times, where people are reflecting on their career values, motivations and work-life balance in a post-pandemic world. Talented people will always have choices, and it is incumbent on business leaders to continue engaging and retaining talented employees. How employers respond during times of crisis will be remembered, and a positive response will generate loyalty of current employees and an enhanced employer brand for future hires. The candidate and hiring manager have always been central to the talent-acquisition process. However, as hiring has grown in importance as a key strategic imperative for organisations, the balance of power has shifted away from the hiring manager and towards the candidate. The new rules of recruitment While traditional talent recruitment methods such as graduate hiring, agencies, and job advertisements are still necessary, new approaches must be embraced in a market of key talent. With the forced move to digital over the last few years, automated video interviews have become an increasingly popular part of the recruitment process. Instead of being on a video call with a human interviewer, the candidate will see questions and scenarios presented on screen and record themselves responding to these as though it were a traditional interview. While this may seem like an impersonal approach to recruitment, it allows greater flexibility for the candidate. Instead of scheduling a time with the recruiter, candidates can take the interview at any point, which suits those with childcare commitments during the day or even people living in different time zones. Furthermore, with robotic process automation and psychometric testing, candidates who may excel in the role but do not ‘interview well’ can be identified. Disruptive technologies Recruiters and hiring organisations should embrace disruptive technologies to broaden the talent pool. Some of the more disruptive technologies in talent acquisition are as follows: Artificial intelligence (AI): AI fact-based algorithms make more logical recruitment decisions, which can help reduce bias through screening candidates objectively and without prejudice based on defined skillsets and qualifications. Robotic process automation (RPA): Robotic process automation involves configuring software to capture and interpret a company’s existing applications for processing transactions, manipulating data, triggering responses and communicating with other systems. Natural language processing (NLP): Natural language processing (NLP) allows computers to ‘understand’ and interpret human language. When people interact with AI, natural language processing is important for creating a positive interaction. Predictive analytics: Predictive analytics uses algorithms to find patterns in data and then uses these patterns to model or predict the future. In recruitment processes, it can use large datasets on trends and patterns in hiring to show hiring managers how long it will take to fill a position and the optimum compensation and benefits packages to secure successful candidates. To attract the brightest and the best, recruiters need to ensure that they’re using the most cutting-edge technology to accommodate an ever-growing diverse talent pool. Dr Mary Collins is a Chartered Psychologist and Executive Coach at the Royal College of Surgeons. She is also the author of Recruiting Talented People (2021), published by Chartered Accountants Ireland.

Employees’ well-being should be at the top of every company’s agenda all year, not just on Blue Monday. Dawn Leane gives five easy tips for leaders to best support the people in your organisation. In addition to the ongoing impact of COVID-19, we are currently experiencing dark mornings and nights, insufficient funds, Dry January, and busy work periods, resulting in stress levels being at an all-time high. The Health & Safety Authority are advising that “there is a mental health fallout from COVID-19. While the virus is a public health issue, it affects individuals’ wellbeing, sense of security and stability, performance, and resilience. This will also affect their work, how they perform at work and the attention they can afford to give to work.” If ever there was a time for employers to go the extra mile to support employee well-being, it’s now. Here are five deceptively simple ways to support employees. Encourage regular breaks It is important to get outside for at least 20 minutes a day, preferably in the morning. Daylight and fresh air promote vitamin D production and better sleep. While remote working should increase flexibility, it can lead to poor work practices, such as employees feeling they must always be available because they have lost sight of the boundary between work and home. As with all wellbeing initiatives, employers can have the greatest impact by actively setting an example, rather than just giving tacit permission. Bring people together Research shows that 80% of 18 to 34 year olds keep low or anxious feelings to themselves. Social interaction brings significant benefits, both mental and physical, providing an outlet for such feelings. Employers can create opportunities for greater connectivity by celebrating life events, hosting coffee mornings or virtual lunchtime quizzes, issuing newsletters or activating employee recognition schemes. These activities will help reduce feelings of loneliness and isolation, while encouraging positive relationships among colleagues. This is particularly important for new hires who may not have the usual opportunities to integrate. Promote employee assistance programmes Most organisations provide structured employee assistance programmes. However, employees may not always be aware of their existence or of the extent of benefits available. A wide-range of resources are usually offered, from counselling to financial education, parenting advice and health checks – and are often available not just to the employee, but to their household as well. January is the ideal time to review such programmes, asking what else would be valuable. It is also important to ensure that programmes are accessible to all and hybrid-work friendly. A reminder of the help available and offering regular check-ins can support employees at a challenging and stressful time. Practice kindness It may be clichéd, but kindness is important in the workplace. That doesn’t mean that you can’t have honest conversations or address issues, but we rarely know what insecurities, challenges or worries lie beneath somebody’s breezy and cheerful demeanour. In this context, being kind means assuming positive intent, unless proven otherwise. Kindness benefits both parties as it can strengthen relationships and increase our sense of satisfaction with life. Offer appropriate challenges It doesn’t need to be scaling Kilimanjaro to have impact. Providing opportunities for training and development, kicking off a project, speaking at an event, problem-solving or establishing good work habits are all mentally stimulating and can increase levels of self-motivation. Challenging work can keep employees engaged and interested in their role. The key word here is ‘appropriate’. Most new year resolutions fail because people try to tackle too much and it becomes overwhelming. It’s always important to support employees’ mental health, but it’s particularly important in January. Apart from being the right thing to do, having a healthy, happy and motivated workforce makes good business sense. Dawn Leane is founder and CEO of Leane Empower.

With the cold and dark days and nights this month, it’s no wonder psychologists dubbed the third Monday of January the most depressing day of the year. But do we really have to be depressed? Dr Claire Hayes sheds some light on the bluest of Mondays. ‘Black Friday’, Christmas and New Year have been and gone and we are now left facing ‘Blue Monday’ on 17 January. The concept dates from 2005 when a British travel company cited a formula that a psychologist, Dr Cliff Arnall, had developed, pointing to the third Monday in January as being the most depressing day of the year. Opinions – particularly those involving statistics – must be treated with care. It can be easy to buy into the idea that this is the most depressing day of the year, particularly if you are in financial trouble due to over-spending during the festive period. Certain companies may welcome the idea of a marketing opportunity to make the ‘worst day of the year’ a little bit easier by buying their products. However, it’s important to take a deep breath and think about why we might feel this day is harder than the rest. The Pygmalion effect The ‘Pygmalion effect’ or ‘the self-fulfilling prophesy’ is very powerful. If we go to a movie expecting it to be a waste of our time, we are priming ourselves to leave feeling disappointed. If we face into Blue Monday expecting it to be the worst day of the year, we might pay more attention to what we think will confirm our expectations. Suddenly, normal events such as traffic, rain and even normal interactions with other people can be interpreted through the lens of ‘this is awful’. Dark days You must ask the question: can our moods get better or worse according to the time of the year? Those who experience Seasonal Affective Disorder (SADS) notice that their mood is much lower during the winter months. However, there are some who experience depression who enjoy the dark, cosy winter nights and notice that they feel worse at times when they are supposed to feel good, like during the summer, while on holidays, or celebrating events. In short, we are all individual; some of us may feel low on 17 January, others may not. Choosing your mood Dr Victor Frankl was a prisoner in a concentration camp during the Second World War. His book, Man’s Search for Freedom, emphasises how we can choose to respond to even the worst of circumstances. And while Blue Monday will be over by 18 January, it’s important we use the day as an opportunity to understand depression. Statistics vary, but on average, one in ten people can experience depression. This can range from mild to severe, affecting energy levels, sleep, and eating, as well as mood. While you may feel down on this particular day of the year, keeping perspective is as important as indulging your dark days. So, is there some truth in the third Monday in January being the most depressing day of the year? Personally, I don’t think so. It depends on so many variables that we simply cannot measure. The key question is: how can we challenge the idea that any day of the week or year, be it 17 January or any Monday, is depressing? A day does not have the power to be depressing; it is what we do with it that counts. Days tend to have moments that are challenging and moments that are easy. Let’s count the special moments and learn how to cope with the more challenging ones. Dr Claire Hayes is a Consultant Clinical Psychologist. Aware, Ireland’s national organisation for people with depression and bipolar disorder, has a wealth of information freely available on its website, www.aware.ie.

