Discover the tactics that head-hunters are using to source talent (and what could be causing you to miss out when you are direct sourcing!)

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Discover new tactics that head-hunters are using to source talent: Never ever do something you can’t afford financially or emotionally.

Like giving away all your top tips on how to do your job… for FREE. People will just copy you and you’ll be out of business in no time!

So, shh – don’t tell anyone…

I am kidding, of course, fortunately/unfortunately, no one has found a silver bullet yet for recruitment and it is still a case of time = reward in many ways when it comes to Exec Search. There are some best practices to ensure you get it right.

A very quick recap for anyone that hasn’t Headhunted! Executive search is about being proactive – rather than passively waiting for people to come to you (e.g. via adverts or job boards.) These tips might help you to get it right… feedback appreciated as always.

The brief

Tactics that head-hunters are using: Work out the job brief – this is often the trickiest part and should be anything but brief. The aim is to fully understand what the hiring manager needs from the appointment, the must-haves and the areas for push back.

Culture – if you are internal you are likely to already understand the culture of the business – if you are external, I would suggest fully immersing yourself in their culture (retail is a good example where I would suggest visiting stores to get a picture of what it’s really like!)

The story – WHY is just as important as WHAT. You need to understand the bigger picture and where this role fits into things – this will become useful in our approach stage. Get this wrong and you won’t get the right people interested in the appointment.

Defining the role – a job description doesn’t give a full picture of what a job really entails, It might list tasks, but this just doesn’t cut it. Also, it won’t tell a great story.

The push back – the most important part of taking any job brief is the push back. This is a reality check on their expectations vs what is in the external market. This is why many searches fail – whoever has taken the upfront brief hasn’t said NO to unrealistic expectations. Ensure you have data, benchmarking, and a thorough understanding of the candidate landscape before any briefing meeting.

Where will we find the talent?

I will leave the basics of research to another time and focus on the more strategic side of things.

Personally, I believe that one of the biggest mistakes that can be made when hiring is wrongly assuming that the candidate with the exact experience for the role, is the right candidate for the role.

It is important to determine whether you are sourcing for experience, or whether you are taking a more holistic approach to sourcing for future talent – where it is important to place a lot of emphasis on hiring for attitude and potential.

Some top tips:

Keep an open mind on sector experience – For example, retailers have large multi-site workforces, as do restaurant businesses. Restaurant business might have chefs that work in their kitchens – so might pub groups or business services firms such as Compass group.

During your research ask the right questions – for example, if people aren’t interested: do they know anyone who might be interested? Ask who they rate in business and why? Who are the future stars? Who is the best boss they have worked for?

Sometimes you need to kiss a few frogs – in my opinion, if you are retained on an assignment you need to fill it. This sometimes means approaching more people than you might have ever thought necessary! Keep going when it gets tough.

The approach

There are a variety of options when it comes to approaching candidates – email/LinkedIn/telephone. The most important thing is you must be able to sell WHY someone should join your business and what is in it for them – I will repeat this bit as it is often forgotten. The candidate needs to know what they will get from the business, be it development, a great boss, flex working, career development or whatever, it is just as much about them as it is about you checking that they are right for your business.

People are emotional and everyone loves a good story, in fact, there are significant pieces of research that point to storytelling being one of the most sought-after skills required in business over the next five years.

In today’s business environment, where information is out there and candidates have greater choice than ever, it is vital to get this narrative correct, to ensure you build an emotional connection with candidates from the first contact during the research phase.

The follow-through

It’s important to work on building a relationship with the candidate and make them feel valued and wanted. After all, if they are in demand and have more offers on the table, they are going to be more inclined to lean towards the people that make them feel engaged.

Make sure the process isn’t too one-sided and transactional. Of course, any process needs to be robust, from my experience, I would suggest this isn’t the first time someone comes to meet you. This first meeting should be more informal, sense checking their experience but equally selling the opportunity to them.

Once they are fully committed, then you can assess away.

The offer

The offer is the most important part. You must remember that you are dealing with people. People are emotional and are all driven differently.

  • It is important to make people feel wanted! Telling someone WHY you think they would be great in this role and WHY they were the preferred candidate is a great starting point…
  • It is vitally important that you do a thorough search, to take your time to ensure that you hire the right person for the role. Once you have found that ‘right person’ it is important to move quickly, especially in talent short markets (where people might have multiple offers.)
  • Money can be an important motivator to move but isn’t the only reason people accept a role. It is worth exploring fully someone’s total compensation and what is important to them.

