Burnout is no longer just an HR issue—it’s a leadership imperative. Here Niamh Manning, Marketing Executive for the Thrive Wellbeing Hub, explores how proactive, empathetic management can break the burnout cycle and build resilient, high-performing teams. Burnout has become one of the most pressing issues in the modern workplace, particularly for professional service industries where long hours, high-performance expectations, deadlines and client demands are quite typical. A work culture that prides itself on values of resilience, dedication and hard work can make burnout difficult to spot. While many organisations have HR policies and programs to combat burnout, it is managers who are often the cultural lynchpins and can be an impactful line of defence to break the cycle. It’s their ability to recognise and respond that can determine whether a team thrives or fractures. Managing burnout isn’t just a people issue – it’s a business-critical issue. A burned-out team are more prone to errors, more disengaged, and have low morale, resulting in an increased staff turnover and decreased client satisfaction. The manager toolkit: prevention through proactive leadership Understanding burnout Burnout doesn’t always look dramatic, and many suffer in silence, afraid to speak up fearing it could impact their career growth or be seen as a weakness. It often hides behind professionalism and a strong work ethic, but there are tell-tale signs. Burnout is a state of emotional, physical, and mental exhaustion caused by prolonged or excessive stress, often linked to work but also present in other areas of life. Burnout generally manifests itself in three key dimensions: emotional exhaustion, cynicism and lack of personal accomplishment. This can present in many ways such as reduced attention to detail, irritability or frustration, withdrawing from team collaboration, decline in responsiveness or reliability, or even overworking. As managers get a sense of employees from their daily interactions, they are uniquely positioned to detect behaviour changes and early signs of burnout and make meaningful interventions and changes, but only if they are equipped and empowered to do so. Modelling healthy work habits Leaders set the tone for what is acceptable and expected in the workplace, particularly for younger employees. Modelling healthy boundaries and habits such as logging off at the end of the normal working day, taking breaks and switching off when on annual leave allows employees the space to do the same. However, it is also important to be realistic that some busy periods with high workload volumes are often unavoidable; equally, it is important to know that burnout rarely arises from a busy period – it stems from sustained, unmanaged stress with little or no room for recovery. Psychological safety An integral aspect of high-performing teams and the foundation for creating a culture of wellbeing and productivity, psychological safety in a group involves individuals feeling safe to speak up and share their views and ideas without the fear of negative consequences. Managers can foster this sense of safety by intentionally creating an environment where team members feel safe raising concerns. This can be done in easy and practical ways such as encouraging open dialogue, creating space for feedback, actively listening and modelling vulnerability and empathy. Regular ones-on-one meeting is the perfect way to talk about project updates but also to check in on workloads, stress levels and the employee as a person. Reduce ambiguity, encourage growth Ambiguity and stagnation breeds anxiety. Those with undefined expectations and/or little autonomy in their roles are more susceptible to the effects of burnout. Managers must ensure that employees understand their responsibilities and how they contribute to the wider goals – clear expectations reduce cognitive load and allow employees to focus and prioritise their energies. Managers should encourage autonomy and growth by involving team members in decision-making, providing opportunities for skill development and encouraging ownership of project and duties. When people feel like they’re growing and contributing to something meaningful, they can become more resilient. Recognition and appreciation Reinforcing a sense of value and accomplishment in individuals and teams can help prevent burnout. Managers should regularly acknowledge team members’ efforts and accomplishments. Feeling seen and appreciated can go a long way in encouraging and providing meaning and purpose to team members. Managing burnout when it happens Despite best efforts, however, burnout does occur. When it does, the focus should shift to recovery and retention by allowing employees affected to step back without pressure and temporarily lighten their workload to allow for recovery. Burnout is a leadership issue Managers should not be expected to be therapists, but they are expected to lead and they can be influential agents of change. Despite this pivotal role, many managers are usually not trained to recognise or address burnout. Employers have a responsibility to invest in leadership development that includes emotional intelligence, mental health literacy, and coaching skills. Managers are the conduits of an organisation’s culture. When they are empowered to lead with empathy, clarity, and care, they can transform the workplace from a source of stress into a source of strength. A manager who prevents burnout is not only protecting their team’s health but also preserving the organisation’s long-term resilience and success. If you are experiencing burnout or looking to support someone with burnout, Thrive is the Institute’s dedicated wellbeing hub that can provide advice and support. For additional advice and manager resources, check out CAW’s Wellbeing Toolkit for managers in the accountancy profession.