With climate action an ongoing imperative for organisations, it’s essential for companies to embed it into their strategies. Martin Kennedy explains how companies can do this by using the UN’s Sustainable Development Goals (SDGs), with a particular focus on SDG 13. In 2015, the United Nations General Assembly came up with 17 interlinked global goals designed to be a “blueprint to achieve a better and more sustainable future for all”. These 17 goals are called the Sustainable Development Goals (SDGs) and are intended to be achieved by 2030. Number 13 of the SDGs, ‘Climate Action’ (SDG 13), urges us to combat climate change and its impacts. Climate change is now affecting every country on every continent, visibly disrupting national economies and affecting lives. What can Chartered Accountants do? As Chartered Accountants and finance professionals we can be a driving force in creating environments where individuals and companies can make a real difference by implementing the SDGs. We can raise awareness and drive advocacy of the SDGs, implement actions within finance and business communities and measure and report on progress towards the SDGs. But how do we get started? The best place is to examine your company’s strategy, making sure you do the following: Educate yourself and employees on SDG 13. You can find information on the UN’s website. Identify your company’s initiatives that are currently aligned with SDG 13. Learn more about how the goals, its together with their relevant targets and KPIs, to see how they are directly and indirectly related to your business activities. Implement the most impactful initiatives. For example, making improvements in your energy efficiency, renewable energy, waste management, green procurement, vehicle emissions, water conservation, and pollution reduction. When implementing improvements in these areas, set measurable targets so you can monitor your progress against them. Report on progress routinely. It is crucial to integrate the SDGs into core business reporting processes to ensure transparency and accessibility to various internal and external stakeholders. Consumers and investors are increasingly more interested in how organisations are impacting both positively and negatively on the climate and on society; the sooner an organisation can set up robust reporting of the impact of sustainability related matters of their business, the better. It is also important to understand whether your company is likely to fall under and meet the reporting requirements of the European Commission’s Corporate Sustainable Reporting Directive (CSRD), which is due to replace the Non-Financial Reporting Directive (NFRD). Over 49,000 companies will come under the scope of this new directive, which will cover the financial year 2023. Communicate your company’s commitment to sustainability. This can be included on your website, in email signatures and on other client and customer-facing content. You can reference SDG 13 for the initiatives related to climate action. Lead by example. Be an ambassador on climate action to your employees, suppliers and customers. Quick wins As companies start a fresh new year, below are some ‘quick wins’ that you can action now to achieve some SDG 13 improvements: Minimise business travel as much as possible. This is an immediately effective way to reduce emissions and cut your ‘carbon footprint’. Reduce energy consumption by turning off lights in the office in the evening, slightly lowering the heating or the air conditioning or plugging out devices when not needed. Reduce waste by avoiding disposable cups, stirrers, and capsules for the coffee machine and use kitchen crockery instead. Reduce the number of items being printed out and sort waste for recycling correctly. Ensure all supplies are sustainably sourced and certified. Old appliances and heaters in offices can consume a lot of energy. Replacing such equipment with energy-saving devices is a good long-term investment. Consider switching to a green energy provider. Renovating an office space? Consider climate-friendly alternatives for materials, such as eco-friendly non-toxic paints, and installing water saving taps in the toilets. Installing solar panels or a rainwater harvesting system will also help minimise your energy and water use. Supporting organic and ecological products can help build sustainability habits among your team, for example, sustainable Christmas gifts for employees. Set up or re-launch your company’s ‘Green team’. This is an effective action to take as it is relatively easy to do and its impact can be measured. Look at the other SDG goals It is worthwhile to note that the SDGs are interlinked. When you imbed SDG 13 into your strategy, you may also be contributing to the goals of other SDGs – for example, Affordable and Clean Energy (SDG 7), Sustainable Cities and Communities (SDG 12), Life Below Water (SDG 14), and Life on Land (SDG 15). Climate change threatens to undermine food production, water supplies, ecosystems, energy security, and infrastructure. However, tackling this urgent issue now can also bring benefits, such as new ‘green’ jobs, improved competitiveness, economic growth, cleaner air and secure energy supplies. Martin Kennedy is Head of Internal Audit atAzelis and member of the FinBiz2030 Ireland Taskforce Climate Action workstream. Contributions from Aileen Noonan and Martina Carroll, FinBiz2030 Climate Action workstream.

A fresh new year is a great time to reflect on your career and where you want your future to go. Efficient time management, says Sean McLoughney, is critical to making these plans a reality. It is that time of year again when ambitious business goals are agreed upon, strategic plans are discussed, and managers set performance expectations for their team. It is also when people think about their careers and set themselves some career goals. Central to these plans and discussions is goal setting. While people are generally good at writing goals and planning their next career move, achieving them is still challenging. One of these challenges is time or, more precisely, the perceived lack of time. However, this is a convenient excuse in most cases – we tend to spend more time planning our annual holiday than planning our careers. This year make your career a priority by devoting sufficient time to ensure you achieve your career goals. Below are six time management steps that will get the best return on your time when managing your career. Step one – Set your career goals High-performing companies are underpinned by a good business plan with action goals used as a roadmap for success, so why not apply that strategy to your career path? Start your career plan by writing what success looks like for you by the end of the year. This might entail describing the role you seek, the type of work you would like to do or what you would like to achieve. Next, write some goals that will enable you to turn your plan into reality. Use the SMARTER Goal system when writing your goals: Specific – have you described the process needed to achieve your goals? Measurable – can the goal be measured? If so, how will you measure it, and how will you know that you have completed the goal? Aligned – have you aligned your goals to your career plan? Realistic – how realistic are your goals regarding your experience, skills and time capacity? Time –how much time will you need to complete your goals? Are you benchmarking progression? Engaging – how do these goals motivate you? How will they impact your career? Reward – what will you gain when a goal is achieved? Step two – Why it matters When you set a motivational goal, you are more likely to set aside sufficient time to complete it. It would help if you visualised your reward to remain motivated. Answer these questions: Why does this goal matter to you? What will you gain by achieving it? Your answers should increase your motivation levels and provide some focus when you encounter a setback. Step three – List your activities Break your goals down into concrete action steps or tasks. Use a spreadsheet or planner to list your tasks to give you greater oversight of everything you need to do to achieve your career goals. For example, you might need to complete a skill gap analysis by comparing your current skills set against the skills required for your preferred role. Step four – Estimate time One of the main reasons career planning fails is not calculating how much time it will take you to complete a task – you write a plan, but you don’t work out how much time you need to implement it. In your spreadsheet or planner, write the estimated time you require to complete each task on your list. Now you can see clearly where your time can be spent and start to budget accordingly. Step five – Time-management balance sheet Understanding your time capacity by applying the ‘time-management balance sheet’ principle is simple. The time-management balance sheet is a snapshot of your time capacity at a particular moment. In step four, you have calculated the amount of time required to complete your career goals; now, you must find the available time. Check your diary to see when you are free to spend time managing your career. Aim to spend some time working on your career progression every week. Ensure you have enough time available to complete your tasks. If you don’t have enough available time, you need to prioritise your list. Step six – Commit to your schedule Once you have identified an opening in your schedule, allocate this time to a specific task – book in the task in the same way you would a meeting. Commit to completing the action at the agreed time. Schedule a month’s worth of tasks to begin this approach. Writing the tasks into your diary will also increase your accountability. Review your progress at the end of each month and then set aside time for next month’s tasks. Remember, successful careers don’t happen by chance; they result from good planning and taking personal responsibility for its direction. Planning is a forerunner to success; great careers also require an investment in time. Seán McLoughney is the founder of LearningCurve and author of Time Management and Meaningful Performance Reviews, both published by Chartered Accountants Ireland.

