Happy International Women’s Day!  Yesterday (March 7), Thrive and the Institute’s Member Experience team welcomed over 100 guests to our Step into your Power Sparkling Lunch in celebration of International Women’s Day.   In the wonderful surroundings of the Dean Townhouse, we were joined by members and students of the chartered community who had travelled from all corners of Ireland to attend the event.  In her opening address, Dee France, from the Institute’s Thrive Wellbeing Hub, outlined the importance of shining a spotlight on some of the key challenges women continue to face in the workplace and at home, while celebrating the many advances made in recent times.  Guests enjoyed a keynote speech from Aoife Hughes, founder of FRAZZLE, entitled “How to run your home like a business” where attendees were encouraged to manage their time and boundaries more effectively while outsourcing and delegating the workload to give themselves more time for self-care ultimately leading to “calm in the chaos”.  Aisling McCaffrey, Director at Grant Thornton, facilitated a panel discussion covering some key issues of the day namely how to build confidence in the workplace, the importance of male allyship and how leaders can champion inclusion, and childcare reform and what the Institute is doing in this important area.  The panellists, Charlotte Rose Keating, founder Act on it Coaching, Andrew Keating, CFO at Musgrave and the Institute’s Tax and Public Policy Lead, Cróna Clohisey, shared many important insights into how they navigate their own personal challenges and successes both in their professional and personal lives.   The final segment of the afternoon was a fireside chat with President, Sinead Donovan and CASSI Chair Caelainn McGonigle.  Sinead outlined that, despite the many highs and lows in her 33 year career as a Chartered Accountant, the Institute had been the one constant during that time.  She shared her passion for sport and running and the importance of having a “release valve” when times get tough. Asking for help and leaning on the allies around you, was her parting advice for the #nextgen leaders of the future.   The event was also raising funds for two very important charities, CA Support (the Institute’s in-house charity and benevolent fund), and Women’s Aid, who had recently supported the Institute in the launch of its Domestic Violence Policy.  Brian Murphy, chair of CA Support, outlined the importance of donating vital funds to CA Support as the majority of the cases the charity support are families – mothers and fathers who have encountered adversity and are in dire need of assistance.   The final thoughts of the day were summed up by President Sinead Donovan, who implored anyone in the family of accountants who is struggling to seek out support from those around them.  Dee France, in her closing remarks, reminded all attendees of the Institute’s Thrive Wellbeing Hub and that the confidential service is open to all, whatever stage of their chartered journey.   Thank you to all who attended.  View photos from the event here.

Paul Guess explains what work-related burnout means and outlines the pivotal role managers can play in prevention and recovery Many people think of ‘burnout’ as solely related to how much they work. They believe just taking some time off will relieve feelings of overwhelm and pressure and that they can quickly return to work feeling refreshed and renewed. Several factors can cause burnout, however, and it is unlikely to be resolved by taking a break. One of the most important contributors to a person’s well-being at work is their relationship with their manager. As burnout has been classified as an “occupational phenomenon” by the World Health Organization, support at work is essential to curb the rising tide of overwhelm at work.  The manager's role is critical in assessing and addressing employee burnout. Here are some tips to support leaders in preventing and managing burnout in their teams. 1. Be knowledgeable about the factors that contribute to burnout  Research has indicated the six areas that, when left unchecked, can lead to burnout. Recognising how these areas impact a team can give leaders a better idea of how to improve.  Workload Do staff have a clearly defined job description, and are their responsibilities reasonable? Additionally, do they have the resources they need to fulfil the duties assigned to them? Perceived lack of control When people feel they have a say in the decisions being made that are related to their job, it can positively affect well-being and reduce feelings of disengagement and cynicism.  Appreciation and reward When people feel the extrinsic and intrinsic rewards of their job don’t match their effort and time, they can become disengaged and unmotivated – a key indicator of burnout. Fairness Ensure that people receive fair and equitable treatment. Transparency and trust are the foundations of psychological safety within the workplace, and innovation and creativity flow from this. It is essential to effectively communicate the thinking behind decisions that impact them. Community It is vital that people feel a sense of belonging within the organisation. Develop opportunities to bring teams together and keep connections strong to build positive relationships, as loneliness and isolation are often drivers of poor mental health and well-being. Values Do the leadership’s behaviours create an environment in which people feel that it’s okay to look after their well-being? Role modelling and recognising their own management style and how it contributes to an employee’s experience is an important piece of reflective work that will lead to improved relationships. 2. Pay attention to the warning signs of poor mental health There are common indicators of burnout that managers should be aware of: poor decision making; reduced concentration levels;  feelings of overwhelm;  withdrawal; procrastination;  inability to prioritise tasks effectively;  poor timekeeping;  relationship difficulties;  expressions of anger and frustration; and  increasing cynicism and disengagement. If a manager notices these behaviours in a team member,  they must be aware of how to manage burnout in an employee. There are several steps they should take:  Start supportive conversations  Managers should use one-on-one opportunities to start exploring what might be driving any difficulty. Some people will need a little encouragement to open up, so actively listening to what they say, creating space and responding sensitively will help to reassure them that their manager is there to support them. If they feel stressed or overwhelmed by their workload, guide them on how to handle pressure. Set clear goals and spotlight progress When people don’t have clear goals, they either become stuck because they are unsure where to invest their energy or frantically churn out work in the hope it will be valuable. Good leadership involves setting clear goals that contribute to the team’s success. It’s also important to recognise progress and highlight any accomplishments or achievements by individuals or the team. Protect the team’s time A manager must protect their team’s time, especially regarding their well-being. Ensure that people take time off in light of illness, bereavement or other notable situations. Encourage people to take their annual holiday allowance and have some protected time to rest and decompress during periods away from work. Managers should always be practising the behaviours they encourage, so they must be sure to take their own time off as well. Paul Guess is a mental wellbeing expert at caba, the occupational charity supporting ICAEW