-For example, home working and/or 3-4 days a week is more important to some people than a large bonus for example.
-Conversely, base salary might be more important to someone who is the main breadwinner – they might not be financially able to take a cut.
-Ensure you have a full understanding of full compensation including pension contributions, healthcare, LTIPs and paid bonus arrangements. Especially if your extended package doesn’t add up – you may well have to provide a cash equivalent.

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 ‘Flex Work’ in the Pharmaceutical Industry?

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What is Flex Work?

Flex work, known also as flexible working, means giving employees more control over when, where, and how they work.

This can include remote working, flexible hours, compressed workweeks, and job sharing. The idea really took off during the COVID-19 pandemic when businesses had to adapt to keep things running smoothly.

Flexible working has become a big deal in many industries, and pharma is no exception. This blog dives into what flexible working is, where it came from, and why it’s important for the pharmaceutical sector. We’ll look at the benefits and challenges, different working models, and how to implement flex work in a way that works for everyone.

I know flexible working is a hot topic, and there’s a ton of stuff out there about it. I’ll focus on insights and tips tailored specifically for pharma companies, tackling industry-specific challenges and opportunities.

Best Way to Implement Flexible Working in Pharma

Bringing flexible working to the pharmaceutical industry takes some thought and planning. Here are some key steps to make it work:

  1. Assess Job Roles and Responsibilities: Not every job in pharma can be done remotely. Figure out which roles can be flexible without hurting productivity or compliance.
  2. Invest in Technology: Make sure employees have the right tech to do their jobs well from anywhere. This means secure VPNs, collaboration tools, and data management systems.
  3. Provide Training: Help employees and managers learn the skills they need for remote work. This includes using digital tools, good communication practices, and keeping a healthy work-life balance.
  4. Set Clear Expectations: Lay down the rules for flexible working. This includes work hours, availability, communication, and performance metrics.
  5. Monitor and Evaluate: Keep an eye on how well flexible working is going. Get feedback from employees and tweak things as needed to make it better.

Should a Four-Day Week Be Considered?

A four-day workweek is becoming popular as companies look to boost work-life balance and productivity. Here’s how it stacks up for the pharmaceutical industry:

Pros:

  • Enhanced Focus and Productivity: Shorter weeks can mean better focus and less burnout.
  • Attracting Talent: A four-day week is a great perk, helping you attract and keep top talent.
  • Reduced Operational Costs: Fewer workdays can cut down on utilities and other costs.

Cons:

  • Potential for Increased Workload: Employees might feel pressured to cram the same work into fewer days.
  • Scheduling Challenges: Coordinating meetings and deadlines in a shorter week can be tricky.
  • Impact on Client Services: Keeping up with client needs and project timelines could get tougher.

Should We Go Fully Remote, Hybrid, or Office-Based?

Choosing the right working model is key. Here’s a look at the pros and cons of each:

Fully Remote:

  • Pros: Maximum flexibility, lower overhead costs, and higher job satisfaction.
  • Cons: Challenges with collaboration and maintaining company culture. Some roles, like lab work, can’t be done remotely.

Hybrid:

  • Pros: Best of both worlds—flexibility with some in-office time for face-to-face interaction.
  • Cons: Requires careful planning to ensure smooth transitions. Can lead to inconsistent team dynamics.

Office-Based:

  • Pros: Easy collaboration and access to on-site resources. Great for spontaneous discussions and team building.
  • Cons: Less flexibility and higher operational costs. Might not attract those seeking better work-life balance.

What is the Ratio of Home, Hybrid, Office Within Pharma?

Pharma is leaning towards hybrid models, with many companies adopting a mix of home and office work. The exact split varies, but hybrid setups are the most common as they offer a good balance of flexibility and collaboration.

Case Studies in the Pharmaceutical Industry about Flex Work Models

AstraZeneca uses a hybrid model, with employees working both from home and the office. This setup has boosted productivity and employee satisfaction. They’ve invested in digital tools to support remote work and set clear guidelines for effective communication.

GSK: Offers various flexible working options, including remote work, flexible hours, and part-time roles. These arrangements have increased employee engagement and reduced turnover. They also provide robust training for managers to handle remote teams effectively.

Novartis: Has a “Choice with Responsibility” policy, letting employees choose their work arrangements while meeting their responsibilities. This has created a culture of trust and accountability, leading to more innovation and collaboration.

Other Case Studies

Pharmaceutical organisations like MSD, Medtronic, Roche, Novartis, and UCB have been at the forefront of implementing effective hybrid working practices even before the pandemic. These companies operate as matrix organisations, with cross-functional and project-based teams rather than permanent teams.

