I recently had the pleasure of undertaking a FDI research project on behalf of a company evaluating their entry into the NI marketplace, a really interesting company, which would offer unique and complex projects, but that’s not the point.

We were gauging people’s drivers within specific technical pillars, to establish what is important to them when they consider moving roles.

I know you’re thinking salary, benefits……something with a tangible financial element. Wrong. Shockingly for some, it was culture first and flexibility second.

Out of 100 people currently working in PM/Programme Management, within Engineering, Defence & Civils in NI, how a prospective company treats its staff was resoundingly the first consideration.

They wanted to feel:

• Supported, personally and professionally
• Appreciated, not for just showing up, but when they go above and beyond
• Bank on the fact that this company will support their career aspirations, help them to succeed in achieving success

A very strong second was flexibility. Hybrid working and people’s appetite for being in the office versus working from home. They resoundingly wanted flexibility, and to them going into the office 2-3 days a week was something they wanted. Working from home full time to them was isolating, they wanted to feel part of a team and would miss the work interaction associated with being around colleagues in person.

But flexibility to them meant more, it meant work life balance. It meant being able to pick their kids up when needed. Pick up prescriptions, help elderly parents and just have some element to flexibility that made family life easier.

Practically all of them said they had no problem working longer hours to compensate for time taken “flexibly”, they didn’t need it every day, but they wanted it to be there when they really need it.

Culture & Career Progression as the Top Motivator

In many candidate-surveys, the single most common reason people are willing to consider a job move is that they’re dissatisfied with the culture or lack clear career pathways. Indeed has done a lot of studies on this one.

• One global study of job-switchers found that “stronger career path / more opportunity” was the top reason for leaving an employer. Advertising Vietnam+2Indeed+2
• Another survey found that among workers intent on changing roles, more than three-quarters cited “wanted more opportunities for advancement” and “didn’t feel challenged or satisfied” as key motivators. Indeed
• The emphasis is less about salary (though that still matters) and more about feeling valued, being recognised, and having a future in the organisation. For example: “77% wanted more opportunities for advancement” and “flexibility” adds in too. Indeed

Why this matters

From a recruitment and retention standpoint culture matters:

• Culture signals matter. If employees feel under-appreciated, or that promotion is a vague promise, they’re more likely to look elsewhere.
• Career path clarity gives organisations a competitive edge: Candidates are increasingly asking “Where could I go next?” rather than just “What will I do this year?”
• Appreciation and recognition create emotional loyalty: It’s not only “am I paid well?” but “do I feel that what I do matters here?”

Practical implications for recruiters/hiring managers

• When marketing a role, highlight not just the job tasks, but the career journey – what the next steps could look like in 12–24 months.
• Ensure hiring managers talk about how the team & organisation recognises achievement and supports development (mentoring, training, internal mobility).
• Ask candidates during interview the question: “What would make you leave this role in 12 months?” – you may uncover unmet expectations about culture or progression which has led to this conversation
• When assessing employer brand, assess whether recognition, career mobility, and culture fit are embedded (rather than being aspirational statements only).

Flexibility: A Non-Negotiable for Many Candidates

While culture and progression top the list, flexibility, particularly hybrid working, is close behind, and in many markets it is increasingly non-negotiable.

• Research from the CIPD found that in the UK more than one million workers changed jobs in the past year because of a lack of flexible working options. CIPD+1
• Another survey showed that 69% of workers have changed or considered changing careers in the past year, with remote work options (67%) and better work-life balance (52%) both high on the list. FlexJobs
• Even before the pandemic, the expectation of flexibility was rising, but the pandemic accelerated it: one report noted that 76% of employees surveyed said they want permanent flexibility in when/from where they work. CNBC

Why this matters

• Flexibility = choice. For many employees, the ability to choose when and where they work is now a basic expectation rather than a perk.
• Talent / retention implications. Candidates may opt out of roles if the flexibility proposition is weak, regardless of other attractions.
• Hybrid is the new “table-stakes”. Organisations still resisting hybrid or rigid “office-only” policies risk being left behind in recruitment competition. And for the best talent, it is a competition.

