What is a trustee of a charity?

What is a Trustee of a Charity?

Charity trustees are the people who ultimately exercise control over, and are legally responsible for, a charity. If the charity is a company, these people may also be known as directors or board members. The charities regulator provides this definition, and you can see the full guidance here.

Being a trustee on a successful and well governed charity board can be a very rewarding job. The charity and voluntary sector is large and growing, and this is where we can genuinely contribute to societal change and to the improvement of everyone’s lives. Giving your time and expertise to this sector allows you to follow your passions, and to genuinely help and be appreciated.

What do trustees do?

As we have seen, trustees direct and control the organisation. They are ultimately responsible for the success and the future of the organisation on whose board they serve. They normally attend one board meeting per month and perhaps one committee meeting per quarter. However, trustees are always vigilant and alert to the needs of their organisation and are always ready to take care of their organisation in a crisis, or to advise the CEO in times of difficulty.

 

What do trustees not do?

They are not executives and they do not implement strategy, their role is simply to direct and control. Sometimes, in smaller charities, trustees will carry out some executive duties. These may include assisting with the accounts production or fundraising; but these are not truly executive roles; and ultimately, as the organisation grows, these duties will be taken over by paid employees.

 

Roles and responsibilities of a trustee

The roles and responsibilities of trustees are set out by the charities regulator here and if your charity is incorporated as a company limited by guarantee or any other type of company, your duties under the companies act are set out by the Companies office here.

The main roles are clearly stated, a director of a company shall:

  1. a) act in good faith and in the interests of the company;

(b) act honestly and responsibly in relation to the conduct of the affairs of the company;

(c) act in accordance with the company’s constitution

(d) not use the company’s property, information or opportunities for his or her own or anyone else’s benefit

(e) be independent

(f) avoid any conflict between the director’s duties

(g) exercise care, skill, and diligence

(h) have regard to the interests of its employees and stakeholders

 

Is being a trustee fun?

Yes, being a trustee can be lots of fun, particularly when you are passionate about the purpose of the organisation and its mission. In many cases great charities have been set up by people who are passionate about, for example, animals or children, or the alleviation of an illness.

Being on the boards of such charities nurtures your passion, enables you to contribute to the cause and makes you  feel valued and appreciated.

Above all, great boards work well together, they are colleagues; they solve difficult problems in collaboration and ultimately theycan have wonderfully constructive and beneficial working relationships.

 

What is my next step?

  • Find your passions and interests and identify charities in this area.
  • Ask yourself how much time you might have to contribute to the charity.
  • Research charities in your area, choose the best governed and best organised charity, where you will learn and be able to contribute to the board. Ask them if they have an induction course for new board members to enable you to quickly learn about the charity.
  • Get your CV ready, with some indication of your skillset, experience and passionate interests.
  • Consider also other voluntary work that may not initially involve being a board member.

 

Some useful links for your research:

 

Contact Us

If you have any further questions on becoming a trustee, contact our Director of Advisory Services, Luna Atkins.

social enterprise challenges

4 Challenges Facing Social Enterprises

As of this year, there are 4,335 social enterprises in Ireland, constituting a vibrant and growing sector that brings significant added valued on an economical, societal and environmental level. At the same time, some key challenges undermine the potential of social enterprises and the collective strength of the sector.

Here are some key takeaways regarding the common challenges facing both start-up and well-established organisations in Ireland and beyond, from a recent sectoral conference hosted by the Oakfield Trust.

social enterprise

1. Sustainable funding

As you can see in the menti poll above, from the less-than-perfect photo, funding was identified as the number one challenge by conference participants, and a word that came up again and again in relation to funding was ‘sustainability’. A survey of the sector recently found that 40% of social enterprises have an annual income of less than €100,000.

Whether its increasing traded income to reinvest back into its purpose, or securing grant funding for capital or project costs, or attracting philanthropic support – or, most likely, the balanced mix of all of the above, having a clear and well thought through funding model and income strategy is vital to the long-term success and growth of any social enterprise.