Customs declarations have escalated post-Brexit, but is enough attention given to them? Brian McNamara explains the importance of keeping on top of customs compliance risk assessments. As a result of Brexit, the volume of Irish import declarations increased sharply in 2021. Preliminary statistics just published by Revenue indicate that customs declarations processed in 2021 increased to 25.4 million compared with 1.8 million processed in 2020. Most trading businesses saw their customs exposure increase, while some companies submitted declarations for the first time. Any business operating in a customs environment must ensure customs compliance. Even if a company outsources the filing of customs declarations to a third party, such as a freight company or clearance agent, the trader remains fully liable for the accuracy of the declarations. Further, it is essential to be aware that customs risk does not end when goods pass through the port. Even if a shipment has been “green” routed through customs, the information could contain errors. Any incorrect data or under-payments found as part of a customs audit by Revenue could lead to back duties, fines and penalties; so, importers need to retain backup documents for up to four years after the date of import. Customs Compliance Risk For many in practice, customs compliance risk will now be on the 2022 audit planning meetings agenda. It is also advisable for companies to carry out spot checks on their import declarations for accuracy. As part of the customs compliance risk review, the following five ‘boxes’ as per Revenue’s Automated Import System (AIS) should be highlighted as important areas of import declarations to be aware of: Box 22 – agree the value and currency to the purchase invoice. In most cases, it will be a commercial invoice that will back up the import. However, for some transactions (an intercompany movement, for example), it may be another document such as a packing list. Box 33 – check the commodity code (a code used to classify products for import and export) in the declaration against the EU Customs Tariff (TARIC) database for reasonableness. Commodity codes are standard across the 27 members of the EU, and TARIC lists all valid EU commodity codes. Box 36 – if a code of ‘300’ is in this box, it means that the importer has claimed preferential import duty rates, i.e. the importer is trading with a country that has agreed to certain tariff benefits. It is essential to check the validity of this code as an importer should only be claiming preferential duty rates if the imported goods are of preferential origin. They must have the documentation to prove preferential origin at the time of import and retain them for four years. Box 44 – if ‘IEPOSTPONED’ is shown in box 44 of the import declaration, the importer has availed of postponed accounting for import VAT. Postponed accounting for import VAT was introduced in January 2021 to mitigate the cash flow impact of the return of customs on Great Britain to Republic of Ireland trade. All import VAT postponed by a trader must be properly accounted for in their next VAT return. Box 47 – import duty is shown as tax type A, with import VAT being tax type B. Agree the import VAT amount to the VAT return file to ensure that it is correctly accounted for. Customs declarations are like a tax return and should be treated with the same level of seriousness. Non-compliance can be costly for a business, particularly if an error remains undetected for several years. Regular declaration reviews are essential to get comfort in the accuracy of declarations being filed. Brian McNamara FCA is Managing Director of SwiftFile.

While the economic future is bright for the island of Ireland, we mustn't take it for granted. Neil Gibson outlines lessons learned from the last two years and what challenges lie ahead. It is encouraging to report that the all-island economy ended 2021 in much better health than expected despite the economic and societal headwinds of the past 22 months. The economic rebound has been quick and substantive to date, driven by a combination of well-timed policy responses and the ingenuity and flexibility of the business base. The economy is dealing with labour shortages and price increases exacerbated by high demand levels. These problems can be viewed as consequences of success, but it does not make them any easier for businesses or policymakers to navigate. The emergence of the latest COVID-19 "variant of concern" adds renewed uncertainty to the outlook as many unknowns remain about its severity and impact at the time of writing. The 2022 outlook for the Republic of Ireland (ROI) and Northern Ireland (NI) has been revised upwards from forecasts produced in spring 2021, with the labour market outperforming expectations. The pandemic has hastened a trend that has been gathering momentum – not all growth is equal. Purposeful growth that brings together economic, societal, and environmental development has become the goal for policymakers, citizens, and business leaders alike. The resilience and adaptability of the all-island economy will be tested further as the challenges of the "three Ps" – people, planet, and prices – move into sharper focus this year. Can the headwinds become tailwinds? The headline economic performance may be better than expected, but not all businesses are booming. The ever-changing nature of the virus, supply chain disruptions, and rapidly increasing prices all present significant headwinds for many companies. A strong labour market recovery amid a slowdown in migration also means that many businesses struggle to attract and retain talent. The economic outlook appears much more daunting when these short-term challenges are coupled with the necessity to transform towards a more sustainable future. The evidence of the past 22 months has shown that the organisations that can turn these challenges into opportunities will achieve unparalleled success. Finding talent in new places, deploying technology to mitigate price increases, achieving sustainability goals through innovation, clear leadership, and targeted investment are all traits of businesses that have thrived in these uncertain conditions. The critical question for the wider economic outlook is whether a sufficiently broad cohort of businesses can participate in this transformation. Policy plan remains 'grow faster' The UK and ROI budgets emphasised the need to keep public spending levels high to tackle ongoing pandemic issues and accelerate efforts to address significant societal, environmental, and economic challenges. The two most prominent issues set out in the ROI and UK budget speeches were climate change and housing. It was evident that the key policy choice is to raise taxation to meet spending rather than curb spending to match income. There were no widespread austerity measures put in place across either economy despite the levels of borrowing incurred due to the pandemic. However, the UK did introduce two major tax increases to rebalance public finances and facilitate sustained elevated levels of public spending, increasing national insurance and the headline corporation tax rate. In ROI, strong levels of growth and tax receipts have safeguarded against any immediate tax rises for the time being. However, the OECD global tax agreement will modestly increase the corporation tax rate. Reassessing risks is an imperative Given the outperformance of the all-island economy, it may seem pessimistic to warn of complacency as a risk to economic growth. Still, as the emergence of Omicron demonstrates, it is essential not to take the strong recovery for granted in 2022. The availability of a seemingly endless supply of public money to deal with the pandemic, the assumption by most economists that inflation will be temporary, and the availability of low-cost finance are all open to challenge. The public finances will need to be repaired, particularly if interest rates rise sooner rather than later. Traditionally, technology, global competition, and labour supply would mute prices. However, these assumptions are now being challenged as wages are rising and consumers are becoming more conscious of suppliers' ethical and environmental standards. Growth is always hard-earned, and the ingenuity and adaptability that has been evident across the island economy will be required again. As scientific evidence shows, there is very little calm after the storm, but at least the economy faces the challenges from a more robust platform than predicted. Neil Gibson is the Chief Economist at EY Ireland.

Adam Leahy explains four ways in which young Chartered Accountants can future-proof their careers. Firms have been able to outsource and even automate an increasing number of accounting-related activities over the past decade. When I completed my training contract in 2010, the workload for the newly qualified accountant consisted mainly of these activities. Today, if a candidate wants to enter and prosper in the larger industry firms, they must bring more to the table. So, what does it take for a young Chartered Accountant to stand out today? 1. Technical knowledge Technical knowledge has been, and will always be, the cornerstone for an accountant. Understanding the standards, how to apply them, and how changes will affect how a company reports will always be needed. 2. Problem-solving, critical, and strategic thinking When an accountant can use reason and logic to solve complex problems that positively impact the future of the organisation, they show the ability to think long-term and outside the vacuum of their immediate role. The common requirement of the future-proofed accountant is sustainable value creation for the business. The larger firms are moving at such a fast pace that if an accountant performs no more today than the same tasks they performed 12 months ago, that accountant is going backwards. A future-proofed accountant needs to move forward consistently. To do that, they need to create value. 3. Systems thinking As we rely on increasingly advanced tools for processing and reporting information, it is not sufficient for an accountant to simply understand which buttons to press. Instead, accountants must understand how these systems work. What are the benefits now, and what are the current limitations? How can these systems be used or enhanced to drive greater efficiency, higher standards of compliance or more useful business insights? 4. Influencing and communication skills It’s refreshing to see more leadership teams ditch the notion of “that’s the way we’ve always done it” to justify their course of action. Instead, successful leadership teams seek ideas from all levels. Suppose a good idea is brought forward by a junior accountant who hasn’t been there long enough to get swept up in ‘group-think’. In that case, the ability of that accountant to confidently voice the idea and influence upwards could be the reason the idea is adopted. And happily, the junior accountant may also be rewarded or promoted in time. Adam Leahy is  Co-Founder of The Finance Tech Forum and Senior Finance Manager  at Microsoft Ireland. You can read this article and others in Career Guide 2021/2022. 

