Never underestimate the need to plan effectively

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Successful projects don’t just happen. They need to be managed effectively.

John Hardie, is an experienced programme, project, transformation, and change manager. Here he gives us his insights into what makes a successful programme.

A Great Business Case

Any project or programme undertaken in this climate needs to demonstrate clear business value and align with the incumbent’s vision and goals.

Benefits can be described quite simply using the IRACIS model:

  • How will this project improve our revenue, IR?
  • How will this project help us avoid costs, AC?
  • How will this project help us improve our service, IS?

Projects that fail to address these 3 simple metrics, in whichever form, suffer from a lack of purpose, leading to subdued, if any, support, from the senior team.

Great Communications

 

At the heart of every good project is a great communication plan. Everyone can draw up a standard comms model, yet it is the execution that differentiates the great from the amateur.

Mapping out benefits early, allowing the story to evolve and be heard, is key, especially on those tougher projects where staff may lose out to automation, or similar. A great comms plan will mitigate against those types of scenarios and will make delivery and your relationships reap many more benefits.

Having conversations with people, understanding their thoughts and feeling, building rapport is key to building bridges. Bringing teams, colleagues and suppliers together so they are included in the changes around them. Honest and transparent communications will break down barriers, and raise questions and answers which is how we all evolve.  And listening will help us to understand how the reader or user likes to receive their communications.

Communicating a single story that’s consistently communicated from top to bottom, avoids the trap doors that could materialise in the project.

Super Sponsors

Having great sponsors can be the ‘make or break’ for any project, and it’s key that they are invested in the project, that they are engaged for the duration, and have multiple channels where their input can be gathered, outside of any scheduled meeting. They will have significant pressures on their time, and if you can lighten the load in any way, it will be appreciated.

It’s worth remembering it’s the sponsors who give the project the authority to act, keeping them close is essential, allow them their voice, they will act as ambassadors, and be honest, good or bad, the sponsors are senior members of the business team for good reason, experience, and it’s a well that you can drink from in the time of need.

With sponsors, it’s key to remember the old adage. ‘You’ve got two ears and one mouth, try to use them in that proportion.

Positive Business Engagement

Having clear objectives, a great communications plan, and super sponsors allow the project to engage with the business, providing a baseline for positive engagement.

Tell people what you’re doing, and why you’re doing it, your kick-off meeting should include as many people impacted as possible.

The more people you engage with, the greater the empathy and understanding between teams and about the project. The hope is that this means less friction along the way.  Good leadership is always shown by example.

And, don’t forget, in order to build rapport and strengthen relationships, stay in touch and build consistent interactions to gain trust with those involved.  Remember the trust equation – the three formulas that build trust are credibility, reliability, intimacy = Trust.

So trust the message, listen carefully, understand concerns, help where you can, even when it’s not directly connected to the projects, one of the benefits of building a trusted relationship is that people will come to you to assist in items outside the direct scope, look upon this as an opportunity, not a chore, embrace it, and you’ll reap the rewards.

Embrace Supplier as Partners

I find this all too obvious, a large client and a small supplier can cost the small supplier money, with unplanned delays. Equally a larger supplier and a small business can leave the smaller company out on a limb, as other larger clients demand resources.

Unfortunately, I have seen too many projects fail when size is not taken into consideration. Small suppliers are required for their innovation, equally larger suppliers are required for the maturity of their products, and if this difference is recognized and a partnership model is embraced, things can thrive.  Clearly, these differentials must be recognised and addressed and held in place, if need be, with SLA’s for both parties to sign-up for and to.

The key is honesty, recognise the respective sizes and how best form a relationship, smaller suppliers will sometimes require support, while larger suppliers, through no fault of the staff on the ground, may have burdensome processes to follow. Recognising, this disparity and having mechanisms in place, that allow peer-to-peer relationships to build, which will then become partnerships.

A Clear Set of Objectives

Having a scope document, or PID, Charter, Mandate, whatever you choose to call it, is key. It needs to be challenged, using the benefits model, IRACIS, to ensure you’re doing work that has value and adds value to the business.

Further, the scope document needs to have an agreed phasing. if you’re in an iterative process, these could be Sprints in the Agile world, then it must include measurable and attributable outputs for each phase: e.g. the new infrastructure will support the extended commercial footprint, moving from 1000 users to 2500 users.  For example, we have an early test case, in fact, the Scope document should be the place from where the test cases are generated.

Change Management

Every project will deal with change management.  Put simply, there must be a mechanism to control and manage change, with teams on the ground, stakeholders and suppliers.  And even manage cost-cutting across projects if need be. Remember, when engaging with suppliers, their commercial health depends on a reasonable and fair approach to change management.

