Let’s talk about time management

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We’ve all heard of it and, although it’s something that comes around like clockwork, whenever it’s time for a performance review, it’s still something that we ironically don’t always have the time to work on, me included.

It’s easy to be ‘busy’ at work, but are we busy in the right context? Or are we all just busy being fools? And how can we make our time at work more productive?

Alleviate pressure

We live in a world where we are always switched ‘on’. Our smartphones constantly alert us to any new messages and emails, our smartwatches vibrate all day long and alert us whenever we make so many steps, and we always seem to be on the computer where there is no shortage of information being directed our way.

There’s pressure from our peers, directors, business owners and employees asking us questions, and there’s no longer an off switch for anyone.

So, how can we implement some simple structure that will help alleviate some of this pressure?

Plan, plan, and then plan a bit more. It’s not the most revolutionary answer I’ll admit, but it works.

Most people don’t plan for the following day, but you’ll be surprised at how effective setting aside time to assess the rest of your week can be.

Get organised

Create your own spreadsheet or write a list of all of your tasks for the week, whichever method works for you, and take a break every hour to assess what you’ve achieved since you last checked over your list. You will either be amazed at how much you’ve done, or surprised at how much you’ve procrastinated!

Treat your time like you would your finances – keep a close eye on them!

The most important thing is to be honest with yourself, and question how you should delegate your time. Doing this will help you identify your biggest waste of time, so you can change it!

To have a chat about your executive search, contact me at carl@refind.co.uk

You can view more about Carl Hinett our Executive search of HR professionals specialist here.

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Mindset vs skillset: redefining retail talent for the digital age

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Mindset vs skillset: redefining retail talent for the digital age

Today more than ever, chairs and chief executives are seeking our advice about structuring their organisations to compete in the digital age and creating the right leadership model for the future. 

Increasingly it’s about behaviours, not just skills and experience. 

Historically, retail has been an industry driven by ruthless efficiency, both at head office and in stores, and typically chief exec succession
candidates came from buying and merchandising or operations.  

Now the most likely contenders are a new breed of data-driven, customer-centric marketeers. 

Disrupt or be disrupted 

Companies need to continuously evolve and structures must be more fluid, moving from functions to centres of excellence, and from siloed departments to collaborative teams working together to fulfil the customer mission. 

In many ways mindset has become more important than skillset; creating a learning organisation which is flexible and responsive and able to deal with ambiguity.  

This is where the leadership style of the chief executive is critical. 

Retail is hardly the career of choice for millennials, unless it’s a sexy pureplay, and the old ‘command and control’ approach has to give way to one that is visionary and strategic.  

Pace and agility are key to success, and empowerment and engagement of the internal as well as the external customer is a must. 

Structures need to be flatter and more inclusive, with a sense of purpose and fulfilment that goes beyond work/life balance to truly win hearts and minds. 

Structure diversity 

If the business model is omnichannel, with the majority of sales through stores, then an understanding of the operational disciplines in the form of a really strong chief operating officer may be needed.  

We will have to take a more open approach to organisation design structures.  

Above all, tomorrow’s chief executive must be a visionary with high EQ, who is really good at putting together a team that is collegiate and includes all the skills and talents to win in an increasingly complex and demanding world. 

The message is clear – the route to the top in retail is changing and so must the leadership style.  

And an increasingly fickle and demanding workforce is more likely to identify with a brand that champions collaboration, inclusion and engagement as its core values.  

 
Click here to read the original article from Retail Week. 

To discuss this article further, you can email me on danny@refind.co.uk. 

re:find help businesses find the talent they need to deliver transformational change.  Clients call us when they need change to happen quickly and effectively. We are Executive Search and Interim Search specialists. 

Click here to read about what we do specifically in the retail sector. 