Artificial intelligence is rapidly becoming an integral part of daily life, but many organisations have yet to fully grasp its potential, limitations and associated risks, writes David O’Sullivan The introduction of the European Union’s Artificial Intelligence (AI) Act means organisations are now legally required to ensure that employees using AI, as well as those impacted by its outputs, possess adequate AI literacy. AI literacy is the ability to understand, evaluate and interact effectively with AI systems. It encompasses recognising risks and opportunities, interpreting AI outputs and making informed deployment decisions. Ensuring AI literacy within an organisation isn’t just about compliance – it reduces risk, fosters innovation and drives competitive advantage. For businesses seeking to enhance their AI literacy, the European Commission offers detailed guidance, accessible in their online library: AI Literacy Learning Repository. Leading organisations integrate AI literacy into AI governance frameworks, ensuring clear roles, responsibilities and key performance indicators. Here are the six most effective strategies. 1. Tailored training for different levels of expertise A one-size-fits-all approach to training rarely works. Successful organisations provide: Foundational courses for employees new to AI; and Advanced technical training for developers and data scientists. 2. Hands-on learning with practical applications The best way to understand AI is to use it. Companies should offer their employees: Workshops, case studies and simulations to demonstrate AI’s practical impact; and AI sandbox environments for employees to test and experiment with AI safely. 3. Role-specific AI training Different teams utilise AI in different ways. Finance teams, product managers and engineers all interact with AI in various ways. Tailored training can help to ensure employees receive the relevant knowledge necessary to integrate AI into their workflows effectively. 4. AI mentorship and cross-department collaboration Encouraging knowledge-sharing between AI experts and employees helps bridge skill gaps. Some companies establish AI mentorship programmes where experienced employees guide their peers in AI adoption. 5. Embedding responsible and ethical AI practices Many organisations are integrating responsible AI principles into their training, focusing on transparency, fairness and compliance with AI regulations such as the EU AI Act. In Ireland, the Government introduced principles for public sector organisations early in 2024, and these are still relevant today. 6. Continuous learning AI is evolving rapidly. Training should be ongoing with regular updates and refresher sessions to keep pace with advancements. The impact of AI literacy When AI literacy programmes are effectively implemented, organisations experience significant benefits, including: Increased AI adoption and engagement: Companies have seen an increase in employee participation in AI training and a higher usage of AI tools in daily tasks. According to the AI Literacy Learning Repository, one organisation that implemented an AI literacy programme reported a 30 percent increase in AI training participation and a 65 percent rise in AI tool utilisation. Improved workforce confidence and innovation: Employees who are comfortable with AI use it effectively, leading to better decision-making and new ideas. Operational efficiency gains: AI literacy helps automate repetitive tasks, streamline workflows and boost productivity. New AI-driven offerings: Some organisations have leveraged AI literacy training to upskill employees, leading to new AI-driven products and services. Greater consumer trust: Companies that prioritise transparency in AI usage – and educate affected individuals – see higher trust levels. Some businesses even involve clients in AI training sessions. Making AI literacy a business priority Organisations cannot afford to overlook AI literacy, given our rapidly changing world and the requirements of the EU AI Act. Investing in education, practical training and ethical AI practices equips employees with the skills they need to work effectively with AI and allows leadership to make informed decisions on deployment and controls. By addressing challenges and leveraging the best strategies, companies can build an AI-literate workforce that drives innovation, enhances efficiency and ensures responsible AI use while meeting compliance objectives. AI literacy isn’t just about understanding how AI works; it’s about ensuring businesses and employees can utilise AI effectively to create meaningful and positive outcomes. If your organisation hasn’t yet prioritised AI literacy, now is the time to start. David O’Sullivan is Director of Privacy, Digital Trust & AI Governance at Forvis Mazars

The Economic and Social Research Institute (ESRI) recently published its report Economic Overview of Ireland and Northern Ireland which provides a high-level comparison of the economies of Ireland and Northern Ireland (NI) over recent years. The report outlines similarities and differences between the two economies in terms of economic growth, labour market trends, living standards, education, health, general well-being and economic structures. The report highlights, that over recent years, the disparity in economic performance and well-being indicators between Ireland and NI is widening with the economy in Ireland displaying stronger economic growth and higher wages and living standards. Some of the key findings in the report are as follows: Ireland's population is growing faster than NIs, largely due to strong net migration in recent years. This has resulted in Ireland having a younger population, with a lower old-age dependency rate. There have been shifts in the labour market over time.  Labour market participation in Ireland has increased significantly since 2010, widening the gap with NI.  In 2022, the participation rate of those aged 16-64 was 76.8 percent in Ireland compared to 72.4 percent in NI. Employment rates in Ireland overtook NI in the period after the financial crisis, reflecting Ireland’s strong recovery. Ireland’s modified gross national income per capita in 2022 was 57 percent higher than NI’s gross domestic product per capita, reflecting stronger economic growth. In terms of wages, the data show a positive gap favouring Ireland, with hourly earnings 36 per cent higher than in NI in 2022. While Great Britain (GB) remains NI’s largest trading partner, NI’s trade with GB has declined since 2015, while trade with Ireland has increased. On a per capita basis, NI residents pay significantly lower personal income tax than those in Ireland (€2,980 in NI vs. €6,725 per capita in Ireland). Corporate tax receipts per capita in Ireland (€5,760) are over five times those in NI (€1,018), reflecting the dominance of multinationals.