Too many companies try to adhere completely to the legalese within a contract, to bind a supplier. Hopefully, most sensible suppliers would walk away from these entrapments.  It’s a good idea to adopt the ‘is this reasonable’ approach, and can we work together to overcome this difficulty.  Sometimes when time is pressing, we must ask ‘what can I leave out?’.

Change will happen, perhaps a change in priority, a funding cut, a key resource leaves the project, pressure on the schedule. One thing is sure, and change is inevitable, agree how these changes will be handled, try to avoid onerous, multi-level approval protocols, empower the PM with support from the PMO to authorise local changes, but be ready to deal with it.

Planning

One assumes you have a working plan, which appears achievable at the outset, too many projects suffer from ‘Heroic Failure’ syndrome.

Plans need to be honest, practicable, resourced correctly, have their dependencies and assumptions built into the schedule.  They must be able to accommodate the arrival of risks, both known and unknown, and schedule time for issue resolution, which will come up, like it or not. Mitigation is key, alternate pathways are essential, a plan B, so to speak.

False optimism has killed and derailed many well-intentioned projects. Too many plans are based on optimism and hope, and not based on the reality of the work ahead. Again, to paraphrase ‘Plan for the worst, and Hope for the Best’, make sure you have it covered. Don’t commit to schedules that don’t make sense, when resources are stretched. You will end up defending an ever-tightening noose.

If you are given an unreasonable schedule, then use the MVP model, or minimum viable product or delivery, as the initial goal, using a work prioritisation key to determine any future stages.

John Hardie brings 30 years of experience across a range of industries from software development to large scale transformational change​ focussing on business outcomes, delivering value-based benefits using empirical evidence as a baseline, with the programme, change and transformation experience delivering effectively in complex and demanding environments with teams across the UK and internationally

James Cumming is our MD, Interim and Transformation Search specialist. Please get in contact with him directly to discuss any of these topics further.

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

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Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale, a catchy title? But, how many times have you been on the receiving end of a fabulous new ‘global initiative’ created by your US colleagues? It’s rolled out with lots of enthusiastic fanfare only for it to be received badly over here in Europe, as they haven’t taken into consideration cultural implications, the legal framework, consultation with works councils, translation into local languages or all of the above?

Frustrating, isn’t it? How can you Transform Your HR Strategy?

I’m certain all senior HR professionals that work in multinational companies parented in the US will be familiar with the stereotype of US leaders imposing global programmes and change initiatives with a one size fits all approach, on the rest of the world. (Incidentally, Donald Trump isn’t doing much to dispel this myth about US culture at the moment!). This can obviously cause a lot of frustration for non-US HR leaders and can result in failed initiatives and disengaged employees that feel their employer doesn’t understand their needs.

When you find yourself on the receiving end of the latest great idea, it is easy to feel that your stateside colleagues are wrong to roll out programmes without understanding the local markets and that they just don’t understand the complexity of employment law outside of the US (or indeed they just enjoy making your job more difficult!).

However, as HR leaders operating in increasingly global markets, it is incumbent upon us to work together with our colleagues not only in the US but across the globe. It’s only by working in this way that we can overcome cultural, technical, legal and process challenges in different jurisdictions to deliver lasting change. I would suggest we need to take a closer look at our role in that rather than directing a few choice words across the pond.

In my experience, US leaders in US parented companies often just can’t comprehend the complexity in other jurisdictions. They are simply are not familiar with the industrial relations framework and employment law landscape outside of their own country. When they learn about it, they are often disbelieving of how complex some jurisdictions can be in relation to the US.

It is absolutely true that some jurisdictions are substantially more complex from an industrial relations and employment law perspective than others. There is a spectrum of employee-centric to employer-centric employment law frameworks in different parts of the world – the US is at one end of that spectrum with it being very employer friendly, with little employment law restrictions (except in the state of California – known as the ‘France of the US’) and therefore it allows US organisations to drive change quickly and at a reasonable financial cost.

The real France, for example, is at the other end of the spectrum where the labour code, derived from a long standing socialist culture is firmly in favour of protecting employees’ rights – any kind of organisational change that will impact employees can take months of negotiation with the works councils and comparatively be much more expensive to implement than it would have been in the US. The UK lies somewhere in the middle on this spectrum with a healthy employment law framework to protect the rights of employees but with enough flexibility to enable organisations to move forward with their plans without debilitating legal hurdles or cost.

So how can we avoid these pitfalls to become more effective at rolling out global initiatives, locally?

