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Wellbeing news

Overcoming Men’s Health Barriers

Celebrated each year during June, Men's Health Month brings awareness to the health issues all men face.  For 2023, the theme for Ireland will be 'The Picture of Health' and the call to men (and those who support) will be what does that look like to you? However, there are barriers that can get in the way of keeping our body and mind healthy, especially for men. It is important to recognise what prevents men from seeking help and support when it comes to their health. Here, the Thrive Wellbeing Hub explores these barriers and shares simple but effective steps to keeping healthy both physically and mentally. Knowledge & Awareness Although men are not a homogenous group, there are similarities when it comes to awareness and knowledge of health issues compared to females. Men are prone to engage in more unhealthy habits compared to females. Females have a higher life expectancy than males, males tend to have higher rates of obesity, a greater proportion of males smoke, and there is higher participation in binge drinking and drug use. Poor lifestyles are responsible for a large proportion of chronic diseases. The four main causes of death among males in Ireland are cancer, circulatory system diseases, respiratory system diseases, and external causes of injury and poisoning. It is suggested that men tend to be less informed about the risk factors, causation and symptoms of poor health and certain diseases. This lack of knowledge and awareness may prevent men from seeking help as they are simply unaware of the symptoms surrounding certain illnesses. Therefore, it is important for us to educate ourselves on the signs and symptoms of poor health. Perception As outlined above, men tend to adopt unhealthier behaviours and are at greater risk for all leading causes of death. However, men are less likely to consult or visit a health professional compared to women and perception is a significant barrier to males engaging in health-seeking behaviours. This is where the severity of a health concern is underestimated or brushed off as nothing serious. Late presentation to health services is a cause for concern and can lead to health issues worsening or becoming untreatable. It's important to take action as soon as you notice something isn't quite right. Stigma Gender roles and the construct of masculinity have been cited as a barrier to men looking after their health, especially when it comes to mental health. These views associated with masculinity can result in men being more reluctant to speak out on mental health issues or engage in help-seeking behaviour for fear of being seen as weak or not embodying the traditional and frankly outdated attributes of what is considered masculine. This stigma allows for men’s mental health needs to often fly under the radar. This is evident in the high suicide rates of males in Ireland. Of the 390 people who died by suicide in 2019, 300 of them were male. Thankfully, this ideology is shifting, and men’s attitudes and awareness of mental health are changing. Being honest and open with yourself about how you are feeling and communicating this to loved ones or a mental health professional is so important. Proactive Steps Men and those who support them have an active role to play in encouraging and supporting men to take small steps to be proactive in both their physical and mental health. Let’s challenge ourselves to take action and incorporate small changes to help improve our overall health: Eat well Exercise and spend time outdoors Reduce alcohol intake Know the signs of poor mental health, suicidal ideations, and other health conditions Schedule a medical, arrange a blood test and engage in screening services and programmes Talk and Listen – Confide in a loved one or someone impartial, ask if everything is okay, listen and help empower the men in our lives to take action If you are struggling with your mental or emotional wellbeing, Thrive can help you on your journey to better health. For wellbeing advice, contact the team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294.

Jun 08, 2023
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Pride 2023 - Overcoming prejudice and fear

As Pride celebrations kick off all over the world this month, Dee France, wellbeing lead at Thrive spoke to Accountancy Ireland on overcoming prejudice and fear and the importance of allyship in the workplace. Also featured are six members of BALANCE, the Institute’s LGBTQ+ Allies network group, who share their experiences and what employers can do to support true equality.  Dee France Thrive Wellbeing Hub Despite the great strides we have made in fostering more inclusive workplaces in recent years, many in the LGBTQ+ community continue to experience prejudice and fear, writes Dee France. One of the main realities we see among our younger members is that they find themselves forced back into the closet once they leave college and start working. When they do come out in the workplace, some have reported being subjected to unconscious bias characterised by microaggressions and subtle discriminations. Some report living in fear of being ridiculed or bullied while others report being sidelined from promotions or excluded from social events. Not feeling psychologically safe to express your authentic self in the workplace can create untold challenges for many in the LGBTQ+ community. Unsurprisingly, these challenges increase stress levels and anxiety, and impact greatly on self-esteem, productivity levels and engagement with working life. One of our recent Thrive Wellbeing cases who reached out for support, disclosed that they were “living a half-life” because they had to hide their true identity in the workplace. Allyship is the single most impactful active support both organisations and individuals can offer LGBTQ+ colleagues. Demonstrating and modelling inclusive behaviours from the top-down drives change and promotes increased tolerance. Visible leadership action around allyship can start with recognising Pride in the month of June. However, it is important to remember that allyship needs to be a day-to-day activity if you want to build trust among your employees. This will send a clear message to all that LGBTQ+ employees are seen, valued, and supported in the organisation all-year round. Or those in the LGBTQ+ community who are experiencing discriminations and difficulties at work, you are not alone. If you feel victimised, or discriminated against, you can share your experience with others. Reach out to your organisation’s HR team for guidance and support. If you are concerned about confidentiality, you can reach out to the Thrive Wellbeing Hub. Our expert team can offer listening support and can also refer you to a third-party counsellor if required. All our services are free and completely confidential.  Eimer Proctor Senior Manager When I first came out, Pride felt like a celebration and a safe space to be myself. Over the years, I’ve come to appreciate that this is not always possible, but I respect the path that has been forged by others to get us where we are today. During Pride 2023, I will remember those who lost their lives and stand in solidarity with my LGBTQ+ community around the world who still face persecution and continue to fight for their right to be who they are. It’s eight years since Ireland achieved marriage equality, and yet it was only in January 2020 that the law in Northern Ireland finally caught up. Given our current political situation in Northern Ireland, it’s unlikely that we will see any further advancements in LGBTQ+ rights and equality in the near future.  I find this very concerning given the rise in hate crimes, conversion therapy and anti-trans rhetoric in the media. It is up to everyone to help end discrimination for the LGBTQ+ community and promote equality.  There has been some great progress in recent years concerning diversity and inclusion in the workplace, but there is still work to be done to protect LGBTQ+ employees and at the heart of this is education.  Employers can introduce diversity and inclusion policies and practices, for example appoint diversity champions and work with employees to help them understand the appropriate language they should use in the workspace. Liaising with employees in the LGBTQ+ community and their allies is vital to understanding the obstacles the members of this community face every day. This, in turn, facilitates a greater understanding of how and why diversity and inclusion policies can directly impact business.  Those employees will, in time, become more comfortable to be themselves within their workplace, as they navigate the corporate world with the full support of their employer. Having these policies in place will also help to attract talented candidates, who will be carefully considering organisations with a strong commitment to diversity and inclusion.  Conor Hudson Finance Director It’s a general perception that Pride means ‘celebration’ and ‘party’. And, yes, this is a part of Pride – a platform to be yourself and express yourself, but still people are also joining Pride to ‘protest’ and it is important to remember that Pride started as a protest. Equality for LGBTQ+ colleagues in the workplace isn’t about sticking up a rainbow flag at the start of June.  Last year, in my organisation, a colleague and I launched an LGBTQ+ Employee Resource Group (ERG) with the intention of discussing Pride. While the initial reaction was positive, one response we received was, “We support LGBTQ+ rights; why do we still need to talk about Pride?” This remark justified why we needed an ERG – to increase visibility and offer a safe space to LGBTQ+ colleagues and colleagues with LGBTQ+ family. It is important for employees to feel part of an open and inclusive workplace from day one and allyship helps support this.  One of the actions we have taken to demonstrate visible allyship is to create MS Teams backgrounds and badges to highlight that this person identifies as an ally. We have found these a useful tool during recruitment and first introductions.  Allyship and open workplaces not only positively impact LGBTQ+ colleagues but can also support colleagues with LGBTQ+ friends and family.  Creating safe spaces for allies is equally important. They can’t be expected to know all the answers and they should be able to ask genuine questions without being judged. This culture not only creates open environments for LGBTQ+ colleagues, but also for other intersectional aspects of diversity. Hugo Slevin Head of Function Pride is a great day for us as an LGBTQ+ community, along with our allies, to come together and show unity, and strengthen through open visibility. It is always around this time of year that we start hearing the same question, “Why do we still have Pride?”, but I think it remains such an important day as shown by events over the past 12 months. First, we continue to witness attacks against our community members in ever-increasing numbers. Attacks across Europe are currently at a 10-year high and recent media coverage in Ireland has again brought this sharply into focus.  As a community, we should be able to feel safe in expressing and being who we are. Pride is very much our time to come together and have a platform to vocalise and display these concerns. We have also witnessed attempts to control the narrative on gay rights across the globe. Of significant concern has been what appears to be a regressing of rights in parts of the US, where this downward trend seems set to continue.  Even in Ireland, we have seen attacks on libraries and the cancelling of drag events in the last 12 months. Pride is the time of year during which our voices can be heard, and we stand against deliberate attempts to silence our community. Finally, Pride is fun! The streets of Dublin come alive – there is a real sense of occasion and happiness in the air. We get to walk the streets, dance and celebrate with our family, friends and co-workers. Jonathan Totterdell Major Programmes, Financial Services Pride in 2023 means a day of visibility and courage for both the progress we have made and the long path ahead for LGBTQ+ people around the world.  Recent events such as anti-LGBTQ+ Bills being passed in Florida and – closer to home, the rise of the far right and their anti-LGBTQ+ rhetoric – remind us that progress can be rolled back quickly, and it is imperative that those who live in relative safety can make some noise for those who can’t, without fear of repercussions. Over the past decade, I think we have seen some huge successes with gay marriage, a more open culture and a focus by corporates among Ireland to bring diversity, equity and inclusion (DE&I) to the C-suite. The financial services sector has been making really impressive strides. While there is a business case for DE&I, and many studies have shown that it leads to improved return on investment, I would like to see corporates in Ireland mature on this front, continue to grow their social consciousness, and see DE&I as a positive without the need to prove its financial return. Employers are expected to be ‘all in’ on DE&I in 2023, having the uncomfortable conversations that sometimes come with this topic, appointing champions and including DE&I as part of their leadership ethos. Inclusion is key on the DE&I agenda. You can have a diverse workforce, but without active inclusion, you will be missing a vital ingredient.  One thing I practice is to try to make sure everyone gets a chance to speak up at meetings and contribute ideas and viewpoints to decision-making. When people feel comfortable, they will be able to communicate their ideas more effectively.  Padraig Kilkenny Finance Manager For me, Pride is first and foremost a celebration. It is also an opportunity to reflect on the struggles for equality, not only in our own country, but for LGBTQ+ people across the world.  There is no doubt that Ireland has made considerable progress in terms of LGBTQ+ rights and fostering greater equality in recent years. Landmark victories such as the 2015 Marriage Equality Referendum and gender recognition legislation have increased visibility and acceptance across Irish society.  The Ireland of today reflects a society that embraces diversity and supports LGBTQ+ rights. This has never been more evident than at Chartered Accountants Ireland with initiatives such as the BALANCE network and, more generally, with its support for diversity and inclusivity initiatives. Personally, I am fortunate that I have never felt discriminated against in the workplace, but this is not to say that discrimination does not exist. What I have found helpful in my career is having LGBTQ+ representation at senior levels of the organisation and feeling that I have support from my colleagues and leadership.  I think this support can come in many forms from the highest levels where diversity and inclusion form part of the organisation’s strategy, values and by extension its culture, to more practical efforts, such as establishing and enforcing inclusive policies that protect LGBTQ+ employees from discrimination in areas like recruitment, promotion and benefits. Effective allyship is more than just having policies and strategies in place. It is about supporting and advocating for the rights, well-being and inclusion of LGBTQ+ employees.  Everyone should understand and challenge their own biases through education and listen to LGBTQ+ colleagues, valuing their experiences, and amplifying their voices and perspectives in discussions and decision-making processes.  Pride is a great marker in the calendar for employers to stop and reflect where they are on this journey to foster and support real equality across the board. Áine Crotty Audit and Outsourcing Manager As a leader of a team in my workplace, I believe in the power of people and the true potential that is inside each and every one of my colleagues regardless of their gender, age, sexual orientation, etc.  Therefore, being an ally to my LGBTQ+ colleagues is important to me because it supports them in reaching their full potential.  Non-LGBTQ+ professionals need to be aware of their actions and any potential bias they might have – without the awareness, there cannot be any action or change.  I would recommend attending events such as those organised by BALANCE so you can become aware of the issues your LGBTQ+ colleagues are facing.  There are also some fantastic resources and training out there about unconscious bias that will enable you to change the language you use or how you perceive and treat your colleagues.  After awareness comes accountability. As a non-LGBTQ+ professional, hold yourself accountable to making your work environment a more inclusive place for your colleagues. Make a commitment to yourself and others to change how you act with your LGBTQ+ colleagues for the better. Become an ally and be open and proud of that fact. Letting your colleagues know that you are an ally, and that you fully support them, can make them feel more comfortable in the workplace and allow them to speak more freely about any issues or discrimination they might be facing. It is widely known and accepted that culture comes from the tone at the top. Leaders, whether it be partners or senior executive management team members, need to bring DE&I to the forefront of their agenda. They need to live and breathe what they believe in and what they are trying to achieve for their employees. They need to lead by example and visibly demonstrate their belief in equality for all.