Key takeaways from their experience:

  • Clear Framework: It’s essential to establish a clear framework for remote work. This includes defining rules (such as minimum or maximum days for working from home) that everyone can align with. Communicating this framework creatively, such as through podcasts or webinars, helps ensure consistency.
  • Balancing Management Styles: Managers need to strike a balance between nurturing team members (checking in on well-being) and focusing on output (deliverables). Adopting management by outcome—setting clear objectives and empowering individuals with autonomy—can lead to sustained success.

Royal Pharmaceutical Society (RPS) – Sustained Implementation of Hybrid Working

  • The RPS developed a robust hybrid working strategy with the help of experts. Their step-by-step roadmap facilitated a smooth transition from the concept of hybrid working to its sustained implementation.

Flexible and Hybrid Working Practices: Case Studies by CIPD

  • The CIPD (Chartered Institute of Personnel and Development) explores various aspects of flexible and hybrid working through case studies. These include transitioning to new ways of working, stakeholder engagement, technology adoption, managing hybrid teams, maintaining relationships, supporting well-being, and focusing on performance outcomes.

These case studies provide valuable insights into how pharmaceutical organisations have successfully embraced hybrid working models.

What next with Flex Work?

Pharma faces unique challenges and opportunities with flexible working. By understanding different models and implementing best practices, companies can create a work environment that supports both business goals and employee well-being. Whether it’s a four-day week, a hybrid model, or balancing remote and office work, the key is to stay flexible and responsive to the needs of the workforce.

In the end, flexible working isn’t a one-size-fits-all solution. Each pharma company needs to figure out what works best for them. By doing so, they can boost productivity, attract top talent, and ensure their employees are happy and healthy, driving the industry forward in a changing world.

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/

The Interim Role at Board Level: A Strategic Asset in Uncertain Times

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The Interim Role at Board Level: A Strategic Asset in Uncertain Times

In today’s fast-paced and ever-evolving business landscape, organisations increasingly face complex challenges that demand swift, strategic decision-making at the highest levels. Whether it’s navigating economic uncertainty, steering through digital transformation, managing mergers and acquisitions, or responding to unexpected leadership gaps, businesses must remain agile and resilient. One solution that has gained significant traction in recent years is the appointment of interim executives at the board level. This approach offers a unique set of advantages that traditional full-time hires often cannot match.

The Strategic Value of Interim Board Executives

Interim board executives bring a wealth of experience, expertise, and a fresh perspective to organisations. They are typically seasoned professionals who have spent years—if not decades—at the helm of various companies, often across multiple sectors. This diverse background allows them to provide an objective, high-level view that can be invaluable in navigating complex strategic issues.

Unlike permanent hires, interims are not encumbered by office politics or long-term career considerations within the organisation. This freedom enables them to make bold, impartial decisions that are solely in the best interest of the company. They are also highly focused on delivering results within a limited timeframe, ensuring that critical initiatives move forward with speed and efficiency.

When to Consider an Interim Board Appointment

Interim board roles are particularly valuable in several scenarios:

  1. Crisis Management: When a company is facing a crisis—be it financial, reputational, or operational—an executive can quickly step in to stabilise the situation. Their experience in managing similar challenges in the past allows them to act swiftly and decisively, bringing calm to chaos and providing a clear direction for recovery.
  2. Transformation and Change: Whether it’s a digital transformation, restructuring, or cultural change, many organisations find that their current leadership may not have the specific skills or experience needed for the task. An executive can offer the necessary expertise and provide a clear vision to guide the organisation through the transition period.
  3. Mergers and Acquisitions: M&As are complex, high-stakes processes that can make or break a company. Having an interim executive who has successfully navigated M&As in the past can be crucial. They can bring an objective perspective, identify potential pitfalls early, and help integrate the new entity smoothly.
  4. Leadership Gaps: Sometimes, there’s simply no time to waste when a key executive leaves unexpectedly. An interim leader can fill this gap while the company takes the necessary time to find the right permanent replacement, ensuring that business continuity is maintained and that strategic objectives are not derailed.

The Unique Benefits of Interim Executives

Beyond providing a rapid solution to pressing challenges, interim board members also bring several unique benefits:

  • Immediate Impact: Interims are accustomed to hitting the ground running. They come with a mandate to act quickly and effectively, and their success is often measured by the immediate impact they make.
  • Cost-Effectiveness: While it may seem counterintuitive, hiring an interim executive can be more cost-effective than a permanent hire. There are no long-term commitments, benefits packages, or severance costs. The company pays for what it needs—a highly skilled professional to handle a specific situation.
  • Knowledge Transfer and Mentorship: Experienced interims often bring with them a wealth of knowledge that can be transferred to the existing team. They can serve as mentors, helping to develop internal talent and prepare the next generation of leaders.