If you have a senior team of collaborative HR and business leaders, global organisations are able to celebrate and take the best from each culture. There are some very easy ways to do this; making sure that all geographies and cultures are represented on change teams is an obvious first step; taking the right amount of time to test with a global audience new initiatives before a roll out helps to refine the end product and ensure it can meet the needs of the whole workforce. Frequent, open and honest dialogue in an environment that listens to others perspectives is the key to ensuring all voices are heard and all corners of the globe are represented.

It’s not helpful to US colleagues to continuously hear that they can’t do something because of the ‘law’ in a specific jurisdiction as often that’s simply not true. Due to this non-US HR leaders need to be solutions focussed and explain how something can be achieved within the boundaries of the legal frameworks in different jurisdictions. Never say never – just tell them how it can be done even if it will take time and cost more!

Finally, my advice to any senior HR professionals that want to transform your HR strategy and are working in a multi-national company is to embrace – as a core part of their role – the need to educate, educate, educate US colleagues to ensure that enough time is planned in advance to manage the legal requirements to consult and the needs of local markets when making any kind of organisational change. Have a ‘summary of employment law outside of the US’ presentation in your back pocket ready to be adapted and shared with your US colleagues when the occasion presents itself.

Working in a global environment can be challenging but it is so rewarding when an organisation takes the right steps to ensure that its people initiatives do meet the needs of a global workforce and HR leaders play a vital and exciting role in making that happen.

This is a guest article, written by Coleen Highfield, who is Vice President of HR (Europe and Africa) at MoneyGram International. You can get in touch with her via LinkedIn by following this link…

To discuss further, you can email me on James@refind.co.uk

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

The Future of HR Management in a Tech-Driven World

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The Future of HR Management in a Tech-Driven World

 

The future of HR is uncertain, although the traditional role of Human Resources (HR) has long been a cornerstone of organisational structure, tasked with hiring, training, employee relations, and compliance. However, with rapid advancements in technology, the rise of data-driven decision-making, and shifting workplace dynamics, many argue that the HR function, as we know it, may be on the brink of obsolescence. Here’s a comprehensive argument for why there might be no need for HR in the future.

1. Automation and Artificial Intelligence (AI) Will Replace Traditional HR Tasks

Many of HR’s fundamental functions—recruitment, onboarding, performance management, and payroll—are increasingly being automated. AI-driven tools can screen resumes, conduct preliminary interviews, and even assess candidate fit based on data patterns and predictive analytics. These tools are not only faster but can also mitigate unconscious biases that human HR professionals might inadvertently introduce.

AI chatbots and virtual assistants can handle routine employee inquiries, reducing the need for a dedicated HR representative to manage day-to-day administrative tasks. Furthermore, machine learning algorithms can analyse employee performance data, provide feedback, and recommend development pathways, removing the need for traditional performance reviews led by HR.

2. Future of HR: Decentralisation of HR Functions Across the Organisation

The trend towards more agile, flat organisational structures is challenging the need for a centralised HR department. In many companies, HR responsibilities are increasingly being decentralised, with managers and team leaders taking on HR-related tasks. They are empowered to make hiring decisions, manage team dynamics, and foster a positive culture within their own teams.

Moreover, this shift allows HR functions to be more aligned with specific business needs, creating a more integrated approach where people management becomes a core competency of all leaders, rather than the domain of a separate HR department.

3. Data-Driven Decision-Making and People Analytics is the Future of HR

The rise of people analytics means that data, not HR professionals, will drive decision-making around hiring, employee engagement, retention, and development. Companies can now use data to predict which employees are most likely to succeed, identify flight risks, and pinpoint the most effective training programs.

This data-centric approach reduces reliance on traditional HR roles by providing more objective, real-time insights that managers across the organisation can use directly. As these capabilities evolve, the need for an HR function to interpret or manage these insights diminishes.

4. Shift Towards Employee Self-Service Models

The modern workforce increasingly values autonomy and self-service. Employees now expect direct access to tools and platforms that allow them to manage their own HR-related tasks—like updating personal information, selecting benefits, managing time off, and tracking performance goals.

Advanced Employee Self-Service (ESS) portals and platforms provide a user-friendly, seamless experience that empowers employees to manage their own careers without needing HR as an intermediary. As these platforms become more sophisticated and widely adopted, the need for an HR function to manage these processes is significantly reduced.

5. Enhanced Focus on Employee Experience and Engagement could be the Future of HR

While traditional HR has often been seen as an enforcer of policies and procedures, the future or HR in the workplace is likely to prioritise employee experience and engagement. This shift could see the rise of dedicated “Employee Experience” teams that are more closely aligned with marketing, customer experience, or organisational development functions.