Unlocking the Power of Efficiency: Your Ultimate Guide to Shared Services

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In the fast-paced and competitive business landscape of today, efficiency is the key to success, our Guide to Shared Services can help support on your journey. Every organisation strives to maximise its resources, cut costs, and streamline its operations. This is where shared services come into play. Whether you are a small start-up or a multinational corporation, unlocking the power of efficiency through shared services can revolutionise your business.

Guide to Shared Services

This ultimate guide to shared services will take you through every aspect of shared services, from understanding the concept to its implementation and benefits. We will explore how shared services can enhance productivity, boost cost savings, and improve customer satisfaction. Moreover, we’ll dive into real-life examples and success stories to illustrate the transformative impact of shared services across industries. Whether you are considering implementing shared services in your organization or simply want to gain a deeper understanding of this powerful strategy, this guide is your go-to resource. Get ready to unlock the power of efficiency and propel your business towards greater success with shared services.

In modern corporate operations, strategic innovation is key to unlocking efficiencies and staying ahead of the competition. One such approach that has emerged as a game-changer is the concept of Shared Services.

Welcome to our comprehensive guide, to help you with the in-depth understanding required to navigate the intricacies of Shared Services successfully.

Throughout this article, we will delve into the fundamental principles of Shared Services, unravel its multifaceted benefits, address the challenges encountered during its implementation, and discern the nuanced differences that set it apart from other operational models. 

When did shared services begin?

Shared services has been around for many years. The earliest recorded example was when General Motors established a shared services centre to centralise its support functions in the 1980’s. Therefore, our Guide to Shared Services is nothing new but hopefully can provide some updated guidance.

However, the widespread adoption of shared services as a business model gained momentum in the 1990s as organisations sought ways to streamline their operations and reduce costs.

Shared services has become a popular approach to enhance efficiency, minimise duplication, and drive down costs.

5 challenges when setting up a Shared Service Centre

What does a SSC do?

A shared service centre (SSC) is a centralised unit within an organisation that provides common services to multiple departments or business units within the organisation. The primary purpose of a shared service centre is to streamline and standardise support functions such as finance, accounting, human resources, information technology, procurement, and other administrative services.

The SSC typically centralises these support functions, leveraging economies of scale to reduce costs and increase efficiency. By sharing resources and expertise across multiple departments or business units, the SSC can provide high-quality services at a lower cost than if each department were to manage these functions independently.

The specific services offered by a shared service centre may vary depending on the needs of the organisation, but typical functions may include processing invoices, managing payroll and benefits, providing IT support, managing procurement activities, and handling accounting and financial reporting. Overall, the goal of a shared service centre is to improve efficiency, reduce costs, and provide high-quality support services to the organisation.

What is in shared service centres (SSC)?

Shared services typically include a wide range of support functions that are common to most businesses. The specific services offered may vary depending on the needs of the organisation, but common functions that are often included in shared services are:

  1. Finance and accounting: This may include functions such as accounts payable, accounts receivable, general accounting, financial reporting, and budgeting.
  2. Human resources: This may include functions such as recruitment, employee onboarding, payroll processing, benefits administration, and employee training and development.
  3. Information technology: This may include functions such as help desk support, software development, network administration, and database management.
  4. Procurement: This may include functions such as supplier management, purchasing, contract management, and vendor negotiation.
  5. Administrative support: This may include functions such as document management, mail and courier services, and facilities management.

What is the difference between shared services and outsourcing?

The difference between shared services and outsourcing lies in how each approach delivers services to an organisation.

Shared services is a model where an organisation consolidates and centralises its support functions into a shared service centre, which is a unit within the organisation that provides common services to multiple departments or business units within the same organisation. The main goal of shared services is to streamline and standardise support functions, reduce duplication of effort, and improve efficiency while maintaining control of the services in-house.

On the other hand, outsourcing involves contracting out a specific business function or process to a third-party service provider. The service provider assumes responsibility for performing the outsourced functions, nd the organisation is no longer responsible for managing those functions. The main goal of outsourcing is to reduce costs and improve efficiency by leveraging the expertise and resources of the service provider.