Challenges and Considerations

Of course, bringing an executive on board is not without its challenges. The nature of these roles means that these executives are temporary and may not be fully invested in the long-term culture or vision of the company. Additionally, the need for a rapid onboarding process can sometimes lead to friction with existing management. However, with clear communication, defined goals, and an understanding of the interim’s role, these challenges can be effectively managed.

Making the Most of an Interim Appointment

To maximise the benefits of an interim board appointment, it is crucial for the organisation to have a clear understanding of the role and expectations from the outset. Here are some best practices:

  1. Define Objectives Clearly: Ensure that the executive has a clear mandate with specific goals and a defined timeline. This clarity will help both parties measure success and align expectations.
  2. Provide Full Access to Information: For the interim to be effective, they must have full access to the data, insights, and key personnel they need to understand the organisation’s challenges and opportunities fully.
  3. Foster Collaboration: Encourage the interim executive to work closely with existing leadership teams. This cooperation is essential for ensuring that initiatives are sustainable after the interim’s departure.
  4. Leverage Their Expertise Beyond the Mandate: Take advantage of the interim executive’s breadth of experience. Encourage them to provide insights and suggestions beyond the immediate scope of their role.

The Future of Interim Board Roles

As organisations continue to face unprecedented levels of change and disruption, the need for flexibility and agility in leadership has never been greater. Interim roles at the board level are becoming less of a stop-gap measure and more of a strategic asset that allows companies to bring in exactly the skills they need, when they need them.

Whether it’s to manage a crisis, drive a transformation, or simply fill a leadership gap, interim board appointments offer a versatile and effective solution that can help organisations navigate both the challenges of today and the uncertainties of tomorrow.

Out Thoughts

For many businesses, the appointment of interim executives at the board level is no longer a last resort but a strategic decision that can deliver significant value. By bringing in highly experienced leaders on a temporary basis, companies can gain access to fresh perspectives, critical expertise, and the agility needed to respond to a rapidly changing environment. As such, interim board roles are poised to play an increasingly important role in the future of corporate governance.

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.

Women Leading the Way in Aviation

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In the typically male-dominated world of aviation, women have often been left on the sidelines. But as the industry grows, especially in emerging markets, there’s a noticeable increase in female pilots, engineers, and executives who are reshaping the sector.

My blog looks at how these trailblazing women are key to its future.

How did we get here?

The male dominance in aviation is like many other technical and engineering fields. Historically it stems from a mix of societal norms, educational opportunities, and professional barriers that were skewed against women. Here’s a rundown of the main reasons why aviation has traditionally been a boys’ club:

  • Historical Norms and Perceptions: Back in the day, jobs that involved physical labour, machinery, and tech were seen as no-go areas for women. This was thanks to outdated gender stereotypes. Aviation, mixing mechanical engineering with hefty physical demands, especially in the early days, was no exception.
  • Educational Barriers: For a big chunk of the 20th century, women often had limited access to the science and tech education needed for a career in aviation. These educational paths were pretty much designed for and marketed to men, creating a hefty barrier to entry for women.
  • Legal and Institutional Restrictions: In many places, women were legally barred from certain jobs or working conditions. For instance, female pilots were often kept from flying commercial or military aircraft until well into the latter half of the 20th century.
  • Cultural Bias and Discrimination: Even when it was legal for women to join in, cultural biases often discouraged or outright excluded women from getting into or moving up in the field. This discrimination could come from within the industry through hiring practices, within training programmes, or socially through pressure and expectations about what jobs were ‘suitable’ for women.
  • Visibility and Role Models: A lack of female faces also keeps the cycle going where young women have fewer role models in the field. This lack of visibility can turn off interest and keep the gender imbalance going as fewer women enter the field, succeed, and act as role models for the next generation.
  • Work-Life Balance Challenges: Careers in aviation can involve weird hours, lots of travel, and long periods away from home, which can be extra tough for women who often take on bigger caregiving roles in their families.

How do we keep making aviation more inclusive?

To make sure the aviation industry becomes fully inclusive and keeps moving forward in gender diversity, we can take several proactive steps. These strategies focus on systemic change, education, policy implementation, and cultural shifts, and can be grouped into these subsections:

Education and Visibility:

Boost STEM Education for Girls: Encourage and support girls from a young age to explore science, tech, engineering, and maths (STEM) through school programmes, extracurricular activities, and community initiatives.

Scholarships and Financial Aid: Offer targeted scholarships and financial support for women entering aviation training programmes to help overcome financial barriers.

