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​Coaching Connect with Manpower

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Coaching Connect with Manpower

Preparing your executives for the launch of their exciting new careers….

Coaching Connect is our New Executive Placement initiative launched by Manpower Ireland and supported by our talent solutions specialist sister brand Right Management. All clients now availing of a Retained Search Recruitment Delivery Model at Manpower will be supported by our Coaching Connect programme which will provide new hires with an individual bespoke executive coaching programme to support their onboarding and integration into their new role with our client company.

How does it work?

  1. Coaching Connect is available when a client undertakes a retained search placement programme with Manpower for roles with a starting salary of €40k or more.

  2. All placed candidates under this model will be supported with access to executive coach for Two 1-Hour Executive Coaching Sessions to assist their transition into their new role.

  3. One session could be post acceptance/prestart to help the new employee prepare for their upcoming role and the second session would usually be after their first 30 days to reflect on progress so far and assist with next steps for their development.

  4. Manpower will arrange for delivery of these coaching sessions on behalf of our candidates and manage the relationship directly.

What are the Benefits?

  • The programme will help better prepare new employees that are placed through our retained search model integrate in their new role and help them excel with our client companies.

  • Executive coaching can be hugely beneficial to new executives in preparing them for the challenges of their new career and in hitting the ground running.

Download our Manpower Coaching Connect Brochure

Insights

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Going Back to the Office? Make it Worth the Trip!

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​Watts Up: Why More Skilled Talent is Needed for Rising Global Energy DemandAs I partner and collaborate with my energy industry clients, I am continually amazed by their determination and resilience in navigating an ever-changing industry, all while ensuring our communities stay energized. It’s no secret that workforce management stands as a significant challenge, particularly in an industry undergoing such profound transformations. The conversation often turns to talent shortages, regulatory concerns, and the increasing sophistication of technology, all of which are shaping the future of work in this sector.Considering this, we explore the top six trends for this sector in the Energy and Utilities 2025 World of Work Outlook. Drawing from our latest research that includes responses from more than 40,000 employers across 42 countries, along with separate independent studies, the report takes a deep dive into how these key trends are shaping the future of work. It also illuminates various opportunities for employers to make their mark, even as they navigate the ongoing challenge of talent scarcity.​1. Energy Sector Talent ShortagesOne of the most pressing challenges highlighted by our clients is the acute talent shortage, especially in specialized fields like renewable energy, data analytics, cybersecurity, and engineering. The competition for talent is fierce, not just within the energy sector but across various industry verticals, making this a candidate-driven market.A significant contributing factor to this scarcity is the lag in the educational system's adaptation to the sector’s evolving needs. Many programs still focus predominantly on fossil fuels and traditional energy sources, leaving a gap in the workforce’s readiness for the demands of renewable energy and advanced technologies. Additionally, we’ve observed a growing trend of cross-sector talent movement, which, while providing opportunities for cross-industry learning, also adds complexity to attracting and retaining top talent.To address these challenges, energy companies must refine their employer branding and enhance their employee value propositions, particularly to attract younger, more discerning candidates who prioritize sustainability and innovation in their career choices.​2. A Human-Powered Future Through Upskilling & ReskillingIn response to the talent shortages, our discussions have increasingly centered around the importance of upskilling and reskilling. Companies are recognizing that they cannot rely solely on the existing talent pool nor education to meet their needs. Instead, there is a growing emphasis on building the talent they require from within, through comprehensive upskilling and reskilling initiatives.This holistic approach to talent management involves partnerships with educational institutions and a diversified strategy that goes beyond traditional hiring. By expanding their talent strategies and focusing on long-term development, companies can better prepare their workforce to meet the evolving demands of the industry.​3. Charting Regulatory CurrentsCompliance concerns are another significant challenge for our clients. The energy sector is heavily impacted by regulatory shifts, and the uncertainty surrounding these changes adds pressure to already complex operations. There is a clear need for support in navigating these challenges, particularly in workforce management.At ManpowerGroup, we see an opportunity to assist our clients by offering solutions that help them manage regulatory compliance more effectively. Our workforce management platforms and services are designed to provide the support needed to navigate these regulatory complexities, ensuring that companies can focus on their core business activities while staying compliant.​4. Amping Up Talent with TechAs the energy and utilities sectors continue to evolve, the role of technology in talent management has become increasingly prominent. Our clients are more open than ever to adopting technological solutions, including AI, to enhance their talent acquisition and management processes.AI offers the potential to revolutionize talent management, making it a critical discussion point for the future of work in the energy sector. By leveraging AI and other technological tools, companies can more effectively manage their workforce, streamline operations, and stay competitive in a rapidly changing market.​5. 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This shift is affecting recruitment and requiring companies to improve their employer value proposition to attract top talent.​Powering A Brighter FutureWhen I talk with industry leaders, it's clear they are fully aware of the challenges ahead. They are navigating a complex landscape marked by geopolitical risks, economic uncertainty, regulatory hurdles, fierce competition, and a shortage of skilled talent.They understand that there's no one-size-fits-all solution. Moving from short-term fixes to a comprehensive strategic workforce plan that covers both contingent and full-time employees across various regions is no small feat. The future is brightest for those who can rise to this challenge effectively.Download the Energy and Utilities 2024 World of Work Outlook and power the path ahead for your organization.