Practical implications for recruiters/hiring managers

• Be transparent in job adverts about the flexibility model. Hybrid, remote, compressed hours, flexible start/finish times, be upfront and discuss it so that candidates understand the requirement.
• For roles where flexibility is restricted (e.g., due to location or shift demands), be upfront about why that is and what compensations or supports exist.
• During interviews, ask candidates what level of flexibility they need and how it impacts their decision-making.
• Measure your organisation’s flexibility satisfaction. Ask current employees how they feel about the working-from-home / hybrid policy. If there is a significant gap between what you say and what they experience, this will reflect in employer brand/attrition.

Bringing It Together: The Two-Factor Model for Hiring Success

Recruiters and hiring managers can think of candidate motivations in a simplified two-factor model:

“Feel valued and see growth” (culture & progression)

“Have freedom and choice” (flexibility)

If your organisation can credibly deliver on both—and communicate it clearly—you differentiate your employer brand in a candidate-driven market.

Communication checklist for roles

• Role description emphasises what you’ll achieve and how you’ll grow. Not just the tasks you’ll perform.
• Provide a strong culture narrative to prospective employees. How people are recognised, how teams work, how progression happens.
• Flexibility policy is clearly outlined. hybrid/remote options, expectations of office presence, any core-hours requirements.
• In the interview, include “career progression” and “flexibility” questions to set mutual expectations early and show this is top of your company’s agenda.
• Post-offer, reinforce both aspects. Your onboarding should include cultural integration & flexibility orientation, and career planning discussions.

Why This Matters Now

With rising competition for talent, higher candidate expectations, and increased worker mobility, organisations can no longer rely solely on salary or brand reputation. The twin motivators of culture/progression and flexibility have become essential components of a compelling employment proposition. If your recruitment processes and employer brand don’t reflect these, you risk losing out.

In a nutshell: People don’t just move jobs for money they move for respect, recognition, growth, and freedom. If you want to attract real talent, make these things front and central within your organisation.

By Michelle Kearns, Senior Recruiter

More of the CVs I see tick every box. They quantify impact, they tell the story, properly and that would usually mean, “they’re worth a screening call”.

It’s very different to how it was even 12 months ago.

It’s going to lead to a significant time sink for internal hiring teams and hiring managers.

Unless you’ve got somebody at the front end who knows how to properly interview and assess talent, you’re just going to waste more time. And time, in this context? That’s bad hires, wasted budget, slower growth, internal friction… take your pick.

How many leaders/managers have had proper interview training?

How many managers know how to properly score an interview, read body language, take detailed notes, probe deeply into what somebody has achieved?

I’d argue it’s fewer than you’d think.

Most people become managers due to being good at the job they do. They then become responsible for hiring people. They usually learn how to interview from somebody else who didn’t have interview training.

How it used to work (in a lot of businesses):

A need arises because Jeff handed his notice in. They’d dust off an old Job Description (probably from a few years ago), change the last reviewed date in the footer to today’s date and then post it on a job board (and probably send it out to a few recruiters). When it comes to interviewing, they’d either look for past interview questions or if they couldn’t find them, they’d use their trusty friend, Mr/Mrs. google for some.

Simple.

We had a candidate last month who looked perfect on paper. But five minutes into the interview, it was clear they couldn’t evidence half of it… (Has it happened to you yet?)

Nowadays, they go onto their chosen AI model, ask it for a JD for a _______ role. Then ask it to write an advert. Then get it to create some interview questions. If they’re really good with AI, they’ll also ask for a scoring matrix.

On the candidate side. They’re wise to this. They upload the JD to their chosen AI model (potentially the same one as the hiring company) alongside their CV and they ask it to “tailor my CV to this job”.

Few seconds later, and depending on how good they are at prompting, out pops a CV that looks like a perfect fit for the role.

They hit apply. The CV does the job. A few days later, they’re invited to interview.

They don’t remember applying for the role. So they dig out the JD, upload it to their model, and ask: “What questions might I get?”

Then they go one step further: “Based on my CV, how should I answer that?”

So, you now have a bunch of candidates with cracking CVs, ready prepared answers to your questions and a bit of initiative.

So what happens when you’ve got polished answers, polished CVs… and no one in the room trained to tell the difference? Do you see the problem yet?

