HR Directors – want to be more Director and less HR?

HR Directors – want to be more Director and less HR? For years now, HR executives have been getting a tough time in the business world. On the one hand, they are frequently told that they need to be strategic and to operate at the top table, and on the other hand, they are lambasted for minor problems with issues such as terms and conditions, contracts, pay or disciplinaries.

Here’s the thing – CEOs expect you and your team to deliver the core HR processes well, but they don’t care about these processes beyond the fact that they are done. What they really care about is growing the business, taking risks, innovating processes, retaining customers and leveraging technology.

Be more director

Which leads me to the main point of this blog, if HR Directors want to be more Director and less HR, then why do they try to manage these sorts of projects themselves?

Imagine if there was an easy solution to free up your time and to help deliver the core HR processes well, whilst simultaneously allowing you to focus on the business strategy.

The answer may be a lot simpler than you think…

By hiring an Interim Executive, you will be able to do just that!

You see, with an Interim you will:

  • Always be able to quickly access the specific skills you are after and have a proven expert who can deliver on your behalf.
  • Get your projects delivered on time and to budget, without all the problems or administration you can experience with employees.
  • Be able to simply say “goodbye” when the project is complete, with no hard feelings.
  • Have more time to drive business strategy knowing that the operational issues are being sorted out.

James Cumming is our MD and leads our Interim Transformation practice. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn here.

If you would like to find out more about re:find and how we can support you and your business, then please get in touch.

Interim Executives are expensive…

Interim Executives are expensive…
Interim Executives are expensive…

Interim Executives are expensive…“Compared to what?” Is my usual trite response.

It’s funny how people often focus on cost rather than value. If I told you I could save you £10 Million but it would cost you £1 Million to achieve it, would that be expensive or a great deal?

 

I can tell you one thing for certain, the interim’s I work with are not as expensive as certain junior management consultants who have half the experience (and cost twice as much!)

 

…But they get huge day rates! “Argh you’ve got me.” But really, how does this stack up against a permanent employee?

 

The IMA (Interim Management Association) have calculated:

 

“An executive on £100,000 is actually costing the business a lot more. Once you have added in bonuses, holiday pay, NI contributions, pension, health and company car benefits, the real cost is likely to be nearer to £175,000. These costs do not apply to interim managers.”

 

Based on rough industry calculations, a £100k per annum equivalent interim might charge in the region of £600-700 per day, so even if we paid above that at £750 per day for 232 days (260 working days, minus bank hols and holidays) in a year we are talking an equivalent number £174k.

 

Not bad for a flexible resource that can be turned on and off as needed… and that’s before I start boring you again with talk of cost vs value.

 

Interested to find out more? You can email me on James@refind.co.uk

You can view more about James Cumming our change and business transformation specialist here

How HR is preparing for digital transformation.

How HR is preparing for digital transformation
How HR is preparing for digital transformation

How HR is preparing for digital transformation. The world of work is changing and we are truly living in the digital revolution. Given the impact digital has on people and how they work, HR professionals have a lead role to play. However, how does HR prepare for a change as big as the digital transformation?

 

Shifting any industry towards a digital business model is something that requires fundamental changes to central operating models, organisational processes and the day-to-day operations of its employees.

One of the largest challenges facing HR is a cultural resistance towards change.

 

What can HR professionals do to handle this?

 

In order to help companies engage with new technologies and working practices, HR must work with business leaders and board executives to ensure a smooth delivery of these changes:

 

  • Establish an effective communication channel when fostering these changes, providing opportunities for open conversation with employees.

 

  • Engage leadership teams to drive cultural changes within an organisation, as these alterations will be far more impactful when enforced by other individuals besides HR.

 

  • Ensure that companies retain their key talent. This can be done through the implementation of comprehensive strategies that keep highly talented individuals engaged and committed to the successful digital transformation of your company.

 

Whether companies are ready or not, digital technologies are here to stay. HR must step forward as a key enabler of change, it has a crucial role to play in helping to overcome the barriers.  To discuss further, you can email me on James@refind.co.uk

You can view more about James Cumming our change and business transformation specialist here

Smashing your interview isn’t as complicated as you may think – all it requires is mastering the basics.

Smashing your interview isn’t as complicated as you may think – all it requires is mastering the basics. The current candidate market is fiercely competitive, and being able to stand out from the crowd is becoming increasingly difficult.