 

2. Misunderstanding

While the National Social Enterprise Policy for Ireland 2019-2022 has done a great deal to build awareness about social enterprises, this remains a misunderstood market. Neither nonprofit nor business, it can be difficult for some people to understand a social enterprises’ model and place in a community. As we move towards strengthened recognition, promotion and policy development of the social enterprise sector, clarifying the role of social enterprises is an increasing priority. Having a clearly-stated mission that puts your purpose at the centre, and strategy that shows how profits contribute to your social objectives helps to bridge that gap in understanding.

3. Measuring impact

Related to the point above, it’s not just important to say how your enterprise has a social impact, but you need to be able to show it too. Developing a theory of change that describes the outcomes your work has, and an impact measurement approach that tracks this impact is vital not just to your storytelling but to your fundraising.

 

4. Legal compliance

Particularly for newer and smaller social enterprises, picking the best legal form can be a minefield. Many choose to register as charities, particularly to be able to access certain forms of funding, however this comes at a cost and with a high compliance burden. It often takes expert independent support to help social enterprises pick the best option for them and to help them put the right structures and policies in place.

Contact Us

We have experience of working with social enterprises throughout their lifespan – from start up, to scaling, to scaled. If you want to discuss how we can support you with your journey, contact Luna Atkins for our advisory services (strategy, impact, governance) or Dennis for our funding services.

Partnerships 2into3

6 Steps to Kickstart your Corporate Partnership

Getting started on your corporate partnership journey can seem daunting. It is important to step back and evaluate your goals, approach and realistic timelines so your entire team are on the same page. Here are 6 tips to kickstart your corporate partnership:

1. Be clear on your corporate partnership goal

If you are planning on building corporate partnerships for your charity, the first question to ask is “Why – what is your main goal for the partnership?”

The goal of a true partnership should be to help your charity achieve its purpose or mission. A corporate charity partnership should be mutually beneficial, based on a shared purpose, that could bring about real change and impact. The aim should not be about raising money. When you make your shared purpose your overarching goal, then the additional funding will follow.

2. Have a targeted and focused approach 

It’s important to choose business partners who are the right fit for your organisation. Corporates often look to choose charity partners who can help them achieve their strategic goals. As well as identifying a shared purpose, consider which brands might be interested in the audiences you serve.  Consider which corporates have challenges that you could help solve, such as strengthening their reputation, or engaging with their workforce. You should compile a targeted list of corporate partnerships (around 10 per fundraiser) to give you a good idea of where you should be focusing your attention. This will ensure that you can create a partnership that’s true to your cause and will stand the test of time. 

3. Secure a face-to-face meeting

If you want to build corporate partnerships, then it is essential that you meet with your prospects face-to-face, or online. Securing meetings is one of the most important steps, but also one of the most difficult. Find out if your trustees, colleagues, or friends and family have a warm contact in the company, as this will make it much easier to secure a meeting. If you don’t have a contact, then find the name of the person you want to meet and email them directly. Keep your email short and create interest by stating your shared purpose. 

4. Establish an equal relationship

Establishing an equal relationship on both sides is crucial when forming charity corporate partnerships. There is often a risk of imbalance, as the charity may feel like the company has the upper hand if they are providing funding, or expertise. 

Successful partnerships will recognise the different strengths that each party can bring to the table and how you can best compliment each other. By identifying how you will build a meaningful relationship from the outset, you’ll avoid any tension further down the line and both sides will reap the benefits. 

5. Be clear and realistic with each other

Be clear and realistic with each other about what you can and cannot commit to from the beginning, as this will help reduce the chances of an awkward conversation and any strain on your charity’s resources. Ensure you have regular communication to facilitate openness, so make sure you set up regular meetings to reinforce your alliance. 

