Stories tagged with: Clarendon Executive

The Menopause and Mental Health at Work

The Menopause and Mental Health at Work

It is fantastic to see the increased attention and discussion that the menopause is getting at the moment.  Open discussion and the sharing of knowledge and resources will help to remove the stigma around the menopause and help to build more supportive and open workplaces.  

In Northern Ireland, high profile women such as the BBC’s Marie Louise Connolly have been tweeting about their personal experience of the menopause, The Menopause Room – a supportive Facebook group has been established, a menopause café run by Menopause Wellbeing NI has opened and the...

Continue reading

Unconscious Bias - Making the Unconscious Conscious

Last year, Claire McKee, Partner in Clarendon Executive wrote an interesting article, Conscious of Unconscious Bias in the Workplace.  Just over a year later, we are back to ask what we have learned over the last 12 months - and what a 12-month period it has been!

Last year, Claire McKee, Partner in Clarendon Executive wrote an interesting article, Conscious of Unconscious Bias in the Workplace.  Just over a year later, we are back to ask what we have learned over the last 12 months - and what a 12-month period it has been! We have all been...

Continue reading

A Digital Brave New World or Are We Human?

As we move out of the current public health emergency it is a good time to reflect on recruitment practices both in the past and perhaps and to the future. 

The digital utopia that many articulate,  would suggest that future recruitment will be based on a series of algorithms which will sort through not only the soft copies of application forms but also in a dystopian way the social media profile of potential applicants. This would all be in the...

Continue reading

‘Lockdown’ Your Recruitment Strategy

COVID-19 has forced an abrupt shift to remote and new ways of work and organisational agility is critical for survival. In response, organisations have adopted flexible and collaborative approaches to survive this pandemic and keep their business moving forward.

Before COVID-19, the last five years has seen the UK recruitment sector steadily growing each year, with the 2019 market valued at £38.9bn; an impressive increase despite much uncertainty over the impact of Brexit.  The previous landscape was an employee marketplace with companies investing...

Continue reading

Building Resilience To Cope with Stress And Fatigue

It is clear that we will in part, be in lockdown in some form for quite a few weeks more and I hear anecdotal stories of people reaching the end of their tether. The clamour to return to normal is rising.  Nevertheless, there may well be an inevitability that working from home will be more ubiquitous in the future and certainly that appears to be a keynote element of any attempt to kickstart the economy.  

Even prior to the current public health issue many progressive employers were investing in resources to help their employees to deal with the future which many saw as being one which involved preparing for an economic downturn and competing to survive. Those plans were based around the need to...

Continue reading

Have Competency-Based Interviews Had Their Day?

For many of us in the world of identifying talent, competency-based interview techniques have been a great step forward from the unstructured “conversation”. For most of us gone are the days when managers would ask interviewees questions like: what would your last boss say about you? Or what is your greatest weakness? Unbelievable as it sounds, we still find that these types of questions occasionally being asked and there may be readers of this article who feel these types of questions offer true insight. They don’t.

And there can be no doubt, good practice interview training has practically eradicated the use of discriminatory questions about personal life, religious or political belief.  However, competency-based interviewing appears to have evolved and is now applied in such a simplistic and rigid...

Continue reading

Maintaining Effective Communications with Remote Working

The single biggest problem in communication is the illusion that it has taken place - George Bernard Shaw. Recent months have seen a dramatic escalation of the much-predicted practice of working from home. The reasons for the escalation will be well known and let’s try and avoid the dreaded C word just for a few minutes.

Many organisations have set out guidance to staff about how to make working from home (WFH) safe and productive. But what about the effectiveness of communication between colleagues who were previously sitting close to each other and could observe the communication signals that perhaps...

Continue reading

Remote Working and Bullying and Harassment

In ‘normal’ times a request for home working/remote working would typically take time to consider and set up, while the business and the employee discuss what steps would need to be put in place in terms of technology, support, communication, ‘fit’ with the role requirements and whether this would work for both parties before a decision was made. Often when it was a ‘yes’ this new way of working might have been on a trial basis, while both parties considered if it was working and had the opportunity to monitor, review and tweak the arrangements.

We are living in extraordinary times.  The COVID-19 pandemic has brought about urgent and sudden changes in our ways of working, with remote working (i.e. working from home) being required by businesses so that they can keep working through these difficult days.  Some degree of...

Continue reading

The Effectiveness of Employer Brand in the War for Talent

It is widely accepted that a company’s workforce represents one of its most significant competitive advantages. Attracting and retaining the right kind of talent is absolutely critical to a business’s ability to compete, grow and be successful. Joanne McAuley looks at the role a powerful employer brand plays in dominating the talent market and how HR professionals can use employer branding to recruit top-notch candidates.