The key difference between shared services and outsourcing is that shared services is an in-house model where the organisation retains control of the support functions, while outsourcing involves contracting out the functions to an external service provider who assumes responsibility for delivering the services.

 

What is an offshore service centre?

An offshore shared service is a type of shared service centre (SSC) that is located in a different country from the organisation it serves. Offshore shared services typically involve outsourcing support functions to a service provider in another country with the aim of reducing costs and leveraging the benefits of the service provider’s expertise and resources.

Offshore shared services are often established in countries with lower labour costs or where the service provider has specialised expertise. These service centres may provide a range of support functions, including finance, accounting, human resources, information technology, procurement, and administrative services, among others.

Offshore shared services offer several advantages, including access to a large pool of skilled workers at lower costs, 24/7 service availability, and the ability to scale services up or down based on changing business needs. However, offshore shared services also come with challenges, such as cultural and language barriers, time zone differences, and the need to comply with different regulatory frameworks.

Overall, offshore shared services can be an effective way for organisations to reduce costs and improve efficiency, but it requires careful consideration of the potential benefits and challenges. 

What are the benefits of shared services?

  1. Cost savings: Shared services allow organisations to consolidate support functions and streamline operations, resulting in significant cost savings. By eliminating duplication of effort, reducing headcount, and leveraging technology, shared services can help organisations achieve cost savings of up to 30%.
  2. Increased efficiency: Shared services enable standardisation of processes and policies, which leads to improved efficiency and productivity. By eliminating silos and centralising support functions, organisations can achieve greater consistency and faster processing times.
  3. Improved quality: Shared services can lead to higher quality services by leveraging the expertise and resources of a dedicated team. By centralising support functions, organisations can ensure that services are provided by skilled professionals with the appropriate training and experience.
  4. Greater agility: Shared services can provide greater agility by allowing organisations to quickly scale services up or down based on changing business needs. By leveraging technology and shared resources, organisations can respond more quickly to changing market conditions or customer demands.
  5. Improved risk management: Shared services can help organisations improve risk management by ensuring compliance with regulatory frameworks and reducing the risk of errors or fraud. By centralising support functions, organisations can ensure that policies and procedures are consistently applied and that risks are identified and managed effectively.

Overall, shared services can offer significant benefits to organisations, including cost savings, increased efficiency, improved quality, greater agility, and improved risk management.

What is a shared service delivery model?

A shared service delivery model is a way of organising and providing services within an organisation or between different organisations. In this approach, instead of each department or unit managing its own services separately, they come together to centralise and share certain services to achieve greater efficiency and cost-effectiveness.

Imagine it as a group effort where everyone contributes and benefits. It’s like having a common pool of resources and expertise that all the involved parties can tap into. For example, various departments in a company, like human resources, IT, finance, and procurement, might pool their resources and expertise to create a central team that handles these services for the entire organisation. This way, they can avoid duplication of efforts and reduce expenses, making things more streamlined.

The shared service delivery model allows organisations to standardise processes, improve service quality, and take advantage of specialised skills from a dedicated team. Instead of each department hiring its own experts for every service, they can all rely on the central shared service team, which often leads to cost savings and increased efficiency.

It’s important to note that implementing a shared service delivery model requires good communication and coordination among the involved parties. By working together, they can make sure the services meet everyone’s needs and achieve the desired goals. This way, organisations can concentrate on their core functions while still benefitting from shared expertise and resources.

What are finance shared services?

Finance shared services refer to the centralisation and standardisation of finance-related functions across different business units within an organisation. In this model, a dedicated finance shared services centre (FSSC) is established to provide services such as accounting, financial reporting, payroll, accounts payable, accounts receivable, and other finance-related functions to all business units.

The FSSC operates as a centralised unit responsible for managing and delivering finance services to the entire organisation. It leverages economies of scale, standardisation, and automation to achieve cost savings and improve efficiency. The FSSC typically employs skilled professionals who provide finance services to the entire organisation using common processes, policies, and systems.