Jun 06, 2023
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Struggling to Switch off?

Many of us will be planning some all-important time off in the coming months. However, with the lines between work and home now blurred, it can be difficult to switch off completely and enjoy a few days of well-deserved rest. Switching off and taking some time out for relaxation is important for our health and wellbeing so we can recuperate and step back from the day-to-day responsibilities that preoccupy our mind. If you are struggling to switch off, here are some simple and easy ways you can learn to relax, reset and appreciate a rest period guilt-free. Benefits of Downtime Downtime is an opportunity to take a proper break away from the stressors and pressures we experience, if you are still struggling to switch off think of the benefits some R&R will bring. Switching off is essential for your personal wellbeing and can prevent burnout. It will leave you happier, rejuvenated, and revitalised, ready to hit the ground running on your return. Time out can even make us more productive and more focused. One American study found that employees are 40% more productive after time off. Out of Office Before heading off, delegate some of your usual duties and tasks to work colleagues. This might require a 1:1 handover or a quick email to the team. Mentally, a status update to colleagues can give a sense of closing out and a feeling of peace that your work is being looked after while away. Set up an appropriate Out of Office message with clear boundaries for your time off. We have all seen the generic OOO emails but sharing a meaningful piece of information, such as where you are going or how you will be spending your time off, can make that automatic reply feel more personable and a conversation starter for when you speak to that person next. Colleagues might even be inclined not to send you an email until you are back at your desk. Establish a point of contact that can field queries and respond to emails in your absence. Some email providers even offer an option to automatically forward emails to others. Literally Switch off and Unplug In this always-on culture, we carry the office around with us and many of us will have work on our phones. While removing it completely might not be possible, consider turning off push notifications for your apps and free yourself from distractions. With pings from teams, emails and other communications, there can be an urge to check on them as soon as they come in eating into your time off and delaying relaxation mode. If you have a designated work phone, turn it off and put it away or if that feels too much, simply turn on the do-not-disturb setting and set aside a few minutes at the start or end of the day to briefly browse through it. Our home space has turned into our workplace. If your work/study station is in a main part the house, if possible, hide away all related equipment for a few days.  The visual reminder of your to do list can make it difficult to completely relax and unwind. Live in the Moment Be present and make the most of your rest days - guilt free! Plan some activities you enjoy, this can help distract you from thinking about the responsibilities you may need time away from. It can also help keep those stress levels down. Before you know it, you will be back at it, so enjoy and appreciate the time you have off. If you are struggling to maintain good wellbeing, Thrive provides a holistic selection of services that can help you get back on track. For more on our services, visit our how we help page. 

Jun 01, 2023
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Boost your productivity when revising

Revising for exams may not be the most favourite thing on your ‘to do’ list, but it’s crucial for helping make sure you get your qualifications under your belt.  You’ll no doubt remember from your school days that we all learn differently. Some people instantly grasp things or need to re-read information before it sinks in. While others are more visual or practical learners. Some are even fortunate enough to only have to read or be told about something once before grasping it right away.  Revision is a necessity for avoiding exam failure, but when you’ve got multiple things to factor in at the same, such as, work and a family, it can be difficult to find the time to do it. To help you overcome this common challenge, here are 8 best practice tips for maximising your productivity when revising.  Best practice tips for getting your revision done more efficiently  Start with reflection   Once an exam’s over and you’ve got your results, it’s natural for you to immediately want to forget about it, especially if you’ve passed. But before you put the exam and all of your learnings to the back of your brain, take the time to reflect on your performance. If you have more exams to take, analysing your previous exams can help shape how well you do going forward. For instance, you may want to ask yourself, ‘what aspects did I do well in? Where did I struggle? Did I have any information gaps? It’s an incredibly valuable exercise you can do in just a matter of minutes.  Plan your time As obvious as it may sound, good time planning is central to making sure you revise everything you want and need to revise for your exam.  Think about how much time you realistically have to dedicate to revising between now and your exam. Be strict with yourself too, schedule out actual chunks of time, not a few minutes here and there, and make sure you stick to them. Another obvious point - the sooner you start your revision, the more likely you are to complete it in time with minimal stress.  Recap on your revision Repeatedly recapping what you’ve learnt is essential when it comes revising. It not only applies to past exam performance, but it should also be built into all of your revision sessions.  At the end of each revision session, close your book or laptop, and then get a piece of paper and pen and draw out two columns. Use them to identify:   what you know.  what you’re not sure of/need to concentrate on.  Be realistic Cramming in too much revision within unrealistic timescales will only make you feel extremely stressed. It will also lead to you not completing all of your revision in time.  The key to productive revision is fully understanding the scale of the task ahead of you. While you’re following the pointers in tip number 2, also consider how many topics you have to learn and then break the information down into manageable sections. From that point, you should then be able to calculate how much you’ve got to revise against how many days/hours you’ve given yourself to do it.  Consider your environment  You may revise best when you’re in complete silence or you may find listening to calming music or tuning into Lo-Fi white noise, which can help support your state of flow, gets you in the revision zone.  When it comes to your revision surroundings, having a clutter-free space and a door you can close behind you to shut out wider noise and distractions, is really important too. You may find looking out of a window or at a wall helps you focus. Or you may revise better when sat at a desk or on a sofa. What’s happening around you can really influence your revision, so make sure you give it some thought.  Summarise your learnings A really effective way of getting something to sink in is by saying it out loud and then writing it down. Summarise the information into half a page of writing, then keep going over it. Once you think you’ve retained it, reduce it down even further by writing in on something smaller, such as a flash card. Once you’ve nailed the flash card, then condense your learnings down to sticky notes and dot them around your house or revision space for useful revision prompts.  Test yourself The entire revision process involves testing yourself; your memory in particular. When you’re at the stage where you’ve revised all of your topics and have streamlined them down into smaller prompts that you can easily recall, that’s the time to start testing yourself. When you’re doing this, don’t look at your books or notes (as much as you’d like to). While it may be frustrating to still not remember certain things, testing yourself will immediately show you what you know and what you need to spend more time learning.  Practice to perfection When you’re at the stage where you feel your revision is complete, make sure you can apply your knowledge to what you’re inevitable going to be asked.  You can easily do this by completing past papers and answering practice questions. While you won’t be asked these questions in your exam, you’ll no doubt have to focus on the same or similar topics. And if you’ve identified what those topics are, then you should hopefully be able to confidently answer your new exam questions.  There is no one-size-fits-all approach to revising, but there are plenty of tactics you can follow, like those listed above, to help perfect how well you do on exam day.   Thrive has a wealth of resources available to students, for more on exam preparation check out out recent webinar 'Exam preparation and your wellbeing'  Article reproduced with the kind permission of CABA, the organisation providing lifelong support to ICAEW members, ACA students and their close family around the world.

May 30, 2023
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Understanding Anxiety

We all experience anxiety at times, after all, it is a normal and natural response to stressful and dangerous situations. It is our body’s way of keeping us safe and has been critical to our survival as a species. It can focus our attention, helps us react, and even improve our performance in certain situations. Anxiety is described as uncomfortable feelings of nervousness, worry, uneasiness and tension. A healthy amount of anxiety is perfectly ok and expected but what happens when it builds up and becomes difficult to manage? Signs of Anxiety Anxiety is a common state, it is estimated that one in nine people will experience anxiety in their lifetime. Anxiety affects people in different ways, but it has physical, emotional, and behavioural effects and signs. Signs of anxiety include: Being on edge, restless or irritable, feeling a sense of dread Difficulty concentrating or making decisions Repeatedly checking things or seeking assurance from others Avoiding situations or putting off doing things Change in eating habits – increased or decreased appetite, craving junk food Dizziness or trembling Sweating Racing heart Shortness of breath Physical aches or pain – headaches, stomach problems and nausea, diarrhoea, muscle tension or pain, jaw clenching Sleep problems – disturbed sleep, tiredness, nightmare, teeth-grinding Pins and needles A dry mouth Types of Anxiety There are several kinds of anxiety that can affect individuals and have varying symptoms and triggers. Here are the most common types of anxiety: Generalised Anxiety Disorder is the most common type of anxiety where sufferers feel constantly and excessively anxious about a wide range of situations and issues. Social Anxiety is characterized by an intense feeling of anxiety and self-consciousness in everyday social situations. Severe forms can cause a person to experience symptoms almost anytime they are around other people. Panic Disorder is an anxiety which causes regular panic attacks with no particular triggers. It is bouts of intense fear that are often accompanied by physical symptoms such as chest pain, racing hear, shortness of breath, or dizziness. Obsessive Compulsive Disorder (OCD) is repeated unwelcome thoughts and/or a compulsion to carry out repetitive behaviours that can be difficult to ignore. Post-Traumatic Stress Disorder (PTSD) is an anxiety that is triggered by very stressful, frightening or distressing events. PTSD sufferers often relive these traumatic events through nightmares and flashbacks, and may experience feelings of isolation, irritability and guilt. Tips to help with anxiety The causes and kinds of anxiety are complex. Anxiety requires treatment such as psychotherapy in the form of talking therapy, cognitive behavioural therapy (CBT) and/or exposure and response prevention (ERP) or in the short-term, anti-anxiety medication. However, there are many things you can do to help you learn how to manage feelings of anxiety. Keep a mood diary- Check in with yourself on daily basis and take note of how you are feeling at different times, rating how anxious you are feeling on a scale of 1-10. List what you are feeling anxious about and if there are things you can do to ease those feelings. Make time- If you are feeling particularly anxious, set aside some ‘worry time’ to go through your worries. When that time is up, consciously focus your thoughts on other things. Challenge unhelpful thoughts- Our thought patterns can exacerbate our feelings of anxiety and lead to negative and unhelpful thoughts. Challenge these thoughts and do not accept them as fact. Ask yourself: Is there evidence that confirms your thoughts Is there another way to look at it If you were to think positively about the situation, how would you view it Talk about your feelings - Telling someone about how you are feeling can help make things clearer for you. Relaxation techniques – Breathing and mindfulness exercise help keep you in the present moment and help your mind and body take control of a situation. Lifestyle factors- Eating healthy, regular exercise and getting plenty of sleep can improve your mental and physical wellbeing and burn off anxious energy. If anxiety is affecting you or someone you love, the Thrive Wellbeing Hub is here to offer advice, information and support on anxiety and for those who need it, we can arrange professional counselling. You can contact the Thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294.