These teams would focus on designing and implementing experiences that drive engagement, innovation, and performance rather than managing compliance and administrative tasks. As a result, the traditional HR role, focused on rules and regulations, could become redundant in favour of a more integrated, holistic approach to people management.

6. Outsourcing of HR Functions to Specialists

Another trend supporting the argument that HR may become obsolete is the outsourcing of HR functions to specialist firms. Many businesses already outsource payroll, benefits administration, and compliance tasks. In the future of HR, more companies might look to outsource the remaining elements of HR to firms that can provide these services more efficiently and cost-effectively.

Specialised providers bring expertise, technology, and economies of scale that internal HR departments often lack. As companies strive for greater efficiency, they may find it easier and more effective to outsource HR functions rather than maintain an in-house department.

7. Cultural and Generational Shifts in the Workplace

The new generations entering the workforce—Millennials and Gen Z—have different expectations regarding work culture, flexibility, and career development. They tend to prefer flat hierarchies, autonomy, and purpose-driven work. In such environments, the role of HR as a gatekeeper or policy enforcer may seem increasingly irrelevant.

Instead, there may be a greater emphasis on peer-to-peer networks, collaborative decision-making, and community-building initiatives that don’t require a traditional HR function. Companies may focus more on creating environments where employees drive culture and engagement organically, rather than relying on a centralised HR team to manage these aspects.

8. Emergence of New Technologies and Platforms

The explosion of HR tech platforms has revolutionised how organisations manage their people. From recruitment to employee engagement and learning and development, new platforms provide tools that are more efficient, data-driven, and tailored to individual needs. These technologies make many of the traditional HR roles redundant, as they enable real-time feedback, agile learning, and continuous performance management.

As these platforms become more advanced, the need for human intervention diminishes. Instead, organisations can rely on technology to handle the entire employee lifecycle more effectively than a human HR department could.

A Redefinition, Not an End

While these arguments suggest that many traditional HR functions could become obsolete, it doesn’t necessarily mean the end of HR entirely. Instead, it points to a significant redefinition of the HR role. The HR professional of the future may focus less on administration and compliance and more on strategic initiatives that align people with business goals.

They may take on roles as data analysts, organisational designers, or culture architects, leveraging technology and data to drive strategic decision-making. However, as technology and workplace dynamics evolve, it’s clear that the traditional HR department, in its current form, may no longer be necessary.

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.

10 things you need to get right when launching a new business

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Lesley Allman is an internal communication and employee engagement expert. She has run her own consultancy for many years, here she shares her tips on how to get it right when considering launching a new business.

If you’re facing restructuring, redundancy or simply having a career rethink and are considering setting up on your own, here is some of the great advice I got from friends and colleagues when I was starting out.

  1. Decide at the outset what type of business you want

Is it a lifestyle business i.e. one that provides you with a decent income and relies solely on your skills, personality and efforts?

Or is it a one that can function and grow without you in it and that ultimately you can sell on?

This will inform what sort of legal entity you set up and what funds and infrastructure you will need.

  1. Don’t over complicate the naming and branding process

If you’ve established a good reputation in your field, use your name.  Otherwise, think of something straightforward that is easy to spell and no one else is using and get a logo designed Then just get yourself on Facebook, LinkedIn, Twitter etc and start communicating.  Having a great story is more important than having a great name or brand, so get it written and get it out there.

  1. However much marketing you think you’ll need to do – you’ll need to do more

To misquote Field of Dreams, just because you build it, doesn’t mean they’ll come.  As a start up, you really need to get yourself and your story out there. Tap into all your networks, post stories and comments on all your social media platforms, join industry bodies, offer to judge awards, speak at (virtual) events, etc. Think about where your target customers are, and make sure you’re there too.

  1. When it comes to clients, you are what you eat

Think about the types of businesses you want to work with and target them. If your first client is a metal basher in the Black Country, then your subsequent clients are likely to be similar. Great if that’s the market you’re after, but don’t be scared to turn down the wrong sort of work.

  1. When it comes to prices, you can’t ski uphill

Don’t undervalue yourself.  See what competitors are charging, consider what the client can afford, think about what value you’re adding and be bold.  It’s better to go in high and be able to come down, than to try to do the opposite.  Focus on the outcomes the client is getting for their investment (value based, solution selling), rather than the inputs you’re providing (day rates).

  1. Spend time working on the business as well as in it

When you win your first client, and there’s only you in the busines, it’s tempting to spend all your time and energy on them.  But don’t forget that your primary focus is building your business, not theirs.  Making them happy is a means to that end.