Author and executive advisor Niamh O’Keeffe shares her top seven tips to help you make a solid first impression in a new role or company. The ‘first 100 days’ is a very helpful device for defining the beginning phase of your new role. It carves out three to four months as a period of transition, which is useful for giving yourself a chance to land in, listen and learn. It is also the time to set out your strategy and make a positive first impression with your new team, boss, and key stakeholders. Whether you are new to the role or new to the company, your first 100 days is a new leadership beginning and an opportunity to establish yourself and set the tone for how you plan to lead during the rest of your role tenure. So don’t just arrive and get busy with the day-to-day detail. Instead, think more strategically about what you want to achieve and, with that in mind, set out your key priorities for the first 100 days and stick to them. 1. Think big and start with the end in mind Set an ambitious role vision for what you want to achieve within three to five years. How will this role matter to your career? What will success look like? What kind of leadership legacy do you want to leave behind? Think about what truly matters to you as a business leader and what you could do in this role to make a difference to your team, organisation, industry, and the world. Your vision is about long-term thinking; it provides context and helps you prioritise what you need to achieve in the next 12 months and, subsequently, the actions to focus on in your first 100 days. 2. Stay focused on your strategic priorities A new role in a new company can feel overwhelming, but don’t just get busy doing the doing. Jumping on the day-to-day treadmill of firefighting is too short-term in approach. With your long-term leadership vision in mind, set out your key strategic priorities for the first 12 months and then align a plan of key desired outcomes to be achieved by the end of your first 100 days. Setting out your key priorities early on and regularly monitoring progress makes you less likely to get derailed by less important day-to-day activities and less important tasks. 3. Don’t invite the in-laws to stay! Your first 100 days of transition to a new role or new company is not business as usual. No matter how experienced you are, stepping up into a new role is still a heightened stress event. You need to be fit-for-purpose, and you will need to manage your energy levels accordingly for the challenges and intensity of the new learning curve. Adrenalin will compensate for any lack of reserves but don’t exacerbate the pressure on you by having the house redecorated or the in-laws over for a visit. Instead, keep a cool, clear head and maintain a calm personal life to support your work efforts. 4. Don’t be a hero, it’s not all about you! On arrival, remember that you are a new leader, or member, of a team. You are not an individual operator, nor superman, nor a lone expert genius. Building or contributing to a high-performing team will be critical to your overall success. Take time in your first 100 days to bond with your colleagues and figure out how to work well together. Be straightforward, friendly, optimistic. Ask for help when you need it. And if you are new to this company, don’t annoy people by constantly talking about how great your last company was! 5. Pay attention to culture, power, and politics In any new culture, always try to figure out who and what matters. Consider how decision-making works. Don’t make assumptions or be naïve enough to simply take things at face value. Get advice from seasoned colleagues at the company to better understand how the company’s culture works, both above and below the surface. For example, what people say versus what they really mean. Learn to read and decode the organisation’s clues to understand the politics of the new organisation so that you can participate more productively. 6. Be your own best PR agent Don’t expect your work to speak for you. You need to bring people with you on the journey of your first 100 days and communicate your successes to stakeholders along the way. When the first 100 days is complete, share a record of your main achievements. You could make a formal ‘End of First 100 Days’ presentation to your boss or other key stakeholders. Think of it like showcasing the return on investment on the cost of hiring you and brief people on what is yet to come. 7. Ask for feedback, not reassurance After a month or so, seek formal feedback on your performance. If your boss, peers, and key stakeholders say, “You’re doing great, just keep going”, it may feel encouraging – but please realise that this is not actually feedback. Push for a more constructive response. You will need to know if you are making any unwitting cultural gaffes. You need feedback sooner rather than later on anything that may prevent you from making the right impact or building more productive relationships. Final words As this is a new experience, you inevitably won’t get everything right. That’s okay too. Do your best, learn lessons, and move forward. I wish you every success on your leadership journey. Niamh O’Keeffe is the author of Your First 100 Days: How to Make Maximum Impact in your New Role. Niamh also advises corporate CEOs and senior leaders in London and New York. You can read this article and others in Career Guide 2021/2022. 

The onboarding process is more than just an office tour and an overview of the employee handbook, writes Dr Mary Collins. The first interactions beyond the interview and selection process can have a lasting impact on how a new hire perceives the organisation. A positive onboarding experience can really set one up for a successful career in their new office. What is onboarding? Onboarding is the process through which new employees are oriented to acquire the necessary knowledge, skills and behaviours in order to become effective members of the organisation and in a manner that aids overall retention. The goal of onboarding programmes is to help employees quickly become acclimatised to their new workplace and bring them ‘on board’ with regard to company culture, understanding of job function and overall comfort level. It is more than providing basic information for new hires to do their jobs – it is about engaging new hires with the culture of the organisation and supporting them in finding their purpose in their new roles.  Making connections In an increasingly hybrid world of work, we need to work harder to communicate clearly and make strong connections. Wherever possible, arrange to meet people face-to-face or, if this is not possible, vary the communication channels. A regular phone call can often work as an easy way for people to share and connect rather than just relying on zoom or other visual platforms. For new employees, onboarding is the ideal time to reach out to key stakeholders in a new organisation, arrange short coffee catch-ups with relevant people to build your understanding of the culture, strategic priorities and importantly to start building a strong network for your future career.  Relational vs transactional onboarding A recent trend is ‘relational’ onboarding, which complements the more traditional ‘transactional’ onboarding. Transactional onboarding is more focused on policies and procedures and getting people skilled-up in relevant regulatory requirements, for example. Relational onboarding is more about connecting people in the organisation, building their network internally and externally.  Part of this ‘relational’ focus is gathering feedback from new employees for continuous improvement of the onboarding experience. There tends to be a one-flow system of communication in most organisations. An employee onboarding process should be an iterative learning process that improves over time with experience and feedback. Soliciting feedback at important transition points means you can gauge if you are meeting or exceeding expectations and helps build a meaningful, engaging onboarding process.  Common Pitfalls to Avoid in Onboarding While a good onboarding process can create an engaged and connected workforce, there are some pitfalls organisations should be aware of: Treating it as a one-day event. Onboarding starts when you are contacted to communicate success at interview and continues for at least three months after the new employee joins the organisation. Assuming that onboarding is ‘training’. Effective onboarding is about successfully assimilating the new employee into the culture of the organisation and connecting them with others who can help them adjust to their new role. Believing that new hires cannot add value from the first day. If the pre-onboarding period is managed well, new hires can contribute value from their very first day. This is important, especially for professionals who are used to being high performers in their previous roles. Clear communication around performance expectations from the outset will ensure that the new hires know this. First 100 days The first three months are critical when you start a new role. By the end of this period, employees should have a good sense of the expectations of the role, the company culture and how they are ‘fitting in’ and performing. It may be a time when questions emerge related to the role and performance objectives. It may also be a time when new hires have suggestions to improve the overall performance of the business based on what has been observed.  Training and development needs may emerge around this time, as it is usually the half-way point in a six-month probation period. It is worth having a conversation about what support is required and how it will be provided.  First 100 days checklist Important questions will be asked during the first 100 days of employment. How are you finding your new job? What are you enjoying most about working here? How does the role compare with what you were expecting? Has the learning and development/training you have received to date been helpful? What, if anything, would you add or change? How are you finding the experience of working with your colleagues? Do you have any suggestions for improving the onboarding process? Is anything not working for you? Is anything about your role, the team or company still unclear? How can management help your transition at this point? How do you find the work-life balance? Dr Mary Collins is Senior Executive Development Specialist at the RCSI Institute of Leadership. You can read this article and others in Career Guide 2021/2022. 

