Merger & acquisitions: What should HR consider?

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Merger & acquisitions: What should HR consider?

Mergers & acquisitions (M&A) are major events in the life of any company, bringing about significant changes that can impact every aspect of the business. While financials and legalities often take center stage, the role of Human Resources (HR) is equally critical in ensuring the success of the merger or acquisition. HR’s involvement can make or break the integration process, affecting employee morale, retention, and overall organisational performance.

Here are some key considerations HR should focus on during mergers & acquisitions:

  1. Mergers & Acquisitions: Cultural Integration

One of the most challenging aspects of any maergers & acquisitions is merging two distinct corporate cultures. Differences in values, communication styles, and workplace norms can lead to friction and reduce the effectiveness of the integration. HR must assess the cultural fit between the two organisations early on and develop strategies to bridge gaps. This may involve aligning company values, conducting cultural assessments, and facilitating open dialogues between employees from both organisations.

  1. Employee Communication and Engagement

Clear and transparent communication is crucial during an M&A. Employees often feel anxious about their job security, changes in roles, and how the merger or acquisition will impact their day-to-day work. HR should develop a comprehensive communication plan that keeps employees informed at every stage of the process. Regular updates, town hall meetings, and Q&A sessions can help address concerns and keep employees engaged. Ensuring that leaders are accessible and approachable is also key to maintaining trust.

  1. Talent Retention

Mergers & acquisitions can lead to a talent exodus if not managed properly. Key employees may leave due to uncertainty, fear of change, or better opportunities elsewhere. HR needs to identify critical talent early in the process and implement retention strategies such as stay bonuses, career development opportunities, and clear career pathing within the new organisation. Maintaining a focus on employee well-being and providing support during the transition is also essential to retaining top talent.

  1. Organisational Structure and Role Alignment

An M&A often necessitates changes in organisational structure, with potential redundancies or the creation of new roles. HR must carefully evaluate the existing structures and determine how best to integrate teams, align roles, and eliminate redundancies. This process should be handled with sensitivity and fairness, ensuring that affected employees are supported through outplacement services, retraining, or redeployment where possible.

  1. Compensation and Benefits Harmonisation

Differences in compensation, benefits, and reward structures can be a source of tension during an M&A. HR should conduct a thorough review of the compensation and benefits packages of both organisations to identify discrepancies and determine the best approach for harmonisation. This may involve levelling up benefits to match the more generous package or offering a phased approach to alignment. Clear communication about any changes and how they will impact employees is crucial to avoiding dissatisfaction and unrest.

  1. Legal and Compliance Considerations

HR must ensure that the merger or acquisition complies with all relevant labour laws, regulations, and M&A contractual obligations. This includes understanding the legal implications of redundancies, changes in employment terms, and the transfer of employees from one organisation to another. HR should work closely with legal teams to navigate these complexities and ensure that all actions are compliant and defensible.

  1. Change Management

Mergers & acquisitions are significant change events that require careful management. HR should take the lead in developing a change management strategy that addresses the human side of the integration. This involves preparing employees for the change, providing support throughout the transition, and fostering a culture of adaptability and resilience. Effective change management can help minimise disruption and ensure a smoother integration process.

Our Thoughts

Mergers and acquisitions are complex processes that require careful planning and execution, especially from an HR perspective. By focusing on cultural integration, communication, talent retention, organisational alignment, compensation harmonisation, legal compliance, and change management, HR can play a pivotal role in ensuring the success of the merger or acquisition.

In today’s competitive market, the companies that excel in these areas will be better positioned to thrive post-merger, creating a unified, engaged, and productive workforce.

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.

Craft a Winning CV: How to Captivate Recruiters

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Craft a Winning CV: How to Captivate Recruiters

When you’re applying for jobs, one size definitely does not fit all—especially when it comes to your CV. Tailoring your CV for each job you apply to is not just a good idea; it’s crucial if you want to stand out and get noticed by recruiters and hiring managers.

Here’s how to do it effectively, without spending hours on each application.

  1. Start with a Strong Foundation

Before you dive into customisation, make sure your base CV is in good shape. This means it should be clear, concise, and highlight your key skills and achievements. Think of your CV as your professional story—make sure it’s one you’re proud to tell. This foundation will make tailoring for specific roles much quicker and easier.