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Experis Ireland 2025 Salary Guide

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The Power of Knowing Your Team

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ManpowerGroup Ireland Q2 2025 Employment Outlook Report Now Available

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Manpower Ireland 2025 Salary Guide

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Rm From Stagnation To Agility Social 3
Why are employees becoming stagnant?

​From Stagnation to Agility​As organisations navigate an ever-changing workforce landscape, balancing employee aspirations with organisational needs is key to driving success.While businesses clearly recognise retention as a key goal, they often overlook employees' desire for personal growth and skill development. As a result, effective career interventions that support individual and career growth, such as tailored learning programmes and coaching, remain underutilised – leaving many employees and organisations at risk of stagnation.So what’s holding everyone back?Employees are simply happy where they are – Our latest research found that while 77% of employees plan to stay with their current employer, just 18% are considering an internal role move in the next 2 years. While a desire to avoid burnout and maintain a healthy work-life balance are undoubtedly contributing to this trend, this statistic also suggests that a lack of career support has left many individuals unaware of the transferability of their skills. They cannot see how or where they could potentially move internally, and so are opting to stick rather than twist – playing it safe in an unpredictable world.Shirked responsibility for career progression – Employees believe employers are responsible for their future career path – a problematic sentiment in itself; but perhaps even more worrying is the fact that 66% of business leaders agree, and yet our research found that half of leaders say they aren’t planning to make significant investment in career interventions for their people in the next 5 years. For an organisation to thrive, it needs its people to be mobilised and working at their full potential, and so surely the least employers could do is hold the door open for those looking to move forward.Leaders’ short-sightedness is blocking development – When asked what their desired outcome for talent interventions is, 32% of leaders said employee retention – compared to just 19% of respondents who said “to encourage internal mobility”. Organisations appear to be prioritising the short-term need of having employees maintain productivity in their roles right now, instead of looking to futureproof their workforce and enable ongoing development. If employees are receiving zero encouragement from their leaders to pursue learning and growth opportunities, it’s no surprise less than 1 in 5 are looking to challenge the status quo and explore internal mobility.A lack of communication when implementing support – While talent interventions such as coaching have long been proven to have significant benefits for employees, our latest research discovered that 1 in 3 employees said their career support actually had a negative impact on their careers. When implementing career interventions, its integral that business leaders provide context and clear communication as to why. If an employee is told to engage with a development initiative without any explanation, they may perceive this as a signal that they’re viewed as an underperformer and under scrutiny from the leadership team. Fearing they’re soon to be forced out of the organisation, many may choose to get ahead of the game and leave; meaning an individual loses trust in career support, while their employer loses a talented individual, and all over a lack of communication.​How coaching enables people and businesses Despite coaching being a key driver of employees’ appetite for growth, with 44% of coached individuals expressing interest in further training and development initiatives, vs. 30% of those who haven’t been coached, just 20% of respondents say their employer has provided coaching support to help them in their career.Whether it’s targeted 1:1 development coaching, team sessions, or on a peer-to-peer basis, coaching can empower individuals and teams to push the boundaries and achieve their true potential. A coach could help an employee identify and understand the transferability of their skills and pursue internal mobility opportunities; or encourage greater career ownership by helping people create targeted action plans that are aligned to their career aspirations. Insights generated from these sessions also empower employees to speak with their managers and leaders about their career– helping leaders better understand the aspirations of their people and generate improved ROI for the support they’re providing.When talent interventions such as coaching are implemented with clear communication – immediately dispelling any potential misunderstandings of hidden agendas – people and organisations thrive. Our new research found that 22% of employees said more human interventions such as coaching would make the career support available to them more impactful. And with digital coaching platforms making the support more accessible than ever, there’s really no good reason for businesses not to invest in support for their people.To find out more about how career interventions such as assessment and coaching can enable workforce agility.

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