In a market this competitive, if you can’t tell what’s real at interview… someone else will.

That’s the bit we focus on at Corvus People, getting past the polish.

We ask better questions (We often hear “that’s a good question, I’ve not heard that one before”) and we know what to look for.

It’s what we do every day, and if that kind of sharp thinking would help you, just give me a shout.

By Michael Hewitt

The world of work is changing at a pace we’ve not seen before. While some roles are gradually becoming obsolete, others unheard of even five years ago are gaining real traction. The driving force behind this shift is the steady integration of intelligent systems into daily business and life.

Artificial Intelligence (AI) is no longer a futuristic concept it’s a transformative force that is rapidly reshaping industries, workflows, and the global employment landscape. While automation may phase out some roles, it’s also creating entirely new career paths that didn’t exist a decade ago.

As we look ahead, a big question remains: Will these new roles be the preserve of large corporations with deep pockets, or can smaller, nimbler firms get ahead by embracing change early?

Here are five up-and-coming careers that are set to become more visible between now and the end of the decade.

1. Conversational Design Specialist

With the rise of smart assistants and tools that understand natural language, a new type of communicator is emerging someone who knows how to speak to machines so they respond helpfully to people.

These specialists are responsible for crafting effective instructions and questions that guide language-based tools to produce reliable, relevant responses. It’s a curious mix of writing skill, logic, and product insight.

People in this line of work are already in demand across advertising, education, tech support, and digital publishing. As more companies build tools powered by advanced language models, this role will only grow in importance.

2. Ethics and Risk Lead for Emerging Tech

As modern technology is applied to sensitive areas like policing, finance, and health, ethical concerns and legal compliance have become central to decision-making. Enter the ethics lead, part policy advisor, part compliance officer.

This job involves designing policies around the responsible use of smart systems, identifying bias or unfairness in their outputs, and helping organisations navigate new legislation such as the EU’s Artificial Intelligence Act or the UK’s code of practice on algorithmic transparency.

Those with a background in law, philosophy, data protection, or public policy would be well suited to this role. Recent examples, such as the use of facial recognition in traffic policing in Iran or automated hiring tools challenged in court, show just how crucial this job is becoming.

3. Tech-Enabled Healthcare Supporter

In modern medicine, technology is helping to shoulder some of the burden on healthcare workers. New roles are opening up that sit between clinicians and digital tools, roles that blend people skills with technological fluency.

This could involve helping patients use mobile health monitors or interpreting digital scans flagged for attention by diagnostic software. In the UK, devices like KardiaMobile (a pocket-sized heart monitor) are already in use by the NHS to support remote care.

These new hybrid roles call for empathy, clear communication, and a basic grasp of how medical software works. It’s not about replacing doctors or nurses but supporting them more efficiently and helping patients feel confident with new tools.

4. Cyber Defence Analyst with Automation Focus

As hackers adopt more sophisticated methods, digital security has had to adapt. Specialists are now needed who can not only monitor for threats but work alongside systems that sift through huge amounts of data, spotting patterns that might be missed by the human eye alone.

These analysts don’t just wait for breaches they anticipate them. They set up alert systems, test vulnerabilities, and help design responses that kick in quickly when something seems off.

It’s a role that suits people with a strong background in IT or data, but who are also curious and cautious by nature. Banks, hospitals, and government departments are particularly keen to strengthen their security with these kinds of skills.

5. Digital Model Builder (Digital Twin Engineer)

Picture being able to test changes to a city’s traffic system or a jet engine without ever touching the real thing. That’s what digital twins offer: virtual replicas that update in real time based on data from sensors, logs, or other connected devices.

The engineers behind these models pull together information from various sources and use it to simulate, predict, and improve real-world systems. In industries like aerospace, construction, and energy, this approach is becoming essential.

The job requires a mix of programming knowledge, data handling, and a big-picture mindset. As more sectors lean into simulation and modelling for planning and problem-solving, demand for these professionals is expected to rise.

Change often brings uncertainty, but it also opens doors. These roles some already emerging, others just around the corner offer opportunities for those willing to learn and adapt. Importantly, they don’t all require coding or a background in science. Many rely on communication, ethics, problem-solving, and human insight.