Anne Phillipson explains how you can work your notice period like the pro that you are. How you exit your company when you have decided to move on to pastures new says an awful lot about who you are. The final weeks (and, in some cases, months) you have in an organisation is the lasting legacy you will leave behind, and so it’s important to make a graceful exit. Your notice period The period between handing in your notice and your final day is a chance to ensure that you have done everything you can to tie up loose ends and complete any outstanding projects, so your colleagues left behind don’t have to wonder where things stand, and clients aren’t wondering why you haven’t returned their calls. Your notice period is also the final opportunity to create the lasting impression your employer has of you, which they will use as the basis for any future references. It could also decide whether the door remains open for your return should you decide that the new opportunity isn’t the right move after all.  So, if you want to do everything you can to work your notice period and leave on the best possible terms, here are a few pointers on how to do that well. Don’t take your foot off the gas. Continue to be as productive as you always have. Work hard and be diligent for the entire notice period. Let people know you are leaving (agree timing with your line manager) and don’t bad mouth the company, colleagues, or boss. Focus on the positive reasons for leaving rather than anything you were dissatisfied with in your current role. (You can save that for your exit interview!) Agree with your line manager how to handle any outstanding leave – will you take your time off as part of your notice period, or will you get paid for your days as part of your final paycheque? Agreeing this early will help you plan your final weeks. Don’t feel responsible for other people’s reactions to your leaving. Your colleagues may be upset, disappointed, or even try to discourage you. That’s more about them than you. Take the fact that they really don’t want to lose you as a valued member of the team as a sign of affection, but don’t allow them to cast doubt on your decision. Make a list of the projects you have been working on, with notes on its current status, who to call with questions, and any other insights you have which may not appear in a typical file. Make it easy for others to carry on when you are no longer on the team.  Agree with your line manager who will pick up your work, and then schedule time with those colleagues to have a proper hand-over. Don’t leave those meetings until the last week. Ideally, your replacement(s) will have some time to get stuck in while you are still around to answer questions. Sometimes they don’t know what they don’t know until they actually get started, so allow time for that process. If your replacement is in place before you leave, do your best to train them well.  Express gratitude to all the people who have helped you in the organisation. Say thanks by taking them out for a coffee or lunch to let them know how much you appreciate everything they did for you. Even a thoughtful note can mean a lot. Every organisation has those kind people who look out for others, so don’t miss this opportunity to let them know their efforts were appreciated. My following these suggestions, you should be in a strong position to leave with your head held high and knowing that you have done everything within your power to leave on the best possible terms.  The exit interview Most organisations will also request an exit interview with Human Resources as one of the final meetings before you go. This is an opportunity to express your reasons for leaving. The information gathered in exit interviews provides valuable information for the organisation. Trends from exit interviews may inform retention strategies, so use this as an opportunity to be honest but respectful in explaining why you decided to look outside the organisation for your next opportunity. Quite often, when people leave, it’s more than just pay and benefits that tempted them away. Whatever the reasons are, it’s HR’s responsibility to report back on the trends they are seeing across a range of exit interviews so that senior management can act on the information.  Keep in touch Finally, you may wish to send a goodbye note to the team or even the entire company on your last day. This is an opportunity to update colleagues on your new contact details. The relationships we build at work are an important part of who we are – we often spend more time with colleagues than we do with our friends and families – so it’s not surprising that many of those relationships transcend the work connection and colleagues become lasting friends. Anne Phillipson is Director of People & Change Consulting at Grant Thornton. You can read this article and others in Career Guide 2021/2022. 

Gina London shares her tips for negotiating a comprehensive and competitive benefits package. You did it. After how many rounds of interviews and follow-up meetings, you have finally been offered the job. Congratulations! Now all your research, role-play sessions and diligent preparation work is over, it’s time to settle into the role. Wait a minute. What about your salary and benefits package? Have you negotiated that? No? Then there is still much work to be done. If you’re one of those people who thinks you should just take whatever is offered, I have good news for you. In today’s hybrid, employee-centric marketplace, employers expect candidates to discuss their salaries and benefits. 1. Introduce negotiations when you’re offered the job If you feel uncomfortable reading this first tip, you’re not alone. While the research I refer to above states that 70% of employers expect to engage in negotiations with their would-be employees, the same research revealed that just over half (55%) of candidates brave the waters to negotiate their packages. But as someone who coaches and trains business professionals all over the world, let me give you some inspiration as to why you should join the few who decide to take that plunge. When you negotiate your salary, you are demonstrating to your manager that you are confident and comfortable discussing your value and worth. This kind of communication is likely what helped you land the job in the first place, so keep building on this foundation of strength. Your courage to initiate what many consider a difficult conversation is what will set you apart, establish you as a leader and position you for promotion. Consider, too, the other side of the coin. What happens if you simply accept, without any discussion, whatever salary or benefits package is set before you? You may be considered a follower rather than a leader. Even worse, depending on what you receive, you may be accepting a salary far below the market or your needs. Imagine, for instance, that you accept a wage 10% beneath your desired salary. If you’re later provided an average cost of living increase of 4% annually, it will take you more than two years to attain your original desired starting point. For those reasons and more, the positives of negotiating outweigh the negatives. So, let’s explore how to be as successful as possible during this process, even if you don’t move the monetary dial as high as you envision. 2. Understand your value The COVID-19 pandemic has clearly impacted the workforce. The International Labor Organisation (ILO) shows that unemployment remains at record-setting levels. This means you are valuable as an employer investment. You have more leverage than you may realise. Don’t forget to factor in your years of experience, level of education, leadership, and other related skills as part of that leverage. While the pandemic is still affecting the world’s economy, it doesn’t mean you need to steer clear of discussing your value in the ecosystem of your new company. The events that shaped our lives during the pandemic, and now beyond, have promoted both employers and employees to examine their career opportunities, culture, values, and lives. What is important to you? You likely want to be in a company that makes a difference. Employers, too, are looking for people who can positively influence their teams. That is a value in itself. Seek to define that. 3. Do your research While you’re putting a value on your own worth, conduct some research on the value of your potential new employer. Can you determine how badly they were affected during lockdown? Many companies lost revenue. If so, how are they doing today? Other companies continued to chart financial growth during the pandemic. They hired new team members, granted promotions, paid increases, and even provided year-end bonuses. Try to inform your research with as many sources as possible. Also, consider asking some of these questions as part of your interview. This will set you up nicely for your package negotiation. 4. Prepare and practice your negotiation conversation I work with my clients to understand that even their most seemingly informal, off-hand conversations become a part of their brand. Therefore, please understand that if you ultimately accept your new offer, your negotiation conversation will become a part of your employer’s perception of you. Your conversations are not neutral. They are positive or negative. Knowing this, seek to make this conversation a positive one. Start off with gratitude. Once you’ve been offered the job, thank your manager, HR professional and whoever else was part of the process. If you are asked what your anticipated salary would be, don’t limit yourself to a single number. State a range with a spread of about €10,000. Make sure your bottom range number is something you can realistically live with. Don’t low-ball yourself here. 5. Summarise your qualifications Remember how I suggested you understand your value? Well, here is where you need to not only understand this, but also be able to articulate it. Write out your points of distinction and rehearse these lines out loud. The more you can be clear and confident here, the stronger your case will be. 6. Make suggestions beyond money As companies move into the unchartered waters of hybrid working and other new workforce of the future models, here is your opportunity to suggest a range of benefits and ideas beyond the salary range you have already proposed. Consider discussing a possible signing bonus to compensate for accepting a lower salary than what you suggested. Can you nail down a work from home schedule? Annual leave days? Are there any other perks that your employer can come up with? Ask them for their own creative ideas. This is not a competition you have to win in one go. Rather, I encourage you to approach this conversation as a means of establishing yourself as an engaged and active employee who is a confident and courageous leader – not only for your teams, but also for yourself. If you keep your composure, you will plant positive conversation and leadership seeds that will grow over time – regardless of whether you land the salary and benefits package of your wildest dreams. Gina London is CEO of Language of Leadership, LLC. She guides global companies and executives to better connect and engage with their employees, their boards and themselves. Her Fortune 500 clients include Salesforce, Oracle, Google and more. Gina is an Emmy award-winning former CNN anchor and correspondent. You can read this article and others in Career Guide 2021/2022. 