It is also vital to make it as easy as possible for them to work with you. This involves reaching out to them with a project in mind to start with and being clear about what they’re going to get out of it – whether it’s brand awareness, goodwill, or staff satisfaction. You can also provide ideas of how to raise money and supply helpful resources to promote what activity they’re doing in partnership with you. 

 

6. Be willing to listen and adapt

It’s important to understand the partner that you’re working with. Your team can get together to brainstorm and come up with events that you think will work, but if you’re not willing to adapt the idea to the people that you’re partnering with, you’re creating a huge block. Of course, you will have ideas of what you want to do, but must accept their input, as they know their audience best. Don’t forget to listen openly to your partners. 

 

Corporate partnerships are a great way of securing regular giving, but take care to provide regular updates of how the partnership is impacting your beneficiaries and helping you further your mission. The magic truly happens when a charity and corporate partnership go beyond a transactional donor recipient relationship to boost each other’s popularity and brand awareness.

Interested in learning more?

If you’re interested in finding out how we can help you to build successful corporate partnerships for your charity, then register for our Masterclass here. If you have any further questions, please get in touch with our Head of Partnerships Advisory Practice, Denise Cranston.

 

2into3 nonprofit Talent recruitment trend

Nonprofit Talent Trends: Q1 2023

The latest data from 2into3’s Nonprofit Talent Trends shows a slight drop in both the number of organisations and the number of roles being advertised in the first three months of the year. A 9% drop was noted for both: 245 roles (down from 269) and 176 organisations (down from 193) year-on-year. 

Q1 2023 Nonprofit Talent Trends

Subsector Activity 

Activity across the different subsectors was varied, with increased activity seen in the following areas: 

  • Education & Research, up 33% from 9 to 12. 
  • International, up 47% from 15 to 22. 
  • Philanthropy & Voluntarism, up 33% from 6 to 8. 
  • Advocacy, Law & Politics, up 45% from 11 to 16. 

Decreased activity was noted in the following subsectors: 

  • Local Development & Housing, down 37% from 43 to 27. 
  • Social Services, down 7% from 83 to 77. 
  • Health, down 27%, from 63 to 46. 
  • Environment, down 71% from 7 to 2. 
  • Professional & Vocational, down 18%, from 11 to 9. 
  • Arts, Culture & Media down 22%, from 9 to 7. 

Two subsectors, Recreation & Sport and Religion, saw no change, with 2 and 4 roles respectively. 

Nonprofit Talent Trends Q1 2023

Social Services and Health led the way in terms of who is recruiting, making up just over half of all active organisations. Advocacy, Law & Politics and Local Development & Housing organisation accounted for 10% each. 

Nonprofit Talent Trends Q1 2023

Organisational Size 

Organisational size, based on annual income (where data was available) was evenly spread; 31% of recruiting organisations had annual income of less than €1 million, while 38% had annual income of over €10M, with 31% in between these two figures. 

 

Role Types 

Service Delivery & Operational Management accounted for 43% of all roles advertised, followed by Fundraising & Business Development with 22%.  

Nonprofit Talent Trends Q1 2023

 Year-on-year, there were significant falls in the number of Service Delivery & Operational Management roles (down 41), as well as Communications & Marketing (down 16), while Finance and Fundraising and Business Development positions both increased by 12 versus 2022. 

The share of jobs by role type has seen some changes, with Finance roles accounting for 12% of those recorded, versus just 6% last year and HR accounting for 5%, up from a 1% share in 2022.  

Communications & Marketing roles, however, dropped for 10% of all recorded in 2022 to just 4% this year. 

Nonprofit Talent Trends Q1 2023

 

Observations 

Looking at the data, it is clear that, even with the overall reduction in roles advertised, the market for talent remains strong, and ahead of where it stood pre-pandemic.  

Activity levels vary across the different subsectors, however, so there is no single trend that can be identified for the whole sector, with 4 areas increasing and 6 others decreasing. 