Businesses of all sizes should be thinking now about how to prepare—through staff training, openness to new tools, and investing in the right people. As with any leap forward, those who embrace change thoughtfully will be best placed to thrive.

In 2025, networking is no longer just about exchanging business cards at corporate events—it’s about building meaningful, empowering relationships that foster career growth. The professional world is changing, and people of all backgrounds are reshaping traditional networking strategies. Through digital platforms and inclusive spaces, professionals are building deeper, more supportive connections that enable growth on both personal and professional levels.

The Shift Towards Digital & Inclusive Networking

The rise of LinkedIn, virtual communities, and industry-specific online forums has opened up new opportunities for connection and collaboration. Traditional networking events often favoured in-person interactions, which could be limiting for many people trying to balance work, family, and personal commitments. Today, digital platforms level the playing field, allowing professionals to showcase their expertise, exchange insights, and access opportunities across the globe—without the constraints of location or societal expectations.

Platforms like LinkedIn have become powerful tools for professional development, enabling individuals to build personal brands, engage in thought leadership, and expand their reach beyond local circles. Online networking also makes mentorship more accessible, allowing aspiring professionals to connect with industry leaders worldwide with just a message.

 Overcoming Barriers: Confidence & Visibility

Despite these advancements in digital networking, many people still face challenges—self-doubt, imposter syndrome, and being overlooked in male-dominated or traditional sectors. But the good news is that strategies to overcome these obstacles are evolving, and professionals are finding ways to push through:

Owning your expertise: More people are embracing their achievements and confidently sharing insights, career milestones, and accomplishments on professional platforms.

Engaging in diverse networks: Organisations and professional groups—whether women-focused or industry-specific—are providing dedicated spaces for support, mentorship, and collaboration.

Strategic visibility: By commenting on industry discussions, posting thought leadership content, and engaging in meaningful conversations, professionals can establish credibility and build their presence in their fields.

Networking Strategies for Success

To maximise the benefits of modern networking, professionals are adopting strategies that go beyond the traditional “who you know” model. These strategies are adaptable to a wide range of careers, regardless of gender or background:

Be intentional: It’s important to define your networking goals—whether that’s finding a mentor, seeking job opportunities, or gaining new skills.

Diversify your network: Engage with professionals from different industries, backgrounds, and career levels for a well-rounded perspective.

Give as much as you take: The best networking relationships are built on mutual support—share knowledge, offer value, and celebrate others’ successes.

Harness the power of personal branding: A strong online presence makes it easier for like-minded professionals and potential employers to find and connect with you.

Attend virtual and in-person events: While digital networking is powerful, face-to-face connections at conferences, industry summits, and networking meetups still offer invaluable opportunities for collaboration.

The Future of Networking: A More Inclusive Landscape

As networking continues to evolve, professionals from all walks of life are playing a vital role in creating more inclusive, collaborative, and empowering spaces. By breaking down barriers, supporting one another, and harnessing the power of digital tools, people in 2025 aren’t just redefining networking—they’re reshaping the future of business itself.

Now, more than ever, the power of connection is in the hands of all professionals. It’s time to step forward, embrace your voice, and build the networks that will shape your success.

 Sources:

• Deloitte’s The Future of Networking in 2025 report highlights the key trends and shifts shaping the future of professional connections, with a strong focus on inclusivity.
• PwC’s 2023 study shows how diverse networks enhance innovation and business success.
• LinkedIn’s 2024 Workforce Report reveals how digital platforms have become central to career growth, particularly for underrepresented groups.
• Harvard Business Review highlights how digital networking has helped professionals overcome geographical barriers, making mentoring and career advice accessible on a global scale.
• Forbes underlines the importance of personal branding in overcoming visibility challenges, particularly for underrepresented groups.
• A 2024 McKinsey & Company Report highlights how mentorship accelerates careers, particularly for women and underrepresented communities.
• Business Insider discusses how the best networking relationships are founded on reciprocity, and how giving back can significantly enhance your career.
• The Global Networking Survey shows that attending both virtual and in-person events boosts career opportunities for professionals of all backgrounds.

