Achieving business goals

Achieving business goals, whether they’re personal or professional, can be tough. We’ve all got our own personal mountain tops. The goals that we set ourselves that, from the outset, seem nearly impossible to conquer. So how do we overcome this and allow ourselves to reach those goals?

If you haven’t read  ‘The One Thing’ by Gary Keller, then you absolutely should. The premise is: what is the ‘one thing’ that you need to do that will subsequently make everything else fall into place and become easier? “The surprisingly simple truth behind extraordinary results.”

In the book, Keller talks about breaking down your goals into long and short term, and how by doing this you can turn them into more manageable and less intimidating tasks.

Once you’ve broken them down, you can then consistently go back to that one thing and ask yourself if what you’re about to do is going to add to your progress and keep you on track with achieving business goals.


The process

This process works in two parts. The first is about finding the right direction, and the second part is about chasing the right action.

For the first part, think about the big picture and identify what your overall goal is: what is the one thing that you want to do or achieve. This can be anything from your career goals to a personal ambition that you have.

The second part of this process is more short-term and practical. You have to ask yourself questions that provide you with a small focus on what you can do right now to help you get to where you want. You can break it down into what you’re going to do today, this week and this month to achieve that one thing. By always going back to your one thing, you ensure that everything you are doing is helping you to progress forward with that goal and increases the chances of you achieving it. 


Stay on track

By repeatedly asking yourself these more focused and short-term questions, you will not only keep on target to your overall goal, but you will also find yourself taking actionable steps that all build on one another and provide you with the momentum to finally reach your mountaintop!

Once you break it down, it’s so much easier to achieve those goals.

  1. Define goals
    It’s important to clearly define your business goal, so you know exactly what it is you want to achieve and where you are aiming.
  2. Be specific
    Being specific is important – understand exactly what you are aiming for and why – what will this goal mean for you? It’s a lot easier to stay on track when you know the benefits.
  3. Keep going back to the one thing
    Make sure everything you do is going to helo you reach that goal.
  4. Stay committed and motivated
    Commit to your goals – write them down, share them with colleagues, friends and family so they can hold you to account. Give yourself a deadline to keep you motivated and pushing forward.

Don’t forget to celebrate and reward yourself for achieving those goals or reaching a milestone and share the progress with everyone around you to keep you motivated.


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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Shared Services vs. BPO – who will survive?

There has long been an argument between Shared Services and Business Process Outsourcing (BPO) – is one better than the other? There are many factors to take into account including the business objectives, the budget available and the speed that is required for the project.

BPO is the process of engaging a third-party vendor with the right skills and resources, to carry out work on your behalf.

Shared Services relates to the creation of an autonomous business unit, based on-site, which carries out these processes for multiple functions within an organisation (HR, Finance, procurement).

The services that BPO and Shared Services provide is generally to remove manual, operational and often repetitive tasks from your everyday work.


Business Process Outsourcing

BPO is often thought to be more efficient, due to it having better systems and processes. It is frequently based offshore, so labour costs and overheads can be significantly lower than having this service in-house.

Outsourcing can often be implemented quickly and more effectively, due to the experience of the resource within these companies. The transition to an outsourced model may not offset the savings you make and the increase in the quality of the work you receive.

Feedback is often that ‘BPO can be seen as ‘faceless’ or lacking the human approach’ that people sometimes want from these services and in a world where employee engagement and experience is paramount, this can cause real issues.

Shared Services

Shared services can be a better solution if your needs are bespoke. BPO can often be one size fits all, and if you have requirements that are specific and processes that aren’t bog standard, then a shared services model may be the best choice.

However, the implementation of a shared services function within a business can be slow and painful. More often than not this is due to lack of experience internally to deliver this and if systems, processes and data are not clean and efficient, the service will fail.

If the service fails, it can be hugely damaging to employee engagement and if people aren’t engaged to use the service, then they will revert to old habits, rendering the service useless.

Is there a place for both?

General consensus seems to be that in the long term, only one will survive. I think there is a place for both: if you have a high volume of standard processes which need carrying out without the knowledge of internal factors or processes, then BPO is probably for you. However, if you have unique processes and you have the time, money and resources to do this properly, then shared services is the best option.

Before you decide whether to implement a BPO or Shared Services model, it’s a good idea to do a thorough diagnostic of your business and ask yourself the following questions:

  • What is the end goal is for your organisation in changing to a new service delivery model?
  • Do you have management engagement and support?
  • Are your systems, processes and data fit for purpose?

Once you have the answers to all of these questions, you should be able to make an informed decision.


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.

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

Wellbeing in the workplace

Wellbeing in the workplace is fast becoming just as important, if not more so, than salary or career progression. One issue at the forefront of this is mental health in the workplace. We are all aware of the importance of wellbeing, but could we be doing more?