There are countless articles online that list various ways to ensure that you make a lasting impression and ace your interview, however, the subsequent result of these articles is that too many candidates now overthink the interview process and forget the basic, key skills that will help in smashing your interview.

There’s no need to worry about making yourself sound like the most innovative and phenomenal character ever, because, if you master the basics of interviewing then you’re guaranteed to always stand out. Things like preparation, body language, interview etiquette and asking interesting questions are invaluable skills for smashing your interview at any stage of your career.

First impressions

First impressions, however clichéd, count. They are arguably the most important part of the interview, so be confident from the minute you enter the room. Offer your interviewer a firm handshake and introduce yourself clearly. Naturally, you may be a little nervous, but remember that this is an interview and not an interrogation, so find some common ground with your interviewer. Remember to thank them for inviting you in and let the conversation flow naturally. Also, remember that people employ people, not their CV’s, so let your personality come across.

Answers

The hiring manager will most likely have a list of questions to ask you and will want to understand your CV in more detail, so ensure that you know your CV inside out. Think about where you have added value to a business in some of your previous roles and structure them in the STAR interview response technique. STAR stands for Situation, Task, Action, and Result.

You’d be surprised how many people often don’t have a good answer to the question, “so tell me about yourself”. Story-telling is a crucial skill for interviews these days, and interviewers need to be engaged emotionally as well as just being told facts and figures about past experiences. Relating your previous experiences to the current position will help them to imagine you in the role interviewing for.

Your questions

I believe that the most effective way to make a positive impact in an interview is to ask interesting and memorable questions. Here are a couple of standout questions that people have asked me in the past:

  • What was it about my skills and experience that attracted you to my CV/Profile?
  • What do you enjoy most about working here?
  • What would make someone really successful in the role?

Finally, if you feel like the interview has gone well, don’t be afraid to ask for feedback there and then. You’ll be surprised by the response you will get. Doing this will also give you the opportunity to alleviate any concerns they have with your experience.

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch

Want to hear more about our senior HR professionals golf society? Sign up here.

Welcome on-board! How to get employee onboarding right.

How to get employee on-boarding right.
How to get employee onboarding right.

Welcome on-board! How to get employee onboarding right: A study published in the Academy of Management Journal in 2012 looked at 264 new employees and found that the first 90 days of employment are crucial for building rapport with management and co-workers.

 

Employee onboarding is the crucial period that you should be sharing your expectations with them and helping them understand what your company’s core values are. Without this support or direction, employees often don’t end up staying with a company past the four-month mark.

 

Beyond any company induction, our experience tells us that the most successful hires have a clear understanding of their development plan and how they will fit into a ‘new’ culture together, with a deep understanding of how they will successfully navigate the first 3 to 6 months of the new job.

 

While training and onboarding are not the only things that help prepare a new employee for their job, without them the chances are that new hires won’t stay at the company for very long. Many companies are aware of the benefits of onboarding new employees as opposed to simply training them. With adequate support from leaders, new hires tend to feel more positively about their job and work harder.

 

Whilst there’s no one-size-fits-all approach to onboarding or training, there are certain things that we’ve found that will help you successfully implement these processes with new hires. It’s also important to note that there is a difference between these two terms. Whilst training does have an important role within the onboarding process, it doesn’t represent the entire scope on onboarding.

 

So here are some of re:find’s top tips…

  • Start the onboarding process before day one. Make sure that your new hire has been given a clear outline of their role and how it operates within the wider scope of the company. If you share this information with them from the get go, then they will be able to accurately manage their expectations of this new role.
  • Make it personal. If a new employee feels supported by from all levels within the company hierarchy, then they will have a more positive attitude towards their new role.
  • Be sure about who you are as a business. If you don’t know what your company’s core values are, then how are you going to instil them in your new employees?
  • Make it fun and engaging! This one goes without saying…
  • Assign a mentor. Why not bring in people from all levels of the training of a new employee? Not only can this reinforce training but it will also encourage office relationships.

 

We want to know about your experiences of onboarding, both good and bad! So tell us what you think and send us any questions that you have about the process and we’ll be happy to help – you can email me on James@refind.co.uk

You can view more about James Cumming our change and business transformation specialist here