Bespoke flexibility. Spontaneous structure. Anchor days. Traffic light systems.
Sound familiar?
In Q1 2020, Coopman was in its first quarter of business. Who would have imagined that just five years later, the corporate working world would look completely different? Flexibility has become the norm. Structures have softened. But one constant remains: employers still need to retain their best people.
Retention is a central challenge in any business. Leaders, founders, and managers alike spend considerable time trying to hold on to top performers. Sometimes, of course, they can’t – and that’s a reality. But the real question is: what can be done to prevent good people from walking out the door?
Bonus Management: The New Front Line
This year, the effective management of bonuses has become critical to both retention and organisational stability. Employee expectations have shifted, performance incentives are no longer just nice-to-haves. They are expressions of value, alignment, and trust.
That makes transparency around bonuses more important than ever.
Macroeconomic instability — trade disruptions, the war in Ukraine, tensions in the Middle East — has increased employee anticipation around reward cycles. Domestically, new regulatory frameworks, wage inflation, and the rapid rise of AI have only added to the pressure. In this environment, failing to explain why bonuses are structured a certain way can quickly erode trust and morale.
Companies that provide clarity (not just numbers) are laying the groundwork for loyalty, engagement, and ultimately, retention.
What’s Ahead in H2 2025
The second half of the year is anticipated to bring steadier conditions across the financial services sector, though significant growth remains unlikely.
New market entrants have been relatively few, and those that have emerged are hiring cautiously. In most cases, headcount expansion remains in the low double digits. Strategic hires are concentrated at the top: Heads of Compliance, Finance, Risk — yes. Layers of middle management? Not right now.
The broader sector has performed steadily—neither spectacularly nor poorly. Most businesses are meeting (if not exceeding) profitability expectations, though hiring remains selective.
Internal market insights indicate that hiring in financial services has remained concentrated at senior levels, with the majority of new roles falling under compliance, finance, and risk leadership. Demand for mid-level roles has continued to lag, reflecting a sector-wide focus on resilience over expansion.
What the Data Is Telling Us
Coopman’s own 2025 Placement Analytics Report reveals something striking: tenure length is not linked to seniority. Senior hires are just as likely to leave as more junior team members. In other words, no role is immune to attrition.
And the knock-on effect is real. In a survey across our leadership network, up to 50% of respondents said that 25% of their job vacancies have remained open since the start of 2023. That’s a quarter of critical roles left unfilled—not for lack of budget, but lack of available talent.
The real risk isn’t failing to hire—it’s losing the talent already on your team.
Four Retention Levers for 2025
So, what can you do?
Here are four practical, evidence-backed strategies businesses are using to retain key talent in this market:
- Communicate Expectations Clearly
Whether it’s around bonuses, hybrid working or progression, ambiguity is corrosive. Employees will fill in the blanks—usually with worst-case assumptions. Be upfront, and repeat often. - Provide Structured Flexibility
The era of set office hours is over. But flexibility needs form. Anchor days, output-based KPIs, and predictable rhythms give employees freedom and structure—something they actively want. - Map Out Career Journeys
Talent stays when they see a future. Offer clarity on what’s next: internal mobility pathways, leadership development, or role expansion. Career planning isn’t just for juniors anymore. - Lead with Transparency
Especially during uncertain times, silence is destabilising. Regular leadership communication—townhalls, financial updates, performance dashboards—reinforces stability and earns trust.
And don’t underestimate the importance of wellbeing. Increasingly, employees are placing job security, mental health support, and personal development on par with salary.
Retention in 2025 isn’t just about financial reward, it’s about creating a workplace people want to stay in.
If you require guidance regarding your ongoing resource planning and addressing these challenging circumstances, please get in touch with Director and Co-Founder, Mark Fallon, at mark.fallon@coopman.ie
