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IRELAND
Remote working
www.gov.ie/en/publication/64d83-right-to-request-remote-work-bill-2021
The Irish Government published the Right to Request Remote Working Bill 2021 which provides a
legal framework around which requesting, approving, or refusing a request for remote work can be
based.
All workplaces must have a written statement which sets out the company’s Remote Working
Policy, specifying the way remote working requests are managed and the conditions which will
apply to remote working within the organisation. The new law that gives employees the right to
request remote working is part of the Government’s plans to provide better terms and conditions
for workers due to the legacy of the pandemic.

Soft skills requirements
www.manpowergroup.com
Along with filling roles with qualified candidates, employers are increasingly searching for people
who not only possess the hard skills required for positions, but also the relevant soft skills. In times
of rapid transformation and uncertainty, these soft skills are more important than ever in workers
and in leaders. In fact, several employers reported wanting someone with hard-to-find soft skills
that they could train or upskill in the respective hard skill areas they were hiring for.
When asked, employers revealed that the top five most difficult soft skills to find are:
- accountability, reliability, and discipline
- resilience, stress tolerance and adaptability
- initiative taking
- reasoning, problem-solving
- leadership and social influence

What is the overarching theme of the skills? People matter. Employers should invest in their talent
to ensure they have the right blend of technical and soft skills to succeed in the digital age.

Workforce Planning
https://www.euskills.co.uk/our-services/skills-solutions/strategic-workforce-
planning/?gclid=Cj0KCQiA09eQBhCxARIsAAYRiylfLa9myRdKoat48gcfsiwHmYfharSdAbFEuBpKMxF
ercDhTFUbU5UaAimHEALw_wcBption
With an ageing workforce and shortages of technical and engineering-related skills in the labour
market, forecasting future demand and supply of talent is one of the most critical strategic
challenges facing organisations within the energy and utilities sector today. A longer-term, strategic
approach to talent management is required, to make effective and efficient use of all available
talent pools.

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