After nearly two years, it can still be difficult to conduct meetings online, especially when they are as important as a job interview. There are a few key actions you can take to mitigate any disasters, writes Tina Kinirons. 1. Dress as for a face-to-face interview  The usual recommendation for interviews is to dress in formal or business attire. This still applies for online interviews. Yes, the interviewers can only see your head and upper body – but it’s still important that you dress for the job you aspire to. Make sure you are comfortable and confident in what you are wearing. 2. Keep your background uncluttered  Try to keep the background that is visible on the screen to your interviewers as neutral and uncluttered as possible ensuring there are no distractions for your interviewers. It’s worth checking what’s visible on your screen when you are sitting in the place you plan to do your interview. You should avoid a virtual background, as they can look a bit fake and can usually be detected by the human eye. Find a quiet place that has a neutral background instead. 3. Make sure you are well lit  Cameras need good lighting to show you properly on screen. That might mean turning on your lights, opening or closing blinds, or bringing an extra light into the room. You should be prepared for a sunny or dark day. Test your lighting beforehand to make sure you are clearly visible on-screen. 4. Make sure you can be heard Many of the microphones integrated into devices don’t have good enough sound quality for an interview. Test it out to check that you can be heard clearly. A set of headphones can make a big difference to how well the interviewers can hear you, so buy or borrow a set. 5. Be aware of your camera The equivalent to looking an interviewer in the eye is to look at the camera instead of the person on the screen. It’s important to keep looking at the camera and at the interviewers, as you can pick up on body language cues from them in the same way you would in a face-to-face interview. Adjust your camera by putting your laptop on a few books or adjust your seat to get the camera in line with your eyes and include your shoulders and a bit of your upper body in the frame. 6. Ensure there are no distractions Think about where you will conduct your interview and how you can make sure there are no distractions and no noise. Consider putting a sign on the door (of the room and house) stating you need quiet, and find a spot that doesn’t see any foot traffic while you’re at your interview. 7. Have a good internet connection Test Zoom, Teams, WebEx or whatever platform you will use for the interview in the morning before the scheduled time. Is your internet connection usually stable from where you will conduct the interview? If it’s not very reliable or fast enough, move. The interviewers need to be able to hear and see you clearly. 8. Practise talking online if inexperienced Try out the online environment you will use for your interview. Get comfortable talking online if you are not already using an online platform for meetings. You need to be focused on the interview questions and your answers, not worrying about the technology and your use of it.   9. Fail to prepare, prepare to fail Planning and practicing apply to all interviews, whether online or not. Plan out your interview examples and decide what best demonstrates which competency. Remind yourself of the details of your examples from your previous work and practice describing them out loud. Don’t let the first time you hear yourself speak your answers out loud be at your interview. 10. Be early  Same advice as for face-to-face interviews – get there early to avoid any last-minute panics. Logging in before the scheduled time will ensure you can connect to the meeting, there is no issue with your internet connection, and that you have the lighting right. Tina Kinirons is a business psychologist and interview coach.  You can read this article and others in Career Guide 2021/2022. 

Artificial intelligence is commonly used by organisations to find their interview shortlist. Miriam Magner Flynn explains how you can optimise your CV so it gets noticed by both the software and hiring manager. When applying online for a role, your CV will probably be passed through an applicant tracker system (ATS) powered by artificial intelligence (AI), which will screen suitability and help determine whether you make the interview shortlist. Even if you ‘cleverly’ manipulate your CV to ‘beat the tracker’ and make it to the shortlist, at the end of the day, you will be faced by a human. They will dig deeper into your competencies, achievements, and experience. Therefore, it’s important to optimise your CV to make the shortlist rather than attempt to ‘beat the tracker’, irritating the recruiter and setting you up for disappointment. The three key considerations when optimising your CV are format, word match and impact. Let’s look at each. Format When it comes to formatting, keep it simple. Tables and graphics confuse some trackers and cause sections of your CV to be overlooked. Have a crisp, professional layout that is easy to read, maximises space and is not cluttered. The optimum length of a CV (a common question asked of our coaches) is one or two pages. Many ATS use signal-to-noise ratio, which means that pertinent information (signal) is weighted against irrelevant information (noise). So, less text can increase your resume’s relevance.  Word match It sounds obvious, but take the time to match the exact language of the job description when you are listing your skills, education and experience in your CV. Be sure to include a combination of your technical, industry and people skills, as well. For example: Technical skills include competencies such as project management, data analysis and report writing. If essential to the role, include your proficiencies with specific systems and tools. Industry skills are specific to the function performed within the given industry. For example, in financial services, your function might include taxation. You should list your area of expertise, such as corporation tax, payroll, VAT etc. If yours is a specialised role, like derivatives, list the assets you deal with such as bonds, commodities, currencies, stocks, etc. People skills cover interpersonal and relationship skills. Be specific. Don’t rely on the generic ‘communication’ skills. Instead, break it down. Consider your true strengths. Match your strengths to those listed as important in the job specification. This also covers relationship building, stakeholder engagement and managing/leading people. If you manage people, do you cover the full gamut of recruiting, hiring, onboarding, developing, mentoring, coaching, reviewing performance, disciplining, downsizing?  Most ATS use frequency as a factor – the more often a skill or keyword appears, the more important it is deemed – and that is reflected in the match rate. However, don’t overdo it. Think of the human that will read it later. It can be helpful to create a ‘master’ CV which outlines your proudest achievements and includes all your key skills. When applying for a role, simply ‘tweak’ your master CV to match the language of the job specification. Finally, ATS will check for occurrences of the job title of which you are applying. If you haven’t held that job title previously (chances are you haven’t – this may well be why you’re applying!), don’t pretend you have. Similarly, don’t include skills on your CV that you are not sufficiently competent in purely to ‘beat the tracker’. Address any gaps in your cover letter or executive summary. These will be passed through the ATS, as well. This is where you can refer to the exact job title, repeat the key skills that make you a great fit for the role, mention skills you may lack, and explain how you intend to address the shortfall. In this way, the job title and your less competent skills are counted in the word match. You will not only be seen as honest, but you will have presented your willingness to develop. Impact AI, as the ‘I’ suggests, is a lot more intelligent than a simple word count. It tracks impact or ‘measured’ results. Listing your skills highlights what you can do. Listing your achievements, including the scale of your responsibility and quantifying your results, highlights the impact you’ve made. For example, if you lead a team, how many people? If you recommended a process improvement, what was the effect? If you influenced a change in strategy, what was the consequence? If there is a tangible result, be proud, own it and include it. To optimise your CV, focus on quantifying (using numbers) and qualifying (using keywords like ‘increased’, ‘reduced’, and ‘saved’) your achievements rather than listing your duties and responsibilities. Top tips Create a ‘master’ CV that outlines your proudest achievements and includes all of your key skills. When applying for a role, simply tweak your master CV to match the language of the job specification. Consider professional help from an expert who can help you shine. At Career Decisions, for example, all career transition coaching programmes include access to the PowerMyCareer career portal. This portal includes tools to analyse your CV, score alignment for specific job postings, and help you optimise your keywords for search engine visibility. Miriam Magner Flynn is Managing Director of Career Decisions, an award-winning coaching firm that specialises in career transition coaching, also known as outplacement. Miriam is a leadership, career and change strategy expert who has led some of Ireland’s largest career transition and executive coaching programmes. You can read this article and others in Career Guide 2021/2022. 