May 15, 2023
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Slow Down: The cost of being constantly busy

When someone asks you “How’s everything going?” is your default instinctive answer “Yeah… busy!” but then you might quickly realise that’s not the perfect answer so you qualify it better by saying “Oh but it’s good busy!”. Is this you? It’s true we’re busy these days as we have an infinite amount of choices to help us occupy our time. There’s no shortage of things to do, people to see or work to be done. But is there a cost to constantly having all our time filled up, even if it is “good busy”? Well it shouldn’t be any surprise to you when I say that there is. Being busy requires the constant activation of our fight-flight (stress) system, even when it is poised at low levels as we expend daily physical, mental, cognitive and emotional energy. Think of sitting stationary in your car with the engine steadily running all day, ready to kick into gear and drive off at a moments notice. But, leaving your engine running for too long can create some issues. Not only does it consume fuel and empty the tank, it also drains the battery, especially if you’ve also got the radio turned up, heat blowing and the lights on. Another serious problem is that the engine can overheat.  I hope you get my metaphor. Even while we sit still at our desks we are consuming fuel (what we’ve eaten) and gaining fatigue (draining our battery), but by being switched-on all the time we’re also stimulating a barely detectable level of low-grade inflammation throughout the entire body. Unlike a high stress event that flames like a bonfire for a few days or weeks, the chronic build-up of this low-grade inflammation from being constantly busy (i.e. work, home, family, friends, community) acts like lava in a volcano, bubbling its way slowly to the surface over several months and years and is now what is strongly linked to being a major cause of many of the serious non-infectious diseases associated with ageing. So how do we prevent the volcanic eruption that could be ahead of us when we get older? Apart from eating well, being more active (sitting less & moving more), spending more time in nature, sleeping routinely and lovingly attending to our most important relationships, we perhaps need to pay more attention to our diaries and our bodies to gain a better balance between stress & recovery (context: recovery during your wakeful hours). By doing this, you may learn how to detect stress better and become even more balanced & resilient! One of the best ways to do this is through silence & stillness. The key thing is that the practice is intentional and you (want to) commit time towards it. You can also learn how to body scan where you “check in” with yourself by noticing your breathing, heart rate and muscle tension. You could also listen to your gut instincts. Or you could follow a guided meditation or mindfulness practice through popular apps such as Headspace or Calm.  Ok, so this week’s challenge is all about deliberately slowing down. Aim to have 2 minutes of silence & stillness twice (x2) a day for the next 7 days. Schedule the time into your diary. If you can, see if you can extend that 2 minutes and maybe try 5 minutes instead, or give yourself a challenge and try a full 10 minutes. Thoughts will come and go and that’s absolutely normal and fine. Just let them, but take notice and be curious. Pay special attention to your feelings and the senses you discover throughout your body. Consider your busy schedule and what needs to be reduced. Enjoy switching the engine off for a few moments twice a day and enjoy the anti-inflammatory benefits of the “rest-digest” system, helping to keep that lava at bay. Article written by Health and Performance coach Dr. Jonny Bloomfield.  Jonny joined Thrive and the Young Professionals at a recent webinar on work/life balance, check out the How to Create a Better Work/Life Balance webinar on YouTube.  Jonny is a Health & Performance Coach specialising in stress, sleep, exercise & nutrition. He has a PhD in Sport Science and worked as the Sports Scientist for England Rugby, as a Physical Performance Consultant in the English Premier League and on Tour with Darren Clarke. Jonny is a qualified Executive Coach and provides Keynotes and Coaching for Organisations to help improve health, wellbeing and performance.

May 04, 2023
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Want that dream job? Boost your confidence first

Confidence when interviewing can be a challenge, especially if you are nervous or unsure of yourself, but with the right preparation and mindset, anyone can ace an interview, says Donal Whelan, Managing Director of Lincoln Recruitment Are you in the middle of a job search, preparing for an interview or going for a promotion? Can you identify a common factor that applies to all three?  The presence of confidence  As recruiters, we meet a variety of candidates every day, and while the majority of them have serious potential, something that is not as common among them is the presence of confidence.  Confidence, believe it or not, is a mindset, and something that we can hone in preparation for our job search. Below are some simple ways to communicate confidence during your search, which may make all the difference in you securing that dream role. Fake it until you make it This is an oldie but a goodie!  Very few people wake up each and every day feeling ready to take on the world, but everyone has the ability to act like they are to some degree.  Think about somebody in your office who you would consider as confident. How do they act and carry themselves?  Take note of their behaviours and mannerisms, and try to emulate them while in interviews, the first day of work and while networking. You also have the added bonus of feeling more confident because you are acting confident. That confidence will rub off on the people around you.  Fail to prepare, prepare to fail Unsurprisingly, if you are unprepared for an interview, you will come across as nervous – that’s a given. There is nothing worse than fumbling over your words and being at a loss for basic information because your nerves have gotten to you.  Virtual interviews, the most common type of interview these days, makes it much easier for you to have access to your notes and interview prep docs.  Keep a list of your skills, achievements, projects, software used, courses completed, etc. at your disposal for reference during the interview, and make sure your notes are targeted to the role and interview at hand. Dress the part You want to be taken seriously in your job search and sometimes that means dressing in more corporate attire. Likewise, sometimes that isn’t necessary at all! It depends on the organisation to which you are applying.  Take into account the role and the type of company you’re looking to get into and dress how you think fits the company culture and dress code.  If you feel comfortable in your appearance, this will shine through during the interview. Take constructive criticism kindly Whether it’s a recruiter or a hiring manager you’re dealing with during your job search, chances are they’ll say something about you or your CV that you may not agree with.  If you take constructive criticism as a personal insult rather than well-meaning advice, it will result in a dip in confidence.  However, if you take constructive feedback as a learning opportunity and avoid becoming disheartened, you will feel better equipped for future interview processes.  The more knowledge you have about what appeals to employers, the more confident you will feel going into your interviews, and the better chance you have of snagging your dream job.   

May 03, 2023
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Handling exam stress and anxiety

With exam season kicking off this month, it can be an extremely overwhelming and pressured time for students. Dee France, Thrive’s Wellbeing Lead, shares her advice on handling exam stress and anxiety  It is a perfectly normal experience to feel worried and stressed when faced with impending exams or any type of performance situation.  A healthy and ordinary amount of stress can even be good for you, giving you the motivation to push through and keep you focused. However, when worry, self-doubt, fear of failure and the pressure to perform well become too intense, they can interfere negatively with exam preparation and performance.  As feelings of stress push past optimal levels, it can have a devastating effect on our concentration, and our ability to learn, remember and demonstrate what we know.  Causes of exam anxiety  To effectively manage anxiety, it is important to understand why you are feeling this way. There are many variables that may contribute to and relate to these feelings:  Past experience with exams;  Poor preparation, inexperience undergoing exams and unfamiliarity with exam and study techniques;  Poor self-care, such as bad sleep habits, unhealthy eating, lack of exercise and limited relaxation time; Intrusive and unhelpful thinking patterns such as saying to yourself, “I can’t do this” or “I’m going to fail”;  Strong sense of failure; or  Extreme pressure to achieve placed on you by yourself or others. Tips for handling exam anxiety  How you spend your time leading up to your exams can have a huge knock-on effect on your anxiety and stress levels.  Routine  Essential to managing anxiety and stress when faced with exams is creating a study routine early in the year as opposed to haphazardly cramming a year’s worth of learning into a few days.  Design a study schedule and map out how you will spend your days.  Schedule your study time in short, succinct time blocks with a 10-minute break for every hour.  It is important to have a hard stop each evening to allow some time to unwind, and block out a day each week that is revision free. By carving out a comprehensive and realistic schedule, you will focus better, feel in control and be less likely to procrastinate.  Being prepared will help you feel more relaxed and confident and goes a long way to easing stress levels and keeping your nerves in check. Mind and body  When we are busy, other parts of our life can be easily neglected, and we can forget to take care of ourselves.  When it comes to managing anxiety and stress, nourishing your mind and body should not be underestimated.  It is important not to push yourself too hard or overlook your needs.  Regular exercise, eating well and sleeping properly are some of the most effective stress relievers at our disposal and are essential for being at our best physically, mentally and emotionally.  Incorporating fundamental self-care practices into your study routine can ease the pressure of trying to balance your time with other vital activities. Relax  To relieve symptoms of anxiety and stress, practise deep breathing or other relaxation techniques such as progressive muscle relaxation or yoga to help calm the body, alter the body’s response to anxiety and release tension.  In general, relaxation techniques are about refocusing your attention and increasing awareness in the body. It is a good idea to engage in these activities when you are relaxed and practise regularly to reap the benefits.  Ask for help  If you are overwhelmed by upcoming exams, you might find it helpful to share how you are feeling.  At Thrive, we witness a spike in students contacting our services at this time of year regarding exam stress and anxiety, which is one of the most common concerns students are dealing with.  Thrive is the Institute’s dedicated well-being hub, which is freely accessible to all students.  The hub provides a wide range of services tailored to our students' well-being, such as wellness coaching and professional counselling. All services are delivered in complete confidence and are available at any stage of your journey with the Institute.  For more advice or information, check out Thrive’s dedicated wellbeing hub.  Alternatively, you can contact the Wellbeing team by email at: thrive@charteredaccountants.ie or phone: (+353) 86 0243294

May 03, 2023
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Why workplace wellbeing matters

On the last Friday in April, Ireland sees National Workplace Wellbeing Day take place. The purpose of National Workplace Wellbeing Day is to raise awareness of the importance of wellbeing in the workplace at a national level, to educate all stakeholders and help employers evolve and excel in their wellbeing strategies. But what is workplace wellbeing?  Generally speaking, it means promoting wellbeing at work and empowering staff with the knowledge and tools to be proactive in boosting and protecting their own wellbeing. Corporate wellbeing programmes are becoming more and more popular. Once seen as an added perk for employees, they are now becoming an integral part of the business agenda. However, new research from University College Cork (UCC) and Munster Technological University (MTU) found that while 76% of the employers said they see employee mental health and wellbeing as their responsibility, a whopping 80% are not investing in workplace mental health. No matter where employees are situated, how small or large a firm it is, it’s important to foster a culture of good wellbeing to positively influence both employees and the company. Fostering a culture that places importance on employees mental health and wellbeing can help prevent work induced stress and create a positive and healthy work environment where employees and the company can thrive. On average, we spend a third of our adult life at work. That is a significant amount of time and how we feel about work has a big impact on our day, life, home, and on our general happiness. Another study carried out by HR Buddy found that 9 in 10 workers feel their work negatively impacts their mental health & wellbeing.  Mental health related illnesses are one of the most common reasons for long-term absence, and it is estimated 1 in 5 employees have missed work due to stress, anxiety or depression.  Employee stress and ill mental health can directly impact levels of absenteeism, presenteeism and reduced performance - all at a high cost for employers and adversely affects business performance. As a result, implementing wellbeing initiatives and strategies should be seen as a key business driver. Businesses have a duty of care to employees both physically and psychologically and employers hold a responsibility for the wellbeing of their staff. There is a wealth of evidence that points to a positive correlation between workplace wellbeing and improved business KPI’s. Fostering a culture of good wellbeing not only produces a happier workforce, the benefits to the company are just as happy: Improvement in staff productivity and engagement Can help with staff retention Increase in employee morale Reduction in absenteeism Stronger employer brand and reputation A resilient workforce Increased profits A recent global wellbeing survey by Aon points to these positive outcomes. The survey showed that companies that improve employee wellbeing by 4% see a 1% increase in company profits and a 1% decrease in employee turnover. In recent times, our collective interest in health and wellbeing has expanded and the role and value of workplace wellbeing is recognised more than ever. The new era in our working lives has proven how fundamental employee wellbeing is to company resilience and creating a healthy workplace is something employers are becoming much more aware of. National Workplace Wellbeing Day is a great starting point and opportunity for organisations looking to promote the wellbeing of employees.   Evidence suggests there is a holistic and cyclical effect of promoting wellbeing in the workplace both for employers and employees. Therefore, companies should take the steps to support employees and demonstrate their commitment to promoting positive mental health. Like most workplace initiatives in order for it to be successful, leadership buy-in is essential. This obstacle has been cited as one of the biggest barriers to implementing workplace wellbeing strategies. By linking employee wellbeing with success metrics, increased business performance and clearly demonstrating how it will positively impact all aspects of the business is a sure way to ensure clear, consistent and visible support from the top down.   There is a plethora of ways how a culture of workplace wellbeing can be embedded into an organisation through internal policies and offerings. The most popular strategy is an employee assistance programme, however there is a wealth of additional supports employers can put in place. For example, some organisations run employee wellbeing events such as mindfulness or exercise classes, a no meetings Fridays’ policy, provide mental health training for managers and employees to identify signs of mental stress, offer flexible working arrangements, promote a culture that fosters a healthy work-life balance, and raise awareness of mental health challenges within the workplace. If you would like more advice or assistance on wellbeing whether an employee or an employer, the Thrive Wellbeing Hub provides counselling, wellbeing coaching, information, advice and lots more to all members of the Institute.  You can contact the Thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294.

Apr 26, 2023
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What is emotional intelligence?

