Improving Employee Retention

July 6, 2022

With the current “Great Resignation” trend, unfortunately, many Irish employers have lost or will lose valuable members of their teams, with many employees re-evaluating their careers and seeking new opportunities.


The impact of this can be felt by many employers who are struggling to find suitable replacements for their businesses and are channelling further investment into the recruitment and training of new staff. This may also impact the general morale of the team as a result of added pressures and workload being handled by existing employees, affecting the organisation’s overall performance.


This leaves employers and HR Practitioners needing to look more strategically at ways to retain their existing employees. Here are some initiatives which employers may wish to consider;


Recruitment

*Internal Recruitment*

It is important to give employees a chance to grow and develop within your organisation. When new opportunities arise within your business, it is a good idea to begin by recruiting internally first and to only consider external recruitment after fully exploring this avenue.


Recruiting from within can reduce the substantial amount of time and resources associated with external recruitment and external candidates typically take longer to perform to the same standard as internal hires promoted to the same position because of their knowledge of company processes etc.


Recruiting an external candidate can unsettle some of your current employees. In particular, ambitious and high-performing employees are more likely to look for opportunities for progression and if these cannot be found within their current place of work, they may start looking elsewhere.


Therefore, driving internal recruitment as well as learning and development programmes will show employees that there are, or may be in the future, good opportunities for them, meaning they will be happier to commit to the company in the longer term.


*Recruitment Referral Programmes*

Recruitment Referral Programmes can be a great way of getting great talent through the door and improving your overall recruitment, but they can also have a great impact on improving retention. Employees hired through a referral programme often have a much better understanding of a company’s culture and business in general, thanks to their connection with current employees of the company and therefore, may be more likely to stay.


Through Recruitment Referral Programmes companies may be able to recruit better quality candidates who are the right fit for the organisation, compared to when using only traditional ways of recruitment. Finding the right match from the beginning means that it is more likely that they will stay longer with your company.


It is recommended that employers monitor the channels that they use for recruitment and review the outcomes they receive. Thanks to this, the company should be able to identify which tactics produce the best result saving time and money in the future.


Managing Expectations

A situation that sometimes occurs, is that an employee leaves within a few months of joining the company. What is worth taking a closer look at here is the job description.


If the new employee discovers that the job they have applied for, differs from what the reality is, it is possible that they will very quickly become dissatisfied with the job and look to move. For this reason, it is crucial to ensure that employers are being honest in regard to their requirements of the role and that you manage expectations at the very early stages of recruitment through your advertisements and interview processes.


Induction Processes

A good induction programme is an essential part of bringing a new employee on board. It is important that all employers understand the benefit of this process. An Induction is normally preceded by a time-consuming and sometimes costly recruitment and selection process.


Therefore, it is worth putting that extra effort into a well-organised Induction to make new employees feel welcome to the company, engaging them from the very first day and encouraging them to want to continue with your business.


In the absence of proper training and clarification on their role and expectations, it may lead to confusion and frustration about the job, which can result in an employee leaving the company. An effective induction may help to prevent this and in the long-term will hopefully increase staff retention.


Ensuring that employees feel respected and valued from the very beginning can contribute to their engagement, satisfaction, and performance.

Feedback


It is crucial that employers have avenues available for employees to give and receive feedback.


Whilst probation period reviews and annual appraisals are a great way of addressing any grievances that employees may have, an ongoing regular dialogue between a manager and an employee should be taking place.


An important part of receiving the feedback is the ability of the company to demonstrate that the employee is being listened to and that any concerns will be addressed in reasonable manner.


Employers should be open to the feedback they receive, treating it as a learning opportunity, which may lead to changes, where necessary.

Likewise, it is also important to ensure that employers give their feedback to employees. All employees need feedback to be able to improve and to do their best work – both positive, and constructive.


Positive feedback should be given frequently to motivate employees and to give them the determination they need to do their best work. But constructive and corrective feedback is also important, particularly when there are any underperformance issues or behavioural issues that raise a concern to employees. Disciplinary, Grievance, and Dignity at Work Processes should be highlighted to employees and followed closely to ensure the tackling of issues fairly, consistently and promptly, not allowing issues to fester.