Finance shared services offer several benefits to organisations, including:

  1. Cost savings: By consolidating finance-related functions and centralising them in a dedicated FSSC, organisations can achieve significant cost savings through economies of scale, standardisation, and automation.
  2. Improved efficiency: Finance shared services enable standardisation of processes, policies, and systems, leading to improved efficiency, accuracy, and timeliness of financial reporting.
  3. Enhanced control and governance: Finance shared services can improve control and governance by providing greater visibility and transparency into financial transactions, ensuring compliance with regulations, and reducing the risk of errors and fraud.
  4. Better decision-making: Finance shared services can provide better decision-making support by providing timely, accurate, and reliable financial information to the organisation’s leadership.

Overall, finance shared services can help organisations to achieve greater efficiency, cost savings, and improved financial control, while enabling better decision-making and supporting the organisation’s strategic goals.

What is HR shared services?

HR shared services refer to the centralisation and standardisation of human resources (HR) functions across different business units within an organisation. In this model, a dedicated HR shared services centre (HRSSC) is established to provide services such as recruitment, employee onboarding, payroll, benefits administration, training and development, employee relations, and other HR-related functions to all business units.

The HRSSC operates as a centralised unit responsible for managing and delivering HR services to the entire organisation. It leverages economies of scale, standardisation, and automation to achieve cost savings and improve efficiency. The HRSSC typically employs skilled professionals who provide HR services to the entire organisation using common processes, policies, and systems.

HR shared services offer several benefits to organisations, including:

  1. Cost savings: By consolidating HR-related functions and centralising them in a dedicated HRSSC, organisations can achieve significant cost savings through economies of scale, standardisation, and automation.
  2. Improved efficiency: HR shared services enable standardisation of processes, policies, and systems, leading to improved efficiency, accuracy, and timeliness of HR-related activities.
  3. Enhanced employee experience: HR shared services can improve the employee experience by providing consistent, high-quality services to all employees, regardless of their location or business unit.
  4. Better decision-making: HR shared services can provide better decision-making support by providing timely, accurate, and reliable HR information to the organisation’s leadership.

Overall, HR shared services can help organisations to achieve greater efficiency, cost savings, and improved employee experience, while enabling better decision-making and supporting the organisation’s strategic goals.

What is Global Business Services?

Global Business Services (GBS) is a business model that involves the centralisation and standardisation of various business functions within an organisation into a single, integrated unit. The goal of GBS is to streamline business operations, reduce costs, and improve efficiency by consolidating functions such as finance, IT, human resources, procurement, and other support functions into one organisation-wide unit.

GBS typically involves the creation of a centralised shared services centre (SSC) that provides services to multiple business units or locations across the organisation. The SSC can be located in one country or multiple countries and can utilise a range of delivery models such as onshore, offshore, or nearshore delivery.

The GBS model is typically characterised by a focus on standardisation and automation, with the use of shared services technology platforms and tools to drive efficiency, reduce duplication, and achieve cost savings. The model also often includes a strong focus on customer service, with an emphasis on providing high-quality services to internal business units or external customers.

The benefits of GBS include increased efficiency, improved customer service, reduced costs, and greater visibility and control over business operations. By consolidating and standardising business functions across the organisation, GBS enables organisations to streamline their operations, reduce duplication, and achieve greater consistency and control over their processes. Additionally, by leveraging economies of scale and standardisation, GBS can drive down costs and improve overall business performance.

 
 

What qualifications are specific to Shared Services or Global Business Services?

The Hackett Group offer a diploma and an Advanced Diploma in Global Business Services, which enhance skills, knowledge and capabilities. You can find more information about this here

However, there are several qualifications that can be relevant for professionals working in these fields.