It is a good idea to have a master copy that you then use as a starting point for each role.

  1. Study the Job Description

This might seem obvious, but it’s the most important step. Carefully read the job description and pick out the key skills, experiences, and qualifications the employer is looking for. These are your clues. They tell you what the employer values most and what you need to emphasise on your CV.

  1. Mirror the Language in Your CV

Employers often use specific terms and phrases that resonate within their industry or even their company culture. By mirroring this language in your CV, you’re not only showing that you understand the role, but you’re also likely to get past any applicant tracking systems (ATS) that are scanning for these keywords. For example, if the job description mentions “project management,” make sure that exact phrase appears in your CV, if it’s relevant to your experience.

  1. Highlight Relevant Experience First

Your CV should be a living document, always changing to suit the job at hand. This means that you might need to rearrange your bullet points or even whole sections to make sure the most relevant information appears first. If you’re applying for a marketing role, lead with your marketing experience—even if it’s further down in your career history. The goal is to make the recruiter’s job easier by putting the most relevant info front and centre.

  1. Showcase Your Achievements

Instead of just listing your duties from previous roles, focus on what you achieved. Quantifiable results—like “increased sales by 20%” or “managed a project with a budget of £500,000”—carry a lot more weight than vague descriptions of your responsibilities. When tailoring your CV, pick the achievements that align with the job you’re applying for and emphasise those.

  1. Be Selective About What You Include

It might be tempting to throw everything you’ve ever done onto your CV, but this can dilute your impact. Instead, be selective. Choose experiences, skills, and achievements that are directly relevant to the job. If you’ve had a long career with diverse experiences, consider creating a “Key Achievements” section where you can highlight the most relevant successes without overwhelming the reader with too much information.

  1. Update Your Professional Summary

Your professional summary is the first thing most recruiters will read, so make it count. Customise this section for each job application, focusing on how your skills and experience align with the role. Keep it brief, punchy, and tailored to the job at hand.

  1. Proofread and Get Feedback

Once you’ve tailored your CV, don’t forget to proofread it thoroughly. Typos and grammatical errors can be a big turn-off for employers. It’s also worth asking a friend or colleague to take a look—fresh eyes can often spot things you’ve missed.

  1. Keep It Updated

Lastly, don’t wait until you’re actively job hunting to update your CV. Make it a habit to regularly update your CV with new skills, experiences, and achievements. This way, when the perfect job comes along, you’re ready to tailor and apply without scrambling to remember everything you’ve done over the past few years.

Final Thoughts

Tailoring your CV for each job might seem like extra work, but it’s an investment that can pay off big time. By carefully matching your experience and skills to the job description, you’ll not only make it through the initial screening process, but you’ll also stand out as the perfect fit for the role. Remember, your CV is your personal marketing document—make sure it’s working as hard as you are.

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 Director Carl Hinett

Unlocking the Secrets to Identifying, Attracting, and Recruiting top HR Talent

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In today’s fast-paced business landscape, the hunt for recruiting top HR talent has become an intricate dance between companies vying for the best candidates and candidates seeking the most rewarding opportunities.

For many HR directors, it is as equally challenging to find the right talent for their own team as it is to solve the talent challenges within their respective businesses. This has been even more pronounced in the face of skill scarcity of recent years.

In industries grappling with skill shortages, finding and keeping the right talent is a formidable task. However, by embracing innovative talent acquisition strategies, you can not only rise above the competition but also secure a sustainable pipeline of skilled professionals.

Understanding the Landscape: The Skill Scarcity Conundrum

According to a recent report by the Office for National Statistics, the UK is facing an acute skills shortage across various sectors, including technology, healthcare, and engineering. This scarcity is attributed to a multitude of factors, including rapid technological advancements, changing job requirements, and demographic shifts.

 

Want to be a Chief People Officer?

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Unveiling Innovative Talent Identification

1. Skill Mapping and Predictive Analytics

Leveraging technology to its fullest, skill mapping and predictive analytics can be potent tools. Platforms like LinkedIn Talent Insights enable HR directors to map skills supply and demand in real time.

By anticipating skills shortages, you can proactively tailor your recruitment efforts.