How to Retain Top Talent: Strategies for Building a Loyal, Motivated Workforce

In today’s competitive job market, retaining top talent is just as crucial as attracting it—a fact well understood by Corvus People from years of collaboration with clients across Northern Ireland and the UK. Employee turnover disrupts operations, incurs recruitment and training costs, and hampers productivity. According to a 2023 Deloitte report, turnover costs can equate to up to twice an employee’s annual salary. Organisations that prioritise retention cultivate a committed, high-performing workforce that drives long-term success. Many of our clients have made talent retention a strategic priority for 2024.

This article explores actionable strategies to enhance retention, from fostering engagement to prioritising career development.

1. Cultivate a Culture of Engagement
Employee engagement—defined as the emotional commitment employees feel towards their organisation—has a proven impact on retention and performance. According to a Gallup study, businesses with highly engaged employees see 23% higher profitability and 18% lower turnover.

How to Foster Engagement:
Recognise and Reward Excellence: Publicly acknowledge achievements and milestones to ensure employees feel appreciated.
Transparent Communication: Share company goals and clarify individual roles in achieving them. Clear communication fosters trust and alignment.
Solicit and Act on Feedback: Regularly gather input through surveys and meetings, then demonstrate responsiveness to their concerns.

2. Offer Competitive Compensation and Benefits
While engagement and purpose matter, competitive pay remains a non-negotiable. A 2022 report from Glassdoor found that 67% of employees consider salary the most important factor when assessing job opportunities.

Key Areas to Focus On:
Market-Competitive Salaries: Regular benchmarking ensures pay aligns with or exceeds industry norms.
Comprehensive Benefits Packages: Include essentials like healthcare and retirement plans, alongside flexible perks to cater to diverse needs.
Non-Monetary Incentives: Flexible schedules, hybrid working, and generous holiday allowances significantly enhance job satisfaction.

3. Foster Career Growth and Development
Talented employees are ambitious by nature, and a lack of growth opportunities can prompt them to leave. A LinkedIn report revealed that 94% of employees would stay longer if companies invested in their careers.

Growth-Oriented Strategies:
Skill Development Programs: Offer training, workshops, and certifications to upskill employees.
Clear Career Pathways: Clearly outline advancement opportunities and actively support their progression.
Mentorship Programmes: Pair employees with mentors who can guide and inspire their development.

4. Build Strong Leadership
An oft-quoted axiom states, “Employees don’t leave companies; they leave managers.” Research by Forbes underscores this, citing poor leadership as a top reason for turnover.

Leadership Development Tips:
Manager Training Programmes: Equip leaders with skills to manage teams effectively, resolve conflicts, and inspire trust.
Lead by Example: Encourage managers to embody organisational values and prioritise employee well-being.
Regular Check-Ins: Managers should engage in meaningful, ongoing dialogue to understand employee challenges and aspirations.

5. Prioritise Work-Life Balance
Burnout is a leading cause of attrition. The Mental Health Foundation reports that 74% of UK adults felt overwhelmed by work-related stress in 2023.

Promoting Balance:
Flexible Work Arrangements: Enable hybrid or remote working and adaptable hours.
Encourage Time Off: Actively support employees in taking holidays and breaks to recharge.
Mental Health Support: Provide access to counselling, wellness initiatives, and a supportive workplace culture.

6. Create a Sense of Purpose
Purpose-driven organisations attract and retain passionate employees. Harvard Business Review found that employees who view their work as meaningful are three times more likely to remain in their roles.

Ways to Instil Purpose:
Align Roles with Vision: Show how individual contributions drive the organisation’s mission.
Corporate Social Responsibility: Involve employees in projects that give back to the community.
Celebrate Impact: Share stories that highlight employees’ roles in meaningful achievements.

7. Leverage Technology for Retention
Technology can streamline processes and elevate the employee experience. A PwC report indicated that 56% of workers believe technology improves workplace engagement.

Tech Solutions:
HR Analytics: Use data insights to pre-empt turnover trends.
Engagement Platforms: Tools such as surveys and gamification enhance workplace satisfaction.
Learning Management Systems: Offer accessible training and development resources.

