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Business Risk Services
Our Business Risk Services team deliver practical and pragmatic solutions that support clients in growing and protecting the inherent value of their businesses.
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Corporate Finance and Deal Advisory
We offer a dedicated team of experienced individuals with a focus on successfully executing transactions for corporates and financial institutions. We offer an integrated approach, with our corporate finance specialists working seamlessly with tax and other specialists to ensure that every angle is covered.
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Economic Advisory
Our all-island Economics Advisory team combines expertise in economics and business with a wealth of experience across the public and private sectors.
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Forensic Accounting
We have a different way of doing business by delivering real insight through a combination of technical rigour, commercial experience and intuitive judgment. We take pride in delivering responsive and tailored solutions to all our clients, capitalising on the wealth of experience housed within our Belfast and wider Forensics team
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People and Change Consulting
The Grant Thornton People & Change Consulting practice works with clients on these issues as well as on all aspects of how they attract, retain, engage develop, deploy and lead their people.
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Restructuring
We work with a wide variety of clients and stakeholders such as high street banks, private equity funds, directors, government agencies and creditors to implement solutions which provide the best possible outcomes.
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Technology Consulting
Motivating and assisting our clients to pursue, maintain and secure the benefits of digital solutions is at the core of our Digital Transformation teams' agenda and goals. We work with business leaders to deliver efficient digital strategies and operating models that provide new or enhanced capabilities.
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Corporate and International Tax
Northern Ireland businesses face further challenges as they operate in the only part of the UK that has a land border with a country offering a lower tax rate.
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Employer Solutions
Our team specialises in remuneration and incentive planning and works closely with employers, shareholders and employees to ensure that business strategies are aligned and goals achieved in the most tax efficient, cost-effective manner.
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Entrepreneur and Private Client Taxes
Our team of experienced advisors are on hand to guide you through any decision or transaction ranging from the establishment of new business ventures, to realising value on exit, to succession planning and providing for loved ones.
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Global Mobility Services
Grant Thornton Ireland offer a different approach to managing global mobility. We have brought together specialists from our tax, global payroll, people and change and financial accounting teams across Ireland and Northern Ireland, while drawing on the knowledge and insights of our global network of over 143 offices of mobility professionals to provide you with a holistic approach to managing global mobility.
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Outsourced Payroll
Our outsourced service provides valued service to over 150 separate PAYE schemes. These ranging from 1 to 1000 employees, working for micro, SME and global employers. The service is supported by the integrated network of tax and global mobility teams and the wider Grant Thornton network delivering a seamless service. Experienced staff deliver a personal service built around your business needs.
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Tax Disputes and Investigations
Our Tax Disputes and Investigation team is made up of tax experts and former HMRC investigators who have years of experience in dealing with a variety of tax investigations. Our expertise and insight can guide you through all interactions, keeping your cost at a minimum while allowing you to continue with the day to day running of your business.
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VAT and Indirect Taxes
At Grant Thornton (NI) LLP, our team helps Northern Ireland businesses manage their UK and global indirect tax risks which, as transactional taxes, can quickly become big liabilities.
Changing the conversation – moving towards agile performance management
09 Mar 2021Many employers have adapted their approaches to performance management over the last few years and the COVID-19 crisis is accelerating the shift in how organisations manage and reward employees. It is not difficult to access a range of recent articles and publications challenging the wisdom of ‘traditional’ performance management practices. The common narrative being that the dreaded ‘annual appraisal’ is outdated (think Keith’s appraisal in The Office), that business leaders don’t believe their performance-management system accurately identifies top talent, or employees don’t feel that the process accurately reflects their contributions.
As popular as it has become to make changes to how we manage performance, there is no ‘one size fits all’ solution, and HR leaders need to first consider their organisational context in order to make grounded decisions on what’s most likely to be effective in improving organisational performance. Whilst, at a basic level, many of the established components of performance management still hold true, for example, setting goals and providing feedback, the current pandemic has dramatically affected goals and performance plans. There is also the added complexity of colleagues, working remotely, now being even more reliant on frequent check-ins with their managers to gain feedback on how they are doing.
In response to this challenge, there are a number of important and relevant factors that employers and HR leaders should consider:
Link employee goals to business priorities and maintain a strong element of flexibility.
Managers should have regular conversations with their employees to set priorities in a changing environment. Annual ‘set it and forget it’ goal setting was already seeing declining relevance before the pandemic, given the pace of change and need to adapt. The radical shifting of priorities during the COVID-19 crisis highlights how challenging the annual system has become.
Invest in managers’ coaching skills. Coaching is the heart of managing performance, which is even more critical when workers are remote. Organisations need to invest in managerial skills, and mindsets, around coaching and feedback as a continuous process.
Keep ratings for the very highest (and lowest) performers and recognise the broad range of good performance.
Instead of investing time and energy in making small differentiations in ratings (and pay) for those in the broad range of good performers, organisations should be focused more on having robust, strengths-based development and career conversations with this group.
In addition to the above factors, progressive organisations are now introducing elements of team-based performance management. This case for system change, coupled with teams being recognised as an important unit of the workplace, provide an opportunity to simultaneously improve performance management and transition to a team-based system that reflects the evolved operating model of many high-performing organisations.
See our People & Change Consulting offerings