  1. Your first employee is a 100% increase in your headcount

Another key decision point is when you’re too busy to look after your business and your clients on your own and you have to decide how to grow your team.  If you’re building a sellable business, you’ll need to recruit an in-house team, people who will eventually be able to run the busines without you in it.  However, for a lifestyle business you may decide it’s better to create a virtual team of freelancers, so you avoid on-going overheads and can match skills exactly to client requirements.

  1. Do your housekeeping

It’s dull but vital to keep receipts, send out your invoices, pay your suppliers, pay your taxes, pay your employees and get an expert advisor to make sure you’re doing those things right.  And don’t forget, your clients are unlikely to pay you for at least 60 days, some as long as 120 days, so you’ll need to keep a careful eye on your cashflow.

  1. Ask for help

People you know, and many you don’t know, will want you to succeed.  They’ll be keen to help you and willing to share their expertise and advice.  Don’t expect them to come to you though.  They may think your doing fine and don’t need their help.  So make sure you ask for it.

  1. And finally…

Whatever your venture is, make sure it is something you love and are passionate about.  Not forgetting that it is something that enough people actually want and are willing to pay for.

Now, the most important piece of advice.  Just get on and do it!

 

Lesley Allman is an internal communication and employee engagement expert. As an independent consultant, she has provided expertise to leadership teams at companies including Carlsberg UK, Kuehne + Nagel, Evergreen Garden Care, Pukka Pies, Domestic & General, Hovis and PepsiCo. She previously held senior communication roles at Premier Foods and Coors Brewers. She is an IoIC Fellow.

www.allmancommunication.co.uk

James Cumming is our MD, Interim and Transformation Search specialist. Please get in contact with him directly to discuss any of these topics further.

What are Shared Service Centres?

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What are Shared Service Centres?

Shared Service Centres (SSCs) are centralised units within an organisation where specific business functions, such as finance, HR, IT, or procurement, are consolidated to serve multiple parts of the organisation. Instead of each department or business unit managing these functions independently, the SSC handles them centrally, often leveraging technology and standardized processes to improve efficiency and reduce costs.

Key benefits of SSCs include:

  • Cost Efficiency: By centralizing and standardising processes, SSCs can reduce duplication and achieve economies of scale.
  • Consistency and Quality: SSCs often lead to more consistent service delivery because they use standardized processes and technologies.
  • Focus on Core Activities: Business units can focus on their core activities without getting bogged down by administrative tasks.
  • Scalability: SSCs can often handle increased demand more easily than decentralized functions.

SSCs are popular in large, multinational organizations but are also used by smaller companies looking to streamline operations. They can be located onshore (in the same country as the main business), nearshore (in a neighboring country), or offshore (in a distant country), depending on the company’s strategic goals.

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.

The Impact of a New Labour Government Changes on Business

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With the Labour Party back in power, businesses across the UK are gearing up for changes.

Those changes could shake up the economic and regulatory landscape. In this blog, we’ll dive into what these changes might mean for businesses, particularly in recruitment and leadership roles.

Looking Back: What Happened Last Time Labour Was in Charge?

The last time Labour was in government (1997-2010) under Tony Blair and Gordon Brown, we saw some big shifts:

  1. National Minimum Wage: Introduced to tackle low pay. It was great for workers but meant higher costs for businesses, especially smaller ones.
  2. Workers’ Rights: Labour boosted rights with better maternity and paternity leave and capped working hours with the Working Time Directive.
  3. Education and Skills: They poured money into education and skills training, which eventually helped create a more skilled workforce.

These changes give us a clue about how Labour might steer the ship this time around.

Labour’s Current Plans: What’s on the Horizon?

Labour’s manifesto is packed with plans that could impact businesses. Here are a few key points:

  1. Green New Deal: A big push towards a green economy. This could open up opportunities in renewable energy and green tech. But, might also mean more costs for traditional industries due to stricter environmental rules.
  2. Workers’ Rights and Pay: Raising the minimum wage to £15 per hour and beefing up workers’ rights. This could hike up wage bills. On the flip side, happier workers could mean higher productivity.
  3. Tax Reforms: Increasing corporate tax rates and introducing a financial transactions tax might hit profits. However, more public investment in infrastructure and services could drive economic growth.