8. Conduct Exit Interviews for Improvement Departures, while inevitable, present opportunities to learn. Structured exit interviews provide invaluable insights.

Action Steps:
Identify Trends: Look for recurring reasons behind resignations.
Act on Feedback: Implement changes to address systemic issues.
Maintain Relationships: Former employees can become advocates or even rejoin as “boomerang hires.”

Conclusion
Retaining top talent demands a comprehensive approach that blends engagement, growth opportunities, fair compensation, and strong leadership. By investing in retention, organisations not only reduce costs but also foster a thriving culture where employees flourish. Remember, a loyal workforce isn’t built overnight—it’s cultivated through consistent, meaningful effort.

When it comes to sales, success isn’t just about hitting targets; it’s about having the traits that drive results and foster growth. But what exactly distinguishes a successful salesperson from the rest?  I recently conducted a LinkedIn survey to find out, and the results are in.

Survey Results

Effective Communication (44%):

Undoubtedly, the crown jewel of successful salespeople is effective communication. The ability to articulate ideas, actively listen, and tailor messages to resonate with clients is a game-changer. In a profession where building relationships is paramount, my poll found that 44% of respondents believe that mastering the art of communication is the top trait for success.

In the territory of sales, communication is more than their ability to talk – it’s the art of persuasion, negotiation, and the ability to build genuine connections with their clients. Successful salespeople can convey their ideas with clarity, expression, and persuasiveness.

It is also important to remember that effective communication extends beyond verbal interactions; it includes active listening, empathy, and understanding. By truly tuning in to the needs and concerns of clients, sales professionals can tailor their approach, address objections, and ultimately, close deals more effectively. In essence, communication isn’t just a tool, it’s the cornerstone of building trust, growing new and existing relationships, and driving sustainable sales success.

Resilience (39%):

Sales is not for the faint-hearted, so it is no surprise that resilience emerged as the most crucial trait for39% of the participants. Resilient individuals have the fortitude to persevere in the face of adversity, bouncing back stronger from setbacks and maintaining a positive attitude amidst obstacles.

In sales, where rejection is commonplace, resilience is the bedrock upon which success is built. By building resilience, sales professionals can navigate challenges with confidence, resilience, and determination, ultimately propelling themselves towards greater heights of success.

Adaptability (11%):

While adaptability ranked third, it remains a significant factor in a salesperson’s success, as highlighted by 11% of respondents. In today’s landscape, everything evolves quickly, meaning that adaptability is no longer a luxury. Successful salespeople possess the agility to pivot strategies, embrace new technologies, and tailor their approach to meet the changing needs of clients and market dynamics.

Adaptability isn’t just about reacting to change; it’s about proactively anticipating shifts in the market, embracing innovation, and staying one step ahead of the competition.

So, what do these insights mean for sales professionals and organisations alike?

Firstly, investing in communication skills development should be a top priority. Whether through training programs, workshops, or mentorship initiatives, honing communication expertise can unlock untapped potential and drive bottom-line results.

Secondly, cultivating resilience should be ingrained in the sales culture. Encouraging a growth mindset, providing support systems, and celebrating resilience in action can empower sales teams to navigate challenges with confidence and determination.

Lastly, fostering adaptability is essential for staying ahead of the curve. Embracing innovation, encouraging experimentation, and promoting a culture of continuous learning can position sales teams for success in an ever-evolving marketplace.

The findings of this survey paint a compelling picture of the traits that define success in sales. While effective communication reigns supreme, resilience and adaptability play equally crucial roles in driving sales performance. By prioritising these key traits and investing in their development, sales professionals can unlock their full potential, drive sustainable success, and propel themselves towards unparalleled heights of achievement in the dynamic world of sales.

Written by Charlene Craig.

Your inner drive is that feeling of determination deep inside that encourages you to carry on even when you’ve lost your motivation. It’ll help you to persevere even if the odds are stacked against you, and it’ll propel you to keep going beyond others. It’s often the difference between success and failure. Most people with an intense inner drive fail more than others, but they dust themselves off and keep going.

As an Executive Search Consultant, this is an area that really interests me. It’s one of the reasons I’m keen to understand people’s failures and dig into what they did after each setback. Normally, I find that our inner drive is formed in our early years.

