Thinking of becoming an interim?

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Thinking of becoming an interim? With the world as it is, it’s got us all thinking about our path and what we might want to change. Perhaps now is the time to take the leap?

As the relationship between employer and employee continues to develop, there is no longer a ‘job for life’. These days many businesses buy in skills they either don’t possess or that they don’t want on the books for a long period of time (which makes sense if it’s for a one-off piece of work such as system implementation, acquisition, or a change programme).

Not only that, interims are often significantly cheaper and much better at implementation than the big 4 consultancies, so they are a much more attractive option for employers.

But what actually is an interim? And can I become one?

 

Before you take the leap into interim management, it’s worth considering if it is really for you. It may seem glamorous but operating as a sole entity can be lonely at times. Coupled with the pressure of constantly delivering in a project environment and searching for a new assignment a number of times per year, it can be very stressful.

Ahead of going to market, it is worth considering what you do well, what work you enjoy, and if these are the sorts of skills that clients might need to ‘buy in’.

Is it something that organisations might struggle to do successfully? If so, there could be a need for someone with your skillset.

As a guide, typical interim assignments can broadly fall into the following categories:

· Organisational and operational change programmes
· Project implementation and project recovery
· Technology/digital

“Getting the first gig is always the most challenging. A lot of people who have successfully made the transition have found the first 6 months especially difficult! Don’t let that put you off.”

 

My advice for getting your first assignment:
  • Stick with what you know; it can be much easier to get your first assignment with your current employer or with someone you have worked with in the past (for a search partner, this can also gain confidence that you deliver, if you are asked back by a former employer!).
  • Network extensively; assignments are normally found either through your own network or via an interim management intermediary. It’s important to build a strong network of contacts in both camps – and anticipate to have a blend of work from either side.
  • Invest in yourself; you need to start thinking of yourself as a business! If you’re looking to become a recognised project manager and don’t have the qualifications, I’d thoroughly recommend investing in your own development. Most employers look for Prince2, MSP or PMP, as well as sound delivery experience in a particular focus area.
  • Get some professional advice; there are a number of professional bodies such as the IIM or IMA who can give you advice and guidance. Many interim managers are really open to being helpful, so ask their advice – this also helps to build your network.
  • Create a proposition; successful interims either have a deep specialism in a particular area (which makes them a front runner for assignments and means they can typically charge a premium rate! However, they might be on the bench for a while if that market goes quiet). They may also have a broader skill set and need to take a variety of assignments to keep their experience current (this will allow you to go for more roles but remember, until you’re established, you may find that you’re pipped to the post by professional interims managers.)

 

And don’t forget you’ll need to set up a Ltd company and get a good accountant! (It may seem like a significant outlay but trust me a good accountant is worth their weight in gold.)

James Cumming is our MD and leads our HR practice. He has recruited senior HR professionals for over 15 years and has experience in finding niche HR talent. 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.

Insider story – how to tackle a HR transformation project

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Wondering how you’re going to tackle that next big transformation project as well as keeping your sanity intact? Wonder no more, in this blog we talked to Peter Cablis from HR consulting firm Evolving HR about managing a large, complex HR transformation project for Jaguar Land Rover. Peter talks about what was involved in the project and shares his key lessons learnt.

Embarking on a mission critical HR transformation project? Keep your cool with these key insights from Peter Cablis, from Jaguar Land Rover.

“The modern world is volatile, unpredictable, complex and ambiguous and organisations have had to become like rapid-reaction forces, needing to respond quickly, flex and adapt to suit an ever-changing world. HR professionals have needed to adapt too and have been required to manage multiple change programmes over their careers.

No doubt many of you have learned valuable lessons during the change programmes, but how many of you wished you had gone into the experience armed with the wisdom you were set to gain after the project?