The term emotional intelligence is something we hear a lot of these days and has become a buzzword of sorts in the wellness space. However, it is a critical skill and its importance on our wellbeing, work performance and interpersonal relationships shouldn't be underestimated. Emotional intelligence is defined as the ability to identify and regulate one's emotions and understand the emotions of others. Here, we look at emotional intelligence, its impacts, and how to develop and improve it. Characteristics of emotional intelligence Essentially, emotional intelligence is being aware of our emotions, how they drive behaviour and impact ourselves and others (negatively and positively). Some experts even believe that it is more important in determining life success than IQ. There are certain traits and key signs associated with emotional intelligence. Some include: An ability to identify and describe how you and other people are feeling Self-confidence and acceptance Being able to accept and let go of mistakes and move on quickly Acceptance and embracing of change Feelings of empathy and concern for others Being sensitive and astute to others’ feelings and emotions Being able to manage emotions in difficult situations or within conflict The 5 elements of emotional intelligence According to psychologist Daniel Goleman, who popularised the concept, there are five components to emotional intelligence. Self-awareness Self-awareness is considered the core foundation of emotional intelligence. Strong self-awareness is recognising and understanding your emotions, knowing why you are feeling a certain way and acknowledging their impact on you and others. It is also about knowing your strengths and weaknesses, what your values are and having a strong moral compass. Self-awareness is a key skill in managing our wellbeing too, it helps with decision-making and helps you instinctively make the right choices for you. Conversely, it is suggested those with lower EI exhibit uncontrolled and misunderstood emotions which can heighten their susceptibility to a host of mental health concerns such as stress, anxiety, and depression. Self-regulation Once you have an awareness over your emotions, the next step is being able to manage and regulate your emotions – particularly the negative ones. This is not to be misconstrued as bottling up or hiding your true feelings. Self-regulation is about expressing yourself appropriately. It is one’s ability not to act impulsively or hastily based on emotions, steady self-regulation allows us to reduce how intense our emotions and reactions are. Motivation The next element is the ability to motivate, not only yourself but others too. Motivation is the drive to improve ourselves, set standards and expectations for ourselves and our desire to achieve. This type of motivation goes beyond external rewards though, it is based on a desire to fulfill inner needs and goals. In a work setting, those who are highly motivated tend to be action-oriented, always looking for ways to do things betters, are very committed, and like to take the initiative. Empathy Being empathetic is another key foundation of good emotional intelligence. An important interpersonal skill, empathy is having an understanding of others’ thoughts, feelings and emotions and respecting their point of view. Empathy for others can help foster stronger relationships and is especially vital in the workplace as it is integral to understanding workplace dynamics, influences and how different situations can be interpreted. It can also guide the interactions we have with different people we encounter daily. Social Skills The final element in the emotional intelligence concept is social skills, which is the ability to properly manage others’ emotions, and the ability to connect, interact, influence and work with a range of people effectively. Having strong social skills allows people to build strong and meaningful relationships. In work settings, people can benefit from effective social skills as it allows us to develop strong rapport and trust. In emotional intelligence, social skills include active listening, verbal communication skill, non-verbal communication skills, leadership and persuasiveness. Take a look at our Communicating with impact webinar to learn more about building these key communication skills. Developing our emotional intelligence Emotional intelligence infiltrates all aspects of our lives and is essential for understanding ourselves as well as how successful we are in navigating our social world. Research has found being emotionally intelligent is associated with professional success, financial security, fulfilling and meaningful relationships, increased life satisfaction as well as better overall physical and mental health. While some tend to be more naturally adept, the good news is that these skills can be learned, developed, and strengthen over time. Here are some ways you can strengthen your emotional intelligence. Know yourself – Practice and develop your own self-awareness by becoming more in tune with your emotions and your emotional reactions and responses. Knowing what and how you are feeling can help you identify and process your emotions and strengthen your ability to communicate them in a healthy way. To strengthen your awareness, make a note of when you are experiencing strong feelings, what made you feel that way, and if there were any adverse reactions to those feelings. Communicate and listen – Strong communication skills are essential for developing emotional intelligence and crucial for building strong relationships. Work on communicating openly and be willing to share your own feelings. People communicate verbally and non-verbally, so it is helpful to actively listen and observe reactions.  Active listening involves listening with all senses and paying full attention to the speaker. To develop this skill try nodding along, asking questions or repeating points they have made to show you are listening and understand what the speaker is saying. Empathy – Be mindful of how others may be feeling. While you may not feel that way or have a differing stance in a situation, being empathic means you can imagine yourself in someone else’s position and can acknowledge how and why they may be feeling a certain way. To build empathy, take the other person’s feelings into consideration in a way that is respectful and comforting to the other person. The Thrive Wellbeing Hub provides free practical and emotional support to members, students and family members. We offer a confidential space for you to talk, whether you need a listening ear, wellbeing advice or professional counselling, we are here for you. You can contact the thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294

Mar 22, 2023
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The power of connection

Investing time and effort in networking can help young professionals to develop important relationships and progress faster in their careers. Sonya Boyce explains why Networking is defined, broadly speaking, as: “the action or process of interacting with others to exchange information and develop professional or social contacts”.  When we think of networking as a transactional, one-sided, and artificial relationship, however, it can make us feel slightly uncomfortable about the concept, as though we are somehow using someone for our own professional gain.  Through our work with clients at Mazars and our own experience, we can see that post-COVID-19, working habits have reinforced artificial or contrived perceptions of networking.  Many employees have lost the appetite to network effectively and it can be difficult to mobilise people to re-engage with their existing network and forge new connections in-person.   Just as those connections become even more important in a physically disconnected professional environment, it is key that people invest now in re-establishing and developing their networks in a meaningful way.  Unlocking your network effectively in a post-COVID-19 world could be the key to deeper engagement with colleagues, faster career development and more enjoyable working environments and relationships.  Benefits of networking A strong professional network can be a powerful asset in your career development, playing a critical role in progression, professional opportunities, and making work more enjoyable. Building a network is about relationships with colleagues, bosses, friends, industry colleagues or connections.  Your network isn’t just the relationships you have nurtured over time with friends and colleagues. It also includes more distant relationships and connections with thought leaders, business leaders, and “infrequent contacts”, such as casual acquaintances, and people you have met at conferences.  While not necessarily as close, these connections can be an invaluable part of your network and often possess information or links that can grow your reach and opportunity to learn.  This network, of both close and looser ties, developed over the course of your career, can support greater job mobility, while also being beneficial for employment opportunities, career progression and rewards. Top networking tips Developing a network or networking is not simply about attending conferences and events to “sell” yourself professionally.  Growing a network is about relationship building, developing trust and engaging with the needs and interests of the people you meet and connect with.  To help you enhance this network, especially if you find the process intimidating, here are some useful ideas to consider:  Networking as learning Developing a network is not about gaining connections immediately. Like any relationship, it takes time to develop trust and understanding. Therefore, considering networking as a learning exercise in which we engage is important. Understanding people’s “currencies” Different people are motivated and engaged in different ways. Allan R. Cohen and David L. Bradford, the organisation psychologists known for their work about the power of influencing, wrote extensively on understanding people’s currencies, in order to be able to influence others without authority. Their work identified five primary currencies:  Tasks Position Inspiration Relationship  Personal These five “currencies” can help us identify areas for potential collaboration with other people, develop our networks, and deepen our relationships with others. Networking to get ahead Building your network is just as much about those outside your organisation as it is about your colleagues inside the organisation. One Cornell University study on networking found a correlation between a person’s ability to engage with internal network and their professional opportunities.  In the study, lawyers whose personal views of networking were positive ended with more billable hours and greater choice over the projects they wished to work on, than their colleagues who were less inclined to network.  In essence, those who engage colleagues, make connections and put themselves forward—i.e., those willing and able to develop their personal networks—were more successful in their careers.  Overcoming your fear There is a great opportunity for employers to support and encourage employees to network.  Julia Hobsbawm, author of The Nowhere Office, has, for example, promoted the idea of a Chief Networks Officer (CNO) as a means for organisations to put focus and energy into ensuring that employees are getting the most value out of their connections. Hobsbawm says: “Really, the office is going to be good for two things—social networks and learning. Because people have been out of the office, the last thing you want  to do is to send them to a conference.” Putting networks, and networking, at the C-Suite level would send a clear message to employees and customers alike about the importance of relationships, consistent engagement, chance encounters and stretch projects or developmental opportunities that come from our direct and indirect network.  Sonya Boyce is HR and Organisational Development Consulting Director with Mazars in Ireland You can read this article and more about your career in accountancy in the Accountancy Ireland Career Guide 2023.

Mar 20, 2023
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The power of personal branding

Your personal brand is a definer of success in your career and the most visible marker of you and what you stand for. Veronica Canning explains why My definition of a personal brand is, “what people say about you when you leave the room”. It’s not what you say it is. It’s what others say it is—what others say about you. You know what I mean. Usually, the description is short, pointed and deadly accurate. Irish people are good with words, and there’s none better when putting someone down. So, your personal brand is not what you say it is. It’s what others say it is. It is also a definer of success in your career as it is the most visible marker of you and what you stand for and, as such, it offers you the chance to take control of what people say about you in a corporate setting.  It can give you a distinct advantage in having an active input into building your career. Listen well the next time you hear the side comments after a meeting, especially when someone has been upset.  How many times have you sat in a room and heard someone being written off with one sentence, or heard someone else being damned with faint praise? Whether or not you believe you have a brand, such comments constitute it.  Think of the most memorable descriptions that you have heard. Remember that a similar comment could be attached to you. Often admiration is expressed in few words, like: ‘rising star’, ‘jet-propelled’, ‘one to watch’, ‘born gentleman’, or ‘straight as a die’. Everyone has a personal brand. It’s not something you can opt out of. It is inevitable, but the good news is that you can control whether yours is ‘purposeful’ or ‘accidental’.  A crucial point is that what your brand looks and feels like is up to you! I believe that when you take control of all aspects of your personal brand, you craft a purposeful one that is authentic and is an integral part of your career plan.  In addition, a purposeful brand is considerably more likely to be a positive one, as you will see as you read on. I often say this to audiences when speaking at conferences, and I see the odd sceptical face, but when I ask them if their personal brand is accidental or purposeful, the scepticism disappears.  They move to questioning which kind of personal brand they have. It is an enlightening moment when you realise that every day people are interacting with you and judging you by your appearance, accent, behaviours, moods and by your impact on them.  If you are unaware of this and just do and say what you want, as you want, without reference to those around you, you definitely do not have a purposeful personal brand. Exploring your personal brand begins with these four hard-core truths: 1. You are at the centre of your personal brand The number one truth is that you are at the centre of your personal brand. It is built on you and your values, it emanates from you, it is played out by your behaviours.  For it to succeed and contribute to your development it must be authentic. You may think you can fake it like the person who asks everyone how they are and wants to look like they care, but then rosters them on long hours, or ignores requests to take leave for important occasions like weddings and funerals.  They fake that they are good people managers and care about their staff, but their deeds show that all they care about is results. You may be good at faking it, but believe me, others will eventually see the real you.  The inconsistency between the two is surprisingly visible to observers. It is often given away in subliminal ways and expressed as a feeling or intuition.  There is a dissonance, and observers catch it. Someone will express a fear that the person “is not all they seem to be”, or “there is something off about that person” and the result is an accidental brand, not a purposeful one. 2. You are in charge of your personal brand You create your brand daily, and you are responsible for it. Every action you take further defines it. It is vital that you realise that it is not an optional extra that you may get to later, when you are happy, wealthy and wise.  It is a big part of you now, at this moment. There is no point blaming your colleagues or your boss if you are in difficulty at work. You are a key player in your own drama.  Often, when I work with people who hate their job and everyone they work with, they see the answer as leaving so they can start afresh in a new place.  I always remind them that the unfortunate reality is that they take themselves with them to the new job. It’s far too easy to blame everyone else when you are the problem. 3. It is your single biggest transportable asset As people move away from having a job for life, or being a ‘lifer’ in one company, and move to having a career made up of different parts–jobs, periods of transition, breaks for education or childcare and, increasingly, periods of unemployment–your brand becomes your most valuable transportable asset.  In an increasingly fluid workplace, you have to move to a ‘portfolio’ approach to your career. You are the only constant as you move through a career spanning decades.  You therefore need to concentrate on imagining yourself as a little enterprise, ‘You Incorporated’, with unique skills, competencies and a personal brand. 4. It is a vibrant, evolving part of you The core ‘you’ remains more or less the same, but your confidence, experience, self-knowledge, projection and the extent of your fame changes.  You will not have the same personal brand as a mid-level executive as, later, a successful senior executive – at least I hope you won’t. The key message is that you have a brand at every stage, and as you learn from your mistakes, you will continuously adjust it. The great thing about getting older is that although you keep making mistakes, they are different ones, and you avoid repeating the disasters of the earlier part of your career.   Veronica Canning is a motivational speaker executive mentor and consultant, and author of Your Brand: Advance your Career by Building a Personal Brand You can read this article and more about your career in accountancy in the Accountancy Ireland Career Guide 2023.