Finance-related Shared Services roles, relevant qualifications could include:

  • Chartered Institute of Management Accountants (CIMA)
  • Association of Chartered Certified Accountants (ACCA)
  • Certified Public Accountant (CPA)
  • Certified Management Accountant (CMA)
  • Financial Risk Manager (FRM)

HR-related Shared Services roles, relevant qualifications could include:

  • Chartered Institute of Personnel and Development (CIPD)
  • Society for Human Resource Management (SHRM)

IT-related Shared Services roles, relevant qualifications could include:

  • Certified Information Systems Security Professional (CISSP)
  • Information Technology Infrastructure Library (ITIL)
  • Project Management Professional (PMP)

Global Business Services roles, qualifications that provide a broad understanding of business operations and management could be relevant. These could include:

  • Master of Business Administration (MBA)
  • Bachelor’s degree in Business Administration
  • Lean Six Sigma Certification

Additionally, soft skills such as communication, teamwork, problem-solving, and adaptability are also critical for success in Shared Services and GBS roles. Therefore, developing these skills through experience, training, and education is also important.

What is Robotic Process Automation (RPA)?

RPA stands for Robotic Process Automation. It is a technology that uses software robots or “bots” to automate repetitive, rule-based tasks in a business process.

  • Bots can be trained to mimic human actions such as logging into applications, copying and pasting data between systems, extracting and processing data from documents.
  • Is designed to increase efficiency and reduce human error in business processes. By automating routine tasks, RPA frees up human workers to focus on more complex and value-added activities. It can also reduce the time and cost associated with manual data entry and other repetitive tasks.
  • It can be used in a wide range of industries and functions, including finance, accounting, human resources, procurement, customer service, and more. RPA software can be integrated with existing business systems and applications, allowing businesse to automate tasks without significant changes to their existing technology infrastructure.

RPA is a powerful tool to increase efficiency, reduce costs, and improve the quality of business processes.

Hopefully our Guide to Shared Services has been useful for more information you can contact our Shared Services specialist James Cumming. 

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find Executive Search we believe that recruitment is not a one-off transaction but rather a long-term partnership. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

  • Every organisation is unique and we feel that there is no one-size-fits-all solution when it comes to recruitment.
  • re:find offer bespoke recruitment solutions, that are tailored to meet the specific needs of each client.
  • Whether you need help with a single hire or a full recruitment campaign, we can help.
  • We commit to providing our clients with the highest quality service.
  • We take the time to understand your organisation’s culture and values, and the specific skills needed for each campaign.

For more information please get in contact with our Managing Director, James Cumming.

When to Implement a Leadership Change for Business Growth

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A senior leadership team plays a pivotal role in guiding an organisation towards success. Sometimes to achieve this success, a change of leadership at the top becomes necessary. Identifying this moment is crucial for the sustained health and growth of any company. Here, we explore the indicators that suggest it’s time to consider a change in your senior leadership team.

1. Stagnation in Performance

Business stagnation in performance refers to a period where a company experiences little to no growth.

Key performance indicators (KPIs) such as revenue, profit margins, market share, or other significant metrics, will show this.

This plateau can signal underlying issues that may lead to long-term detrimental effects on the company’s health and success.

A clear sign that a change may be needed is a noticeable stagnation or decline in the company’s performance. This could manifest as consistent underachievement of financial targets, loss of market share, or a decline in productivity.

Fluctuations in performance are normal, a persistent downward trend may indicate that the leadership’s strategies are no longer effective in the current business environment.

2. Loss of Vision and Direction could indicate a Change of Leadership is required

Leadership is as much about vision as it is about execution. If the senior team seems to lack a clear, strategic direction or fails to communicate a compelling vision for the future, it may signal the need for new leadership. A fresh perspective can rejuvenate the company’s strategy and re-align the organisation with its core objectives and values.