While we can’t send you into the future, we can at least give you some insight into the wisdom we gained from a recent large scale, complex transformation programme involving:

  • Multiple business areas and sites
  • The introduction of new technology & major office refurbishment
  • Ordering and trialling of new equipment
  • The transition of new people into a department and their training
  • A major cultural shift for how HR transacts with the business and how business needs to operate
  • Limited budget and finite time for implementation
  • A culture of low accountability and silo’s

Despite these challenges, the project delivered, on time, to budget and was exactly what the customer wanted. So what were the secrets to this successful programme and what can be learned for future HR change programmes? We share a few of the key insights below (this is not an exhaustive list but serves as a guide):

1. Clearly scope out the project. Have clear timelines, measurements and milestones for each activity and phase of the project.

2. Know the skills and experience you need on the project and select the right people. Ensure they are fully dedicated and clear about their role in delivering the project.

3. Be clear who the key stakeholders are and engage with them right at the start.

4. Ensure everyone on the project is clear on their roles and what they are accountable for.

5. Set up a clear project governance board, with the right operational people from the project and the right key stakeholders. Review weekly/daily each part of the project as it proceeds. Make sure there is a ‘Risk, Actions, Issues and Dependencies’ log. Just as importantly, ensure all members of the project team are kept informed of changes and impacts to the overall project and their areas. Consult regularly with them and don’t be reluctant to refine the project plan if required.

6. Chunk the project down into its component parts, so that it becomes manageable and if required have distinct work streams.

7. Always ‘check in’ with the end users/people most likely to be affected by the change, to see if you have missed anything in the project.

8. Have a clear communication and feedback work stream. Consider how the change may affect the end users and adapt both your style of communication and the method of communication accordingly. Use multiple mediums to reach out to these people, including workshops, feedback groups, presentations, regular bulletins and blogs and intranet. Keep the flow of communication going throughout the project.

Thank you to Peter for sharing his knowledge and if you would like to know how to keep your cool and perhaps your sanity during a big-ticket, high-pressure, HR transformation project please contact Peter at EvolvingHR on info@evolvinghr.co.uk.

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.

How to ensure you get in front of a headhunter

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So, you’ve heard about a fantastic search through a network contact or found the perfect role advertised online but the first hurdle is often getting past the search provider who is handling the assignment.

“If I had a penny for the amount of time that people have told me the story of how they have found it difficult with ‘said head hunter’.”

The head hunter who doesn’t give you a look in, who always goes to their preferred list of people when you have the perfect experience for the role. You know that person, right?

In the past a job-driven market has been partly to blame – it’s given clients optimum choice, so when times are tough they can go for the safe option.

But times have changed! The job/candidate ratio has changed and the companies that succeed in hiring top talent SHOULD be looking at more diverse options when hiring (although some search providers might not get this for some time!).

But, let’s throw out some home truths…Sometimes, you won’t have the right experience for a job and there is nothing you can do about it. Sometimes, you might think you’re perfect for it, but you’re just not right and sometimes clients can be incredibly picky (which is their prerogative) and there is not a lot you can do about it!

But sometimes, people can’t see the wood for the trees – and this is where you can make a difference.

So, here are our top tips on how to take an innovative approach:

1. Don’t apply, get referred! LinkedIn makes it easy these days to find connections in common and people take more notice of a referral.

2. Get noticed. Become a ‘thought leader’ in your market and you’ll soon gain kudos.

3. Don’t be too keen! No-one likes to be hassled all the time. It’s a little bit like dating, the keener you seem for something, the less people are interested.

4. Find commonality. Given the nature of the need to deliver in roles quickly these days, clients like to hire people that can hit the ground running; so make sure you highlight that you can do this.

5. Be Boolean smart. Make sure your CV has all of the buzzwords, as it may get rejected by technology if not.

6. Think outside of the box. Whilst you might not totally hit the brief, certain sectors have a lot of common themes i.e. business services firms, logistics and construction are all typically contract led, across multiple sites and employ large workforces.

7. Demonstrate commercial impact. If you’re just good at what you do, people will overlook minor things that don’t hit the brief.

8. Go nuclear! Not my preferred route for obvious reasons but sometimes if all else fails and you are getting nowhere with said provider… go directly to a business. Sometimes, people just get it wrong or you don’t connect, but this doesn’t mean that you won’t fit with the end client.

But most importantly, don’t give up!

We’re in the midst of a changing market and those that try hardest and push the boundaries, tend to open up options for themselves.