Surveys over recent years have shown the true impact of poor mental health:

  • 1 in 6.8 people experience mental health problems in the workplace (14.7%
  • Evidence suggests that 12.7% of all sickness absence days in the UK can be attributed to mental health conditions.
  • Deloitte says poor mental health in the workplace is equivalent to almost 2% of UK GDP (in 2016).
  • 89% of workers with mental health problems report an impact on their working life.
  • Just 13% of employees would be comfortable talking about mental illness at work.
  • Last year, poor employee mental health cost UK employers £42bn.
  • The return on investment of workplace mental health interventions is overwhelmingly positive, with an average ROI of 4:1.

Last month our Thursday Brunch event was on ‘Mental health strategies for a crazy world!’ looking at the stats above and speaking to our guests about what we can do to help our own mental health and wellbeing in the workplace.

We found that: 

  • Kindness and wellbeing have a significant impact on culture and the engagement of colleagues.
  • Our brain is our most powerful tool, yet we are not taught how we can manage it to get the best out of it. This needs to change. 
  • The fear of failure and constantly striving for perfection are massive contributors to poor mental health – but is in our control if we are aware of it.

So what can an employer do to support an employee with mental health issues?

Discuss
Ensure that you create an environment that is open, that encourages staff to discuss their challenges and problems. Have a culture of openness that allows you to go beyond a person’s workload, instead, it delves deeper into their role responsibilities and the opportunities that they would like to see appear. We know that 13% of employers would feel comfortable talking about their mental health and that percentage needs to be much higher!

Educate
Know what to do if a mental health problem arises within your workplace, such as where to direct the employees if they require specialist help. Also, educate yourself and staff on various mental health problems, so you can see the trigger. Always remember to be sensitive.

Be clear
The groundwork can be set from the minute a new recruit starts, just by letting them know that if any problem arises, big or small, that they can discuss it. It doesn’t take much to make an employee feel supported or to create a culture of openness, especially if it means it decreases the chances of mental health problems in the workplace. You could create a wellbeing policy with relevant support links and contact details, which is always available to employees. 

We have recently become a ‘Mindful Employer’ – we recognise that in the UK, people experiencing mental ill-health continue to report stigma and discrimination at work. Having signed the ‘Charter for Employers Positive about Mental Health’, we are committed to creating a supportive and open culture, where colleagues feel able to talk about mental health confidently, and aspire to appropriately support the mental wellbeing of all staff.


As an employer, we have made an on-going commitment to:

  • Provide non-judgemental and proactive support to staff experiencing mental ill-health.
  • Not make assumptions about a person with a mental health condition and their ability to work.
  • Be positive and enabling all employees and job applicants with a mental health condition.
  • Support line managers in managing mental health in the workplace.
  • Ensure we are fair in the recruitment of new staff in accordance with the Equality Act (2010).
  • Make it clear that people who have experienced mental ill-health will not be discriminated against, and that disclosure of a mental health problem will enable both the employee and employer to assess and provide the right level of support or adjustment.

 It’s so important to make sure you have a balance between your work and home life – we’re big advocates of it here.

If you’re struggling with your mental health at work or in general – mental health charity MIND can offer lots of help and support. Here are tips for staying well at work. 


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.

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

How to nurture HiPo’s to benefit your business

High potential employees – or HiPo’s – increase the value of a business. They outperform their peers, doing more work and putting in more effort. Most businesses will have recognised that between 3-5% of their staff are high potential employees. There are 3 important attributes for a HiPo who is likely to succeed and get a senior position: aspiration, ability and engagement.  There are many factors that fall into these 3 attributes – leadership abilities, performance, competency and confidence when challenged.

HiPo’s need minimal supervision, are fast learners, reliable, can complete any tasks, work well under pressure and aspire to rise to leadership. They are a huge asset to your business.

So how can you nurture them to fulfil their potential and benefit your business?


Nurturing HiPo’s

The important thing to remember when discussing programs to retain and progress HiPo’s is that these individuals have been identified as having potential. They are not fully-fledged leaders, ready to step into a senior or critical role – yet. They likely will be, but they need developing and nurturing.

Training onsite and offsite, coaching, workshops and seminars can all help in the nurturing process, supporting the individuals to enable them to reach their potential. Real-life situations are really helpful, just be aware that it’s not too much, too soon.


Reducing risk

SHL’s ‘How to Reduce Risk and Realise More Value in Your HiPo Programme’ eBook says:

“Through objective assessment of all three factors (above), you can accurately identify your top talent while ensuring you avoid the most common HiPo programme risks:

  • The risk that they will fail to rise to a senior position
  • The risk that they won’t be effective in a more challenging role
  • The risk that they will leave to join competitors, diluting your bench strength”

Benefits of a successful program

HiPo’s represent a company’s strongest leadership pipeline. Investing in the success of them, means you are investing in the future of the company as a whole, because they will:

  • Deliver strong results
  • Master new types of expertise
  • Have a good attitude and a drive to excel
  • Have the desire to seek new ideas and the ability to convert them into productive action

By identifying, cultivating and investing in employees with exceptional aspirations, rare abilities, and greater engagement, you can ensure that the next generation of leaders within your organisation will be equipped to boost performance, foster innovation, and maximise corporate growth.

What are you doing with your HiPo’s and what successes have you had? If you have stories to share, I’d love to hear them, email me on 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

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