Mar 20, 2023
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The dos and don’ts of successful interviews

Nailing your job interview comes down to preparation, presentation and delivery. Michelle Byrne outlines the golden rules to help you succeed on the day When you’re looking for a job, always remember that, while your CV gets you the interview for the job, it’s the interview that will get you the job itself. When we’re hiring someone new into a firm like Deloitte, it’s crucial that they are the right fit for our firm. Skills and experience are important, but we also want to find out what motivates you—your passions, interests, and hobbies—and how they can make an impact within a firm like Deloitte, and with our clients.  If you have travelled a lot, for example, this tells us that you have had different cultural experiences, and you could potentially bring these experiences with you to your new role if we decide to hire you. Here are some traps to avoid and tips to help you get ahead at interview and increase your chances of getting that new job: DON’T oversell yourself Honesty and integrity are crucial. The interviewer will soon discover if your story doesn’t match your CV and, remember, the interviewer will ask you questions based on the information contained in your CV. Your answers should be specific and include examples that demonstrate what drives you as a person and showcase your skillset.  If you worked as part of a team, explain how you contributed as an individual, rather than taking personal credit for the team’s achievements.  DON’T be vague Prepare a good opener and a strong closer for your interview. First and last impressions matter.  When your interviewer concludes by asking you if there is anything more you want to know about the organisation, use the opportunity to talk about your ambitions.   Don’t ask an obvious question when the answer is already available on the organisation’s website. At Deloitte, we’re looking for people who have ambition to grow and pursue their passions through their work.  Remember, your interview is your opportunity to ask questions about your potential employer, so don’t be afraid to challenge the interviewer.  Don’t give the interviewer answers you think they want to hear. Give them the answers that demonstrate the power of your story. DON’T be nervous You have been called for this interview because, on paper, you look fantastic. We always encourage our candidates to relax to ensure their confidence shines through.  If you don’t appear to be confident in your own abilities, the interviewer is going to find it difficult to decide if you are the right fit for the organisation. At the same time, try not to be too over-rehearsed. I want to know about you, who you are, where you are from, and what you do in your spare time.  You don’t want to be too informal, but when you are doing an interview, you are having a conversation with the interviewer as you tell your story.  DO nail the basics Never neglect the basics when you’re interviewing for a new role. How you present yourself, and your body language during the interview, are both very important. Your interviewer will form an opinion of you quickly.  If your interview is in-person, your initial handshake will be very telling—and you must be engaging: use direct eye contact at all times and don’t forget your posture.  If you sit in a very rigid position, it can make it difficult for the interviewer to build up rapport with you during the interview, so pay attention to this. And you can never be too overdressed when you are interviewing for a professional role. Dress neatly and professionally. DO prepare thoroughly Once you’ve been invited to interview, it’s important to do your homework in advance so that you know and understand the firm you want to work with, its values and business drivers. If I’m interviewing you, I will want to see how you can demonstrate the impact you can bring to our firm. Equally, I will want to know what you want us to give you as your potential employer, and what you value among colleagues and team leaders. It’s a good idea to do a mock interview with a friend before your formal interview—not your best friend, but someone you would be a little bit nervous sharing your life story with.  This will help you to relax on the day of the interview and also to anticipate questions that may take you outside your comfort zone. DO build a rapport  You know there will be other candidates for the job on offer, who will have excellent qualifications and experience, but your interview is your chance to shine and set yourself apart. Try to build a rapport with your interviewer. Ideally, they should leave the encounter feeling that they know you as a person, and that your story has made an impact on them.  You will have demonstrated that you share the organisation’s core values and purpose, and that you will help to drive the organisation forward. Michelle Byrne is a Partner in Audit and Assurance, leading the Financial Reporting Advisory team at Deloitte Ireland You can read this article and more about your career in accountancy in the Accountancy Ireland Career Guide 2023. The interview process has changed massively as a result of the pandemic and interviews are now being held both remotely and in-person.  At Deloitte, we operate a fully hybrid model, so it’s important for candidates to be prepared to shine in both scenarios. Remote interviews are particularly attractive for employers who want to employ candidates based overseas, but we shouldn’t underestimate the significance of the in-person experience.  If you think you can make a bigger impact in person, there is no harm in asking to be interviewed face-to-face. Remember, there will also be different stages to the interview, however. While your initial interview may be done remotely, the second interview will often take place in person.

Mar 20, 2023
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The building blocks to boosting your confidence

There are many reasons why our confidence can falter. Dawn Leane explains how we can overcome our self-doubt and silence our inner critic so we can achieve our goals In the workplace, being confident means feeling self-assured and believing we are capable of achieving our objectives. We often think that confidence is intrinsic; we either have it, or we don’t. In fact, our relationship with confidence is more likely to be influenced by our conditioning, life experiences and environmental factors. Handling feedback Confidence is one of those words that often triggers an emotional response in us, particularly if we struggle with it. We’ve all had an experience where we make a proposal or suggestion and have it critiqued. If we work in a psychologically safe environment, we take feedback from colleagues and leaders at face value. We appreciate the input and guidance and trust that the motivation is to help us refine and improve the idea. However, if the environment is not psychologically safe, we are much more likely to receive such feedback negatively. Perhaps we perceive it as criticism, a chance to settle a score or ‘mark our card’. This is especially true when our work is deeply personal and connected to our values and sense of self. In this situation, it can be hard to avoid internalising or personalising feedback—and when we do, it has the potential to erode our confidence. Limiting beliefs While our environment is hugely significant in determining our level of self-assurance, we are also influenced by our own limiting beliefs. A limiting belief is a state of mind or belief we think to be true, but one which will limit our potential. A limiting belief could be about you, your relationships with other people, or with the work environment. Self-limiting beliefs have the greatest potential to negatively impact our ability to achieve our full potential and are usually developed in response to our experiences, and because we are shaped by these limiting beliefs, we then go on to adopt behaviours that reinforce them. While many of our beliefs are formed as we grow up, we can develop new ones as we grow. Our inner critic Everyone has a voice in their head that reinforces their worst fears – an inner critic. The voice may be a whisper, or it may be so loud that it paralyses us. The voice holds us back from trying new experiences and rubs failure in our faces. It is possible to let go of limiting beliefs and tune out the inner critic, however. People can develop new ways of thinking and behaving that can help to create a positive narrative for themselves. To help silence your inner critic and build your confidence, there are several steps you can take: Identify any self-limiting beliefs and the behaviours that have resulted from them; Consider where these beliefs might have come from; Reflect on instances where these beliefs have been shown to be incorrect; and Decide on new behaviours to replace the limiting beliefs, then practice and reinforce them After acknowledging a self-limiting belief when it occurs, learn to replace it with something else. Carol Dweck, Professor of Psychology at Stanford University, has a simple but effective solution: add the word ‘yet’ to any limiting belief. For example: ‘I don’t have much experience at public speaking… yet.’ By adding ‘yet’, it allows you to acknowledge your shortfalls while also identifying that you are actively working on correcting it. Finding confidence Being a self-assured person without doubt is a lofty goal and probably not a realistic one. Acknowledging your limiting beliefs and working on silencing your inner critic is important, however. Your confidence will rise and you will be far more likely to achieve your objectives no matter the environment. Dawn Leane is the Founder of Leane Leaders

Mar 10, 2023
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Equity: not just a women’s issue

Work to achieve parity in the workplace is often assigned to women, but research shows that when men advocate for equity, everyone wins, says Andrea Dermody Gender equality issues are nothing new in the boardroom. Grant Thornton’s 2022 report Women in Business: Opening the door to diverse talent revealed that just 33 percent of senior leaders globally are female. Time and again, research shows that the more diverse a company, the better its performance. So perhaps it’s time to shift the focus and consider how men can play their part in the pursuit of parity. Men as allies Too many organisations still miss the mark on gender balance efforts by focusing gender initiatives solely on what women can do to level the playing field—or, at best, inviting men to attend diversity and inclusion events designed for women. An alternative drive towards ‘allyship’ is, however, steadily gaining pace. For men, this is about acknowledging and using their privilege to help others. When they do, they can help to share knowledge, break down barriers, and promote equal access. Why allyship matters Notably, the more women occupying a seat in a company’s C-suite and corporate board, the better its sustainability, corporate social responsibility, and business performance. With this in mind, having men as allies should be a business imperative. Empowering men is one pathway towards allyship. Male allies can help advocate for women’s voices to be heard, and that commitments to equity and inclusion are taken seriously. But believing in the cause is only part of the equation. Men must actively work to achieve it.  Grant Thornton’s 2022 research suggests male allies can support progress towards gender parity among senior leadership in several impactful ways, from exerting influence to change behaviours in their circles to facing down sexist behaviour and supporting and encouraging female colleagues. The result is reciprocal reward. The business performs better, and male allies experience personal growth, broaden their network, and, most importantly, experience the associated benefits of a unified, energised and collaborative team. Allyship is a verb, not a noun For men, the message is clear: you must take action. W. Brad Johnson and David G. Smith, authors of Good Guys: How Men Can Be Better Allies for Women in the Workplace, offer five ‘rules to live by’ for men who aspire to better ally behaviour in the service of promoting tangible gender equity in the workplace: Allyship is a journey, not a destination. Nobody ever “arrives” as an ally. Allyship is with, not for. Make your ally actions collaborative.  Allyship perpetuates autonomy, not dependence. You must hold yourself accountable for the net outcome of your ally behaviour. Allyship is about decentring, not standing in the spotlight. Speak less, hand the mic to women with key expertise, and structure projects, so women gain credit.  Allyship is critical to improving the status quo. Examine longstanding practices that perpetuate systemic inequities. Overcoming barriers  Allyship is growing trend, as is training in this area, but there is a gender gap in the perception of what success here means. Research shows that women and other underrepresented groups see less evidence of measurable workplace change than men. In short, men are essentially worse allies than they think. In this no-holds-barred report released in 2018 by the Harvard Business Review, the authors also suggest there can be a cost to men who act as allies. The authors describe the ‘wimp penalty’ of allyship, where men who advocate for female colleagues are seen as less competent by both men and women.  Finding the balance Barriers aside, it’s clear from the evidence that progress towards gender balance in senior leadership is accelerated when men act as allies. The more positive interactions men have with women in professional settings, the less prejudice and exclusion they tend to demonstrate. Here are some practical suggestions for closing the allyship gap: Make allyship an organisational value and priority: ensure senior leaders can talk clearly about the importance of allyship as it connects to core business outcomes, demonstrating how they value it personally and in their business. Listen and collaborate: demonstrate generous listening, show that you understand, and take meaningful action. Move from awareness to action: consider actions and techniques to overcome, challenge, disrupt, and prevent these behaviours and inequities. Create a community of allies who share and grow: allyship is not a ‘one-and-done’ process. Allow your communities to continue to learn and develop the skills they need to support the women in your organisation. There is a role for allyship to play in gender parity efforts. Ensuring that men are given a dignified, respectful role in becoming allies will bring wide-ranging benefits associated with a truly inclusive team. And then everyone wins. Andrea Dermody is a diversity and inclusion consultant, speaker and coach at Dermody

Feb 17, 2023
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Stressed out and burnt out- what to do about it