 

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.

The resurgence of M&A activity and what you can do to get it right

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The resurgence of M&A activity
The resurgence of M&A activity

 

We’ve always been really proud to partner with some of the most prominent change agents in the market knowledge. A few years ago we interviewed someone who was leading the way from a people change perspective to talk about the latest trends, innovations and transformations. It’s still very current so we wanted to re-share.

The interview focused on the resurgence of M&A activity and what you can do to get it right. Liz Phillips from the FTSE250, restaurant and pubs business, Mitchells & Butlers shared her insights, knowledge and experiences with us. We talked to her about the process of buying and integrating the Orchid Pub Group and what made the project a success!

Talking Acquisition Integration with Liz Phillips, Director of Resourcing & Employee Relations, from M&B.

“Mitchells & Butlers (M&B) acquired the majority of The Orchid Group – comprising of 173 pubs and a fully operational Head Office – in June 2014, for £266m. The deal expanded the M&B share of the growing pub and restaurant market in line with its strategy. The aim was to convert the majority of sites, such as Harvester, Toby Carvery, Ember, Miller & Carter and Castle and Vintage Inns, to M&B brands and formats over a two year period. The average weekly take of M&B brands was £22.7k, compared to £15.3k in The Orchid Group. The expected savings and synergies from rationalisation and support functions were c.£6m per annum – definitely worth it!

A Board of Directors were appointed to lead the Company; Operations, Finance, HR and Programme Planning. This was a senior leadership team with clear accountability for all aspects of operating the business successfully and the integration. The team had not previously worked together but quickly established a strong rapport recognising each other’s roles, responsibilities and areas of strength.

“The priority was to ensure effective and ongoing communication with all 4,000 employees throughout the business from day one.” Liz explained.

The aim was to explain the wider business context and plans and provide regular updates throughout the period of integration. It was important to understand the cultural differences and psychological impact of change on all people within the business, particularly in closing the Head Office, to keep the business running effectively in the medium term.

“The people were amazing, supportive and open with us. Whilst we did everything we could to involve, reward and communicate, we really couldn’t have done it successfully without them. There have been ongoing 121s, briefings, newsletters, weekly updates, roadshows, training courses, match making for roles and conferences. We recognised aspects of the way they did business which we admired, particularly certain aspects of operational practices which knew we could learn from and have introduced into M&B.”

In terms of leading HR, the emphasis was to continue to recruit, develop and retain people to run the businesses in a rapidly changing environment. We closed the office early in 2015 affecting c.100 people. There were a number of redundancies, however, the focus has been on deployment and employability to enhance people’s skills and experiences for their future employment.

“The plan has now been delivered and performance is looking good from an employee engagement, scorecard and ROI perspective!”

A huge thank you to Liz for sharing her experiences of leading an acquisition programme and the challenges they encountered. We hope you found it useful.

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.

The Interim role at board level

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Business change and transformation moved to centre stage following the recession and it’s remained there! Many businesses, particularly those who have lost talented staff at all levels, now have the opportunity for growth, but with a host of new challenges. These challenges include new competitors, technology and changing markets and businesses beginning to realise that they can’t “transform” gradually. They need to make a step change and that’s where the ‘Professional Interim Executive’ earns their money and reputation.

The vision

It starts with the CEO or a Chairman, who has the vision. Sometimes this individual is also an interim recruited by a parent company or arriving via private equity. But more frequently, it is someone internal who recognises the challenge and, whilst valuing the talents of their existing team, knows they need help. They are too embedded in the organisation to be able to take a fresh view without external help. Often, the first challenge for an interim at board level, is to convince senior colleagues that they are not there to ease them out. (Although sometimes that is necessary!) Their role is to help them take a fresh view of their business, the market, the customers and the operating processes. Then develop and implement new strategies that will make change happen immediately.

Post-recession

What has changed “post-recession” is the speed of change. Whilst businesses have always had change, there has been an acceptance that “change doesn’t happen overnight” and it can’t happen if the whole organisation isn’t on board. To use an analogy, “a long journey starts with a small step”. In 2014, that small step needed to be a leap, followed by a number of big steps, otherwise the change would falter and come to a halt.