We recently wrote an article on data analytics which gives some tips and advice which you can find HERE

2. Reskilling programs

Initiate reskilling programs for employees whose roles might be impacted by automation or technology shifts. By identifying transferable skills and guiding employees into new roles, you can prevent skill obsolescence and employee displacement.

Clearly defined career pathways that outline growth opportunities within the business can also attract top talent, knowing that their development is a priority.

3. Build your own:

Investing in the development of your current workforce is crucial. Identify high-potential employees and provide them with times for upskilling and cross-training. Not only does this fill immediate skill gaps but also boosts employee morale, engagement, and loyalty.

Offering continuous learning sends a message that your business values growth and invests in its employees’ futures.

Therefore, you could also consider collaborating with educational institutions to develop specialised training programs can help bridge the skills gap. By tailoring education to industry demands, you can ensure that graduates possess the skills necessary for immediate employment. Initiatives like apprenticeships, internships, and partnerships with universities can create a pipeline of skilled workers who are ready to contribute from day one.

Navigating the Attraction Odyssey

1. Personalised Employer Branding

Similarily, when recruiting for HR talent, crafting a compelling employer brand that resonates with your target talent pool. To confirm this, a study by Glassdoor revealed that job seekers are 3.5 times more likely to apply for a job at a company with a strong employer brand. Showcase your company’s culture, values, and career growth through story telling.

2. Flexible Work Arrangements

The pandemic has underscored the value of flexible work arrangements. A survey by McKinsey & Company found that 58% of employees consider flexibility as a top consideration when job hunting. Offering hybrid or remote work options can attract top talent seeking a work-life balance.

Anchoring Talent: Retention in Skill-Scarce Environments

1. Continuous Learning Ecosystems

Investing in continuous learning opportunities, can foster employee growth and loyalty. Establish mentorship programs, provide access to online courses, and encourage skill development to combat skill obsolescence.

In addition, when recruiting for HR talent, most great candidates will have multiple offers and will want to join the business that gives them the most opportunity to learn and develop.

2. Inclusive Work Cultures

Diversity and inclusion go hand in hand with talent retention. A study by Deloitte found that inclusive companies are 1.7 times more likely to be innovative leaders. Prioritize an environment where all voices are heard and ideas are valued, creating a sense of belonging.

Final Thoughts about Recruiting Top HR Talent

As an HR director, the path to overcoming skill scarcity and thriving in a competitive job market is not a solitary journey. By embracing a holistic approach that combines education, training, remote work, and inclusivity, companies can pave the way for a brighter future.

However, we recognise that this can take time to implement, especially when searching for top-tier professionals in highly competitive talent markets. This is where our expertise at re:find steps in. With a proven track record of successfully identifying, attracting, and placing exceptional candidates in skill-short industries, we understand the challenges of talent acquisition.

Our dedicated team possess the insights and connections necessary to navigate the ever-evolving landscape of executive search. Leveraging our extensive network and industry knowledge, we excel at uncovering the hidden gems, the HR superstars who possess the unique blend of skills, experience, and cultural fit that your organisation requires.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been hiring HR talent 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 central government executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Workplace Flexibility: Is It Worth the Effort?

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Workplace Flexibility: Is It Worth the Effort?

In today’s evolving work environment, many companies have embraced flexibility as a core component of their employee experience. However, some organisations have been slower to adopt these practices, raising the question: Is workplace flexibility truly beneficial, or does it create more challenges than it’s worth?

What Is Workplace Flexibility?

Flexible working refers to any work arrangement that allows employees to tailor their work schedules or environments to better suit their needs. This could mean working from home, having flexible start and finish times, or even job-sharing.

Despite its growing popularity, research highlights a disparity in how flexible working is implemented. For instance, a recent HR Magazine article revealed that men typically enjoy six hours of flexible working per week, while women only receive three. This discrepancy raises concerns about equality in the workplace and highlights the need for more inclusive policies.