Burnout is a term we hear a lot of it when dealing with workplace stress and is a pressing issue for employees and students alike. Prolonged or severe workplace stress can lead to burnout. Here we discuss what burnout is and how we can deal with it to regain balance and begin to feel hopeful again. What is burnout? Burnout is a relatively new concept with the term first coined in 1974 by psychologist, Herbert Freudenberger. It is defined by the World Health Organisation (WHO) as “a syndrome conceptualised as resulting from chronic workplace stress that has not been successfully managed. It is characterised by three dimensions: feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one's job; and reduced professional efficacy.” In 2019, burnout was recognised by the WHO as an ‘occupational phenomenon’. Feelings of burnout typically occur when you are overwhelmed at work and feel as if you can no longer keep up with the demands of the job. A 2022 large-scale study by Workhuman and Gallup found that employees in Ireland are suffering from burnout and stress more often than our European counterparts with 3 in 10 employees in Ireland reporting being burnt out very often or always. The same research found employees in Ireland are the most likely to report being stressed with 6.5 in 10 saying they experienced stress ‘a lot’ the previous day. We spend most of our waking life at work, so if we dislike it, dread going, and are extremely dissatisfied with what we are doing, it can place a serious toll on our lives. However, it is more than just the ‘Sunday Scaries’. Burnout is a gradual process and if left unaddressed can lead to many far-reaching and serious consequences. Therefore, it’s important to deal with burnout at an early stage. The burnout stages As mentioned previously, burnout isn’t a sudden onset, it develops gradually over time with symptoms and signs increasing in intensity. Research has identified that these 5 stages (outlined below) are commonly observed.   The Honeymoon Stage- this usually occurs at the start of a new job or project where productivity, optimism, energy and job satisfaction are high. Onset of Stress – like all honeymoon periods, these feelings begin to dwindle and wane. This stage is where we consciously become aware of work stressors. Chronic Stress – this stage is where we notice a marked difference in stress levels and intensity on a more frequent basis. Burnout – this is where we begin to reach our capacity limit and can longer function like we normally would. Work and its issues begin to consume you and you tend to experience serious self-doubt and symptoms become persistent. Habitual Burnout – If left untreated, burnout can become embedded into our daily lives and we experience chronic mental and physical exhaustion and adverse behavioural changes. Symptoms of Burnout These are the signs to look-out for if you think you are reaching burnout. Symptoms of burnout are wide-ranging affecting us physically, emotionally and behaviourally. Getting sick more often - Burnout can cause long-term changes to your body, weakening immunity that makes you increasingly more vulnerable to illnesses like colds and flu. Frequent headaches, muscle pain, or gastrointestinal issues – caused by prolonged stress and being in fight or flight mode constantly. Pattern and habit changes – such as sleep issues or loss of appetite. Feeling tired and drained all the time – regardless of how much rest you get. Concentration issue due to overload. Low mood – loss of motivation, having an increasingly cynical/negative outlook, feeling detachment and withdrawing from others. Feeling helpless, trapped, and defeated. Procrastinating on tasks and duties and retreating from responsibility. Skipping work, arriving late and leaving early. Coping Strategies Early intervention is key for preventing burnout and reaching the latter stages of burnout. Burnout is a risk factor for other serious diseases such as depression, heart attacks, stroke, osteoporosis, diabetes, and reduced life expectancy. The good news is we can bounce back from burnout. But what can you do to avoid reaching total burnout? Take the time off work you need to recharge and assess your situation. Speak with your manager or HR department about your workload, how and what you are struggling with – do you have a lot on your plate work-wise? Could some tasks be delegated or put on pause? Know your boundaries and limitations- poor and blurred boundaries are the main reasons people reach burnout. Often, we can say yes to too many work requests that we may not necessarily be able to take on. It requires strength but don’t be afraid to say no to certain work projects or tasks. It is important to set clear work boundaries, take regular breaks and set a work schedule to protect your health. Look after yourself- move your body, try stress management techniques, make sure you sleep and rest enough, and feed your body with nutritious foods. Check out our article, foods to manage stress. Be compassionate and patient with yourself – recovering from burnout is not a linear process. Talk to a professional to discover coping strategies that will personally work for you. How we can help The Thrive Wellbeing Hub provides free emotional supports to members, students and family members. We offer a confidential space for you to talk, whether you need a listening ear, wellbeing advice or professional counselling, we are here for you. You can contact the thrive wellbeing team by email at: thrive@charteredaccountants.ie or by phone: (+353) 86 0243294

Feb 08, 2023
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Diverse perspectives benefit all

Fostering a culture of equity, inclusion and belonging for members from minority ethnic groups is the aim of the Institute’s new Ethnicity Network Group An inclusive culture that promotes and supports diverse perspectives can stimulate innovation and improve performance for organisations in all sectors. This is according to Deborah Somorin, Manager, People Advisory Services at EY Ireland, and Chair of the recently launched Ethnicity Network Group at Chartered Accountants Ireland. The Ethnicity Network Group has been established to develop a more inclusive profession by helping organisations to foster a culture of equity, inclusion and belonging for employees from minority ethnic groups. “I always look to the research to work out value and significance and it really struck me to discover the very concrete benefits for organisations that are ethnically diverse,” Somorin explains.  “According to McKinsey, these organisations are 36 percent more likely to outperform their peers financially, because inclusive culture helps to attract and retain talent.” A voice and platform The Ethnicity Network Group will organise a programme of events, provide training and resources for organisations, and develop a mentoring programme to support members and students from Traveller, Black, Asian and other Minority Ethnic groups.  Its aim is to encourage and facilitate the discussion of issues relevant to people in these minority groups and give them the voice and platform to identify solutions.  “It’s really about expanding the conversation around diversity, to further strengthen the cultural intelligence within our profession and beyond, and to continually challenge biases in the highest and best way,” says Somorin. “If you look at the top-performing organisations in the McKinsey research, they don’t just hire for diversity, they also invest in the cultural initiatives needed to integrate people of all backgrounds and ethnicities into their organisations.  “They focus on training and mentoring, which is a really important part of creating and supporting an inclusive culture, and all of this helps to attract and retain the best talent.” Creating awareness The Ethnicity Network Group was formed in late 2022, supported by Shauna Greely, former President of Chartered Accountants Ireland and current Chair of the Institute’s Diversity and Inclusion Committee. In addition to Somorin in the role of Chair, Ethnicity Network Group members include: Vice-Chair Rutendo Chiyangwa; Khadijat Lawal; Aisling McCaffrey; Lloyd Mufema; Reabetswe Moutlana; Mwale Tembo; and Seun Olayanju. “Creating awareness is a big part of what we want to do. We are all different and it’s really about being open to learning and asking questions,” explains Khadijat Lawal. “We want to support members and students from Traveller, Black, Asian and other Minority Ethnic groups, but also to open up the conversation in the wider profession, to integrate and celebrate, because—while we are different—there are also so many similarities between us.” A Financial Accounting and Advisory Services Senior at Grant Thornton Ireland, Lawal has had different experiences at work and in education, not all of them positive. “I’m used to being in environments where I am either the only Black person, or one of the few Black people in the room. Sometimes, I have felt that I couldn’t fully be myself, that I couldn’t share parts of my culture and who I am,” she says. Lawal joined Grant Thornton in 2019 as a trainee. “One of the first things I noticed was colleagues of different ethnic minorities,” she says. “They were eating their own food and speaking their own language. That communicated to me that my difference would be welcomed here.” And Lawal noticed this commitment to true diversity and inclusion (D&I) in other areas too. “My manager at the time was always so curious about where I was from, and about my differences,” she says.  “I am from Nigeria and Yoruba is my native language. This manager looked up how to say ‘thank you’ in Yoruba for me. I found that so endearing because he didn’t have to do it.  “It just shows how much it really matters that we feel we can be curious about one another, but also kind and genuine. “The Ethnicity Network Group is about getting that message out there and helping people to have these conversations in the right way.” Positive energy Aisling McCaffrey is Director of Sustainability and Financial Services Advisory, Grant Thornton Ireland. She was invited to join the Ethnicity Network Group by Lawal, her colleague at the firm. “I was delighted to be asked. When we had our launch in December at the EY office on Harcourt Street, you could just feel this amazing, positive energy in the room,” says McCaffrey. The launch felt especially timely, because, says Caffrey, “diversity of thought really matters now. It’s a reflection of a changing dynamic in Ireland, and it’s hugely important”. Fostering a sense of belonging, and creating a supportive, inclusive culture, is essential for all employees in the modern workplace. “The way people view work, and what they want from an organisation, changed a lot during the pandemic,” says McCaffrey. “The lockdowns, social distancing and remote working gave people a lot of food for thought in terms of: ‘What do I want to do?’ What do I want from my work? What do I value?’ “People now really want to be part of an organisation that recognises them, not just in terms of what they can deliver, but also what they bring to the organisation as an individual. “We want to promote a sense of belonging and inclusion, we want to celebrate diversity—but it’s also really important that the Ethnicity Network Group can generate measurable outputs in time.  “For me, that’s where the potential for an Ethnicity Pay Gap Report comes into play, because while it’s all well and good for an organisation to say that they have an inclusive, equitable environment, we need to see that reflected in pay and leadership.” Member survey The launch of the Ethnicity Network Group in December followed a survey of over 1,300 members and students of Chartered Accountants Ireland conducted by Coyne Research. The findings revealed that, for 40 percent of members who claimed to have witnessed or heard discrimination against others, it was based on ethnicity.  Two-in-three of the students surveyed reported the same. “Changing this is really about action: ‘What can you do to bring about change?’” says McCaffrey. “People are generally self-aware and often you will find—especially in a work environment—that they are not sure how to approach questions or conversations around cultural difference. “They are concerned that they might offend someone if they say the wrong thing. So, it’s about being able to create a safe space and a learning environment that benefits everyone.  “It’s about understanding that, if someone says the wrong thing, you feel comfortable enough giving them feedback and they feel comfortable enough accepting it.” Importance of training For Somorin, the level and quality of the D&I training available to employees in any organisation is of the utmost importance. “If it is approached as a tokenistic tick box exercise, it’s going to feed into how importantly people view it,” she says.  “I’ll give you just one example of why this matters. For Irish people, where you come is a really big thing—if you’re from the Carlow clan or the Mayo clan—it is a huge part of people’s identity here. “But, if you don’t look stereotypically Irish, people will frequently ask you where you are from, and when you tell them you’re from Ireland, the next question will often be: ‘But, where are you really from? Where are your grandparents from, your great grandparents?’ “It comes from trying to place your clan, I think, and even though there is rarely any malice behind it, you do need to educate yourself as to how that can make someone feel. “When you are facing the same question over and over, it can invalidate your own sense of identity as an Irish person. It can make you feel ‘other’ or singled out.” Rules of engagement In organisations that have a truly inclusive culture, and an appropriate level of training, Somorin believes that people will organically begin to develop an awareness of the impact questions like this can have. She calls this learning the ‘rules of engagement’. “For me personally, this is a big selling point at EY. These things are made very clear even down to the performance evaluation process,” she says.  “We’re constantly encouraged to take a step back and ask ourselves, ‘if someone did or said something in a different way, but it led to the desired outcome, can we really view it as a negative?’ “Not everyone has grown up in a diverse environment and not everyone inherently understands how they should behave and what they should or shouldn’t say or ask. And it’s okay not to be perfect. What really matters is that we are all open to learning.” 

