PAI Review Project Overview

project status report
Project name: PAI Review
Project manager: Katie Hurley
Report Date: 25th May 2022

1.0 Project timeline & updates

Schedule
The project is running on schedule which is as follows:
Month Agenda Status
March
Brand Identity Strategy and Design
Complete
April
Researching topics and theme
Competitor analysis
Reaching out to contributors
Spread layout draft
Complete
Complete
Complete
Complete
May
Meeting with contributors
Obtaining abstracts etc.
Advertising research
Complete
Complete
Complete
June
Designing initial promotional material
Reaching out to advertisers.
Delivery of In-house writing briefs
Current
July
First drafts from key contributors due
Continuation of in-house writing.
Creation of publication file
Locking in advertisers
Creation of media for social media
August
Final drafts of in-house writing
Design of webpage and final publication
Final drafts of advertisers written pieces
September
Final tidy up, promotion and web edits
Publication to be launched in late September

Project Quality and Team Performance
The PAI Review continues to strive for the same level of quality outlined in brand guidelines and aspirations.
The on-boarded contributors are of a high standard and are experts in their field both in industry and
academically.
There has only been one risk to this schedule which is the last minute drop off of one of the key
contributors, bring the number of long format articles from 4 to 3. Research is currently underway to
replace this contributor, and in the worst case, the written pieces from advertisers will be capable of
supplementing this loss.
Internally, time will need to be dedicated to in-house writing and design, with clear, formal meetings
proposed to delegating topics amongst staff in June.
Notable Changes
1. Introduction of advertising.
Proposed introduction of advertising to the publication. This package (€500 for Issue One and re-assessed
after the successful launch of the Publication), will include a full page advertisement within the publication
and the opportunity to include a written piece from a notable figure within their team.
2. Change to contributors.
Daniella Graham will no longer be contributing to the publication due to availability.
3. Proposed contributor.
Proposal of PAI Trainer Patricia Pleass having a spread (to be discussed further internally and with Trish).
This can be based on FAQs for leadership, dealing with difficult teammates, organisational cultures etc.
Trish is being proposed due to her key involvement with one of our most popular training topics of the year
as well as her understanding of the nuances of organisational culture.

2.0 Content

Article 1:
Harnessing the Power of Fine Art Graduates
in the Workplace
This article is a mixed approach of academic research and opinion stemming from a qualitative MA study
at the Technological University of the Shannon. The article's objective is to demonstrate a possible
transaction of productivity that can be shared between a fine art graduate, who is interested in working in
alternative sectors than the arts, and a Public Sector workplace. It aims to begin a conversation within the
Public Sector and among emerging creative graduates looking for avenues to develop a career.
The article will provide an overview of the study, including its rationale, purpose, and key findings. It will then
discuss the transferable skills developed through fine art education and contextualise them within the
global Human Capital Agenda for higher education as important and highly desirable skills for the Public
Affair roles.
Finally, the article takes on the researcher's reflective opinion and additional literature review into the role
and benefit of Art School creativity in the workplace, setting out suggested guidelines for building an
inclusive work environment for creative graduates.
Ashling McGrory is a full-time MA of Research candidate at LSAD, TUS.. Her research explores the
professional transition from being a fine art student in Ireland to becoming a fine art graduate entering the
working world.
Having worked as President of LIT’s Students' Union and her role as a Learning Support Tutor, Ashling’s work
focuses on the student's skills development and their value within the working world. She is specifically
interested in the impact that students' and recent graduates' networks and surroundings can have on their
career development.
Simultaneously with her studies at TUS, Ashling is part of the Humanli team, a social impact specialist
company in Limerick, Ireland. Ashling's role involves researching, developing and implementing Humanli's
social value and impact measurement and management services.

Article 2:
A Multi-Generational Workplace:
A Win-Win Workplace for All
A multi-generational workplace is an exciting and dynamic place to work. It presents many opportunities to
share knowledge, talents, and creativity between employees of all ages. Yet the engagement of employees
from across age groups frequently remains untapped as a rich resource for organizations. When used well,
it has the potential to contribute to insights and experiences relevant to the well-being of all employees. It
also brings the potential to enhance workplace productivity. Today, age diversity is the widest ever that has
been experienced across organizations. This is chiefly due to the increased global ageing population. By
2050, the world population of people aged 60 years of age and over will double (2.1 billion). Indicators are
that many people will continue to work beyond the currently accepted retirement age of 60-65.
Challenge now facing organizations is how to best manage this diversity of their employees across age and
experience? A key strategy emerging is to re-examine our current narratives on ageing. Beliefs and attitudes
have for many years viewed older people within a stereotyped model of ageing. This is chiefly to perceive
ageing as a negative part of our lifespan, a time to be feared. Today, growing research across health,
education and the sciences demonstrate the opposite. How we perceive ageing impacts all of us
regardless of our age. Understanding ageing as a positive time in our lives is as important for young people
as it is for older people. It provides opportunities in the workplace to embrace the knowledge, expertise,
wisdom and vitality of both older and younger generations shared together. This is to see that a
multi-generational workforce has much to contribute to the wealth of knowledge and talent of employees,
not despite but because of our diversity of ages. This understanding brings with it the potential to share
skills, wisdom, life experiences and knowledge relevant to all. Strategies to help employers and employees
to understand the potential of a multigenerational workforce as a strength is a key strategy for using this
resource to its fullest potential. Multigenerational workforces are a win-win organisation for all employees.
Trudy Corrigan was the founder of the DCU Intergenerational Learning Programme (DCUILP) and a
co-founder of the DCU Age Friendly University initiative (AFU) which started in DCU in 2012. This was in
partnership with other colleagues from DCU and from Arizona State University (ASU) and the University of
Strathclyde Glasgow. Trudy is a lecturer and researcher with an interest in innovative teaching strategies in
adult education and lifelong learning.
She is interested in the development of Intergenerational and Multigenerational Learning from early childhood
through to higher education learning. This includes an expertise and interest in the development of
intergenerational engagement in work based practices. She is interested in Teacher Education and Advanced
Teaching Structures. Trudy is keen to develop policy and practice which fosters and develops
intergenerational engagement in the workplace and in education. This is in developing intergenerational
learning in higher education to promote the use of expertise and wisdom relevant for both older and younger
people teaching and learning together. She is very interested in the intersection between education, health
and well-being for both older and younger people.