The loss of vision and direction refers to a situation where a company no longer has a clear or coherent strategy guiding its operations, growth, and long-term objectives. This can manifest in various ways and have significant implications for the company’s success and sustainability. Below are key aspects that illustrate what loss of vision and direction entails and its potential impacts on a business:

2.1 Lack of Clear Objectives

Without a clear vision, a company might struggle to set and pursue meaningful objectives. This can lead to a lack of focus in its operations. And then, making it difficult for the business to allocate resources effectively or pursue opportunities that align with its core competencies and long-term goals.

2.2 Difficulty in Decision Making

A clear vision and direction facilitate decision-making processes by providing a framework against which options can be evaluated. Without this clarity, decision-making can become inconsistent, reactive, and lacking in strategic focus. This can lead to missed opportunities or misallocated resources.

2.3 Eroding Competitive Edge

A well-defined vision often includes elements of differentiation that set a company apart from its competitors. Losing sight of this unique value proposition can result in a business that struggles to stand out in the marketplace, affecting its ability to attract and retain customers.

2.4 Demotivation Among Employees

Vision and direction are crucial for employee motivation and engagement. They provide team members with a sense of purpose and belonging. Without a clear vision, employees may feel disconnected, unsure of their contributions towards the company’s goals, leading to lower productivity and higher turnover rates.

2.5 Misalignment of Efforts can mean a Change of Leadership is required

A strong vision ensures that all aspects of the company—from its product development and marketing strategies to its customer service and internal processes—are aligned towards a common goal. The loss of vision can lead to disjointed efforts, where departments or teams work in silos, undermining the company’s overall effectiveness and efficiency.

2.6 Strained Stakeholder Relations

Investors, partners, and customers often engage with a company based on its vision and the promise of what it aims to achieve. When a company loses its direction, it can erode trust and confidence among these key stakeholders, potentially leading to reduced investment, partnerships, and customer loyalty.

2.7 Inability to Adapt

A clear vision includes a forward-looking component, anticipating changes in the market and adapting accordingly. The loss of vision and direction can make a company less agile, slowing its response to industry trends, technological advancements, or shifts in consumer behavior, which can place it at a competitive disadvantage.

3. Resistance to Change

In today’s fast-paced world, adaptability is key. If your leadership team is resistant to change or slow to respond to industry shifts, technological advancements, or changes in consumer behaviour, it could be detrimental to your business. A leadership team that embraces change, seeks innovation, and is willing to pivot strategies when necessary is vital for long-term success.

4. Erosion of Company Culture can Result in a Change of Leadership

If there’s a noticeable decline in employee morale, engagement, or an increase in turnover, particularly among high performers, it might be a reflection of leadership issues. A change at the top can help to reset the culture, align it with the company’s values, and boost morale.

5. Deterioration in Stakeholder Confidence

Confidence from stakeholders, including investors, customers, and employees, is fundamental. If stakeholders express concerns about the company’s direction or leadership’s decisions, it’s important to take notice. Losing stakeholder confidence can have a severe impact on the company’s reputation, financial health, and operational stability.

6. Lack of Succession Planning

A forward-thinking leadership team will have a clear plan for succession to ensure the company’s resilience and continuity. If there’s a lack of focus on developing internal talent or identifying potential future leaders, it may indicate a need for change. Effective succession planning is a hallmark of robust leadership and organisational health.

Conclusion about Change of Leadership

Deciding to change your senior leadership team is not a decision to be taken lightly. It requires a thoughtful assessment of the current leadership’s effectiveness, the company’s performance, and the broader industry context. Recognising and acting upon the need for change can be a transformative step, paving the way for renewed success and growth. As such, it’s imperative for companies to remain vigilant, assessing their leadership effectiveness regularly and being prepared to make tough decisions when necessary for the greater good of the organisation.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Please visit our website to see more of our knowledge hub: https://refind.co.uk/

https://spotlight.designrush.com/news/stitcher-shuts-down-after-15-years

Managing stress in the workplace

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Managing stress in the workplace

Stress in the workplace: Are you tired? Do you feel irritable? Do you suffer from headaches, muscle tension, and struggle to concentrate at work? If so, you may be one of the millions of people across the country who are feeling the effects of occupational stress. So how can we manage stress in the workplace?