Feb 08, 2023
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The diversity benefit

A truly diverse and inclusive workplace can boost business by promoting innovation and enhancing reputation, says Sandra Healy, founder and CEO of Inclusio Employers who treat diversity, equity and inclusion (DE&I) as a “tick box” exercise are missing a valuable opportunity to improve, not only their organisational culture, but also their ability to attract and retain talent and improve business performance and profitability. So says Sandra Healy, founder and CEO of Inclusio, the Irish tech start-up behind a first-of-its-kind platform offering a scientific, data-led approach to measuring DE&I in the workplace. Founded in 2016, Inclusio is now on the path to global growth amid plans to expand overseas and increase its Dublin headcount from 35 to 120 by 2025. The global expansion will be financed by the company’s Enterprise Ireland and VC backed €6.2 million investment. In addition to her role at the helm of Inclusio, Healy is a member of the Diversity and Inclusion Leadership Council for An Garda Síochána and a former member of the Expert Advisory Group for Ireland’s Citizens Assembly on Gender Equality. An organisational psychologist, her interest in promoting and supporting DE&I, and her inspiration for Inclusio, came about as a result of her experience working for two decades in global telecoms. “One of the values I hold dearest is fairness and I could see through my work that not everyone is treated fairly or equally at work,” Healy explains.  “That’s a problem for the individual who is not treated equitably, but it is also a problem for the organisation and, beyond that, for society as a whole.” Better outcomes  Ultimately, Healy believes that true DE&I can deliver better outcomes across the board.  “For organisations, the benefits of hiring a diverse workforce include access to a greater range of skillsets, experiences, and perspectives that reflect the reality of the society around us,” she says. “This provides a better understanding of their customers, and their customers’ needs—which improves commercial performance and boosts the bottom line.” Other benefits include greater creativity and innovation, improved talent attraction, engagement and retention, and a better reputation in the marketplace. “By intentionally creating a diverse workforce and a socially responsible organisation that takes DE&I seriously, you are opening the door to new markets, customers, business partners, and employees,” says Healy. “There are so many benefits—and you don’t have to go it alone. There are plenty of organisations providing advice and support to help employers get their approach to DE&I right, creating a better environment within the company and supporting a positive culture.” Inclusive hiring Creating an equitable hiring process is often the first step to building an inclusive work environment. There can be barriers to equitable hiring, however, sometimes including deeply held beliefs and behaviours.  “These barriers may be rooted in stereotypes, prejudice, or unconscious or implicit bias, which may lead to discriminatory beliefs and actions,” explains Healy.  “Only by identifying and understanding them, can we begin to dismantle beliefs that lead to discriminatory actions and attitudes.” The DCU Centre of Excellence for Diversity and Inclusion, founded by Healy, lists some the main barriers to equitable hiring as: 1. Stereotypes A stereotype is an oversimplified or exaggerated belief or sentiment about a group; a broad generalisation that doesn’t allow for individual differences. Stereotypes can be positive or negative and can apply to any group on the basis of race, ethnicity, age, disability, religion, gender, and other categories. 2. Prejudice Prejudice is a predetermined opinion or attitude about a group and its members. Prejudices are often negative and accompanied by a belief in an “in group” and an “out group”, the latter being the target of the prejudice. 3. Unconscious or implicit bias This is a form of prejudice or belief we are largely unaware of, which is held about members of a group. It can also be described as the positions we hold, filters we form, or conclusions we reach by means outside our active thought. Hence, unconscious or implicit biases often seem automatic. Unlike stereotypes and prejudices, these biases may not even enter our awareness, but they can drive discriminatory actions. 4. Discrimination This behaviour involves, or results in, people being treated unfairly, unequally or differently, because of their identity or the group or groups they belong to. Discrimination often starts through stereotypes, prejudices, and bias. Discriminatory behaviour can range from subtle actions to hate crimes.  Conscious steps All of these concepts work together to perpetuate inequity, so it is crucial that employers take deliberate, conscious, and considered steps to establish hiring practices that are as inclusive as possible. “As a first step, I would advise employers to evaluate and challenge the language you use in your job ads. Ask yourself, ‘what cohort am I appealing to, and who is missing?’” says Healy. She advises employers to design and develop interview processes that are inclusive, non-judgmental and respectful, creating equitable opportunity for all candidates. “All your approaches should be multidimensional—working to address biases and discrimination in all aspects of the hiring process,” she says. “Then, moving beyond the hiring process, you have to intentionally embed DE&I into the culture of your organisation and stress its importance through inclusive leadership and best practice.” As Healy sees it, culture lives “collectively” in the behaviours and lived experiences of each and every individual within an organisation.   “If you want to have a culture that is truly supportive of Diversity, Equity and Inclusion—and consistently so—you have to educate your people managers,” she says. “It should really be the case that, no matter what part of your organisation an individual works in, or who they report to, their experience is consistent with that of everyone else. Your DE&I policies and practices must be ‘lived’. “Your people managers are the custodians of that lived experience, and the culture of your organisation. They must be crystal clear about your DE&I policy and practice,” says Healy. “They must know how to have good conversations to make sure people are supported and get what they need. Ultimately, you want to focus on what every member of your workforce can do, not what they can’t do, and how they can contribute to, and enhance, your organisation.”  So, how can employers gauge whether or not they are on the right track when it comes to DE&I? “That’s one thing employers really struggle with—how do you measure culture?—and that’s where Inclusio comes in,” says Healy. “We’re bringing a ‘scientific evidenced’ approach to employers, which allows them to listen to the collective voice of their people and to measure, track and act on DE&I,” she says. About Inclusio Healy spun the idea for Inclusio into Dublin City University (DCU) in 2016 where she established and led its Centre of Excellence in Diversity and Inclusion Research. “Diversity and Inclusion is a core focus for many organisations now and the DCU Centre of Excellence was established to give them access to the very latest developments in academic research, insights and tools to drive change across organisations,” Healy explains. “I started working on Inclusio from 2016 with my two co-founders Deborah Murphy and Arthur Lubambo and support from Enterprise Ireland’s Commercialisation Fund, we spun out of DCU in 2020.” Inclusio has been developed by experts in behavioural data science, psychology, artificial intelligence, equality, diversity and inclusion. The platform gives employers real data-driven insights that will help drive DE&I improvements within their workforce and deliver measurable improvements in their culture. Healy has ambitious plans to make Inclusio Ireland’s first female-founded tech unicorn, and a global DE&I enabler that will help employers to “take the right action on DE&I and ensure that it’s not just a tick box exercise”. Participants in the company’s €6.2 million investment round, closed in 2022, include lead investor Elkstone, alongside Atlantic Bridge, Oyster Capital, Wakeup Capital, Enterprise Ireland, and a group of private backers, such as Brian Caulfield and John Hearne.  Inclusio’s clients include RSA Insurance Ireland, 123.ie, Intact FBD insurance, Linesight, Kilsaran, the Public Appointments Service, and Teagasc. “We already use global benchmarking, and we are now starting to develop sector benchmarking, initially with the insurance sector. Our customers use our data for Board and regulator reporting, Gender Pay Gap and environmental, social, and governance reporting,” Healy explains.  “That will allow employers to answer the question, ‘how am I doing compared to competitors in my own industry?’ as well as the global benchmark. “There is nothing else like Inclusio in the world. Our software is helping organisations to pinpoint and focus DE&I actions in a more strategic way, linked to business KPIs.” “That will allow employers to answer the question, ‘how am I doing compared to competitors in my own industry?’ as well as the global benchmark. “There is nothing else like Inclusio in the world. Our software is helping organisations to pinpoint and focus DE&I actions in a more strategic way.”

Feb 08, 2023
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“My attitude is to just go for it, to take that step and be the disruptor”

John Francis Dick tells Accountancy Ireland why it is so important to advocate for yourself and ask for what you need to succeed at work “Be the disruptor”. That’s the call to action from John Francis Dick, ACA, whose approach to his career has seen him seek out new opportunities at every turn. “My attitude has always been to just go for it, to take that step and to be the disruptor. You have to be willing to represent yourself in any new situation; to come in and say, ‘this is what I need, please provide it for me’.”  As John sees it, people in positions of influence—school teachers, college lecturers, and bosses and managers at work—have an enormous impact on the opportunities open to people with disabilities. “I want to get the message out there that it’s just so important to give people the time and space they need to perform at their best, to engage with them, and take the time to understand what they need to contribute in the best way they can.” John, who has cerebral palsy, grew up in south Belfast and, after completing his A Levels, went on to Queen’s University Belfast to study for a degree in land use and environmental management. “A lot of my school friends dropped out after their GCSEs. They didn’t go on to do A Levels, but I didn’t grow up seeing many people with disabilities around me, so I’ve never taken my education or career for granted,” he explains. “I was passionate about getting as much out of the educational experience as I could. Going to college was a big milestone for me. I hadn’t always been sure I’d get to do it because of my disability.” Be your own advocate It was at this time that John learned the value of speaking up, asking for what he needed, and becoming his own advocate. “It was the first time I was really on my own. I didn’t have my parents behind me and I was suddenly in a much bigger environment than I had been in at school. It was the first time I found myself having to fight for my needs and rights,” he explains. The experience taught John the importance of determination, and gave him the confidence to begin looking further afield to progress his career and education. He decided to apply for a one-year placement with Study USA, a British Council initiative, which allows third level students to spend a full academic year studying business in the US. His placement was with Monmouth, a private college in the midwestern state of Illinois. “That was really where my business education began,” he says.  “Up until that point, the only experience of accountancy I’d had was through my dad, but he just did a one-year course at Ulster University and then went into business.” John was “very open” to learning about accountancy and business, and potentially taking his studies in a new direction. “Really, I’d say my entire education and career to date has been driven by an openness to grasp opportunities, try new things and make the most of lots of different experiences,” he says. “I think this approach will take you in the right direction and, again, for people with disabilities, it comes back to that idea of being a disruptor. “It’s so important to reach out, to be seen and counted, and have access to the same experiences, opportunities and choices as people who do not have disabilities,” says John. “For the most part, people have been accepting of my difference, curious to know more about me and how they can help.  “The bigger challenge for me has been navigating the organisations and institutions that are not quite sure how best to support people with disabilities. “I feel that, in my own journey from school to college and on to work, I’ve really had to be my own trailblazer in terms of getting things done, but I’ve also seen a lot of change in those years.  “Even in terms of Chartered Accountants Ireland as an organisation, its approach to helping people with disabilities continues to improve and that’s encouraging. The Institute has agreed to my request to introduce disability awareness training for staff and I really welcome that.” Path to accountancy While he enjoyed studying for his degree in environmental management at Queen’s University, John was also aware that better career opportunities might lie elsewhere. “I remember, when I was at Monmouth, being encouraged to come up with business ideas. It was just a different way of learning and I think it really helps you when you go into the working world,” he says. “So, I came home and finished my degree, but I also took a part-time job as a book-keeper and started learning about debits and credits. My parents were a big support at that time, because they were both responsible for the accounts in their jobs.” In late 2011, the year after his graduation, John decided to apply for a training position with EY in Dublin. He was offered a six-month internship and went on to work with the firm for five-and-a-half years, qualifying as a Chartered Accountant and becoming an Audit Senior. “Joining EY was a really big step for me. It was my first full-time role and my first experience working in a Big Four environment. Starting with the six-month internship was really key for me because it meant I knew what to expect and how best to navigate my way around,” he says. Importance of managers During his years with EY and in subsequent roles in banking and industry, John has learned time and again the critical role managers can play in supporting career progression. “I remember once I had one manager who, I felt, wasn’t supporting me or interested in me as a person.  “I thought, ‘something has to change’. There were other managers I got on really well with, so I asked to switch teams. I took control of the situation. “The person I talked to about switching teams, who was also a Chartered Accountant, was an enormous help and support to me at that time. They are also someone I’ve returned to over the years to ask for advice and input.” Such support has been crucial in helping John to navigate his career path and make the right decisions.  “It just goes to show how important it is to speak up and advocate for yourself. Anyone can find themselves in a situation where their manager isn’t open to promoting them or supporting their needs and progression,” he says. “You might not have exactly what they’re looking for on the face of it, but if they’re not open to seeing your strengths, they won’t be able to see how a different approach could result in a better outcome for you and for your team.” The result of this approach to managing people is often a poor culture and a higher turnover of staff of all abilities, John says. “I wasn’t the only one on my team who was frustrated with how we were being managed, but I think I found it especially difficult. I had identified what I wasn’t able to do myself, but there was no room for genuine communication.” He continues: “These days, I am more confident about asking for that communication and understanding. I’ll give everything 110 percent. Living with a physical disability can present acute challenges, but I find solutions and I put them into practice.  “I am an advocate for the promotion of differing abilities in the workplace. I think it’s crucial that we respect and value each colleague’s abilities and I take pride in my work and in leaving things better than I found them and having a positive impact on the people around me.”