Flexible Work Options

Within the last two years we’ve seen a big shift in the ways in which we work and in many workplaces it has been demonstrated that the job can still be done well where flexibility is allowed and that it may not always be necessary to stick to the typical 9am-5pm arrangements, sitting at a desk in the office.


Employers, as well as employees, have seen the benefits that flexibility can bring and because of this, the expectations of the current workforce have changed. People are more conscious of their mental health now and are seeking work-life balance.


Therefore, job seekers are interested in what the company has to offer in terms of flexible working arrangements. Some of the most common options include:

-      Hybrid working (part of the hours worked from home, the other part – from the office)

-      Flexitime (varying start and finish times)

-      Compressed hours (working the same hours in fewer days)

-      Job sharing


Introducing more flexibility can be as simple as permitting a variety of working patterns rather than a fixed number of hours, five days per week.

Employers should review their policies and practices and consider whether any of the flexible working options might be suitable for their operations as they could promote greater job satisfaction and drive retention.


Salaries and Benefits

If retention rates within the company become a concern, whilst increasing salaries is certainly not the only solution, it may be a good time to review your company’s salaries and benefits such as:

-      Annual leave

-      Health insurance

-      Pension

-      Training and Development

-      Enhanced statutory leaves such as maternity, paternity etc.

-      Rewards and bonuses

-      Employee Assistance Programmes and other wellness benefits

-      Recruitment referral bonus scheme


It is important that companies are aware of what the market and their competitors are offering at the time to ensure they still are competitive and stand out from other organisations.


Exit Interviews

Employees leave organisations for all sorts of reasons. Therefore, it is important to carry out Exit Interviews to be able to establish the reasons why employees leave, and to review them regularly in case of any patterns emerging.


This is a great way to get honest feedback and identify any areas where the organisation is performing well, as well as areas that may require improvement and correction.


Where to Start

It is recommended that businesses and HR Practitioners review employee turnover rates and trends carefully, as well as procedures, practices, and policies to ensure that they are doing everything to drive employee retention. 



 At MSS we have a range of services that can assist any company with driving the company’s retention rates so please do not hesitate to contact us to discuss how we can assist you.

International Hiring: A Growing Solution for Irish Employers

By Tara Daly • May 19, 2026
Irish employers are increasingly turning to international hiring as a solution to ongoing skills shortages. This trend is particularly evident in sectors where local talent is limited and demand continues to grow. Why employers are looking overseas Common drivers include: • Difficulty filling specialist roles locally • Business expansion and growth • Increased competition for talent International hiring can provide access to a wider talent pool and support long-term workforce planning. The challenge While the opportunity is clear, the employment permit process can be complex. Employers often underestimate: • The level of detail required in applications • The importance of aligning with eligibility criteria • The potential for delays or refusals Where the process is not managed properly, the impact can be significant. Roles remain open for longer, business plans are affected, and onboarding timelines move further out than expected. Getting it right A structured and informed approach is essential. This includes: • Understanding the appropriate permit type • Ensuring the role meets eligibility requirements • Preparing a clear and robust application Where employers take the time to position the role properly and support the application with strong documentation, the process is far more likely to run smoothly. Key takeaway for employers International hiring can be a highly effective solution, but only where the permit process is managed correctly. Approached properly, it enables businesses to secure the talent they need to grow and succeed with greater certainty and less disruption. If you would like advice or support with the employment permit process, our team would be happy to assist. info@mssthehrpeople.ie | 01 887 0690