Likewise, the types of roles do not show any consistent movement in a particular direction, so it will be interesting to see how the remainder of 2023 works out.  

 

If our own experience in 2into3 is any indicator, the challenging and competitive market for talent shows no sign of easing, with the number of active jobseekers still below levels seen before COVID. This means a lot more work is required by those hiring to find the best candidates, even to make them aware of the opportunity.  

 

Contact Us

If you have any queries around these findings, or would like to find out more, contact our Director of Talent Management Services, Fergal O’Sullivan.

Partnerships 2into3 team building

5 Ways to Create a High Performing Partnerships Team

When commencing the planning process for a strategic corporate partnership, it is crucial to create a partnership culture within your organisation. Including other team members in the process will help work towards your partnership vision, empower new ideas and encourage shared resources. Furthermore, placing the right people in your partnerships team will create a broader reach, ultimately attracting more donors and funding to your cause.

1. Create an internal partnerships culture 

When recruiting and building your internal partnerships team, remember that those with a shared vision will work best together. Therefore, it’s vital that you connect your colleagues to the end product of what you are aiming to achieve — make sure they see your vision. Commonalities bring teams together, so try to find those who are passionate about what you are proposing.

Ensure you delegate roles and responsibilities to each team member, so they understand their input. This presents an opportunity to play to people’s strengths. For example, if an individual has marketing experience, you could provide the opportunity to create a cause-related marketing plan. Delegating individual tasks will create a feeling of ownership, which will maintain enthusiasm and determination. Ensure you provide clear expectations when delegating and introducing new tasks.

2. Allocate brainstorming time

Set up regular meetings with your partnerships team to understand their priorities and agree ways of working together. Provide opportunities for their input, as this will help spark new ideas. People find passion in what they create, so ensure you create a space that allows creativity to flow between all individuals.

It is good practice to receive input from colleagues before making decisions, as part of a habitual process in the workplace. When problems arise, avoid enforcing a plan for your team. Instead, ask for their potential solutions to ensure they remain a crucial part of the process. By empowering your team members, it instils their confidence to think critically and make their own decisions.

 

3. Invest in your team

Investing in your team means investing in your mission. The mission follows the team; if the team is working well, then the mission will be fulfilled. Help connect your team with the overall mission and what their work will achieve. Just as you will want to frame the impact to donors about what their funding and support will achieve, making the connection for the partnerships team will help them stay motivated throughout the process. They are the ones making this possible.

4. Provide support and encouragement

Employees appreciate support, encouragement, explanation and guidance. Therefore, it is important to continually provide guidance at each step of your partnership process. Strive to understand each individual’s strengths and weaknesses on your team. Foster their failures and celebrate their successes — in a team, they are everyone’s failures and successes. Take the time to truly get to know your team, get a sense of what they enjoy, what they’re good at and what motivates them.

Furthermore, it is important to encourage each member of your team to set tangible goals with timelines. There is a significant difference between “do outreach” and “reach out to 15 people this week to ask them to support the initiative”. By creating concrete action items, team members will be accountable for their contributions. A great way to set goals is to make sure they are SMART: Specific, Measurable, Achievable, Relevant, and Timely.

5. Evaluate

Constructive criticism can be a positive learning opportunity for any high performing team. Evaluation provides an opportunity to identify where we can improve and reflect on what we are doing well. Providing feedback in an empathetic manner that considers employees’ needs is extremely important.

Furthermore, evaluation is a balancing act. Try to set high expectations that stretch people outside of their comfort zone, but not so high that they are discouraged and defeated.

 

Conclusion

Hopefully by following these 5 suggestions, your organisation will be on the way to creating a high performing partnerships team. It is important to recognise that everyone has different capabilities, attitudes, and personal goals. Therefore, expectations should be set on an individual basis. Remember that collaboration and shared visions are necessary, so remember to highlight your organisation’s vision, facilitate team bonding opportunities and ask for feedback on how to improve the team.