What This Means for Recruitment

The recruitment sector is likely to see a few shifts due to Labour’s policies:

  1. Demand for Green Jobs: The Green New Deal is expected to create a boom in jobs. These will be related to renewable energy, sustainability, and environmental management. Recruitment agencies will need to tap into these new areas.
  2. Fair Employment Practices: With a stronger focus on workers’ rights, there’ll be more emphasis on fair recruitment practices, which might mean stricter compliance and more transparent hiring processes.
  3. Skills Development: Labour’s push for better education and training means a more skilled workforce. Recruitment agencies will have a larger pool of qualified candidates but will need to stay on top of new qualifications and training programs.

Leadership Roles: What’s Changing?

Leadership roles will also need to adapt to the new government’s direction:

  1. Ethical Leadership: With Labour’s focus on social justice and equality, there’ll be more pressure on business leaders to show ethical leadership and corporate social responsibility.
  2. Adaptability and Change Management: Leaders will need to be good at handling change as businesses navigate new regulations, tax reforms, and shifts in the labour market. Building a culture of resilience and adaptability will be key.
  3. Sustainability Focus: Executives will need to make sustainability a priority in their strategies, aligning their business practices with the government’s environmental goals.

How It Could All Go Wrong for Labour

While Labour’s plans are ambitious, there are potential pitfalls:

  1. Economic Slowdown: Higher corporate taxes and increased regulations could slow down economic growth, leading to lower business investment and job creation.
  2. Implementation Challenges: Implementing wide-ranging reforms is complex and could face bureaucratic delays, mismanagement, or resistance from various sectors.
  3. Political Instability: Internal party conflicts or a lack of support from key stakeholders could derail Labour’s agenda, leading to policy reversals or watered-down reforms.

How Long Will It Take to See Changes?

Change doesn’t happen overnight, and the timeline for Labour’s policies to take effect will vary:

  1. Short-Term: Some changes, like increases in the minimum wage, might be implemented quickly but could also lead to immediate cost pressures on businesses.
  2. Medium-Term: Tax reforms and investments in infrastructure and public services might take a few years to roll out and start showing benefits.
  3. Long-Term: Initiatives like the Green New Deal and education reforms could take a decade or more to fully materialise and impact the economy.

London skyline with Big Ben. Using this image to accompany a blog about the new UK Government Labour.

How Can Businesses Best Prepare?

Preparation is key to navigating the upcoming changes:

  1. Stay Informed: Keep up to date with government announcements and understand how new policies might affect your industry.
  2. Invest in Skills: Focus on training and upskilling your workforce to meet new industry demands, particularly in green technologies and sustainable practices.
  3. Adaptability: Build a flexible business model that can quickly adapt to regulatory changes and economic shifts.
  4. Engage in Dialogue: Participate in industry associations and engage with policymakers to voice concerns and suggestions, helping shape the implementation of new policies.
  5. Sustainability Practices: Integrate sustainability into your business strategy to align with the government’s environmental goals and appeal to increasingly eco-conscious consumers.

Wrapping Up

Labour’s return to power is set to bring significant changes to the UK business scene. While there are challenges ahead, like higher operational costs and more regulations, there are also plenty of opportunities, especially in green industries and through a more skilled workforce. For the recruitment sector, staying adaptable will be crucial to helping businesses find the talent they need. And for business leaders, focusing on ethical practices, adaptability, and sustainability will be more important than ever. By preparing for these changes, businesses can set themselves up for success in this new political and economic landscape.

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 Head of Interim, Sam Dyde. 

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

5 challenges when setting up a shared service centre

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Mastering Shared Service Centre Challenges

Shared service centres (SSC) are becoming part of long-term business strategy and their numbers have increased significantly since the mid-80’s, but many companies are still mastering shared service centre challenges. Most organisations create SSC’s to improve efficiency, deliver cost savings and generally provide a better service for its customers and suppliers, as well as internal users.

But not all of them reap the benefits. Time and time again I hear about shared service centres failing and it’s usually down to one (or more) of the following challenges:

Leadership

Every shared service centre needs a good leader. When going through periods of change, you need a leader that can not only influence the team but customers, suppliers and stakeholders too. A good leader will show resilience and will also be approachable. A leader needs to be strategic, and drive the SSC forward, but also needs to manage it from an operational perspective. Having the wrong leader can leave a team unhappy and disengaged. A good leader will look beyond the SSC and look at the impact this will have on the wider business, as well as the end user.

Engagement

Mastering Shared Service Centres can be a challenge. For a shared service centre to be successful, engagement must be a priority. This doesn’t just mean engaging with people who are working within it, but anyone that uses the service. A clear and positive message needs to be delivered about any changes that are taking place and how it may affect them. Managing people’s expectations and thinking about how it will affect them but delivering the message about how the changes are beneficial to THEM. Communication is key! It’s important that the project teams provide progress updates so you can celebrate success and quick wins, but also ensuring how external stakeholders may be impacted. Find out what drives people and how you can make THEM successful.