In 2019, it is much of the same. Change is very important for businesses and bringing in an interim can help to make change happen quickly and effectively. It is even more fundamental now with all the uncertainty for businesses around Brexit.

The interim role

Businesses bring in interims at different levels in the organisation. Sometimes to lead particular projects, sometimes to fill vacancies during a recruitment process and sometimes because a function/departmental head has seen the need to “transform” their particular function. All valid reasons for recruiting an interim. But real change has to come from the top and that requires the main ‘change agent’ to be operating at the ‘Senior Leadership Team’ level. It doesn’t have to be the CEO, however, clearly the CEO has to be receptive and supportive.

It is an exciting time to be an interim. But it’s vital for the future and the reputation of the profession, that we recognise that whilst you need to be committed to any business you work with, as an interim you are not “part of the business”. You are there to give a fresh perspective. Once you begin to feel part of the business, it’s time to end the contract!

Paul Duncan is the founder of Duncan Paul Ltd, an experienced HR/Change Director and Business Expert. Paul provides consultancy providing strategic advice on the management of Change Management, Business Transformation, Business Strategy and Planning, Organisational Design and Development, and Employee Relations (Union Negotiation at all levels).

James Cumming is our MD and leads our HR practice. He has recruited senior HR professionals for over 15 years and has experience in finding niche HR talent. 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.

The role leadership plays in shared services

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The role leadership plays in shared services
The role leadership plays in shared services

What is the definition of leadership? The person who leads or commands a group, organisation, or country.

Many people ask me what defines a great shared services leader. Whilst this can encompass several different traits, there are usually a handful of personal qualities that a shared service leader should have and demonstrate. Whatever those traits and qualities, there is no doubt the role leadership plays in shared services is huge.

Traditionally, shared service leaders have been judged on their hard skills, such as cost reduction, operational excellence and delivering results. However, it’s 2019 and times have changed. More and more shared service functions require softer skills and more people related skills, to drive success. I guess this puts the saying, “A business is only as good as it’s people.” into perspective.

Communication and vision:

Creating a clear message and vision for your employees is the key to success. Just because something isn’t ‘broken’, it doesn’t mean you can’t fix it. You need a leader who takes the time to fully engage with the team, helping them understand the journey the business is on and influencing them to drive continuous improvement and change. Managing the change agenda is key, and you need to be passionate about this to engage stakeholders and ensure the right message is being delivered. I referenced the saying “if it’s not broken, then don’t fix it” – Imagine trying to change a process, when the individual has done their job like this for the past 10 years. It takes certain skills to get that person to see the benefits in the change.

Embrace technology:

You need leaders who are not afraid to embrace technology. Artificial intelligence and robotics are reshaping the way shared service functions operate. Whilst many think that AI will inevitably lead to headcount reduction, not only does it eliminate monotonous tasks and recurring processing activities, but it gives humans the chance to utilise their skills and add value in a different capacity. AI eliminates errors, increases efficiency, improves the customer experience and, over time, is more cost-effective. Good leaders need to embrace new technologies to help upskill their existing teams.

Look beyond the SSC:

Whilst the above point talks around efficiencies, leaders need to look beyond the shared service and think about effectiveness beyond. What impact does this have on the wider business, as well as your customers and suppliers? Shared services functions aren’t just created to reduce costs, they need to demonstrate high productivity and quality of service, not just internally.

Focus on talent:

Finding good shared services talent is hard. But once you have managed to secure the best talent, it’s important for leaders ensure they retain, develop and progress them.

  • Create an exclusive onboarding programme, so that employees feel valued, and have a clear understanding of what’s expected.
  • Build structured career paths. Give your employees the appetite for progression and encourage their personal development.
  • Maintain a great culture and working environment, where employees feel valued.
  • Reward success.
  • Just because it’s work, it doesn’t mean you can’t have fun along the way.