Spotlight on Success: Regularly highlight the achievements of women in aviation through media, seminars, and industry events to boost visibility and inspire the next generation.

Recruitment and Workplace Policies:

Inclusive Job Ads: Make sure job postings use welcoming language and clearly state that the organisation values diversity.

Diverse Hiring Panels: Use varied recruitment panels to help cut down on unconscious bias in the hiring process.

Flexible Work Options: Roll out flexible working hours and remote working options where possible to help employees manage work-life balance.

Fair Parental Leave: Offer fair parental leave for all parents, encouraging shared responsibilities at home and supporting women’s career continuity.

Professional Growth and Cultural Change:

Equal Opportunities for Advancement: Set clear, merit-based criteria for advancement to ensure women have the same chances to climb to senior roles.

Ongoing Training: Offer continuous training and professional development programmes to all employees, helping women gain the skills and qualifications needed to move up.

Anti-Discrimination Policies: Enforce strong policies against discrimination and harassment, with clear reporting mechanisms and consequences for misconduct.

Inclusive Culture Initiatives: Build an inclusive culture through workshops, training on unconscious bias, and regular chats on diversity and inclusion.

Industry-Wide and Community Initiatives:

Collaboration and Partnerships: Work with other companies, governments, and non-profit organisations to promote gender diversity across the industry.

Standards and Benchmarks: Set up and stick to industry-wide benchmarks for diversity and inclusion, with regular reporting and accountability.

Support Advocacy Groups: Partner with organisations that promote women in aviation, offering support through funding, resources, and joint initiatives.

Community Engagement: Get involved with local communities to educate and raise awareness about careers in aviation for women.

Breaking New Ground in Aviation:

For years, the image of aviation professionals was pretty uniform—typically male. But this image is changing, especially in emerging markets like India, China, and parts of Africa, where more women are getting into aviation careers. Educational institutions and training programmes are pulling in more female talent, showing that the sector is ready to embrace diversity.

Empowering Change in Aviation:

Several governments and aviation bodies in these markets are actively pushing for gender diversity. Initiatives like scholarships for female students, mentoring programmes tailored for women, and networking events are making a real difference. These efforts don’t just support individual women—they enrich the entire industry by bringing in new ideas and approaches.

Trailblazing Pilots:

The rise in the number of female pilots is one of the most visible signs of change. Women are now flying for both commercial giants and boutique carriers, and they’re doing so with exceptional skill and resilience. Their growing presence is not only inspiring but also crucial in breaking down outdated stereotypes.

Engineering the Future:

Beyond the cockpit, women are also leading innovations in aviation engineering and technology. From aerodynamic design to sustainability solutions, they are at the forefront of modern aviation challenges. Their contributions are vital in driving technological advancements and enhancing safety protocols across the industry.

Overcoming Challenges:

Despite these advances, women in aviation still face significant hurdles. Issues like gender bias, fewer opportunities for advancement compared to male counterparts, and the struggle to maintain work-life balance are still widespread. Addressing these challenges is essential for building a truly inclusive industry.

New Horizons:

An emerging topic of interest is the role of women in the development of sustainable aviation technologies. Now the industry focuses on reducing its environmental footprint. And female engineers and leaders are playing critical roles in crafting eco-friendly innovations.

Looking Ahead:

The future of aviation in emerging markets looks increasingly female. Encouraging inclusivity, diversity, and equality will unlock vast potential and drive significant growth within the industry. By supporting and promoting women in aviation, we can ensure a robust, dynamic, and equitable future.

The landscape of aviation across emerging markets is undergoing a profound transformation. Thanks to the relentless efforts of pioneering women, the industry is not only meeting the challenges of the 21st century but is poised to redefine what is possible. Their achievements pave the way for future generations, ensuring that the sky is no limit.

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/

Your first 30, 60 and 90 days in a shared service leadership role

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Starting a new role in shared services can be a little overwhelming. Imagine starting a new position managing a team in excess of 30, 50 or 100 people, with new systems and new processes, in a completely new environment.

Where would you start? Most of your first 30 days is a learning curve, and a chance to absorb as much info as possible. Break it down into smaller chunks…

30 Days

  • Introduce yourself:

First impressions count. It is important that you understand your team, and they understand you. What are their frustrations, what makes them tick, and what motivates them to go that extra mile? It is important to understand the dynamics of the team initially and they understand your reasons for being hired. Most managers within a shared service are appointed to make change and drive efficiencies within their function. The whole team need to understand the journey you’re on as they will be a fountain of knowledge to help you reach it.