Tana Storani explains how to build a pandemic-proof personal brand that will boost your career as the hybrid working model emerges. A brand is a figurative representation of a product or service. You are also a brand. Your personality, network, communication style, education, know-how, and experience is packaged in a title, such as Chartered Accountant, and sold to the market. Your personal brand is essentially a combination of your image and reputation. Branding is the management of a company’s image and reputation, aiming to make it more desirable and positive in the minds of its customers and the general public. The goal is to differentiate the brand. Similarly, personal branding is the act of developing the strategy and actions to guide and manage your brand to either advance your career or be chosen by potential clients. It is acting and positioning yourself in such a way that your audience clearly understands who you are and what you offer. To thrive in this new hybrid environment, where virtual is the ‘new frontier’, it is important to adapt to the new business models and ways of working. To do so successfully, you must strategically develop a hybrid personal branding strategy and project your image and reputation to your target audience to set yourself apart. In other words, you cannot simply go back to the old way of doing things — the post-pandemic world will be a combination of online and offline, whether you like it or not. I have helped individuals and companies unlock their full potential through personal branding and professional innovation since 2012. I do this through the ten golden rules of personal branding in a hybrid world, which are: 1. Create a strategy: Develop an online and offline personal brand strategy and stick to it. Use the Personal Branding Canvas to develop your personal brand strategy. 2. Complete your LinkedIn profile and create a personal website: A personal website and completed LinkedIn is the crux of your personal brand. Your target audience will research you on LinkedIn before deciding to work with, hire, or recommend you, so it’s crucial that you do more than the bare minimum. Don’t simply complete the core steps in creating your LinkedIn profile or build a basic, bland website. Be compelling. 3. Gather virtual recommendations: Saying you achieved phenomenal results in a unique way is one thing, but having the beneficiary publicly sing your praises is quite another. Word of mouth is always good, and having virtual recommendations on LinkedIn, websites, and internal groups is essential. 4. Determine your efficient time: This is the percentage of your time that could be used more productively for tasks other than meeting clients in person. Instead of travelling to visit clients, what if you used part of that time to network or seek new prospects? To determine your percentage of efficient time, identify the number of hours you wished you had available each week to be more productive through tasks other than face-to-face meetings. 5. Implement criteria to determine what meetings can go virtual: Look at your agenda for next week and decide what client meetings should go virtual to free up more efficient time for the goal you created. Create defined guidelines. For example, all first meetings with new potential clients are face-to-face, but if the decision-maker attends via video link, you should too. 6. Use CRM software: Humanising your service ensures that all strategies, whether digital or offline, are accurate and achieve the best possible result. Using a CRM system will help you optimise your daily schedule and prioritise tasks, ensuring customers are not ignored and key prospects are contacted on time. 7. Make contact easier using technology: In the hybrid world, virtual selling essentially becomes selling. With that in mind, it is important to ensure you have a clear call to action or an easy contact route for your network. For example, use the WhatsApp tab on your website to enable contacts to reach you without thinking twice. 8. Ask your target audience about their preferences: If you are an entrepreneur or a member in business, your network likely wants solutions that deliver measurable and valued outcomes online or offline. So first, understand their expectations, preferences, and current situation. Then, use technology to offer a broad range of virtual options to cater to their needs. That way, you will become known as a solutions-focused Chartered Accountant who is a pleasure to deal with. 9. Network: Participate and speak in online and offline events. By networking and building relationships regularly, you’re constantly engaging with new people that have the potential to shape your brand by offering new opportunities for personal and professional growth. You can either create your own event to participate in or join an industry event on Eventbrite. Also, develop partnerships that will allow you to host or manage online events where your name will be highly promoted. Whether you’re comfortable with it or not, public speaking is a tried and true way to extend your personal brand. 10. Social media is a MUST: According to Statista, over 3.6 billion people use social media worldwide. Social media creates excellent opportunities for personal branding efforts, both for personal and corporate purposes. Well-planned brand management on social media creates value for your brand – from creating posts to interacting with followers, it all contributes to a solid social media presence which, in turn, contributes to a solid personal brand. These ten rules will help you achieve recognition in your career and even greater results in your business, especially in this new hybrid world. Good luck as you prepare for 2022! Tana Storani is the Founder of Storani Careers and a former recruiter for LinkedIn and HP. Tana specialises in personal branding, career strategy, and leveraging LinkedIn for professional growth. You can read this article and others in Career Guide 2021/2022. 

Neil Curran explains how you can balance connectivity with flexibility as employers plan and refine their post-pandemic working models. The afternoon chit-chat over the coffee machine, office gossip over the water fountain, and the race for the last parking space in the morning… it’s exciting for many to be returning to the office. However, our return to the office will never be the same as hybrid working emerges as the new normal and we seek to balance flexibility with connectivity. Here are some tips to help you leverage the new working model to maximise your workplace engagement while achieving your career goals. Check in with your career plan With businesses adjusting to the changes brought about by the COVID-19 pandemic, you may not have focused much on your career since March 2020. Or perhaps your manager wasn’t ‘in the zone’ for career conversations, especially if your business was going through change. Re-evaluate whether your goals align with your career aspirations, which may have changed since the onset of the pandemic, and consider whether the steps to success need to change. Now may be a good time to engage with a mentor or coach. Be an early adaptor This is a tip that people can and will struggle with, but early adaptors are likely to be the ones that set the scene for the hybrid workplace. So, create the new normal for yourself and reset expectations for your team and manager. We are in new territory, and the workplace is crying out for early adaptors to test what works. This means setting expectations with others as to what your hybrid work style looks like. Communication is critical. Let your manager, peers and stakeholders know when you will be available in person and the hours you are working where relevant. Don’t create a stigma between in-person working and the days you work at home. The pandemic has shown us that people are as productive, if not more productive, when working from home. So, create a perception that homeworking days are regular workdays. Perception is reality in the workplace. Relearn how to socialise It’s important to adjust your communication style to reflect the different demands of the hybrid working environment. Conscious communication, where we communicate with intention, will be a critical skill. Let’s break it down into its key components. Active listening We are all able to listen, but it doesn’t mean we listen all the time. Consider the conditions for effective listening when communicating – not just when you listen, but when you need others to listen too. Consider the appropriate communication method, the time of day, environment, and language to get your message across. If you wait until you are back in the office to communicate important things, you risk selling yourself short. Be aware of your language With the obstacles hybrid working brings, it’s essential to be mindful of how our intention doesn’t always align with interpretation by others. Most of us aren’t aware of our communication style, but we all have cultural and personality traits that influence the words we use. For example, auxiliary language (should, would, could, etc.), lack of assertion with saying no or yes, and making assumptions about those we are communicating with can distort intention and interpretation, thus undermining credibility. Out of sight doesn’t mean out of mind The need for strong relationships will continue in the hybrid model, and we need to balance how we adapt to it. This applies to both formal and informal interactions. In a hybrid workplace, there is a risk that we will keep office communication to a minimum on our homeworking days. This shouldn’t be the case. In fact, with expectations that Monday and Friday will become popular days for homeworking, these are prime days for informal and formal communication. Informal communication, such as asking colleagues about their weekend plans, serve relationship maintenance. (Pro tip: when asking a colleague what their weekend plans are, be specific when asking them on Monday how their weekend was. For example, ask, “How was the hike in Glendalough?”) With formal communication, don’t restrict scheduling important meetings to office working days only. Get the balance right. Similarly, when it comes to one-to-one meetings with your manager or other key stakeholders, don’t cancel meetings if you are homeworking – even if the agenda is light. Checking in with others keeps relationships in check while also presenting an opportunity to catch up on non-essential items. Audit your advocates and support framework As a result of the pandemic, many of us have had infrequent connections with people. Our social capital may have dwindled as a result. Advocates are people who speak highly of you and can be found in your organisation, your sector, and your network. As we move through our careers, we collect advocates who speak positively about us when we are not in the room. It is therefore essential that we audit our advocates to see where improvement is needed. Be the change you want to see It will take some time before the pendulum settles in the hybrid working environment, but that doesn’t mean we shouldn’t be thinking about how our career plan will shape up in the future. Yes, we have extra plates to spin – on top of work/life balance, we have homeworking versus office-based considerations. However, now is the time to shape that engagement while keeping our finger on our career development pulse. Neil Curran is a corporate trainer and professional improviser specialising in effective teams and authentic communication. You can read this article and others in Career Guide 2021/2022. 