Employment Permits in Ireland: Why a “Submit and See” Approach Can Cost You

By Tara Daly • May 13, 2026
A common approach we encounter is employers submitting an employment permit application and waiting to see what happens. While understandable, this approach carries significant risk. Why this approach falls short Employment permit applications are not a simple box-ticking exercise. Each application is assessed based on: • Eligibility • Justification • Alignment with current criteria If any of these elements are unclear or insufficient, the application may be delayed or refused. The impact of getting it wrong Where an application is unsuccessful: • Timelines are extended • Recruitment plans are disrupted • Candidates may withdraw In a competitive hiring market, these delays can have a real impact on the business. A role can remain unfilled for longer than expected, existing teams can come under pressure, and a strong candidate may choose another opportunity. A better approach Employers should approach permit applications as a structured process, focusing on: • Clear alignment with eligibility criteria • Strong and accurate role definition • Comprehensive supporting rationale It is far more effective to identify and address risk areas before submission than to deal with the consequences of delay or refusal later. Key takeaway for employers Submitting an application without fully assessing the risks can lead to avoidable delays. A well-prepared application significantly improves the likelihood of a successful outcome and gives the employer greater confidence throughout the process. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690
WRC awards €15,000 after employee kept on “specific purpose” contract for 10 years

WRC awards €15,000 after employee kept on “specific purpose” contract for 10 years

By Amy Vickers • May 7, 2026
A recent WRC decision is a very important reminder to employers that long running “specific purpose” and fixed term arrangements can create significant risk
Workplace Bullying, Harassment and Sexual Harassment Claims Are Rising

Workplace Bullying, Harassment and Sexual Harassment Claims Are Rising

By Amy Vickers • May 7, 2026
Increase in complaints relating to bullying, harassment, and sexual harassment and the complexity and escalation of these cases.
Supporting Employees Through Pregnancy Loss

Supporting Employees Through Pregnancy Loss

By Amy Vickers • May 7, 2026
Pregnancy loss is a deeply personal experience. For employers, these situations can be equally challenging because of the uncertainty around it.
Psychological Illness Now the Leading Cause of Income Protection Claims in Ireland

Psychological Illness Now the Leading Cause of Income Protection Claims in Ireland

By Amy Vickers • May 7, 2026
significant shift in workplace health trends, with psychological illness now the most common cause of income protection claims in Ireland.

Why Employment Permits Get Delayed in Ireland and How to Avoid It

By Tara Daly • May 5, 2026
Delays in employment permit applications are a frequent frustration for employers. Many assume the issue lies with processing times or administrative backlogs. In reality, the most common cause of delay is something else entirely. The real issue: misalignment The number one reason applications are delayed is misalignment with the eligibility criteria. This can include: • Roles that are not clearly defined • Job descriptions that do not match the required skill level • Weak or generic supporting information On the surface, an application may appear complete. However, if it does not clearly demonstrate eligibility, it is likely to encounter delays or queries. Why this happens Employers often approach the process as an administrative task. In practice, each application is assessed on its merits, and clarity is critical. How to avoid delays To reduce the risk of delay: • Ensure the role clearly meets eligibility requirements • Align job descriptions with the actual duties and level of the role • Provide strong, specific supporting information It is also important to review the application from the perspective of the decision-maker. If the application leaves room for doubt, it is far more likely to be delayed while clarification is sought. Key takeaway for employers Employment permits are not delayed because of missing forms. They are delayed because the application does not clearly meet the criteria. Understanding how your application will be assessed is essential, particularly where timelines are already under pressure and the business needs certainty around a key hire. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690