  • Define your role:

Why have you been appointed? Most roles within shared service have a purpose, and you need to define your existence in the role and what you are there to achieve. The team need to understand your motivations too, so you need to be transparent around this and what you are trying to achieve. This way the team will understand why changes are being made.

What is the business strategy? What are the business’ long term goals? Is it to reduce costs, headcount, make processes more efficient or to grow the team to manage an acquisition? Whatever it is, your team in most cases need to be aware of it, to understand your vison and to help you achieve the journey that you’re on. Understanding the product or service of the business is key, as you will need to think outside the box and consider any challenges that the business may face, and how that will impact the wider shared service.

  • Evaluate your own performance:

Monitoring your performance over a 30, 60, and 90-day period is important. Set yourself achievable objectives, short and long term based on what you have set out with your line manager. Once you’ve set yourself these objectives, it is important not just to deliver them but to go above an beyond.

  • Plan…plan…plan….

60 Days

  • What were your observations in the first 30 days?

Start by looking back on your first 30 days. What have you achieved, what objectives did you meet/not meet and how realistic were they?

Did you identify any risks, skills shortages or areas for improvement? This is the perfect time to reflect on your observations and speak up.

  • Implementing new strategies/processes

What needs to be changed? Is it people, process or systems? This is where you will need to consider the changes you want to drive, and again what impact this may have on the wider business. Most importantly, your team, key stakeholders, and wider business should all be ‘bought in’ to the change agenda and just as importantly your customers and suppliers should be too, if the changes could potentially affect them.

  • Start building your own personal brand

It’s important to start building your own personal brand and be recognised for doing things well. You want to use this next 30 days to really step up and show people why you were hired, and what you do well. By now you should have established relationships within the business and have started to help develop your team and potentially upskill them in in certain areas. By now you should understand your key stakeholders too, and how much influence is needed.

  • Get some feedback

It is important now that you obtain regular feedback to ensure your vision aligns with your line managers. Talk around your observations, and future planning, and some of the key points you’re considering changing.

  • Plan, plan, plan…..

90 Days

  • Create an internal comms plan

Align your plan with the business, and create your own strategy and objectives to share with your team and stakeholders, so they have a clear understanding of the journey you’re on. 

  • Present your gatherings

After spending 60 days analysing and absorbing info, it’s now time to present your findings. Show your stakeholders your problems and create solutions of how to make improvements and how you will measure success.

Now it’s time to really get your sleeves rolled up and start making the changes!

Making a good first impression is important when you’re starting any management role, and by now your confidence should have grown and you will have made an impact on the team in some shape or form. Planning your first 30,90 and 60 days is important if you want to achieve your goals.

If you would like to discuss further, email me at sam@refind.co.uk.

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

Why won’t top performing shared service professions join your business? And what to do about it. Download our free eBook here.

HR Transformation: Everything You Need to Know

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HR Transformation: Everything You Need to Know

As businesses evolve and grow, their HR practices must keep pace, here is everything you need to know about HR Transformation and what I have learnt over the past 15 years on working in this market… hopefully this article should give you insight of everything you need to know to land your HR transformation programme successfully.

HR transformation is a process of overhauling an organisation’s HR practices, systems, and structures to meet the changing demands of the business. The goal of HR transformation is to create a more agile, efficient, and effective HR function that aligns with the organisation’s overall goals and objectives.

HR transformation can bring many benefits to an organisation, including:
  1. Improved HR processes: HR transformation can streamline HR processes, making them more efficient and effective. This can reduce administrative burdens, freeing up time for HR professionals to focus on more strategic initiatives.
  2. Better HR systems: HR transformation can involve implementing new HR systems, such as HR information systems (HRIS), talent management systems, and recruitment systems. These systems can improve data accuracy, increase efficiency, and enhance the employee experience.
  3. Increased agility: HR transformation can help organisations become more agile by creating a more flexible and adaptable HR function. This can help organisations respond more quickly to changes in the business environment and market conditions.
  4. Improved employee engagement: HR transformation can lead to a more engaging employee experience, with streamlined processes, better communication, and improved access to HR services.

HR Systems Implemented as Part of HR Transformation Programs

There are many HR systems that are commonly implemented as part of an HR transformation program. Some of the key HR systems include:

  • Human Capital Management (HCM) Systems: These systems are used to manage employee data and automate HR processes such as recruiting, onboarding, performance management, and payroll.
  • Learning Management Systems (LMS): These systems are used to deliver training and development programs to employees and track their progress.
  • Talent Management Systems: These systems are used to manage employee performance, succession planning, and career development.
  • Applicant Tracking Systems (ATS): These systems are used to manage the recruiting process, from job posting and candidate screening to hiring and onboarding.
  • Time and Attendance Systems: These systems are used to track employee hours worked and manage time off requests.
  • Employee Self-Service (ESS) Systems: These systems allow employees to manage their personal information, access HR policies and procedures, and request time off.
  • Business Intelligence and Analytics Systems: These systems provide HR leaders with data and insights to help them make more informed decisions about talent management, employee engagement, and workforce planning.