As part of the CAW's Global Wellbeing Taskforce, Thrive is delighted to introduce our revamped wellbeing toolkit for managers.  At Chartered Accountants Worldwide, we acknowledge the profound impact of mental health on work performance, relationships, and the overall quality of life. We delve into the importance of fostering employee wellbeing in our fast-paced industry. Depression and anxiety, prevalent mental health conditions, exert a significant economic toll, amounting to US$ 1 trillion each year on the global economy. Download CAW's Wellbeing Toolkit for managers in the accountancy profession. The Gallup Global Employee Survey paints a concerning picture, revealing that less than a quarter of the world's employees feel they are thriving at work, underscoring the urgency to address this growing challenge. The McKinsey Health Institute's extensive survey across 15 countries and 15,000 employees unearths a stark reality - 59% of the workforce grapples with mental health challenges, highlighting the imperative for employers to intervene and support their teams. This holds true for the Chartered Accountancy profession as well, where stress and burnout are issues, affecting over half of Chartered Accountants. Managers within this industry play a pivotal role in shaping a conducive work environment that fosters mental, emotional, and physical health. Recognising the direct link between comprehensive support and heightened engagement and productivity, it becomes both an ethical and strategic responsibility to manage wellbeing effectively. The Chartered Accountants Worldwide global wellbeing taskforce acknowledges this imperative and is proud to introduce our revamped wellbeing toolkit for managers. This toolkit stands as a comprehensive guide, arming managers with crucial insights, strategies, and best practices to cultivate a thriving and dynamic team. Above all, it emphasises the critical need to build resilience and purpose within the workplace, contributing to a more productive, rewarding, and compassionate work environment. Together, let's pave the way towards a brighter future for the Chartered Accountancy profession by prioritising mental health and fostering a culture of holistic wellbeing. Download CAW's Wellbeing Toolkit for managers in the accountancy profession.

Getting a fresh start and the chance of clean slate is really appealing and creating some new year resolutions or goals means we start off on the right foot.  New habits and behaviours can be challenging they don’t happen overnight and can take commitment and dedication. The brain does not like swift, abrupt change, but the benefits can be very worthwhile, so think of this as an investment in yourself. The top ten resolutions each year include: Exercise more Lose weight Get organized Learn a new skill or hobby  Live life to the fullest Save more money / spend less money Quit smoking Spend more time with family and friends Travel more Read more Most of us can relate to some or all the resolutions listed. Resolutions and goals are unique to each of us, so perhaps before you create them consider the questions below: How would you like to feel? Will the resolution help you get there? Would you recommend this resolution to a friend of colleague? How will the resolution impact you? Are you removing something and simply making a change? What is the improvement you want to make and why? When it comes to new year resolutions almost half of us are unsuccessful at fulfilling them, so perhaps we need to consider how we approach them? Below are some tips which may help to keep you on track and ensure success. Be mindful When embarking on changing a habit or behaviour it is important to prepare mentally by taking a step back and taking stock. When thinking about any change try to keep in mind: Change should be gradual Build on smaller changes Remain positive Accept that there could be setbacks and allow for them Own them Ensure the goals you have set are yours and that this is something you want and not something which you think you should be aiming for. You have a far better chance for success if you are intrinsically motivated to reach your goal Be realistic Do not create a long list, limit the number of resolutions you commit to. Be selective about the ones which mean the most and are the most attainable for you.  Be specific It’s easy to set goals which we cannot achieve, so take some time to ensure they are achievable. A good suggestion is to use SMART to help you create them: Specific - What do you want to achieve, break it down, be specific Measurable - How can you measure if you have achieved it e.g., walk a mile in 20 minutes or lose 10% of your weight Attainable – Is the goal or resolution attainable Relevant - Keep it relevant to you, your life and how you want to improve it Timeline – Give yourself an appropriate deadline to work towards Small wins Break them up into small pieces.  As you tick off each box, your confidence will grow with each small success and spur you on. Share them By keeping the resolution to yourself you can fall into a trap and give up at the first hurdle. By sharing these with others you become accountable and less likely to forget or give in. You could also find that by sharing, other like-minded people may join you. Keep going Setbacks happen, but it is how you handle them that counts. Own the setback, understand how and why it happened and move on. Remember “the journey of a thousand miles begins with one step” Lao Tzu. As we enter a New Year, the mind turns to self-improvement and personal growth, this may include taking better care of your mental health. The Institute’s wellbeing hub, Thrive, provides an array of mental health supports to members and students. Whether you need a listening ear, wellbeing advice or professional counselling, we are here for you. You can contact the team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294