The Case for Flexible Working

With the rise of Generation Y, who prioritise work-life balance and value working to live rather than living to work, the demand for flexible working arrangements has increased. Here are some of the key benefits:

  • Increased Productivity: Employees often perform better when they have control over their schedules.
  • Improved Morale: Flexibility can boost employee satisfaction and happiness at work.
  • Enhanced Work Enjoyment: Employees are more likely to enjoy their work when it fits around their personal lives.
  • Better Work-Life Balance: Flexibility allows employees to manage their personal and professional responsibilities more effectively.
  • Reduced Tardiness: Employees can start work at a time that suits them, leading to fewer late arrivals.
  • Stronger Employee Loyalty: Companies offering flexibility are likely to see greater loyalty and commitment from their employees.
  • Lower Employee Turnover: Flexibility can reduce the risk of employees leaving for more accommodating employers.
  • Reduced Burnout: Flexible arrangements can help prevent employee burnout by allowing for better stress management.
  • Decreased Commuting Stress: Less time spent commuting reduces fuel costs and stress, leading to happier, more focused employees.
  • Lower Office Costs: With fewer employees needing to be in the office, companies can save on fixed office expenses.

The Drawbacks of Flexible Working

However, flexible working is not without its challenges:

  • Not Suitable for Everyone: Some employees may struggle with the lack of structure.
  • Managerial Challenges: Managers may find it difficult to adjust to or monitor flexible working arrangements.
  • Blurred Work-Home Boundaries: Employees might find it hard to separate work from personal life when working from home.
  • Monitoring Work Output: It can be challenging to ensure that employees are actually working when they’re not in the office.
  • Potential for Abuse: Some employees might take advantage of the flexibility, leading to decreased productivity.
  • System Limitations: Businesses must ensure they have the right systems in place to manage a remote or flexible workforce effectively.

The Future of Workplace Flexibility

At first glance, the benefits of flexible working seem to outweigh the drawbacks, which explains why many forward-thinking companies have already adopted this approach. However, for organisations that have yet to embrace flexibility, the transition can be daunting. Resistance to change and a preference for traditional work practices are common barriers.

Nonetheless, the tide is turning. As older generations retire and younger, more flexibility-driven employees enter the workforce, the adoption of flexible working is likely to increase. Companies that adapt quickly to this shift will position themselves as employers of choice, attracting top talent in a competitive market.

In the emerging ‘gig economy,’ the businesses that thrive will be those that understand and implement workplace flexibility effectively. These organisations will not only win the war for talent but will also build a resilient, future-ready workforce.

If you’d like to explore how flexible working could benefit your organisation, feel free to reach out to me at James@refind.co.uk.

For more information about James Cumming, our change and business transformation specialist, click here.

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

There is no single “cut and paste” solution for go-live success since each company has its own culture, its own spend budget and change readiness agility. There are certainly some common factors if applied with the correct level of dedication and follow-through, which can make a great difference to the speed of implementation and effectiveness of your transformation.

In this installment of In:site we speak to Simon Brown.

Simon is a veteran of six end-to-end Transformation and Shared Services Programmes (since 1996). Simon often gets asked: what works best, what advice would you give?

However, Go-Live is that high profile moment when you turn all the thinking, planning, blood, sweat and tears of knowledge transfer, including the processes which you lift and shift or lift and transform, into a new operational model. A model which the customers can see, feel, touch and truly experience. It’s similar to opening a store or restaurant and suddenly your customers are ready to consume your products and services and give you feedback on what they did or didn’t like.

So here are my 10 top tips for Transformation Go-Live Success:

1. Begin with the end in mind for go-live success

Establish a visual blueprint of your future organisation, your Target Operating Model, otherwise it will be difficult to achieve go-live success. Be clear on the deliverables and desired outcomes. As well as the measures of success in terms of operational effectiveness, customer satisfaction and cost efficiency. Define and agree these upfront with your key stakeholders. Plan ahead and get answers to these points before you get sucked into the doing mode.

2. Create a compelling vision to move forward

By working together on the design team and actually articulating the vision by physically drawing a tableau to describe your future state, you are creating something which you can show and share with others to get them involved and engaged. A picture is worth a thousand words: it draws people in, starts a conversation, creates meaning and a dialogue for change. Hopefully, it also provokes a response and creates an emotional reaction. So to gain momentum to move forward we need to create a compelling vision, a good story, something to believe in, to follow and to become part of.