 

Contact Us

If your organisation is considering a strategic partnership, contact Denise Cranston, Head of Partnerships Advisory Practice, 2into3. More information here.

Effective Fundraising 2into3

3 Qualities That Make an Effective Fundraiser

“Donors don’t give to institutions. They invest in ideas and people in whom they believe.” – G.T Smith

 

The image of a fundraiser may take several forms, depending on your definition. Fundraising is extremely broad, covering areas such as direct marketing, individual giving, corporate partnerships, trust and foundations, legacies, events and more. Each of these requires a specific range of skills and experiences to excel, but across all these areas, there are a few core qualities you will need. Here are 3 qualities that make an effective fundraiser:

 

1. Personal Qualities

 

There is no hard and fast rule about educational qualifications for a career in Fundraising. While some organisations might welcome specific knowledge, such as international development, childcare or health, broader qualifications often stand to you.  In terms of personal qualities required, a successful fundraiser is often a resilient soul, who can find the balance between leadership and teamwork, who enjoys engaging with people and can honestly identify with the cause they are working to support.

 

2. Communication Skills

 

Strong communication skills are key; your job is to persuade people that your cause is worthy of their support. Many fundraising roles are often combined with a more general communications brief for the organisation. Business development and sales skills can be useful to understand the process of engaging with prospective donors, as well and managing the relationship at all stages, not just at the time of asking. IT skills, especially with Customer Relationship Management (CRM) tools are very useful, as well as being comfortable with the various MS Office tools.

3. Long-Term Thinking

 

Fundraising is a long-term activity, so the ability to think strategically and in terms of how to develop mutually-beneficial partnerships, is essential. Ad-hoc approaches to fundraising are rarely effective beyond the short-term. The ability to connect with other organisations’ that share your vision will be extremely beneficial to your long-term fundraising. Multi-tasking is also par for the course, so an ability to keep several plates spinning is advisable, whilst thinking of potential future fundraising opportunities.

 

Require assistance with your fundraising strategy?

Our Head of Fundraising Advisory Practice, Rob Foley, works with our clients to develop, review and implement fundraising strategies that help build sustainable, long-term growth. If your organisation is interested in developing your fundraising strategy further, please contact Rob directly.

 

Facilitation 2into3 3 Reasons to Hire an External Facilitator

3 Reasons to Hire an External Facilitator

Running effective workshops and meetings is about so much more than gathering people in the same place, at the same time. If you are bringing people together, it’s important to make that time investment count – and all the more so when the stakes are high. Bringing in an independent expert facilitator to design and deliver your meeting can transform the effectiveness and outcome of your session.

Whether it’s strategic planning, a reflection session, a stakeholder consultation, announcing an organisational change or strategic shift, or team building, here are 3 reasons why you should consider hiring an external facilitator.

 

1. The right tools

An expert facilitator will take into account your organisation’s history, the relationships between participants and your desired outcomes – be they hard (such as strategy) and soft (team culture). A facilitator can create the most appropriate meeting setting and experience for you. This includes the set up of the room to enable participation, to setting ground rules; ice-breakers to create the right headspace and methodology that results in the decisions you need.

 

2. Space to participate

Engaging a facilitator allows the leader to fully participate without worrying about the objectives of the meeting, the time keeping or the dynamics. You will be allowed the freedom to listen, think and participate alongside your colleagues. You will be able to contribute as a participant.

 

3. A neutral navigator

A facilitator can ask the difficult questions with objectivity and a fresh perspective, encouraging divergent views to result in something powerful. The facilitator’s role is to ensure every voice is heard equally across the board. Furthermore, if any difficult conversations arise, an external facilitator will have the ability to progress the conversation into a more productive space.

 

Contact Us

If you would like to discuss how 2into3 can help you to design and facilitate a successful meeting or workshop, please visit our website for more information, or contact Luna Atkins at +353 (021) 237 9838.

