Category: News

Companies increasingly rely on diverse, multidisciplinary teams that combine the collective capabilities of women and men, people of different cultural heritage, and younger and older workers. But simply throwing a mix of people together doesn’t guarantee high performance; it requires inclusive leadership — leadership that assures that all team members feel they are treated respectfully and fairly, are valued and sense that they belong, and are confident and inspired. Research involving 3,500 ratings by employees of 450 leaders found that inclusive leaders share six behaviours — and that leaders often overestimate how inclusive they really are. These are the behaviours: visible commitment, humility, awareness of bias, curiosity about others, cultural intelligence, and effective collaboration.

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Bountiful research has documented the importance of DEI for business. We know that organizations with diverse workforces enjoy increased financial performance, innovation, and creativity and decreased attrition and related costs. But efforts to address DEI in the workplace are typically disconnected from those aimed at supporting employee health and wellness. To enact meaningful change in the lives of employees, it’s critical for business leaders to address employees’ total well-being, including their physical, mental, emotional, and financial health; work-life balance; and social equity. Simply put, well-being is a central strategy to ensure that employees are able to contribute their best while navigating the myriad challenges that impact how they live, work, and relate to others. Failing to address the intersectionality of DEI and well-being does a substantial disservice to employees. The authors present a series of actions employers should take to ensure every part of their population has the resources and information they need to address the special needs of marginalized employee populations.

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A vast body of research shows that the hiring process is biased and unfair. Unconscious racism, ageism, and sexism play a big role in who gets hired. But there are steps you can take to recognize and reduce these biases. Where should you start? And how can you help others on your team do the same?

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When you’re first starting out in a new job, it can feel awkward. Even if you have effective onboarding, you might not be sure what to say, who to talk to, or how to figure out what you need to know. And you’re not alone. Most people struggle with discomfort in the first few days, weeks, or even months at a new gig. The author shares three psychological reasons that explain why these transitions can be uncomfortable as well as ways to overcome the associated challenges – or to help smooth the way for a new hire who just joined your team.

With over 20 years accounts experience, Niamh is a seasoned finance professional who has an in-depth technical understanding of what’s required to work and thrive in any finance role.   As a finance specialist, she offers you a unique understanding of your accounting career goals and your financial recruitment needs.

Managing Clark’s specialists Accountancy & Finance division, Niamh focuses on the recruitment of accountancy and finance professionals from part-qualified to newly qualified accountants up to senior and executive level.

Experience the difference. You can call Niamh, your expert Finance Recruitment Partner on 045 881888 or email niamh@clark.ie. Her specialism is built on experience.

Leaders often rely on the carrot vs. the stick approach to motivate employees, where the carrot is a reward for compliance and the stick is a consequence for non-compliance. But this is an outdated approach that never really works well. Motivation is less about employees doing great work and more about employees feeling great about their work. There is no stronger motivation for employees than an understanding that their work matters, and is relevant to someone or something other than a financial statement. To motivate your employees, start by sharing context about the work you’re asking them to do. Recognise that challenges can materially impact motivation. Be proactive in identifying and addressing them. What might make an employee’s work difficult or cumbersome? What can you do to ease the burden? And remember that if you’re not engaged and enthusiastic about the work you do, it’s unlikely that your team will be. So, check in with yourself about how motivated you are for the job at hand, because employees feel more motivated when their leaders are also motivated.