When I ask the leaders/future leaders that I interview, “Where does your drive come from?”, the answers that I get can usually be put into two broad categories:

A negative place – an adult telling you “You’ll never amount to anything” can be a catalyst for developing fierce determination to prove them wrong, helping you to overcome adversity.

Or a positive place – a nurturing environment where you are allowed to fail at pursuits, focus on the learning/improvement process and develop a growth mindset. It’s generally ingrained in you from a young age that “if you’re going to do something, do it properly.”

How to leverage it

Dan Pink’s book, “Drive.” In it, he talks about leveraging motivation & drive, highlighting three key drivers:

Autonomy

“Control leads to compliance; autonomy leads to engagement.” If your aim is to develop a team of driven individuals, you need to give them space, support, and autonomy. They need to feel empowered to make decisions. It’s often the case that in failing companies, there is no autonomy in the teams, and people feel like every decision needs to go through one person.

Mastery

“The desire to get better at something that matters can be a more powerful motivator than money.” If you’re in a job that you truly enjoy, you’ll not wait for development opportunities. You’ll go out there and actively find them. Another question that I ask people is “What did you learn last week?” – it gives me an idea if they’re serious about their own development and if they have given themselves the headspace to reflect on what they’ve achieved.

Purpose

“Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another.”

Purpose is the most challenging aspect of Motivation 3.0 – it relies on having a leader who can help link everyone’s objectives to the overall company purpose. A good example of this is the story of President Kennedy touring NASA Space Centre in 1962. President Kennedy noticed a janitor carrying a broom. He interrupted his tour, walked over to the man and said:

“Hi, I’m Jack Kennedy, what are you doing?”

The janitor responded: “I’m helping put a man on the moon, Mr President.”

The janitor understands the importance of his contribution. He truly felt he was a valuable part of something bigger than himself, and his attitude created a feeling of self-confidence in his mission. He wasn’t merely a janitor; he was a member of the 1962 NASA Space Team.

Pink’s model, Motivation 3.0, focuses on helping people to become intrinsically motivated – that is, using internal drivers for motivation. He calls this behaviour “Type I.” It contrasts with the traditional model of extrinsic motivation or “Type X” behaviour, which focuses on motivating people through reward and punishment, aka “the carrot and stick approach.”

Although Inner Drive tends to be formed in our childhoods, the right working environment can influence and encourage drive and motivation significantly. For it to be really successful, it requires ensuring you have the right people in the right seats and there is a clear vision & purpose for the organisation.

Written by Michael Hewitt.

I try to be a good employee. I care if my work is meeting expectations and I care that I am making an impact. And to be honest, I think that I do ok at it. I am by no means the best, and I still have a lot of learning to do, but I think for a gal who started working straight after her A-levels, I have done alright in my nearly decade-long career. 

I will admit, I am lucky and have always worked for companies that provided me with opportunities to grow. Even back in my first job, 18 and on the phones in a contact centre, I ended up managing a team of inbound sales advisors. Please don’t mistake this as some sort of not-so-subtle brag, because I was absolutely awful at this job. But it definitely taught me something about leadership – maybe even more now when I reflect as a slightly more grown-up version of myself. 

Even more lucky than that, I don’t think I have ever had a bad manager. I have worked with really great people. People who not only invested time in my development but brought me along with them and provided the space to really learn how to do the job well. Did we disagree at times? Of course. Maybe even p**s each other off a bit? I’d say almost certainly. But all in all, their support has been invaluable to my growth and I can honestly say I wouldn’t be where I am without them.  

So, across all these managers, what shared traits did they have? What did they do that made them so great? What about them helped keep me motivated and driven to do well? 

Trusting

This is probably one of the biggest things for me. Just trust people to get stuff done, and deal with those who aren’t. And when I say deal with, I do not mean reprimand – you need to support these people and get them to a place where they have the confidence to own their role. 

Trust goes both ways, so trusting them will help them trust you. And when your team have faith in you as a leader, you will get a hell of a lot more out of them. They will be more open with their ideas, collaborate with you to find solutions that work for everyone, and be motivated to work toward an overall goal. It also means they will be more open about their mistakes or challenges, helping you to solve these problems before they become a real threat to your business. 

