CIPD HR Awards 2018

CIPD HR Awards 2018Collins McNicholas were honoured to attend the CIPD HR Awards in the Intercontinental Hotel, Ballsbridge on Friday 16th February last as these awards celebrate and reward outstanding achievements in people management and development, honouring the valuable contribution that HR and L&D make to the success of every organisation.  What a wonderful lunch event it was too giving us an opportunity to meet industry leaders, network with other finalists and the judging panel, meet the lovely Kathryn Thomas who was MC for the event and enjoy a tasty lunch and musical entertainment in a top class setting.  The overall event was kindly sponsored by Sanderson and Irish Times Executive Jobs.   It was evident from the submissions and coverage on the day that all finalists are demonstrating the highest standards of HR and L&D across Ireland.  Collins McNicholas were a finalist in the ‘Embedding a Culture of Workplace Wellbeing’ category which was sponsored by Health Ireland, Department of Health.  This award recognises organisations which place employee well-being centre stage and have embedded a strong culture of workplace well-being ensuring that leadership, culture and people management capability and practices are supportive of employees’ physical and mental well-being at work.  Many organisations have seen such benefit from improved practices including an overall positive impact in the areas of engagement, motivation, team work and performance.  We were delighted to be listed as a finalist in this category along with the other category finalists including Central Bank of Ireland, Lidl Ireland/Lidl Northern Ireland, Musgrave operating Partners Ireland, Trinity College Dublin, Ulster Bank and WALK – congratulations to WALK on being the overall category winner.   Well done to all the companies who entered the CIPD HR Awards from the outset – it is truly refreshing to know that there are so many wonderful HR initiatives coming through from energetic and engaged employees within progressive organisations all over this country which is a testament to the leaders within those organisations who really want to make positive change happen so they cultivate great places for their employees to work.   View all winners on https://www.cipd.ie/events-networks/awards/awards-winners-2018 and well done to Mary Connaughton (Director of CIPD Ireland), Lindy, Deirdre and all of the organising team at CIPD HQ in Dublin.           Michelle Murphy Director Collins McNicholas Recruitment & HR Services...

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Collins McNicholas Galway Team Welcomes New Team Leaders!

  Collins McNicholas Galway welcomes the appointment of Eoghan Curtin and promotion of Christopher O’Toole to Team Leaders! Eoghan is a highly experienced Account Manager with 12 years recruitment experience across all industry sectors with multiple agencies in Ireland, Canada & Switzerland. A native of Bushypark, Galway, Eoghan holds a Masters of Business and a Bachelor of Commerce from NUIG and is currently completing a degree in Data Science and studying French and German to a professional level. Christopher O’Toole has received a promotion to Principal Consultant Team Leader to manage the Technical Engineering Division within the Galway office. Christopher is an experienced Account Manager having grown within Collins McNicholas from Junior Recruitment Consultant to Principal Team Lead within 5 years. During that time, he has had ample success, particularly in recruiting for specialist Engineering and Scientific roles for a range of clients. Prior to joining Collins McNicholas, Christopher spent a number of years working in the recruitment industry in Dublin.  A native of Oughterard Co. Galway, Christopher is a graduate of NUIG having obtained an honours degree in 2011.           Michelle Murphy Director Collins McNicholas Recruitment & HR Services...

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How do I handle a bullying complaint when I have never witnessed any problems?

Question: A member of my team has come to me with an allegation of bullying about a colleague. I have never witnessed it, so I am unsure how to address the matter. I feel it is my responsibility to protect my staff, but I haven’t any evidence. Have you any advice on how to deal with this sensitive issue? Answer: Workplace bullying is a very real and common occurrence that can be incredibly difficult to deal with. It is a legal minefield and can also be difficult for a manager to prove. It can come in many forms, from a boss singling out an employee or a colleague playing repeated pranks to a peer choosing to ignore another individual’s contribution to a project. Bullying can be defined as “repeated inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment, which could reasonably be regarded as undermining the individual’s right to dignity at work”. In this ever-changing busy environment, managers can sometimes dismiss bullying accusations as personality or management-style clashes. Others may recognise the problem, but lack the confidence or skills to deal with it. Bullying is not in any job description so, as a manager, you need to be vigilant and ready to deal with a situation where someone comes to you in confidence about possible bullying. Bullying is likely to affect the employee’s self-esteem, not to mention productivity and then they can also bring this home to their personal lives. Trying to pass bullying off as management...