Occupational stress in the workplace

Occupational stress in the workplace has many emotional symptoms such as feeling overwhelmed, feeling depressed, feeling anxious about going to work, lacking confidence, and experiencing mood swings. Alongside this, many people report physical symptoms such as general aches and pains, feeling nauseous, losing or gaining weight, and pain or tightness in the chest.

According to a 2019 report by Qualtrics, more than a quarter (29%) of UK workers reported that they felt stressed or emotional because of work, either ‘always’ or ‘most of the time’. Work-related stress, anxiety or depression accounts for around 44% of all cases of ill health and is estimated to cost the UK £34 billion per year. Worst of all, however, chronic stress has been shown to exacerbate many serious health problems such as mental health disorders, cardiovascular disease, high blood pressure, heart attacks, and strokes.

It’s very clear that stress is not something that should be brushed away by employers and employees alike, but rather has to be recognised and managed for the benefit of both the individual and the business.

The cause of stress in the workplace

Occupational stress can be caused by a lot of things. Excessive workloads or unrealistic deadlines are some of the most common, along with difficult relationships with colleagues, disagreements with the management style, being micro-managed, being unclear about what it is that you are meant to be doing, and feeling as though your skills and abilities are being wasted. Stress can be caused by one of them, all of them, or it may be something different. Every person is unique. The important thing is to take some time and think about what is it that is specifically causing these feelings of stress at work.

The approach to managing stress

As many of these causes are due to difficulties imposed upon the employee by the employer and, aside from raising concerns, there is little that the employee to change these causes. What can be changed, is the approach that we take to manage stress in our day to day lives. Try to take a walk during lunch hours to clear your mind for half an hour, work regular hours and take the time off that you are entitled too, make an effort to manage your time both in and outside of work, reflect on your thoughts and feelings often, try to develop relationships in work, and accept that there are some things that you do not have control over.

One of the best treatments for work-related stress is exercise. Aerobic exercises such as running, swimming, dancing, and walking increases the production of endorphins in the brain improving your mood. Exercise also offers the perfect opportunity to reflect on the things that have been causing you stress. Many people report that engaging in exercise allows them to think more clearly and find solutions to their problems that they previously could not work through. Naturally, this can have great benefits to both mental health and performance at work.

Finally, finding time to unwind with people in a friendly and sociable environment is essential to keeping on top of stress. Human beings are inherently social beings. Socialisation, whether that be by talking with friends, going for a coffee with a co-worker, or going for some food after work, has been shown to decrease stress-related anxiety, make us feel more confident, and promote a sense of attachment to those we are close to. This is one of the reasons that we love to host events that bring together people from across different industries to enjoy time together in a friendly environment.

Want to talk more about stress at work or interested in coming to one of our events? You can contact me at carl@refind.co.uk.

 

You can view more about Carl Hinett our Executive search of HR professional’s specialist here.

 

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A store without stock? Yes please.

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A store without stock is still a store

You don’t need to have ‘stuff’ in a store for it to be a shop. There are alternatives. 

Imagine this. You’re in shopping mode and heading down to the high street. There are a load of stores with shelves groaning under the weight of all the inventory displayed within their walls. You are spoilt for choice. 

Yet instead of selecting from any of them, you head for the one emporium that appears to have no stock whatsoever. It might sound a curious decision, but it is not without merit. 

You’re a modern person and you know your way around both your laptop and the smartphone to which you are umbilically attached. 

So you know exactly what’s out there and what the price of almost everything is, long before you arrive at the shops. All you have to do is pick up your order and perhaps have a little ‘service’ time. 

That is the underlying premise of Nordstrom Local, an offshoot of the eponymous Seattle-based department store group designed to provide a more convenient option for existing customers, layered with a range of services. 