Who are the key global HR systems providers?

There are several key global HR systems providers who offer a wide range of HR software solutions. Some of the major HR systems providers include:

  • SAP SuccessFactors: A cloud-based HCM solution that offers modules for core HR, talent management, workforce analytics, and more
  • Workday: A cloud-based HCM solution that offers modules for HR, talent management, payroll, time tracking, and more.
  • Oracle HCM Cloud: A cloud-based HCM solution that offers modules for HR, talent management, payroll, and more.
  • ADP: A provider of cloud-based HCM solutions for payroll, time and attendance, HR, talent management, and more.
  • Cornerstone OnDemand: A cloud-based talent management solution that offers modules for learning and development, performance management, and more.
  • Kronos: A provider of cloud-based HR solutions for time and attendance, workforce management, and payroll.
  • Ultimate Software: A cloud-based HCM solution that offers modules for HR, payroll, talent management, and more.
  • IBM Watson Talent: A suite of HR software solutions that includes modules for talent acquisition, learning and development, and more.

What are the key components of a successful HR model

There are several HR models that can be implemented as part of an HR transformation, depending on the organisation’s specific needs and goals. The most common being the Ulrich HR model or iterations of this. Here are a few examples:

  • HR Business Partner Model: The HR Business Partner model is designed to align the HR function with the strategic goals of the business. In this model, HR professionals act as strategic advisors to business leaders, working closely with them to understand their needs and align HR strategies and practices with business objectives.
  • Shared Services Model: The Shared Services model involves centralising HR services and functions in a shared services centre. This can help organisations achieve greater efficiency, consistency, and cost savings in HR service delivery.
  • Centres of Excellence Model: The Centres of Excellence model involves creating specialised HR teams to support specific areas of HR, such as talent management, employee relations, or HR analytics. This model allows organisations to develop deep expertise in specific areas of HR and provide targeted support to the business.
  • Holistic HR Model: The Holistic HR model involves integrating HR practices with other key business functions, such as finance, operations, and marketing. This model recognises that HR is an integral part of the overall business strategy and seeks to align HR practices with other key functions to achieve a more integrated approach to business management.
  • Agile HR Model: The Agile HR model involves creating a more flexible and responsive HR function that can adapt quickly to changing business needs and market conditions. This model emphasises the importance of collaboration, experimentation, and continuous improvement in HR practices.
  • Digital HR Model: The Digital HR model involves leveraging technology to improve HR processes, enhance the employee experience, and provide better HR analytics and reporting capabilities. This model recognises the importance of technology in modern HR practices and seeks to leverage it to achieve greater efficiency, effectiveness, and innovation in HR service delivery.

What can go wrong during an HR transformation programme

Ulrich HR

Like any major organisational change initiative, HR transformation programs can encounter several challenges that may result in difficulties or failures. Here are a few examples of things that can go wrong during an HR transformation program:

  • Poor Change Management: HR transformation programs require significant changes to HR processes, systems, and organisational structures, which can be disruptive to employees. If change management is not handled effectively, employees may resist the changes, resulting in decreased engagement, productivity, and morale.
  • Lack of Executive Buy-In: Without strong executive buy-in and support, HR transformation programs may struggle to gain momentum and resources, resulting in delays or budget overruns.
  • Insufficient Planning: HR transformation programs require careful planning to ensure that the right HR processes, systems, and structures are put in place. Insufficient planning can lead to misaligned goals, unclear expectations, and inadequate resources.
  • Ineffective Communication: Clear and effective communication is critical for HR transformation programs to succeed. Without effective communication, employees may not understand the changes, leading to confusion, resistance, and reduced engagement.
  • Poor Vendor Selection: HR transformation programs often require the use of external vendors to implement new HR systems or processes. Poor vendor selection can result in delays, budget overruns, and inadequate solutions.
  • Lack of Flexibility: HR transformation programs require flexibility to adapt to changing business needs and market conditions. A lack of flexibility can result in outdated HR processes, systems, and structures that do not support the business.
70% Of HR Change Programmes Fail Make Sure Yours Isn’t One Of Them!