3. Engage your key stakeholders early and enlist business “change champions”

Before you start to implement your new ways of working, be sure to get real supporters from the business on your side. Change champions are leaders and role models. They are well respected by other managers and thus engender + enable peer and cascade credibility to the transformation story. Identify and enlist “change champions” who can talk positively about the benefits of self-service, portal and system technology. This will allow HR business partners to actually spend more time supporting the business agenda and less time as a pair of hands on administration.

4. Align Systems with Processes

Generally, alignment is the key word. Alignment of activities, sub-projects and work-streams are key to the successful implementation + end user digestion of the transformation and changes to the ways of working. Having a clearly coordinated and well-structured Project Management Office with a well-bundled communications plan can really help to present the transformation as one initiative, not a thousand unrelated busy tasks. Just like the air traffic controller the role is to ensure that planes take off and lands safely at the right time in the right place.

Align Process + System
System design and implementation and process design and implementation need to happen in parallel, to be aligned. You can’t implement a system without a clear and consistent set of global processes, and global processes will only work if the system enables the necessary transactions.
Roles and workflows must be defined and aligned. One without the other = an unholy and costly mess and lots of re-work.

Align Portal with People
Think about what is relevant for the end user when designing your intranet portal. Ensure navigation and access to information is simple and easy. Use a search engine with keyword enquiry. The most frequently asked questions that employees normally ask are the ones to ensure you have written good content answers for on the portal. Keep these answers up to date, relevant and fresh and you will save everyone time.

5. Hire an HR Shared Services Team Director and Team Leader EARLY

Sadly, all too often companies make the mistake of leaving it until their new HR Service Centre is up and running before hiring the HR Service Director, and team leaders this can have a major impact on go-live success. It is a mistaken belief that it is costly to hire these roles early. Particularly if they are an additional cost to a headcount not yet saved elsewhere in the organisation.

My counter proposal is to hire these pivotal roles early. Go-live success if pivotal to select those who are change agents, good at stakeholder engagement + employee relations, and particularly strong on the delivery of customer service satisfaction: the most important metric there is! Make them part of your pre Go-Live project team, conducting knowledge transfer, engaging early with key stakeholders and hiring the team. If they are involved in this it will build a stronger psychological contract and a vested interest to build the best team, the best processes, lay the best foundations for the new house right from the start. That’s actually cost effective!

6. Be clear on HR roles for the new HR Model

The HR Community will have one question on their mind as you announce your HR Transformation program: What’s in it for me? Behind that question lies their hierarchy of needs: What happens to me, when, what are the opportunities/options for me, and what if there are no opportunities for me? Don’t pretend that these questions can remain unanswered. Don’t leave the elephant in the room unannounced. Don’t lose trust. Acknowledge that their questions are relevant and real. Be honest.

You may not have all the answers yet but do your best to outline the road-map and the 3 routes to be taken:
a – you can be selected for a role in the new model,
b – you can grow your CV in change and project management,
c – there is no clear role yet defined that we can see for you.

However, if you stay and help with knowledge transfer, a fair and respectful package and support will be there for you if ultimately no suitable roles match for you.

7. Change Management is Key

Don’t underestimate change management or the time it takes for go-live success. Give quality time to this. Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept and at first, it seems just a concept, a rather uncomfortable concept. Until people see how it works for them. There is a change for line managers to become more empowered and empowering as People Managers.

Have the courage to spend time with HR to help them through their personal transition. They need to accept that the change must come from them.

8. Rule of 8: communicate, communicate, communicate

In turbulent change, you can never over communicate, especially if you want consistent go-live success.

When the game is changing, the old rules and framework will not be the same anymore, this is where you have to help the team to take it all in and to adjust to the changing environment. People often don’t hear, and sometimes don’t want to hear, the first message of change. They just don’t take it in. So say it again and again and again but with the same core message. Repeat it 8 times or more, nearly everyone will hear it, internalises it and recognises it as their new terms of reference.

9. Think of knowledge transfer as a joint project team

For go-live success, create a project management team mindset with a clear charter and purpose. It’s about collaboration, it’s not about wanting to let employees in that country down. This approach sets up conditions for success.
Spend time and money doing as much face-to-face/voice-to-voice knowledge transfer and training as you can. It’s about giving and receiving the gift of knowledge and it can actually be a reward for an employee to get the opportunity go to another country to do this.