At present there are two Nordstrom Locals, both in Los Angeles. The first opened at the end of last year and the second, measuring 3,000 sq ft, welcomed its first ‘shoppers’ a couple of months back. 

They do have a very limited amount of fashion stock, but none of it can be taken away and the clothes are really just there as tasters of what Nordstrom is about. 

More to the point, they are not just glorified click-and-collect stations. Instead, visitors can have a coffee at the in-store café (or maybe even a ‘drink’ drink) while they wait for their shoes to be repaired, having handed in their clothes to the dry cleaner, prior to having a manicure. This is service. 

And shoppers appear to like it. Two more Nordstom Locals are scheduled for LA this year and it’s a fair bet that more will follow in other large Nordstrom-friendly conurbations. 

Is this, however, a store? It doesn’t really have anything tangible that you can buy in situ and walk away with, but it does provide something that Amazon at present cannot. 

Shoppers may make purchases online, but they can then enjoy a range of services as they complete the transactional loop when picking up the goods. 

This is an online shop with bells and whistles and seems a good alternative to the mundane click-and-collect counter. There are also reasons to come back. 

Nordstom Local may not be the whole of the future, but it certainly looks like one direction in which things are headed. 

Click here to read the original article from Retail Week. 

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 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.

3 Proven Ways to Boost Diverse Talent Pipelines Fast

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3 Proven Ways to Boost Diverse Talent Pipelines Fast

How do we develop diverse talent candidate pipelines for companies? Over the last 18 months, the topic of diversity, equity and inclusion has shifted the workplace. Following the death of George Floyd, discussions around talent acquisition, recruitment, and retention have challenged companies across all industries to ask questions around the cultures that have been built in the workplace. With underrepresented groups leaving companies in droves following on from his murder that year, between May and September of 2020, we witnessed these same groups being headhunted for diversity, equity, and inclusion job opportunities. Indeed, the worldwide employment website said that diversity and inclusion job postings rose by an astonishing 123%.

With organisations now implementing talent strategies to increase diverse representation across businesses, what can recruitment agencies and external suppliers that work with companies do to develop diverse candidate pipelines? Here are three recommendations to consider.

Your diverse talent focus is on speed and not enough on quality

We get it. You receive a brief and the client provides you with a turnaround date of yesterday. You’re known for being able to deliver either on or before time. But you want your candidate pipelines to be more diverse of the market that is out there. Filling the role with similar talent is an assured safety measure that the client will be satisfied with. Its predicted success.You do not have to trade speed for diversity, but you will need to create time to develop new pathways to deliver a quality filled diversified pipeline.

Create time to expand and diversify your search profiles

Based on the sector you work in you probably have ‘ideal’ candidate profiles that fit the roles you fill. And while that is great, what does that mean for underrepresented groups that do not fit or fill these profiles? Because there is no ‘one’ ideal candidate, rather than referring to the one or two that come to mind when filling roles, why not take the time to create 2-3 more? Yes, the short-term investment is that it will take a few days to create and develop a selection of diverse profiles, but ultimately developing this step will provide long term quality and success for your clients in the long run.

Build diverse talent pipelines by building new relationships

This could become a part of your business development strategy. Within our day-to-day work, we make the time to network with existing relationships we have with clients, and we even make the time to get to know successful candidates that have been hired. But what can we do to begin building meaningful connections with diverse candidates? Get out of your comfort zone! Explore new online communities, sign up to online discussions, career fairs and external industry events that garner diverse talent. Not only will you get to know meet new talent, but you’ll also be able to gather intel that clients will appreciate.

Recruitment agencies may not work as seamlessly or consistently with company recruiters, hiring managers and talent partners as they would like. But, as industry leaders across respective sectors, accountability and external insight into the candidate market gives you, the supplier, the consent to enhance and add value to your clients when delivering your services.

To discuss further, please get in contact with ourDirector, James Cumming. 

Or Connect with me on LinkedIn