Avoiding Refusal: Strengthening a High-Risk Employment Permit Application

By Tara Daly • April 28, 2026
One of the most challenging scenarios for employers is progressing an employment permit application that appears complete, but carries a high risk of refusal. In many cases, this risk only becomes apparent once a decision has been issued. We were recently engaged by a client in the healthcare support sector who had already begun preparing an application for a General Employment Permit for a specialist role. The situation The employer had: • Identified a suitable overseas candidate • Undertaken initial steps in the application process • Prepared the necessary documentation However, they sought a review before submission due to uncertainty around eligibility. What we identified On review, it became clear that the application, as drafted, was unlikely to succeed. The risks were not immediately obvious but included: • A job description that did not clearly demonstrate the level of skill required • Duties that overlapped with roles not typically eligible for a permit • Insufficient detail in the business case supporting the hire From experience, these types of issues frequently result in refusals, particularly where roles sit close to the margins of eligibility. Why this matters A refusal does not just mean a rejected application. It often results in: • Restarting the process from the beginning • Additional recruitment delays • Potential loss of the candidate In sectors already experiencing staffing pressures, this can have a significant operational impact. Our approach We worked with the employer to: • Refine and clarify the role profile to accurately reflect its responsibilities and requirements • Distinguish the role from non-eligible positions • Strengthen the supporting documentation to clearly demonstrate eligibility and business need. This required a detailed understanding of how similar roles are assessed in practice. The outcome Following revision, the application was submitted and approved on first submission. The employer avoided: • A likely refusal • Delays in onboarding • Disruption to service delivery Key takeaway for employers Applications are not assessed solely on whether documentation is present. They are assessed on whether the role, as presented, clearly meets the criteria. Where roles are borderline or nuanced, early intervention can significantly reduce the risk of refusal. If you’re planning an overseas hire or facing delays, we’re happy to talk it through. info@mssthehrpeople.ie | 01 887 0690
Securing a Critical Skills Employment Permit: When Timelines Start to Slip

Securing a Critical Skills Employment Permit: When Timelines Start to Slip

By Tara Daly • April 23, 2026
Irish employers are increasingly relying on international hiring to fill key roles, particularly in sectors experiencing acute skills shortages.

WRC Awards €142,984 in Unfair Dismissal Case Following Senior Executive Redundancy

April 9, 2026
WRC Reference: ADJ-00057077 / 11 th March 2026 A recent decision of the Workplace Relations Commission (WRC) has highlighted the importance of fair procedures, genuine consultation, and meaningful engagement in redundancy processes, particularly where senior executives are involved. Background The Complainant was employed by the Respondent for over 24 years, beginning in 2000. Over the course of her career, she progressed to the senior role of Managing Director, EMEA GLT, with a base salary of €275,000, alongside bonus and equity participation. In mid-2024, the Complainant’s role was significantly altered following an internal restructuring. She alleged that this amounted to an effective demotion, with key responsibilities removed without consultation or warning. Shortly afterwards, the situation escalated. The Complainant was placed on sick leave and raised a formal grievance regarding the changes to her role. That grievance was not upheld, and the appeal outcome confirmed the employer’s position. In October 2024, the Complainant was informed that her role was at risk of redundancy. A consultation process followed, during which she was placed on garden leave. Despite raising concerns and requesting further clarity around her role and terms, her employment was ultimately terminated by reason of redundancy in November 2024. The Complainant subsequently brought a claim for unfair dismissal. WRC Findings The Respondent conceded at the hearing that the dismissal was unfair. The Adjudication Officer noted that the Complainant had been employed in a very senior position for over two decades and had progressed through multiple promotions, ultimately holding a Managing Director role. It was accepted that significant changes had been made to her responsibilities prior to the redundancy process, which formed part of the broader context leading to the breakdown in the employment relationship. While a redundancy process was carried out, the key issue before the WRC was the fairness of the overall dismissal. Given the Respondent’s concession, the WRC found that the Complainant had been unfairly dismissed. Decision The WRC upheld the complaint of unfair dismissal and awarded the Complainant €142,984 in compensation A separate complaint relating to notice was rejected on the basis that statutory notice had already been included in the termination payment. Key Takeaways for Employers This decision highlights several important points for employers, particularly in the context of senior-level restructurings: Role changes must be handled carefully, particularly where they may amount to demotion in practice. Consultation must be genuine and meaningful, even at executive level. Grievances should be addressed thoroughly and fairly before moving to redundancy. Redundancy processes must be clearly separated from performance or role disputes. Senior employees are entitled to the same procedural protections as all employees. Even where restructuring is commercially justified, employers must ensure that process and communication are properly managed to avoid unfair dismissal findings. Conclusion This case serves as a reminder that long service and seniority do not reduce the employer’s obligations under employment law. Where role changes, grievances, and redundancy processes overlap, employers must take particular care to ensure fairness at every stage. Failure to do so can result in significant compensation awards, as demonstrated by the €142,984 award made in this case. Tara Daly