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How to Bounce Back After Making an Uncharacteristic and Costly Mistake at Work.

Question: I am a marketing manager of a pharmaceutical company and really enjoy my job. Normally I receive nothing but praise from the owners of the company and have always felt confident in my role. But a few weeks ago, I made a major mistake that cost our company an important client. My boss was clearly disappointed and he had to explain the situation to the owners. I feel that since it has happened, I have been sidelined and my confidence has been seriously knocked. How can I express my regret, earn respect and build my confidence again? Answer: It is almost inevitable that occasionally in our working lives mistakes occur. We have to own up to them, fix them if possible and then move on. Unfortunately, your mistake seems to be continuing to impact on how you feel about the organisation, your work and your relationship with your team. You have to take some action to ensure that it doesn’t continue to impact on your work. Here are some steps that might help to move forward. 1 Forgive yourself Although this sounds like a cliche, thinking through your error, accepting your mistake, and moving on personally will impact on how you can move on. It appears that your error in judgement has impacted your confidence negatively and this will affect your work. However, you have said that your record previously was exceptional, you were well received by your team and often acknowledged for this success. You need to try to focus on these positive reflections of yourself, rather than negatives. Take the time to consciously forgive yourself for...

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Preparing Your Team to Cope While You Take Extended Paternity Leave

Question: I am a senior manager at an engineering firm heading a team of six. My wife is due to give birth to our first baby and I want to take time off when the baby comes. However, I’m worried about missing too much time at work and not being around to support my junior team members. How can I prepare them to work efficiently and confidently while I take extended paternity leave? Answer: Firstly, congratulations on the impending arrival of the new addition to your family – an exciting time for you. You do need to be able to have confidence that your team will continue to work effectively while you are away. Employees need guidance but also need to be empowered to make the decisions necessary to be productive, and carry out their duties, when their manager is not present. This is what you need to work on now. Managers will say they want to empower their employees, but few actually do. This can be the result of a lack of trust on behalf of the manager who may think that the employees will not perform equally as well when they are not there or fear that employees will become too independent. Some managers fear that if they let the power go, then they may not be required any longer. On the other hand, many employees are afraid to take on added responsibility and be held accountable for their decisions. Empowering employees requires a great deal of trust by a manager – they must be willing to hand over the decision-making process, and elements of a task or...

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Helping a New Team Leader Rise to The Challenge After a Rocky Start

Question: I’m the senior manager in a MedTech firm. I promoted another staff member to team leader after he showed exceptional skill during a successful trial period. Eight weeks into his role, two team members have raised issues about his leadership qualities. I promoted him because of his high standard and think he will be a fantastic role model. I want to see him do well, and inspire confidence. How do I bring this up without causing tension between him and his team? Answer: Leading a team long term requires a specific set of skills. But many who are successful at a senior level struggle to make the transition from management of operations or projects to people management. Often training, mentoring and on-going support are required to assist them. 1 Why is this issue arising now? As the team leader has successfully completed a trial period, consider what is the difference between the environment now and during that period. Is the workload heavier? Are there stresses now that did not exist before? While other team members are citing issues with their direct-line management, perhaps there are other issues. Gather information on the performance of the team, attendance records and project requisitions. Garner informal feedback from other team leaders or managers. An overall barometer of the composition and performance of the team will allow you to ascertain if the issue is with the direct line management of the team or with the more strategic issues of the allocation of workload, stress management or more complex dynamics within the team itself. 2 Initiate a coaching-based conversation Organise a confidential space to...

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