An organisation will of course have a reputation in the market for its products and/or services – what it sells. But it also has a reputation as an employer. This reputation, or ‘employer branding’, has, and will likely continue to become, of magnified importance as the jobs market becomes...

Continue reading

Clarendon bolsters executive coaching arm with two heavyweight hires

Clarendon bolsters executive coaching arm with two heavyweight hires

Executive search and selection specialist Clarendon Executive has strengthened its professional coaching arm with the appointment of two of the industry’s most respected and experienced figures. Mairéad Regan, former Group Human Resources Director at UTV Media plc/Wireless Group Ltd, and Hugh McPoland, most recently Director of Human Resources at BSO, both join the company as Associate Consultants.

  It brings to three the number of new hires the company has made in the last six months, following the recruitment in April of consultant Emma Kieran from a rival firm. Founder and Managing Partner of Clarendon Executive, Ciaran Sheehan said; “This is a strategically important move for...

Continue reading

The Value of Workplace Mentoring

A recent American Society for Training and Development study found that 71% of Fortune 500 companies have some type of corporate mentorship programme and that 75% of their executives credit their mentors with helping them reach their current position. The rise of such schemes in today’s hyper-competitive economy suggests organisations believe it can help drive revenue and reduce costs. No longer an after-thought or “add-on” to corporate strategy, Joanne McAuley explores some of the increasingly recognised benefits of a structured workplace mentoring programme, no matter how simple or complex, and the issues to be considered when implementing such an initiative.

The concept of mentoring isn’t new – in Greek mythology, when Odysseus disappeared to fight the Trojan War and then went on his ten-year odyssey, he entrusted his friend, who was named Mentor, with the task of bringing up his son. Mentor did such a good job (with the help of goddess Athena)...

Continue reading

Gardening Leave – A thorny issue?

Gardening leave has for many years been used by companies as a protectionist measure within senior executive employment contracts, ensuring any departure of key individuals has minimal impact on the reputation and ongoing success of the organisation in question. It does not come without costs and risks however, and below Clarendon Executive’s Emma Kieran examines the pros and cons any HR professional might want to weigh up before granting garden leave to an exiting executive.

Garden leave, or gardening leave, came to prominence after it was used during an episode of Yes, Prime Minister in 1986 and describes the practice where an employee leaving a job – having resigned or otherwise had their employment terminated – is instructed not to attend the workplace or...

Continue reading

Boardroom talk: Age diversity the new gender diversity?

Much has been made of gender diversity in recent times but rarely does the issue of age in boardrooms come in for such intense scrutiny. And if the argument for board gender diversity is that females offer different viewpoints, then surely the same can be said for a variety of age groups. Clarendon Executive’s Joanne McAuley explores age diversity as part of the broader diversity conversation and suggests that any board can create a diverse group and realise the benefits that come from a cross-section of perspectives, experiences and expertise.

Any diversity conversation must address all diversity factors, not just gender but also age and race. Gender diversity has had much airtime recently with the recent implementation of the pay gap regulations, but age is something that has until now has escaped much of the spotlight. Age diversity...

Continue reading

Interim management: does it stack up?

The interim management market is buoyant in the UK, with a plethora of well- qualified suitable candidates, however the picture couldn’t be more different when looking at Northern Ireland in isolation. Below, Joanne McAuley from Clarendon Executive considers the scenarios in which an interim management solution might be employed, and assesses whether the return on investment adds up for local businesses.

The UK Institute of Interim Management describes interim managers and executives as, by and large, senior and mature individuals, operating at Board, or near-Board level, with an average age of 52. Interim managers are mostly men, with a steady but small lift in female representation in recent...

Continue reading

Compensation Strategies: Attracting and Retaining Talent

An effective compensation strategy is integral in attracting new talent and retaining and motivating the best performers; in short, it’s a critical part of overall HR strategy to keep organisations competitive and successful with a strong pipeline of emerging talent. But, particularly for SMEs, it can be hard to get right…. Below, Ciaran Sheehan, Managing Partner of Clarendon Executive, examines the components required to ensure you have the best compensation plan in place for your people and your business.

One of the most daunting challenges for businesses we deal with, no matter their size, is that of attracting and retaining outstanding talent, particularly at executive level. As economic conditions improve, hiring the right talent becomes all the more challenging. Savvy companies know a solid,...

Continue reading

Connect with Us

Clarendon Group, 12b Clarendon Road, Clarendon Dock, Belfast, BT1 3BG

Telephone +44(0)28 9072 5750  e-mail: This email address is being protected from spambots. You need JavaScript enabled to view it.

Website by Elm House Creative LOGIN