Mark Murphy

TWO Irish police officers who swapped life in Limerick and Wicklow for careers in England have helped start a support network for those of Irish heritage in the Hertfordshire Constabulary.

Hiding AI hacks is the shadow-AI economy.getty Somewhere on your team, an employee has figured out how to turn a two-day task into a twenty-minute one with AI.

THE SOUND of Irish music filled the hall at St Francis of Assisi in Stratford as members of the Irish Pensioners Forum of East London met for their monthly tea dance.

Tommy Wortz and Mark Kass sat down with former Packers President and CEO Mark Murphy ahead of his induction into the Wisconsin Athletic Hall of Fame!

Many managers are in denial about AI's impact on their own jobs, despite personally using the technology. A study found nearly half believe AI won't affect their roles, a contradiction stemming from shallow usage. Most managers only use AI for basic tasks like email cleanup, underestimating its true disruptive power. This "persistence gap" means beliefs haven't shifted even with increased hands-on experience. However, AI is already a top reason for job cuts, with middle management being a primary target. Companies are flattening hierarchies, as AI can automate coordination, reporting, and information relay—tasks consuming much of a manager's week. Managers must move beyond dabbling, become genuinely proficient, and require AI use from their teams to secure their future. Fluency in AI is now crucial for job protection.

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Nearly 80% of managers use AI every day. But 46% don't think it will touch their own job. That gap between using AI and understanding it is about to get expensive.

Employees aren’t hiding AI shortcuts because they’re selfish. They’re hiding them because sharing often means more work, little credit, and more career risk.

THE Irish Pensioners Choir brought a lot of music and laughs to Mannion's Prince Arthur pub in Tottenham as they gathered for their monthly sing-song.

CEOs, known for their assertive, achievement-oriented nature, often personally handle critical hiring. However, this strength can hinder effective interviewing. Research shows 89% of hiring failures are attitudinal, requiring interviewers to let candidates reveal their true selves, even if it means letting them "fail" in their answers. CEOs, disliking failure, tend to jump in and coach candidates when they present an incomplete or problematic response, inadvertently guiding them to a more favorable, often untrue, narrative. Similarly, common interview questions often include phrases like "and how you overcame that," which pre-emptively instruct candidates to present a success story. The article suggests removing these coaching phrases, allowing candidates to naturally reveal if they are problem-bringers or problem-solvers. True problem-solvers will volunteer solutions without prompting, while problem-bringers will focus solely on obstacles, providing crucial insights for hiring.