Community Centre Fund

Community Centres Investment Fund

If you’re a New Build Community Centre seeking funding, you may be eligible to apply to the Community Centres Investment Fund for up to €6,000,000. ‘Our Shared Future’ commits to the introduction of a capital grants programme for the New Builds of community centres with objectives to:

  • Assist voluntary and community organisations and local authorities to develop high quality, accessible, safe, well‐designed, sustainable new build community centres to help develop empowered, inclusive and resilient communities.
  • Encourage the sharing of community facilities.

The minimum grant funding available from the Fund is €1,000,000 and the maximum is €6,000,000. The Fund will provide up to 90% of the total project value to a maximum of €6,000,000, with at least 10% to be provided in matching contributions by the applicants. A minimum of 5% of the matching contributions element must be in cash.

Application Requirements

For the purposes of compliance with public financial procedures, the lead party to an application must be a State‐funded body. Proposals under the Fund should demonstrate a collaborative approach between two or more organisations.

Other requirements include:

  • The project proposal must be a ‘shovel ready’ new build community centre with all the necessary permissions and consents in place e.g. planning consent etc.
  • The development must be on a green/brown field site and not the refurbishment of an existing property.
  • All relevant ecological and archaeological survey work (if applicable) has been undertaken or will be undertaken e.g. Appropriate Assessment screening.
  • There is evidence of ownership (if applicable) or a minimum 20 year lease in place.

Applications close 3rd July 2023.

For more information on this grant, visit the government website.

2into3 Grant Services

If you are interested in applying for the Community Centre Investment Fund and require assistance, our grants team can provide the support necessary. Applying for state funding can be a difficult and timing consuming process, involving various documents such as business plans, costs analyses, technical details, stakeholder research and much more. Many organisations struggle as they do not plan their grant application sufficiently by not following the necessary steps required or not adhering to the grant programme criteria.

If you would like more information on our services, contact Patricia Keenan directly on +353 860657347.

Partnerships 2into3

How to Build Successful Partnerships with Corporates

The findings in our recent Giving Ireland 2022 Report shows that the nonprofit sector experienced a 17% decline in fundraised income in 2020. Sectors such as Arts & Culture, Sport & Recreation, Health and others, experienced the most substantial decreases. In recent years, charitable organisations are seeking new ways to create long-term value to endure any future storms. Similarly, many corporates are seeing a shift in consumer behaviour. It is no longer acceptable to ‘social wash’ and private companies are under increased pressure to create social impact.

Therefore, by partnering corporates and charitable organisations, they can work together to create sustainable partnerships that work for both parties.

Here are 3 key approaches to building successful corporate partnerships for charitable organisations.

 

1. Purpose-led

Although many corporates provide charities with monetary investment, it is essential to recognise that corporate giving has changed in recent years. A transactional based relationship does not provide long-term value to charities, or corporates. These transactional, outdated corporate fundraising models are no longer fit for purpose. It is essential to ensure your charitable organisation’s approach to corporate partnerships is purpose-led and considers how businesses can help them deliver their mission

Building a partnership based on a shared mission or purpose allows your partnerships to grow and flourish over time. This will steer your partnerships from having a short-term focus on financial incentives, to a long-term vision that delivers value for your charitable organisation, the corporate and society.

 

2. Outline your value

Recognise the value your charity can bring to a partnership and present your potential corporate partner with an inspiring offer, rather than an ask. Most charities have an extensive social reach within local communities and have a unique advantage in supporting businesses achieve their social impact goals. It is important to do an analysis of your charity’s current value and potential future value. Presenting the value your organisation can bring to a corporate partnership is key to building a balanced relationship, where both parties are benefitting equally.

 

3. Long-term focus

Corporate fundraising is often driven by short-term financial targets. However, it is important to give your partnership the time time to build a stong relationship. Strategic and transformational partnerships take time to cultivate, often up to 18 months. Whilst it is important to increase funds for your charitable organisation, do consider investing time into building stronger, sustainable partnerships. In the long-term, this will achieve the best results for both organisations.