Technology

Technology is one of the most important factors of a successful SSC. With emerging technologies such as RPA, blockchain, analytics and The Cloud, to name a few. Tech will be one of the biggest investments when setting up a shared service centre. People say if it’s not broken then don’t fix it, but just because it works, it doesn’t mean it’s the most efficient way of doing it. SSCs are utilising technology more than ever. It can reduce headcount, eliminate errors and be more time efficient, but if it’s implemented wrong, or isn’t fit for purpose, it can create more problems than anything. 

Planning & strategy

The planning and strategy behind setting up a shared service centre is the most important part, in my eyes. Will this be a captive SSC, or will some functions be outsourced to a third-party provider? Location is also key, and you will need to ensure that the talent pool is sufficient for your requirements. Processes need to be transitioned; systems need to be integrated but this will have an impact on BAU responsibilities. Once setup, forward planning is crucial too, as you look to expand or consolidate different business units/regions into the SSC.

People

“A business is only as good as its employees.” I’m sure we’ve all heard that before?

People are one of the most important factors of a shared service centre. Mastering Shared Service Centre without the right talent, SSC’s wouldn’t be able to deliver the service. It’s essential to have subject matter experts who can monitor compliance updates and implement the changes when needed. It’s important to gauge the talent pool in the area in which the SSC is located, as skill shortages can be a huge problem, particularly if it’s a European SSC with language speakers. Believe me European language speakers with specific experience is hard to find!

Although there are many more characteristics to think about, these will give you a strong foundation to have a great shared service centre.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find 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.

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. 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 central government executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Finding the Right HR Jobs Birmingham: A Guide to Navigating the Market

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Finding the Right HR Jobs Birmingham: A Guide to Navigating the Market

If you’re on the hunt for HR jobs Birmingham, you’re not alone. The city’s dynamic business landscape offers numerous opportunities, but knowing where to start and how to navigate the market can feel overwhelming. Here’s a roadmap to help you find the right HR role while solving common challenges job seekers face.

1. Understand the Market for HR Jobs Birmingham

HR jobs Birmingham; The local HR market is thriving due to its diverse industry presence. Here are key sectors and examples of local employers actively hiring for HR roles:

  • Finance: Companies like HSBC, Deutsche Bank, Lloyds Banking Group, Wesleyan, and Zurich Insurance.
  • Healthcare: University Hospitals Birmingham NHS Foundation Trust, Bupa, Spire Healthcare, Priory Group, and Circle Health Group.
  • Technology: SCC, Advanced, Intercity Technology, Xoserve, and Rimini Street.
  • Manufacturing: Jaguar Land Rover, Cadbury (Mondelez International), IMI Precision Engineering, Aston Martin Lagonda, and GKN Automotive.
  • Public Sector: Birmingham City Council, West Midlands Combined Authority, HM Revenue and Customs, National Health Service (NHS), and the University of Birmingham.

These sectors offer a range of opportunities, from HR generalist roles to more specialised positions in talent management, employee relations, and HR analytics​.

2. Tailor Your CV and Online Presence

Beyond the basics of tailoring your CV, highlight any experience that aligns with the specific needs of these sectors. For example, if applying to a technology firm, showcase experience in change management or digital HR tools.

3. Engage with Local HR Communities for HR Jobs Birmingham

Birmingham has a vibrant HR community. Here are some resources and events to help you network for HR jobs Birmingham:

  • CIPD Birmingham Branch: Offers regular networking events and workshops for HR professionals.
  • DisruptHR Birmingham: A unique platform where professionals share innovative ideas on HR. You can find more details on upcoming events on their website.
  • Birmingham HR Forum: A local community where HR leaders share best practices and discuss trends. Contact James Cumming – james@refind.co.uk

Connecting with these groups can help you access unadvertised opportunities and build valuable relationships in the industry.

4. Leverage Recruitment Agencies for HR Jobs Birmingham

Several specialist recruitment agencies can help you find HR roles in Birmingham:

  • re:find Executive Search: Known for its expertise in HR transformation and executive search, particularly in the Midlands region.
  • Macmillan Davies: A leading HR recruitment consultancy with a strong presence in Birmingham, offering roles across various sectors including finance, healthcare, and technology. You can explore more here.
  • Oakleaf Partnership: Focuses on HR roles across all levels, from entry-level to senior positions, and works with ambitious companies across Birmingham. More information is available on their website.
  • SF Recruitment: Offers a variety of HR roles and has a strong local presence.