Honest

Being honest is quite closely tied to trust, but I think it deserves its own section. Let’s be real – we can all tell when someone isn’t being 100% truthful. So trust me, you may think you’re being subtle, but there are raised eyebrows throughout your team when you say something a bit off. I know that sometimes certain topics can’t be discussed however, if you have established an honest and open relationship with your team, they will 100% understand that. It’s about saying what you mean (and doing what you say), admitting when you don’t know something or if you were wrong, giving honest feedback (good or bad), and sometimes just sympathising when things are a bit rubbish. 

Humble 

You are just a person – like every single one of your team. You may have a fantastic education or a stellar work history, but when push comes to shove, we are all just here to do a job. 

The best leaders are the ones who are ready and willing to help. The ones who acknowledge their teams’ contribution and don’t treat them like their underlings. It’s worth remembering that every cog has a place in the machine, and no matter how great you are, you would not be much of a leader without a team to follow you. 

Some people are quick to blame their teams when things go wrong, and even quicker to take the credit when they go right. Treat people how you expect to be treated – and don’t be afraid to get your hands dirty now and again!

While there may not be a one-size-fits-all approach to great leadership, these qualities form (in my opinion) the bedrock of strong leadership, regardless of the sector or industry. As you continue to grow and lead, embrace these qualities, stay open to learning, and cultivate a supportive and empowering environment for your team. By doing this, you will undoubtedly inspire and impact others, just as my managers have done for me throughout my career.

Written by Natasha Agnew

Belfast-based consultancy firm, Corvus People, has launched a new HR for Growth service aimed at helping their clients harness the power of people to drive business growth. The focus of this service, along with others offered by Corvus People, is to support businesses to recruit, develop, and retain the market’s top talent. Northern Ireland has skilled talent across various industries, but businesses are finding it hard to engage and keep their teams. Corvus People believes that now, more than ever, business leaders need to take stock of what their top talent requires to thrive.

According to recent research by the Chartered Institute of Personnel and Development (CIPD), Northern Ireland workers are least likely to say that their job offers good opportunities to develop their skills (31% v 25% UK average) or would help develop their careers (46% v UK average of 41%). Today’s talent is looking for more than just a salary, and the company’s culture is becoming increasingly important, including its approach to professional development.

Announcing the new HR for Growth service, Ian Weatherup, MD of Corvus People, said, “Our approach, since we started in 2011, has always been about people – they are the greatest asset to any business. Placing people at the centre of any business strategy is not only essential to business growth but is key to their success. Our collaborative approach with our clients means we become their people strategy partners. We work alongside them to deliver solutions across the entire employee lifecycle to support their teams and help them thrive.”

Ian added, “This is an exciting time for Corvus People as we prepare to work with businesses as they take that next big step toward growth and success.”

The new offering, HR for Growth, bolsters Corvus People’s existing solutions, which provide 360 support and integrate seamlessly into their clients’ existing processes. It costs more to recruit than retain, with some studies, such as the Society for Human Resource Management (SHRM), predicting that it costs on average 6-9 months’ salary to replace a salaried employee, which is why all Corvus People services are geared toward long-term retention.

Corvus Assured, the Executive Search methodology launched at the beginning of the pandemic, uses market-leading behavioural analysis tools to assess cultural fit as well as the skills match. This service creates long-lasting retention, with 97% of candidates still in position after 12 months and is already achieving notable success for a range of Northern Ireland and international clients.

Corvus People has built its reputation on helping businesses to manage change, reduce risk and improve their people strategies, and this new offering is no different.

Corvus People has extensive experience in working with clients across a range of industries, including manufacturing, technology, construction, and financial services. The company is committed to helping businesses of all sizes to develop and grow, and the HR for Growth service is just one example of this.

Businesses looking to improve their people strategies and drive growth can benefit from Corvus People’s solutions. The service offering provides a comprehensive range of solutions to support businesses in recruiting, developing, and retaining top talent. With one of Northern Ireland’s most experienced team of consultants and a focus on long-term retention, Corvus People is the perfect partner for any business looking to take that next big step towards success.