Introduction While organisations adopt different performance management systems, most seek to create better alignment between their business strategy, performance outcomes and how they reward employees for achieving individual, team and organisation-wide results. Some organisations are simultaneously trying to achieve better reward differentiation based on decisions arising from performance differentiation. However, to do this effectively senior leadership must have a clearly defined performance and reward philosophy which includes clarity on how different levels in the organisation will be treated. Performance Differentiation Performance differentiation is where we set out in a structured m

Distributive Bargaining v Interest-based Bargaining Power has a huge influence over the outcome of a negotiation. Distributive bargaining heavily relies on power to achieve the best result, which usually involves one party ‘losing’. Interest-based bargaining requires both parties to make an agreement to avoid the reliance on power to solve the issues at hand. For both parties to agree to this, they must be able to envision the possibility of an agreement which solves the issue and satisfies the interests of all. The final agreement should provide a win – win situation. According to Barrett and O’Dowd “interest-based bargaining does not eliminate power, only the resort to power.” The success

Introduction In extremely volatile times where the outlook for many organisations is uncertain, the need for resilience has never been greater. Organisations likely to emerge from the Covid-19 crisis in a relatively strong position are those who can adapt quickly in the face of massive uncertainty and can “bounce back”. To do this, organisations need resilient teams at all levels - functioning effectively and finding new and resourceful ways to manage through the challenges. Resilient teams are flexible and agile. They develop the capacity to respond as circumstances change at an extraordinary pace – week by week (and even day by day). They maintain focus and a sense of perspective despite t

Introduction What does retirement mean to people today? A 65 year old person today (ignoring Covid-19 for the moment) can expect to live another 20 years on average. The questions arise as to whether people want to stop working for such a long part of their lives and more importantly can they afford to retire for 20 years? Most early pension schemes were Defined Benefit Schemes, which means that the benefits on retirement were specified and guaranteed for life. The first Defined Contribution Schemes did not come into existence until the 1970’s. In Defined Contribution schemes nothing is specified or guaranteed. In a Defined Benefit the company carries all the risk and in a Defined Contributi

Introduction There is no doubt the Covid –19 pandemic brought significant and immediate challenges to the role of HR in every organisation irrespective of size. Whether classed as an essential service or not, employers had to change the way they worked and fast. This included considering a broad range of measures from remote working, staggered shifts / breaks and changes to the work environment to ensure social distancing requirements. The impact too on employees is challenging where their personal income has reduced arising from the introduction of wage cuts, short time working or being put on temporary layoff. Also a key factor is whether an employer implemented the Emergency Covid-19 Temp

The implications of Covid-19 have been swift and deep. Most organisations are responding in the best way they can and are prioritising temporary decisions over permanent ones to deal with the immediate crisis. However, it is also apparent that several employers are moving to consider implementing pay reductions, or deferrals, to reduce costs with the consent or acquiescence of employees who are concerned about their jobs. Here we set out both the general legal issues and the matters of practice which need to be considered in evaluating this as a potential course of action. Legal Considerations What is well-established is that a party to a contract cannot unilaterally impose a reduction which

The Irish Government is designing a strategy to gradually exit ‘lockdown’ measures. We can expect this will allow some businesses to reopen and have employees return to the workplace, with some countries and industries already having made the first moves. Employers now need to consider how the transition can be best carried out. Employers in the coming weeks and months need to decide how to facilitate a safe return to the workplace, looking at when the return will take place (gradual reopening), how it will happen (e.g. team splits, social distancing, protective gear), who will return (e.g. employee and visitor screening, dealing with employees’ refusal to return to the workplace) and on wha