Ed Heffernan outlines the five main trends in the world of work, and explains why 2022 may be less disruptive than the recent past. It has never been a better time to be a qualified professional. Pent-up demand for talent shows no sign of weakening; employers are increasingly flexible in terms of the background they will consider; hybrid working models look set to stay; and as organisations are getting ambitious about tomorrow again, there is ample opportunity for internal promotion or development in large swathes of the market. The COVID-19 pandemic has catapulted the world of work ten or more years into the future, and it might be one of the few positives we can take from what has been a trying time for so many. As we look forward to 2022, we expect some trends to continue and others to emerge. 1. Hybrid working models will become embedded and will be a crucial trading variable in talent attraction and retention. While some organisations will exist in the extreme (100% work from home or 100% work in the office), most organisations are landing on a 3:2 working model with three days in the office and two days working remotely. New joiners will likely build up to this over time (as there are definite advantages to being in the office more while learning the role). Individuals who have earned the right will likely enjoy even more flexibility with tenure. Companies that vary significantly from this model will find themselves highly uncompetitive in terms of both talent attraction and retention in the future – fact. 2. Virtual interview processes are here to stay, but in-person interviews are not gone forever. In 2019, very few companies hired people without a face-to-face meeting. Today, very few companies hire people with a face-to-face meeting. In the coming year, virtual interviews will dominate the early stages of the recruitment process. In-person meetings will then return for the final stage of the process – for the comfort of both hiring managers and candidates alike. Entirely virtual hiring processes worked fine when people worked full-time from home, but hybrid working will result in a hybrid recruitment process. So don’t throw out the office attire just yet! 3. Salary inflation will become a reality. When demand exceeds supply, the price of goods inevitably goes in one direction. The same applies to services, and what is work but a service. We currently see some sporadic inflation in areas of high demand (such as newly qualified accountants’ base salaries shifting by up to €2,000 on the €55,000 base that held firm over the past five years). It is inevitable that, in 2022, we will see between 5-10% inflation in base salaries in high-demand professions. This is not necessarily good news from a macro perspective, as it will have knock-on consequences for the supply chain and may dampen demand into the second half of 2022. Higher base salaries, however, are inevitable. 4. The Great Resignation might have a very different meaning in Ireland. Unlike other countries, we have not witnessed The Great Resignation quite the same way. It could be said that, for many, The Great Resignation has meant a resignation to the fact that people will stick with their current employers rather than resign. People have working patterns now that could be hard to replicate in a new company. Those who have been looked after by their employers over the past 18 months have a heightened sense of loyalty. People often feel more secure staying in their current role in times of uncertainty, and job security has been identified time and time again as a critical factor for candidates over the past six months. This will not last forever, but it is likely here for the first half of 2022 at the very least. Sometimes, it’s better the devil you know… 5. Notice periods will be extended. Three years ago, a one-month notice period was the norm. Sure, there were exceptions where people had to give two or even three months’ notice, but they were outliers. These days, one month’s notice is the outlier. This is likely driven by several factors: difficulty in hiring, time to set people up remotely, longer induction lead times etc. A significant number of companies have changed their notice periods in reaction to a longer lead time to replace and on-board. Two months’ notice is the norm these days, and we expect this trend to become even more evident in 2022. It simply makes sense. Other things are likely, too. Temporary staff will become increasingly difficult to source and retain for the contract duration as there’s too much competition from permanent roles. Work from home allowances and set-up costs will become a material element of salary packages. Annual leave days will become an increasingly important consideration – the statutory 20 days will not cut it in 2022. Start times and finish times in the working day will become more fluid – we’ll see an increase in companies citing “core hours” and allowing flexibility, assuming a contractual number of hours are worked per week. Company and team days will become increasingly frequent as organisations strive to keep people connected, reinforce culture, and share information usually learned at the water cooler. I could go on, but I won’t. In 2022, we expect a little more consistency and less change in the world of work. Existing trends, as outlined, will continue and embed themselves in the system. Other trends will emerge, but they are less likely to be as significant or impactful as the change that has gone before. 2022 will be more about embedding the patterns that have evolved over the past two years and setting a firm foundation for what work will look like long into the future. Probably. Ed Heffernan is Managing Partner at Barden. You can read this article and others in Career Guide 2021/2022. 

Faced with the possibility of hefty fines, organisations are taking legislation such as GDPR (General Data Protection Regulation) seriously. But how clear are privacy and other transparency notices? Liam McKenna warns organisations about the perils of muddying the waters of transparency. As a fundamental principle of data protection and ethical business, transparency is a critical concept that must be constantly worked on and improved. From recent actions and regulations, we have seen that it is essential for organisations to implement the correct processes to deliver accurate and relevant information to individuals. Why is transparency important? From a data protection point of view, organisations must comply with GDPR. It is also essential for individuals to receive sufficient information to decide whether they want their personal data processed by those organisations. In addition, transparency has grown in importance in recent regulations, such as the gender pay gap and environmental and social governance, which require transparent reporting from organisations. One of the most important reasons for ensuring adequate transparency is trust. Consumers place more importance on their trust in organisations before deciding to purchase, set up an account, or share personal data. GDPR outlines the information we need to provide to individuals, including receiving their data from a third-party. The European Data Protection Board (EDPB) provides guidance on the correct methodology when presenting this information. The core concept is that we need to inform people: what we do; the data being used; why it’s being used; who the data is about; who the data will be shared with; how long the data will be kept; and how people can access their right to their data. This information must be provided using plain language, considering the target audience, and in a manner that is easy to access and navigate. Unfortunately, many privacy/transparency notices are very legal and use complex language that most people will not understand. They are also challenging to navigate, resulting in continuous scrolling before reaching the desired information.  How do we become transparent? Before creating privacy notices, you must be fully aware of all your processing activities. This means undertaking a Record of Processing Activity (RoPA) exercise. An accurate RoPA should contain most, if not all, of the information required in the privacy notice.  Once you have all the required information, you must choose the correct language for your privacy notice. It must be unambiguous but also targeted to your audience. If you anticipate that people under 18 will use your services, for example, younger people must understand the notice. Similarly, if you provide services for people to learn English as a second language, the language used in the privacy notice should be easy to understand. The EDPB has good guidance to ensure that your privacy notice meets GDPR requirements. It is available on the EDPB website. What happens if we are not transparent? Recent actions taken by regulators across Europe, especially the Irish Data Protection Commissioner (DPC), demonstrate the repercussions of getting this wrong. One example of this is WhatsApp, which received a fine of €255 million – part of which was for transparency violations. After an extensive investigation, the DPC found that WhatsApp had not met its obligations to provide the required information. Similarly, Facebook has been issued with a notice of intention to fine up to €36 million for similar infringements. Consumers are becoming more aware of their privacy rights and expect certain standards. For business-to-business organisations, having a bad privacy notice or other transparency information can result in consumers exiting the sales process. There is a risk that business may be lost before there is a chance to discuss it. Continuous compliance In 2018, there was a rush to push out privacy notices on websites and information booklets across the EU. Some organisations have not revisited these since; others have updated them but have not had them reviewed by a third-party. Transparency efforts must be continuous and form part of compliance monitoring processes and frameworks. Organisations should review their notices to meet the requirements and deliver value to their customer and stakeholders. Liam McKenna is a Partner in Consulting at Mazars.

The new industrial revolution, centred around ESG, is just beginning. Conor Holland outlines what organisations need to do to be part of this exciting new economic change. A new economy is emerging, driven by profound changes in technology and the increasing pressures associated with climate change and changing societal expectations. COVID-19 has accelerated changes in how we live and work, with enhanced digital integration and a greater focus on the resilience of company operations. Indeed, the context in which organisations now operate has been transformed by climate change, biodiversity loss, and an increased focus on companies’ role in addressing broader societal challenges such as diversity, equity and inclusion. Consequently, the role of business in helping solve these issues is more critical than ever. As a result, environmental, social, and governance (ESG) matters have become a top priority on board agendas. Companies increasingly recognise that they operate as part of an ecosystem with permeable boundaries and are interconnected with various stakeholders. Prepare for a low-carbon economy Businesses must consider the implications of transitioning to a low-carbon economy and how it will impact their business models, products, operations, and financial performance. This message was underscored during COP26, where it was clear that the institutional investment world is starting to exercise significant influence through investment policy and demand increased climate focus from investee companies – including private companies as much as public companies. Crucially, transitioning to a low-carbon and climate-resilient economy will involve significant financial opportunities as businesses leverage new renewable energy technologies to displace carbon-intensive processes and identify other crucial disruptive innovations across all industries. Ultimately for businesses, ‘going green’ is not just a matter of saving the planet; it is about pursuing economic growth and development that is strategic, resilient, and sustainable. ESG integration Organisations should interact with all stakeholders, including clients, employees and their communities, to understand the context in which they operate. This means creating a strategy that integrates shareholder and stakeholder value and aligning managerial incentives with the company’s core purpose. In addition, strategic priorities and internal investment decisions should support key drivers of sustainable, long-term value creation and focus on culture, talent development and branding. To ensure that businesses maximise value creation, management and directors must reformulate how they measure success. ESG factors must be integrated and internalised into governance, strategy, operations, and performance management and ultimately reported and assured to be fully effective. Therefore, organisations should consider how robust their ESG reporting framework is by ensuring that it effectively discloses quantitative and qualitative information while equally providing relevant and reliable information to their stakeholders. Reporting and assurance In response to the growing stakeholder demand for ESG information, many organisations are already preparing for future sustainability disclosures by identifying the metrics most material to their sector, strategy, and stakeholders and developing the associated infrastructure to facilitate reporting on those metrics. Moreover, as companies report and disclose more ESG information, they should expect a sharpened focus on the accuracy and reliability of their disclosures and metrics. Management must develop appropriate processes and controls, similar to financial reporting, and consider undertaking ESG reporting readiness assessments to comply with the new regulatory obligations. We are on the cusp of a radical transformation in how we live and work. Businesses are expected to measure, manage, and report a holistic view of enterprise value, measured by a broad capital base (financial, human, intellectual, social and natural). Those corporations that align their goals to the long-term objectives of society are most likely to create long-term sustainable value while driving positive outcomes for business, the economy, society, and the planet. This is the sustainability revolution. Conor Holland is a Director of ESG in KPMG.