Feb 08, 2023
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“My advice to employers: focus always on a person’s abilities, not their disabilities”

Maeve Dermody tells Accountancy Ireland about her experiences in the workplace as a person who is profoundly Deaf For Maeve Dermody, ACA, a truly inclusive workplace is one that supports open communication, diversity and allyship. Dermody, who qualified as a Chartered Accountant in 2018 and now works for Revenue, has had varied experiences in the working world—some positive, and some negative.  Above all, she has learned the true value of open communication, a willingness to embrace difference, and the strengths and benefits it can bring to the working world.  “My biggest advice to employers would be to focus always on a person’s abilities, not their disabilities,” Dermody says. “I am Deaf, but I have strong communication skills. I am very good at writing reports and communicate very effectively this way. I am a team player and I always want to contribute, to discuss my work, and find out about other people’s work.” Dermody joined Revenue five years ago as an Executive Officer and was promoted to Administrative Officer in 2019. “I have been given a lot of space here to learn, develop and grow in my career,” she says. “Not all jobs are positive, and I think this has really shown me the enormous value of providing the right supports for people with disabilities and creating the right culture of communication.” The right support Dermody has the full support of her line manager at Revenue and is provided with an Irish Sign Language (ISL) interpreter at all team meetings. “This means I’m able to converse, interact and engage. The conversation flows naturally because I can express myself. Without an ISL interpreter, it would be challenging in a group environment to engage effectively,” she says.  “I can lip read in one-to-one meetings, but, in a group setting, it is much more difficult because I am trying to keep track of everything around me.” This practical support also helps to foster a sense of inclusion and allows Dermody’s colleagues to benefit from the full scope of her skills and expertise as a Chartered Accountant.  “I haven’t always had a positive experience at work. A few years ago, I worked with a small firm in private practice, and I found it very challenging,” she says. “At team meetings with colleagues, there was no interpreter present, so I found it hard to understand the messages my colleagues were communicating.  “We would be sitting together around a table and people beside me would be chatting and looking at their notes, so I wasn’t able to lip read.  “I was the only Deaf person and felt I couldn’t make the role work for me, because of the lack of support in the environment. “With Revenue, my experience has been completely different and so—to all employers—I would say, ‘be an ally, listen and work together with the individual, because everyone has different needs’.  “My husband is Deaf too, but his level of hearing is different which means he can use the phone, whereas I can’t, but we have the same preference to have an ISL interpreter at meetings.  “At the same time, another person who has the same level of hearing as me might prefer to use captions. Different people have different preferences, needs and accommodations and that is why it is so important to talk, to ask questions, to listen and respond to the individual.”  Maeve’s story Dermody grew up on a farm in Mullinalaghta, Co. Longford, with four older brothers. “One of my brothers has a hearing loss and I am profoundly Deaf, so we have both had very different experiences. I went to a Deaf school and he went to a mainstream school. “I grew up seeing him progressing a few years ahead of me—going to college and getting a job. I thought, ‘I’m going to grow up and I’ll do the same because he’s been able to do it’.” At first, Dermody set her sights on becoming a primary school teacher. “I went to a Deaf school in Dublin and I knew that St Patrick’s College offered a teacher training course in Deaf education. That’s what I wanted to do,” she says. Dermody discovered, however, that she couldn’t apply for a place on the course because the Deaf school she had attended had not taught Irish as a subject at either primary or secondary level.  This meant she did not have Irish as a Leaving Certificate subject—a requirement for primary teaching in Ireland. “I didn’t have the option of doing my primary teacher training in Ireland. I could have gone over to the UK, but I didn’t want to do that. I wanted to study here and be close to family and friends,” she says. Instead, she decided on a different career path; one that would allow her to use her strength in maths and interest in business to become a post-primary teacher. College life Dermody embarked on a degree in accountancy and finance at Dublin City University (DCU) in 2008 followed, three years later, by a professional diploma in education and a master’s in education. She is a qualified secondary school teacher, specialising in accounting and business studies.  Dermody’s college experience was positive, but it was also a new and unfamiliar environment. “When you’re in a Deaf school, it’s a bit like being in a bubble. You know all the teachers and everyone uses sign language. We had very small classes of just two to six pupils,” she says. She was the only pupil in her class to do the Leaving Certificate. “I had always wanted to go on to third level, meet people and socialise,” she explains.  “College is very new and different though when you’re coming from a Deaf school. You can feel a bit lost, but I was determined to roll up my sleeves and integrate.” As well as forming close bonds with her collegemates at DCU, and forging lifelong friendships, Dermody made use of the supports offered to Deaf students, including ISL interpreters and note-takers for college lectures. “I started to teach and I enjoyed it, but found myself wanting more from my working life. I’ve always been a problem-solver, so I started thinking instead about pursuing a career in accountancy,” she says. Dermody’s next port-of-call was AHEAD, the independent non-profit organisation working to create inclusive environments in education and employment for people with disabilities. “AHEAD is a really good organisation and they provide a lot of support in the workplace, both to the person with a disability and to the employer,” she says. Through AHEAD’s Willing Able Mentoring (WAM) programme for graduates with disabilities, Dermody secured two paid work internships with ESB and the Civil Service. “I started applying for jobs when I completed my internships, but I wasn’t having much luck. I decided that I needed more qualifications under my belt, so I started studying to become a Chartered Accountant,” she says. “As an organisation, Chartered Accountants Ireland was every bit as supportive as DCU, organising ISL interpreters and anything else I needed. “It was only when I started applying for jobs, both after graduating from DCU and completing my CA training, that I started to feel different. I could see my peers, who had similar grades but no disability, getting jobs. I wasn’t getting those same opportunities.” Path to experience To gain the experience she needed, Dermody took a part-time paid position with Reach Deaf Services. “That was a good start for me, and I was able to apply for other jobs while I worked there.” Eventually, Dermody was offered a fixed-term accountancy position and, from there, she joined St. Joseph’s School for Deaf Boys in Dublin as an accounts administrator. “I also started working as an administrative accountant with Deaf Village Ireland and the Sign Language Interpreting Service. I was working three different jobs, all fixed-term, but I wanted more security.” That was when Dermody decided to apply for work with the Civil Service and was offered her first position with Revenue. Government supports Even though her experience of working in the public sector has been overwhelmingly positive, Dermody would like to see greater emphasis at Government level on the provision of practical work-related supports for people with disabilities in Ireland. “I think the Irish government should look to the UK model of providing supports for people with disabilities. The Access to Work scheme there provides people with a disability with funding at an individual level, to help support them in the workplace,” she says. “This means the employer doesn’t have to be concerned about the cost of providing this support. The person with a disability receives the funding and the employer then confirms that the funding has been used.” On the other side of the coin, Ireland is better than the UK in terms of access for people with disabilities in social spaces.  “I would also like to see Irish Sign Language (ISL) included in the school curriculum in Ireland. ISL is one of our three official languages, yet it is not taught in our schools,” says Dermody. “If Irish Sign Language were on the curriculum alongside Irish and English, it would help to give people a basic understanding of sign language. That would make it easier to converse with Deaf people, even just through simple, everyday expressions like ‘please’ and ‘thank you’.”

Feb 08, 2023
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“The biggest challenge people with disabilities face is other people’s perceptions”

Tony Ward tells us about his experiences starting his career as a Chartered Accountant and adapting to a new working reality after he began to lose his sight in his twenties I had a very ‘ordinary’ early life growing up in Monaghan. I was of a generation where it wasn’t so commonplace to go to college, but I was always reasonably academic and chose to study commerce at UCD.  I had no particular focus on going on to do accountancy, but I guess the subjects I studied were already oriented towards accountancy and business.  Looking back now, almost 40 years later, I don’t know whether I was lucky or smart, but choosing to become a Chartered Accountant turned out to be a great decision from a career perspective. I’ve never had any sense that I went in the wrong direction. I began my career in contract with a smaller firm—now long gone after many mergers over the years.  Like all trainees, I started at the bottom and found working at a smaller firm to be of great practical help. I qualified as an Audit Senior in 1989, moved to Deloitte for two years and, from there, went into a management role in practice. It was around 1990 that I became aware that things I used to be able to do fairly easily were becoming more difficult. I was losing my sight, but it wasn’t until 1994 that I was diagnosed with Retinitis Pigmentosa, a genetic condition that causes sight to degenerate over time. Those four years without a diagnosis were the most difficult for me, both personally and professionally.  I was desperately trying to survive in the sighted world and many things became more difficult, and eventually impossible.  It may sound strange to say it now, but it wasn’t obvious to me at the time exactly what was going on.  I think the human response when faced with all kinds of challenges is often to try to survive in the moment.  It’s perhaps only afterwards that we realise what was actually going on. My diagnosis in 1994 came as a huge relief. It’s hard to believe in 2022, but back then losing my sight meant that I basically had to stop working.  Computers and adaptive technology were in their infancy, and I just couldn’t read any more.  At that point, I embarked on a new career pathway—less direct than most in the profession.  Technology began to improve and one of the most important decisions I made was to learn to touch type.  Around that time, I and others were gradually starting to realise that, just because I couldn’t see didn’t mean I didn’t have the skills to do a lot of the jobs sighted accountants could do—think clearly, solve problems, and be part of a team.  Definitely then, and even now, people can be too easily judged at face value. Unfortunately, this means that your most easily identifiable, defining characteristics—in my case, my sight loss—can be a real disadvantage.  At that time, many doors were closed—both to me, and on me. Fortunately though, there were enough open doors, even then, to allow me to pursue a rewarding, constructive and worthwhile career. Here, I have to mention Access Support Services at Chartered Accountants Ireland. I was extremely reluctant to engage with the service at the outset. I thought, “what can they really do apart from sympathise with me?” But, for whatever reason, I decided to reach out, initially to Derek Snow and then Oliver O’Brien. Oliver (who only recently retired from the Institute) was a huge support. He encouraged and facilitated me to go to Institute events and introduced me to others. For that, I am extremely grateful.  I think the biggest challenge people with disabilities face is often other people’s perceptions and attitudes.  This is much improved nowadays with genuine engagement on equality, diversity and inclusion and a much more diverse society than 30 years ago. Challenges remain, however, including preconceptions of what blindness means and assumptions about what you can and can’t do.  There are also the very practical challenges involved in everyday tasks—reading hard copy documents, shopping, transport, participating in sport, traveling, the basics of working full-time, and walking into things if I’m not careful!  I suppose one way for a sighted person to understand my experience would be to close your eyes and try to go about your daily life. That said, technology and a multitude of very considerate family members, friends and colleagues have all made this easier for me.  So, while everything starts from a position of potentially being difficult, good planning and decent workarounds make it all much more possible.  Nowadays, I enjoy a very fulfilling work life, and numerous work- and career-related interests, but getting to this point was neither easy nor inevitable. In my experience over the years, very few employers actively start from a position of discrimination—but we all know, through training and education, that bias is ever-present, including unconscious bias.  The phrase I use to describe how this works is, “the making of assumptions”. We all make incorrect assumptions all the time based on sub-optimal information or flawed perceptions.  So, while the world of employment has improved greatly over the years, much more remains to be done to ensure that we are truly fair and unbiased. People with disabilities and other differences deserve a fair crack at fulfilling their expectations of obtaining and retaining work.  We wouldn’t like to be discriminated against, so we should not put ourselves at risk of discriminating against others. My advice to employers here is to be fair and equitable. Don’t make assumptions about employees or candidates who have disabilities and get professional advice if you need it.  There are organisations like AHEAD (ahead.ie) working to create inclusive environments in education and employment for graduates with disabilities, and many other sources of excellent information about people with specific disabilities that will give any employer the resources they need.  The essential ingredient here is that the employer is genuinely open to all of this and has the right attitude. Without this, it doesn’t matter how many resources you have—­­it will be inadequate. It was one small private company I worked with 20 years ago that gave me my first breakthrough in obtaining employment in an open competition.  I am very good friends with the Director to this day. When I asked him why he gave me the job, he said I was the best candidate. He knew I would be able to do the work as a person with a visual impairment because, he said, “I figured you would figure it out and that it was really none of my business!” That was worth more than anything to me and I flourished in that role for six years. It just shows how much attitude matters. The details can always be figured out, unless the person hiring you really believes your disability is an issue—then, it won’t work. I had a similar experience with The Wheel where I was Director of Finance from 2016 to 2022. They were a bit apprehensive about hiring me, simply because they didn’t know what they didn’t know. In other words, they didn’t know how I would interact with the normal volume of information any Director of Finance would be expected to handle—but, if I can put it this way, they took the risk. By risk, I don’t mean me as a person or professional. What I mean is that they were comfortable not fully knowing or understanding what they didn’t yet know or understand. If you look at equality for people with disabilities in the wider working world and in society as a whole, the bottom line for me is that, if we are treated fairly and equitably, then we have the same likelihood of benefiting from opportunities in life as everyone else.  As it stands, unemployment rates among people with disabilities are much higher than in the general population. There may be genuine reasons for some of this disparity, but definitely not all of it—and employment opportunities really matter because there are so many benefits that go along with them. I am talking about active engagement, social interaction, economic benefit, and the power to make decisions about where and how you live, and what you do.  So, to the extent that people with disabilities might need some extra support or flexibility in the work environment, the benefits for these people, for employers, and for society as a whole far outweigh any efforts, costs or flexibility required. If it is done the right way with the right support from the Government and from employers, we will all reap the rewards.

Feb 08, 2023
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