These agencies can provide tailored support, from job matching to interview coaching.

5. Explore Flexible Work Options

Many companies in Birmingham are now offering flexible or hybrid working arrangements. Employers like PwC, Deloitte, and NatWest Group are known for their flexible work policies, which can provide more work-life balance or accommodate part-time arrangements.

6. Upskill and Stay Relevant

Look into courses and certifications that align with the current trends in HR, such as diversity and inclusion or HR analytics. Websites like Coursera, LinkedIn Learning, and CIPD offer relevant courses that can help enhance your profile.

7. Prepare for Interviews with Confidence

Research the companies you’re applying to and understand their HR challenges. For example, Birmingham City Council might focus on public sector HR needs, while Jaguar Land Rover might be interested in talent acquisition for engineering roles.

Our Thoughts

Finding an HR job in Birmingham involves more than just applying to openings—it’s about building a network, leveraging local resources, and continuously upskilling. By engaging with local HR communities, tailoring your approach, and using the right recruitment agencies, you can strategically position yourself for the best opportunities.

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.

Onboarding Success: Key Strategies for a Smooth Transition

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Ensure Your New Senior Executive’s Onboarding Success: Key Strategies for a Smooth Transition

Bringing a new senior executive into your organisation is a critical moment that can significantly impact your business’s success. Effective onboarding is essential—not just for the new leader, but also for the team they will manage and the wider organisation. Here’s how you can ensure a smooth and successful onboarding process for your new senior executive.

1. Start Before Day One: Pre-Onboarding Essentials

The onboarding process should begin well before the executive’s first day. Provide them with key materials, such as the company’s strategic plan, financial reports, organisational charts, and any other relevant documents. Arrange meetings with key stakeholders, including the board, direct reports, and other members of the senior leadership team. This early engagement helps the new executive start building relationships and understanding the company’s culture and dynamics before they officially begin.

2. Clarify Roles, Responsibilities, and Expectations

For any new executive, clarity is critical. Clearly outline their role, responsibilities, and the performance expectations set by the board and the CEO. Ensure they understand both the immediate goals and long-term objectives they are expected to achieve. This transparency sets the stage for mutual understanding and reduces the risk of misalignment down the road.

3. Facilitate Key Relationships During Onboarding

Relationships are at the heart of effective leadership. Facilitate connections with key internal and external stakeholders, including direct reports, peers, clients, partners, and suppliers. Encourage one-on-one meetings, informal get-togethers, and team-building activities to help the new executive build trust and rapport quickly. These relationships will be essential for their success and the success of the organisation.

4. Integrate with Company Culture

Understanding and adapting to the company culture is vital for any new leader. Provide them with insights into the company’s values, unwritten rules, and decision-making processes. Assign a cultural mentor—someone who has a deep understanding of the organisation and can help the new executive navigate cultural nuances and avoid common pitfalls.

5. Support Their Learning Curve

Even the most experienced executives face a learning curve when joining a new organisation. Offer tailored support to help them get up to speed quickly. This might include access to training resources, executive coaching, or dedicated time to shadow other senior leaders. Encourage them to ask questions and seek clarification to deepen their understanding of the business.

6. Set Up Regular Check-Ins

Regular check-ins during the first few months are crucial to ensuring a smooth onboarding process. These meetings should focus on the executive’s integration, progress against initial goals, and any challenges they might be facing. Providing ongoing feedback and support will help address any issues early on and build confidence in the new leader.

7. Encourage Early Wins

Identifying opportunities for early wins is key to building momentum and establishing credibility. Encourage the new executive to focus on a few impactful initiatives where they can quickly demonstrate their value. These early successes can help build trust with the team and boost the executive’s confidence in their new role.

8. Provide Continuous Feedback and Support

Onboarding doesn’t end after the first few weeks or months. Continue to provide feedback, resources, and support as the executive settles into their role. Keep communication lines open and foster a culture where the new executive feels comfortable seeking guidance and offering their own insights.

9. Review and Reflect On your Onboarding Process

After the first 90 days, conduct a formal review of the onboarding process. Discuss what went well, what could be improved, and how the new executive feels about their integration. Use this feedback to refine your onboarding strategy for future hires, ensuring continuous improvement.

Our Thoughts

Onboarding a new senior executive is more than just a checklist; it’s a strategic process that requires thoughtful planning and execution. By investing time and effort into a comprehensive onboarding plan, you can set the stage for your new executive’s success and, in turn, drive the organisation towards achieving its strategic goals.

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.