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.

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WRC Revises Code of Practice on Access to Part-Time Work: Key Updates for Employers.

By Tara Daly • February 4, 2026

The Workplace Relations Commission (WRC) has updated its Code of Practice on Access to Part-Time Work, providing clearer guidance on best practices for employers and employees in today’s flexible working environment. While the revised Code is similar to the previous version, it adopts a more positive tone towards part-time work, presenting it as a modern and flexible way of working rather than an exception . In particular, the Code places greater emphasis on work–life balance considerations, including from the perspective of parents and carers. Although the Code does not create a legal right to part-time work, it sets clear expectations for employers in terms of how requests should be handled and reinforces the importance of fair and consistent treatment of employees. Key Updates and Takeaways Part-Time Work as a Positive Option The updated code recognises part-time work as a valuable way to enhance labour market participation and provide flexibility. Employers are encouraged to view part-time arrangements as a strategic and beneficial option, rather than a limitation. Equal Treatment A central principle of the code is that part-time employees must not be treated less favourably than full-time employees. This means that pay, benefits, access to training, and career progression should be proportionate and fair, ensuring that part-time staff are not at a disadvantage. Structured Procedures for Requests A key development in the revised Code is the increased emphasis on employers adopting a clear, step-by-step framework when dealing with requests to move between full-time and part-time work. Employers are encouraged to: Review and update policies to reflect the code’s guidance. Respond to requests following a clear, structured procedure. Provide meaningful reasons if a request cannot be accommodated. Rather than informal consultation alone, requests should now be considered through a structured and documented process. Flexible Roles and Recruitment The revised Code encourages employers to consider whether part-time working can be accommodated at the point of job design and recruitment. This may include job-sharing arrangements, flexible schedules, or adjusting workloads to maintain role effectiveness. Responsibilities of Employers and Employees Under the revised code, employers are expected to establish clear policies, actively monitor roles for flexibility, provide part-time employees with equal access to training, and ensure that no employee is penalised for requesting part-time work. It is equally important to communicate with all staff about part-time opportunities, including how to request them and the criteria used to assess requests. Clear communication helps maintain transparency and ensures a fair, consistent approach to flexible working across the organisation. Employees, in turn, are responsible for complying with agreed arrangements, understanding that not all roles may be suitable for part-time work, and performing their duties as required. Both employers and employees play an important role in making part-time arrangements fair, transparent, and effective. Legal Relevance Although the code is not legally binding, it is admissible in evidence. Adjudicators may rely on it when assessing whether an employer’s approach to part-time work requests is reasonable, fair and aligned with best practice. What Does This Mean for Your Business? The revised Code encourages employers to take a more structured and considered approach to part-time working, while also protecting the operational needs of the business. For SMEs in particular, clear procedures and consistent decision-making are essential to managing requests effectively and avoiding unintended legal or operational risks. Having a documented process helps employers demonstrate fair consideration of requests, apply objective business grounds where flexibility is not feasible, and maintain continuity of service. Done properly, part-time arrangements can support retention and engagement without undermining productivity or resourcing. Part-time work should not be viewed as an automatic entitlement or an informal arrangement. Employers are encouraged to review their policies, communicate expectations clearly, and ensure that any flexibility granted is sustainable, consistent, and defensible if challenged. If you need any assistance reviewing your company policies in line with this revised Code of Practice, please do not hesitate to contact MSS The HR People. PH: 018870690 Email: info@mssthehrpeople.ie

WRC Awards €8,000 for Unfair Dismissal Following Employee Pregnancy Miscarriage

By Tara Daly • February 4, 2026

A recent Workplace Relations Commission (WRC) decision highlights the significant risks employers face when they fail to follow fair procedures in managing employee illness and highly sensitive personal circumstances. In this case, a sushi chef who was dismissed shortly after suffering a miscarriage was awarded €8,000 in compensation for unfair dismissal. The decision serves as an important reminder to employers that regardless of previous concerns around attendance or conduct, employers must act reasonably, compassionately and in accordance with fair procedures. Background of the Case The complainant was employed as a sushi chef with Beacon Sushi Limited. In early 2024, she informed her employer that she was unwell and subsequently confirmed that she had suffered a miscarriage. She later provided a medical certificate covering her absence from work. Approximately five days after the miscarriage, the employee received a WhatsApp message notifying her that her employment was being terminated and that she was expected to work her notice period, even though she was medically unfit to do so at the time. The employer claimed that the dismissal was due to concerns regarding timekeeping and the employees alleged failure to follow the company’s absence reporting procedures. WRC Findings The WRC adjudication officer found that the dismissal was unfair and was critical of the manner in which the employer handled the situation. The WRC noted that the dismissal letter did not set out any clear reasons for termination and that no meeting was held with the employee prior to the decision being made. In addition to this, the employee was never given an opportunity to respond to the concerns raised, nor was she afforded a right of appeal. The adjudicator also considered that the employer was aware of the employee’s medical circumstances when the dismissal decision was made. The WRC found that dismissing an employee in such circumstances, while she was on certified sick leave and without any fair or transparent process, fell well short of the standards required under Irish employment law. As a result, the employee was awarded €8,000 in compensation for unfair dismissal. Key Lessons for Employers This case serves as a reminder that fair procedures are essential in all dismissal situations, regardless of the surrounding circumstances. Even where an employer believes there are legitimate concerns relating to attendance or conduct, employees must be informed of those concerns, given a meaningful opportunity to respond, and provided with access to an appeal process. The decision also highlights the need for particular care where an employee is medically vulnerable or experiencing significant personal trauma. Employers are expected to exercise sensitivity and sound judgement when managing illness-related absences, particularly when the employer is already aware of the employee’s medical condition. Dismissals that take place during periods of certified sick leave carry an increased level of risk and will be closely scrutinised by the WRC. This risk is further heightened where dismissals are communicated informally, such as by text message or WhatsApp. Informal communication around dismissals has been repeatedly criticised by the WRC. Finally, the case demonstrates that management policies should be applied thoughtfully and must consider the individual circumstances at hand, rather than being rigid. While policies provide an important framework, they should not be used as a substitute for fair judgement or proper procedures. Conclusion This WRC decision is a timely reminder of the legal and reputational risks that can arise when employers fail to follow fair procedures, particularly in cases involving illness or sensitive personal circumstances. Employers should regularly review their practices around sick leave management, disciplinary procedures and dismissals, to ensure compliance with employment legislation and alignment with best practice. If you require advice on managing sick leave, dismissals or disciplinary processes, please do not hesitate to contact MSS The HR People: Ph 018870690, Email: info@mssthehrpeople.ie