Article 3:
A Manager’s Guide to Leading
The Whole Government Circular Economy Strategy
The Whole of Government Circular Economy Strategy is Ireland’s first national circular economy strategy.
The Strategy is a key addition to Government’s drive to achieve a 51% reduction in overall greenhouse gas
emissions by 2030 and to get on a path to reach net-zero emissions by no later than 2050, as per
commitments in the Programme for Government and the Climate Act 2021.
Meeting climate targets requires a transformation in the way we produce and use goods. The transition
away from fossil fuels and energy efficiency measures can only address 55% of our emissions. The
remaining 45% comes from making things.
A circular economy can have positive environmental, economic and social impacts, such as reduced plastic
pollution, new jobs, and better quality, longer lasting, consumer products.
The Strategy was a specific commitment in the Waste Action Plan for a Circular Economy (WAPCE). The
purpose of this high-level, all-of-government strategy is to set a course for Ireland to transition across all
sectors and at all levels of government toward circularity. Policy coherence across government will ensure
all policy levers are set towards the same, sustainable objectives.
This article will provide practicable tips to managers who want to lead change within their department. It
will focus on communicating with other team members internally to adhere to and champion the Circular
Economy Strategy.
Dr. Marius Claudy is an Associate Professor of Marketing at UCD College of Business. His research is
concerned with the adoption, diffusion and marketing of innovation, in a organisational context.. His work has
disseminated in international journals like the Journal of the Academy of Marketing Science, Journal of Public
Policy and Marketing, Journal of Product Innovation Management, or the Journal of Business Ethics. His
research has received several awards and prizes and attracted significant amounts of public funding.
Marius’ research focuses on the Circular Economy, Sustainability and Ethics within Business.
Before Marius pursued an academic career he worked as an Economist for the Department for Work and
Pensions in London, during which he conducted strategic analyses in areas of social-welfare and labour
market politics as well as climate change.

In-house articles:
Legislative Updates
Similarly to our weekly newsletter, the publication will have some current news topics dispersed throughout.
This will include proposed bills and legislation, government strategies etc. These small pieces (approx. 500
words or less) will be used to supplement and justify the words of the key contributors, and ensure that the
issue remains topical.
20 years of leadership
PAI’s first piece will be launched with comments by our CEO and COO. The launch will co-inside with PAI’s
20-year anniversary, and so the first piece will introduce changes to leadership and training over the past 20
years. This will be presented with a selection of photographs throughout the years.
Training Trends
Each edition will have a larger training trends piece headed by Jenny and Ellen.
This will include upcoming trends and essential training programmes, as well as insights that they have as
a training department.
Sample topic:
“The whole government circular economy strategy 2023-2024 has placed a strong emphasis on line
managers being responsible for their department’s single plastic usage. PAI are predicting that there will be a
large demand for Circular Economy Training in Q4.
In the first half of 2022, we saw a 25% increase in the uptake in climate related training, with over 60% of
participants being mid-level managers….”
Leading Neurodiversity in the workplace
This piece will be written by Neil who has a Masters in Special Education Needs and first hand experience
of leading and managing in the workplace with Neurodiversity.
He will discuss the needs of those with Neurodiversity in the workplace, but also the benefits of having a
diversity in the leadership style in your team.
Marketing/Coms in Recruitment
This piece will be written/curated by Katie and will analyse the way in which recruitment has evolved in the
public sector and turned into a marketing strategy. The key case study will be focused on a recent
recruitment campaign by Dublin Bus, who will be approached to comment on the success/strategy etc.
A recruitment specialist (TBC) will also be approached for comment on the recruitment/hr side of this to
discuss changes over the years.

3.0 Sponsored Articles

Sponsored Articles
This package (€500 for Issue One and re-assessed after the successful launch of the Publication), will
include a full page advertisement within the publication and the opportunity to include a written piece from
a notable figure within their team.
This will be pitched initially to the following organisations:
IBEC
“A line Managers Guide to Leading Workplace Wellbeing” – based on a 2021 report
Public Appointment Service
Leading Workplace Diversity in the Public Sector – Siobhan McKenna
Insight HR
The War for Talent in a Hybrid World – Eoin Lyons