Elephant in the Room – A Movember Event Join us for an unforgettable evening as we unveil our new Elephant in the Room sculpture to mark this year’s Movember. Venue Details:  Reception, Chartered Accountants House, 47-49 Pearse Street, Dublin 2 Start Time: Wednesday 29 November @ 5.00pm End Time: Wednesday 29 November @ 7.00pm Book Here Details: To mark this year’s Movember, the Thrive Wellbeing Hub, along with the Leinster Society, invites you to the unveiling of our Elephant sculpture as part of the mental health initiative, Elephant in the Room.  Join us for an informal evening of refreshments, conversation on men’s mental health, networking opportunities, prize draws and to meet the newest addition to the Institute – our elephant. This elephant is a declaration of our commitment to supporting members, students and employees' mental health and wellbeing and is designed to destigmatise and normalise conversations around mental health in the professional and accountancy industry. We will be joined by Elephant in the Room founder, rugby analyst, and men’s mental health advocate Brent Pope, local artist Kuse who designed our elephant, and Institute figures like President, Sinead Donovan and CEO, Barry Dempsey.  Kick off the festive season in style with opportunities to connect and network and be in with a chance to win some amazing prizes.   Draw Details: This draw is open to everyone, whether you can attend on the night or not. To enter our draw, please make a donation, small or large, to CA Support via our iDonate page and your name will be automatically entered into the draw. Winners will be contacted separately after the event.  iDonate: https://bit.ly/CASiDonate

As Ireland’s population ages, so too does our workforce. In celebration of Positive Ageing Week, Dee France examines our ageing workforce and how to promote age inclusivity in your organisation Statistics from the CSO’s 2022 Census revealed that the Irish population is growing in size and age. The proportion of the population aged 65 years or over has increased from 12 percent in 2012 to 15.1 percent in 2022. The census also showed an increase in Ireland’s population aged 45 or over and a decrease in those under 45. With an ageing population, life expectancy and the average retirement age rising, people stay in the workforce longer than previous generations. Now more than ever, workplaces are multigenerational, and barriers and opportunities for all come with that. Age diversity is often a topic that is overlooked in the ED&I space. Still, it is an equally crucial aspect, as it is common for older workers to face stereotyping in the workplace, mostly harmful and always unwarranted. In this digital era, many age-related mistruths surround older workers, such as their capability to embrace digital transformation, reluctance to adopt new processes and ways of working, or difficulty shifting to changes in company culture.   In Robert Walters’ 2022 Equality, Diversity and Inclusion report, the lack of progression opportunities for older workers becomes apparent. There was a clear disparity between younger and older generations regarding career progression. Thirty-eight percent of Baby Boomers (aged 57–72) had been offered a promotion at their current company compared with 57 percent of Gen Z (aged 18–26). According to the same survey, Baby Boomers’ main challenges when looking to progress their careers are a lack of opportunities, training and development, and resources or time to go above and beyond. Benefits of age diversity The importance and value of older employees in their workplace are seriously overlooked, and there are many business benefits to having a multigenerational workforce. Some potential benefits of age diversity in the workplace could: improve engagement, retention and motivation; enhance and diversify skill sets;  widen talent pool for recruitment;  improve companies’ reputation and brand by creating an inclusive business; and  provide meaningful and symbiotic mentorship opportunities. An ageing workforce isn’t a burden; it is an opportunity. With age comes a wealth of experience, and with skill and labour shortages currently in play, employers should not overlook older employees but focus instead on actively retaining and retraining. Promoting age inclusivity Embracing age inclusivity is not just a social matter; it is a business matter, too. As Ireland’s demographics evolve, businesses must adapt and embrace the potential an age-diverse workforce unlocks. Here are some methods that can help promote age inclusivity in the workplace: Implement an age-inclusive hiring process by framing and wording job adverts to eliminate bias; Develop programmes and initiatives explicitly aimed at attracting and retaining older workers, such as return to workforce programmes and phased retirement options; Invest in training and development to promote and encourage continuous professional development to ensure employees’ skills match the company’s evolving requirements and older workers don’t miss out on progression opportunities; Provide health and wellbeing support with a positive focus on issues about older cohorts, such as access to health services, menopause awareness and training, financial well-being and pension planning; and Improve flexible work arrangements, as changes in working arrangements can act as an effective retention policy. Dee France is the Wellbeing Lead at the Institute’s dedicated wellbeing hub, Thrive. Thrive offers a range of supports for members and students of Chartered Accountants Ireland at any time in their careers. For more information on the supports Thrive provides, visit https://www.charteredaccountants.ie/thrive-wellbeing-hub/thrive-wellbeing-home