 

2into3 Partnerships Practice

At 2into3 we provide insight and expertise to support both corporates and charities to build strong purpose-led partnerships that can be a force for good, achieving the scale and sustained impact we need to see. If you are a charity or nonprofit organisation seeking more information on our partnerships process, visit here or contact our Head of Partnership Advisory Practice, Denise Cranston on +44 28 9592 2389 or +353 86 085 5836.

Team Meeting image

The Importance of Open Feedback in Exit Interviews

Most employment terms will have a clause that sets out how a resignation can be dealt with. This will most likely include an exit interview or meeting. This is not a tick-boxing exercise. Some organisations see probation reviews and exit interviews as an administrative exercise, or a time waster. However, they are some of the most important meetings where people can be open, honest and direct. Therefore, creating a space that accepts open feedback in exit interviews is extremely important.

With exit interviews, the person is not worried about saying the wrong thing, hampering a pay increase or promotion. Therefore, you are more likely to get the truth, warts and all.

The person sitting across from the manager who has chosen to leave will never be more willing to be honest about their reason for leaving. If there is something to be said that’s negative, you should want to know about it, so that you can take action.

Top 5 Issues Raised in 2022 Exit Interviews:

 

  1. Work Life Balance
  2. Pay and conditions
  3. Issues with duties and responsibilities
  4. Career change
  5. Feeling unsupported with personal issues / wellbeing issues

 

When we look at these five top most common reasons given for resigning, there are some that may be out of an organisation’s control. For example, if the person wishes to change career, or wants a substantial increase in salary, this may simply be impossible to address. When this is clear, the employee can be asked for feedback on everything else they experienced in the workplace. These questions are your chance to address matters about the workplace and the feedback can be priceless.

However, for issues that can be addressed by the organisation, it is extremely important to ask further questions. Issues around workplace culture, managerial styles, being unsupported, overworked, or unappreciated, are issues that can be addressed within any organisation’s capacity. Getting to the cause and solution of these issues are extremely important for an organisation’s longevity.

 

Employer Sample Questions to Use in Exit Interviews:

 

  1. Out of ten, how would you rate us as a place to work?
  2. Why did we lose marks?
  3. Have you found that the role and responsibilities allowed you to learn and grow?
  4. Looking back on your time with us, is there anything that would have worked better for us to have supported you in your role?
  5. What did you enjoy about being here?
  6. What did you not enjoy?
  7. Would you recommend us to anyone to join as a member of the team?
  8. If not, could you provide feedback?
  9. Would you return if your new role does not live up to expectations?

 

In reality, when the exit is amicable and the person is simply moving on, feedback helps address any ongoing issues which could cause further resignations if left unresolved. Last year, HR Duo tracked issues which arise in these settings, and some side issues that showed up through this questioning included:

 

  • The impact of a work colleague abusing sick leave, and the pressure that this placed on others covering the absence.
  • Roles and responsibilities not being clear, leading to blurred boundaries and overlapping of work.
  • Feelings of unfair and inconsistent treatment where requests for remote working were refused and granted to others.
  • Out of hours contact on an ongoing basis.
  • Dissatisfaction with canteen and other facilities.
  • Unrealistic targets and feelings of pressure on a person or team.

 

If something is raised in the meeting, such as a grievance or bullying concern, this can be addressed by the employer during the meeting. An employee can be assured they do not need to resign, that there are ways for the organisation to deal with such issues.

 

Author: Kevin Callan LL.B BL is Chief HR Officer with our partners, HR Duo. He practised as an employment law and industrial relations specialist barrister for twelve years before taking up internal positions in HR.

Contact Us

If your organisation has experienced recent resignation and are seeking new talent, contact our Head of Recruitment, Fergal O’Sullivan or visit here for more information.