Upskill your existing staff:

It’s important that leaders upskill existing staff and keep them motivated. Having worked in a high-volume invoice processing role, I can relate to some shared services employees when they say their job is repetitive and sometimes mundane. The same monotonous tasks you must do, day in, day out, can be soul destroying. I had the task of solely processing invoices within accounts payable department and it was a delight when a colleague went on holiday, or there was a chance for some rotational training. When you’re given a new task, the chance to learn or simply just do something a bit different, it’s amazing how much you put your mind to it and have a different attitude towards it. As technology and AI develop within shared service functions, as previously mentioned, it’s even more important to upskill your team.

If you would like to discuss the role leadership plays in shared services further, email me at sam@refind.co.uk.

You can view more about Sam Perry our Shared Services Executive Search expert here.

You can sign up for more shared services news and updates from Sam here.

Are HR folk really masters of organisational change?

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Are HR folk really masters of organisational change?
Are HR folk really masters of organisational change?

There’s one thing that frequently surprises me about the mainstream HR narrative. It’s the unflappable belief that HR folk are masters of organisational change – that they take change in their stride and it’s done with a process-driven approach, that removes the inevitable emotion that goes with it.

But here’s my issue. Yes, this might be true for change that affects everyone else, but what if ‘change’ is actually happening to them? What if HR people are the ones that are being impacted by the shadow of uncertainty that they sometimes (purposely or not) impose on everyone else?

In these instances, I’ve found that the truth is closer to this: that in actual fact, HR professionals are ‘not’ the resilient people we expect them to be. But that’s just my point. In these instances, we shouldn’t actually expect them to be super-human, emotionless people. The problem is that we often do.

Why?

Well, ultimately, HR folk are people too. When they’re impacted by change, they very quickly become just as ‘normal’ as any other employee. Some might call this ‘HR revealing their true colours’. But, just because they’re HR experts, does not, (and crucially, should not), make them somehow emotionally detached.

In fact, I think HR professionals have a reason to exhibit more fear than most – because they have a greater understanding of what’s really likely to happen; because they know the processes, and they know the score. When you think about it, it’s hardly surprising these people feel more vulnerable, because they can read between the lines more. They’re afraid because they’re more informed or aware. They’re already thinking whether processes being discussed are open and transparent, and whether people really know more than they’re letting on – often because that’s how they’ve been taught to do so.

Does this matter?

Yes, I believe so. Organisational change can only happen when everyone – and that truly means everyone – is behind the change and engaged with it. It’s my view that HR is pivotal in making broader organisation change happen, but this can only happen, if they themselves are not suspicious of the process and how it will impact them.

Even if there is an agreed business case for making change, different people have different methods for presenting it. By and large, the HR community has been taught to question change, so without these people on-board, there can be barriers and obstacles to change.

The only way to eliminate this, is for the business to talk to HR consistently – as if they’re all being impacted the same as anyone else. This is the only way the business can get a better breed of change professional, and one that is engaged in the process. So often, I hear HR folk say they’re being told that there is going to be restructure, and that they should come up with suggestions for how to achieve it, but what’s missing is a way for them to participate without wondering how their own function is being affected. You can’t expect this level of buy-in without telling HR straight about how change is coming to them.

What many people forget, is that when HR is dealing with organisational change, they are worried about how the change will impact their own jobs, but they are also expected to get on with their day job too. This could be a change they are managing for their client group. This is emotionally draining.

Getting the best out of HR:

All businesses need to recognise that to get the best out of HR, they must support them, and give them insights, and most importantly, not forget that they are real people too. After all, they have been hired precisely because of their ‘people’ skills. Without garnering this support, the internal change agents you need HR to be may not do things with the business’s interest at heart.

Remember, it is totally appropriate to expect HR to perform, but it should also not be forgotten that HR folk are employees too. It’s important their feelings are talked about, and that it’s done with genuine respect for the skills they have.

My advice is to be straight. If you don’t know something, tell HR you don’t know. If you do know some things, tell them those things. The business of planning for change should include these elements from the start, but sometimes they can be overlooked. Remember, seek to be open, but in a managed way. There’s nothing worse than catching HR professionals off-guard about change. Of course, we should expect HR experts to be mature, and professional, but let’s not forget that sometimes, because they are armed with more knowledge, they will often need more nurturing.