Which consulting firms can help your HR transformation programme

There are many consulting firms that specialise in HR transformation and can help organisations plan, design, and implement their HR transformation programs. Here are a few examples:

  1. Deloitte: Deloitte offers a range of HR consulting services, including HR transformation, HR technology, HR operations, and talent management. They work with organisations to develop HR strategies and implement HR transformation programs that align with business goals.
  2. PwC: PwC offers HR consulting services that cover a range of areas, including HR transformation, talent management, HR technology, and workforce planning. They help organisations design and implement HR transformation programs that improve HR processes, enhance the employee experience, and support business objectives.
  3. Accenture: Accenture offers HR consulting services that focus on HR transformation, HR technology, talent management, and change management. They work with organisations to develop HR strategies and implement HR transformation programs that drive business growth and improve the employee experience.
  4. KPMG: KPMG offers HR consulting services that cover a range of areas, including HR transformation, talent management, HR technology, and organisational design. They help organisations develop HR strategies and implement HR transformation programs that support business objectives and improve HR service delivery.
  5. Mercer: Mercer offers HR consulting services that focus on HR transformation, talent management, HR analytics, and HR operations. They work with organisations to develop HR strategies and implement HR transformation programs that align with business goals and improve HR service delivery.

Which companies have successfully implemented an HR transformation programme

Many companies have successfully implemented HR transformation programs to improve their HR processes and better align HR with their business goals. Here are a few examples:

  • Unilever: Unilever, a global consumer goods company, implemented an HR transformation program to simplify and streamline its HR processes and better support the company’s growth strategy. The program involved the implementation of a new HR operating model, the consolidation of HR systems, and the creation of a new shared services centre.
  • IBM: IBM undertook a major HR transformation program to create a more agile and responsive HR function that could better support the company’s strategic goals. The program involved the implementation of a new HR service delivery model, the adoption of new HR technologies, and the creation of a new HR analytics function.
  • Procter & Gamble: Procter & Gamble implemented an HR transformation program to create a more customer-focused HR function that could better support the needs of the business. The program involved the implementation of a new HR service delivery model, the adoption of new HR technologies, and the creation of a new HR shared services organisation.
  • Nestle: Nestle implemented an HR transformation program to create a more standardised and efficient HR function across its global operations. The program involved the implementation of a new HR operating model, the adoption of new HR technologies, and the creation of a new HR shared services centre.

How can interim managers help an organisation during an HR transformation programme

Interim managers can play a valuable role in helping organisations during an HR transformation program. Here are a few ways they can assist:

  • Expertise: Interim managers are experienced professionals who bring a wealth of knowledge and expertise in HR transformation. They can help organisations navigate the complexities of the transformation program and provide guidance on best practices.
  • Flexibility: Interim managers can be brought in at any stage of the HR transformation program and can be hired for a specific period of time. This flexibility allows organisations to scale resources up or down as needed.
  • Objectivity: Interim managers provide an outside perspective and can help organisations identify areas for improvement or potential roadblocks. They can also provide an objective assessment of the program’s progress and offer recommendations for improvement.
  • Leadership: Interim managers can take on leadership roles within the HR transformation program, providing direction, guidance, and support to the team. They can help ensure that the program is aligned with the organisation’s overall goals and objectives.
  • Implementation: Interim managers can help organisations implement new HR processes, systems, and structures, ensuring that the program is completed on time and within budget.
Our Top 10 Tips For Transformation Go-live Success

What are the key HR transformation job roles and what are their responsibilities

There are several key job roles that play an important role in driving the HR transformation process. Here are some of the key roles and their responsibilities:

  • A HR Transformation Manager: Responsible for developing and implementing the strategy, overseeing the project team, and ensuring successful delivery of the HR transformation program.
  • HR Business Partner: Acts as a strategic advisor to business leaders and ensures alignment between HR initiatives and business goals.
  • An HR Process Analyst: Responsible for analysing existing HR processes and identifying opportunities for improvement and streamlining.
  • HR Data Analyst: Responsible for analysing HR data and providing insights to support decision-making related to talent management, workforce planning, and HR policies.
  • HR Technology Specialist: Responsible for identifying and implementing HR technology solutions that support the organisation’s HR strategy and business objectives.
  • Change Management Specialist: Responsible for managing the people-side of the HR transformation program, including communication, training, and change adoption.
  • HR Project Manager: Responsible for managing the HR transformation project, including scope, timeline, budget, and resources.
  • HR Communications Specialist: Responsible for developing and implementing internal communications strategies that support the HR transformation program and engage stakeholders.

Our Focus On Long-Term Partnerships

At re:find Executive Search we are specialists in HR transformation. 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, as well as the specific skills needed for each campaign.

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