Josh Sunsoa is the founder of Sunsoa & Co, an specialist ‘Employment Relations’ consultancy providing professional strategic advice on the management of business restructuring, executive and managed terminations, TUPE transfers, HR case management and compliance

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.

How do you get the most out of networking?

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Networking is something that gets talked about a lot in the market. Many HR professionals know they should network to further their careers but always find an excuse to shy away from it and often say they have never really benefited from it.

Others have openly admitted that they either lack confidence in large groups of strangers, have never attended a good networking event or just see if as a pointless task that takes up too much time.  At a recent event, someone said to me that they found networking difficult because from an early age, ‘they were taught that they shouldn’t speak to strangers!’.

I’ve attended many networking events over the years, some were really good and some, well, could have been better.  I must admit in my early days, networking meant pointless conversations with people that were only interested in selling to me.  I often left these events feeling a little unaccomplished, wondering why I had bothered going.

My perception has changed over the years and what I have learnt is that networking is actually a really useful and effective business tool – when used in the right way.

Networking effectively

We all know that networking is fundamental to good business but how can you take the pain out of it and make it work more effectively as a business tool for you?

1 ) Re-frame the situation

If you get put off by the word networking, then call it something else! After all, it’s merely a tool to meet new people. Networking has moved on a lot in recent years and is no longer just about attending a formal event, vying for attention, exchanging business cards and selling, selling, selling.

It has evolved to be more about providing the opportunity to meet new and passionate people. So, for me, it can be something as simple as going to see someone in another department instead of sending them an email or meeting someone for a coffee instead of the usual conference call.   It doesn’t have to be formal.

2) Confidence

Lots of people say that confidence is a major deterrent to networking and can often mean that they are stuck for conversation.  If you’re attending an event it’s natural to feel a little nervous, but you can turn nervous energy into a positive. Just remember these key things:

Relax and be yourself; you’re networking because you chose to, and everyone is probably feeling the same, so relax and remember networking is merely a tool for meeting new people.

Be prepared; do your research, take a look at the delegate list and see if there is anyone you’re keen to talk to. One way to start a conversation is through a shared connection, so research what they’re interested in and their experiences/background.

3) Set an objective

Why are you attending the event? What do you want to get out of it?

Admittedly many people only network so that they can sell and, while this may be your end goal, remember no one wants to be sold to at a networking event, this has happened to me numerous times and I was very much put off.

The real benefit of networking lies with the relationships that can be forged as a result. Remember relationships are developed over many months and years, so follow up is key.

Also, always remember the golden rule…give before you receive. Ask yourself how can you help that person and add value before you ask for anything.

4) Conversation

Networking events can be full of outgoing, confident people that love to talk, so use it to your advantage and ask open ended questions. This way people will tell you all about what they do, what they are there for and what they are looking to get out of the event. I don’t mean that you only ask one question then listen to someone waffle on forever, it’s more of an introduction to get the conversation flowing.

A good friend of mine once told me that you need a story to engage with people, a great piece of advice that has stuck with me ever since.

Think about why you are there, what’s currently happening in your market and your thoughts on it. But the most important thing is to make eye contact and smile, no one wants to speak to a miserable stranger.

Don’t forget the basics: (it’s not cool to be fashionably late!)

  • Be sure you know where you’re going and plan your journey, there’s nothing worse than turning up stressed out because you got lost on the way there.
  • Turn your phone off, concentrate on the people around you, that’s the reason you’re there after all.
  • Try not to plan anything straight after the event. This way you are free to leave whenever you want and you won’t feel under pressure.
  • Finally, make sure you follow up with anybody that you met with. If you had a good conversation with someone suggest you meet for a coffee to keep the relationship fresh.

This is not an exhaustive list, merely tips and tricks that work for me. Over time you’ll find what works for you, but hopefully, you’ll be able to adopt some of my tips to work to your advantage and get you started.

If there is one thing I have learnt from networking, it’s that it’s all about building relationships – give and enrich the experience people have with you and this will go a long way.

To have a chat about your goals contact me at carl@refind.co.uk.

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

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