Steer clear of any connotations of “taking over”, “raiding their brains”, “us and them”. They set an unhealthy atmosphere for the project and must be confronted early if they arise.

10. Go-Live is just the start!

Check that the new roles, systems and processes are working, especially beneath the surface. Ensure that people are trained for their new roles and that they have actually made the behavioural transition from old state model to new state new model and new actions.

Actions are everything. Read verbal and non-verbal signs. Praise adoption and good examples of the new ways of working. Encourage customer feedback on the service and be quick to improve the service where needed. Nip the bad habits in the bud and the signs of old ways of working via firm, constructive feedback with SMART examples.

Take time to positively celebrate Go-Live day with a drink and a cake as a milestone achieved. It marks the end of the beginning; the start of a new life-cycle of continuous operational excellence.

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

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 Balance of Leadership: Juggling Priorities and People

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Leadership is a multifaceted art that requires a delicate balance between various priorities and the people who drive an organisation forward. Striking this equilibrium is not just a challenge; it’s an ongoing process that demands adaptability, empathy, and strategic thinking. In this blog, we’ll explore the intricate dance of leadership, delving into the nuances of managing priorities and people to foster a harmonious and successful work environment.

The Essence of Leadership

At its core, leadership is about inspiring and guiding a team towards a common goal. Whether you’re at the helm of a small startup or steering a large corporation, the fundamentals remain the same. A leader must possess a vision, communicate effectively, and navigate the complexities of decision-making.

The Balancing Act of Priorities

The crux of effective leadership lies in balancing priorities and people. Picture a juggler skillfully keeping multiple balls in the air—each ball representing a different aspect of leadership. On one hand, there are strategic goals, deadlines, and financial targets. On the other, there are the individuals who form the heart of the organisation—employees with unique strengths, aspirations, and challenges.

Juggling Priorities

Strategic Vision

Every successful leader begins with a clear vision. This vision serves as the guiding light, shaping the strategic priorities that drive the organisation forward. Whether it’s expanding market share, innovating products, or enhancing customer experience, a leader must set the overarching direction that informs day-to-day decision-making. That can be a balancing act for leaders.

Time Management and Priorities

The key to handling priorities effectively is adept time management. Leaders must allocate time wisely, focusing on high-impact tasks that align with the strategic vision. This involves prioritising projects, setting realistic deadlines, and delegating responsibilities to capable team members.

Flexibility in Adversity

In the ever-evolving landscape of business, unforeseen challenges are inevitable. A successful leader remains agile and adaptable, adjusting priorities when circumstances demand. This flexibility is not a sign of weakness but a testament to the leader’s ability to navigate uncertainties while keeping the overall vision intact.

Nurturing People

Empathy and Communication

A leader’s relationship with their team is built on a foundation of empathy and effective communication. Understanding the aspirations and concerns of individuals fosters a sense of belonging and commitment. Regular and transparent communication ensures that everyone is aligned with the organisational goals.

Skill Development help with Priorities

Investing in the growth of your team is an investment in the success of the organisation. Leaders should identify and nurture the unique skills of each team member, providing opportunities for professional development. A skilled and motivated team is better equipped to contribute to the achievement of strategic priorities.

Work-Life Balance

Recognising the importance of work-life balance is crucial for maintaining a healthy and productive team. Leaders should encourage a culture that values well-being, allowing employees the flexibility to manage their personal and professional lives. A burnt-out team is unlikely to perform optimally, jeopardising both short-term tasks and long-term goals.

The Intersection of Priorities and People

The true challenge of leadership lies in the intersection of priorities and people. This is where the art of juggling becomes most apparent. How can a leader ensure that strategic goals are met without compromising the well-being and morale of the team?

Inclusive Decision-Making within Priorities

Decisions that impact both priorities and people should be inclusive. Seeking input from the team not only provides valuable perspectives but also cultivates a sense of ownership. When individuals feel that their voices are heard, they are more likely to be invested in the outcomes, even if the decisions are challenging.

Recognition and Motivation

Acknowledging the efforts and achievements of the team is a powerful motivator. Leaders should celebrate successes, both big and small, and recognise the contributions of individuals. This not only boosts morale but also reinforces the connection between individual efforts and the overarching organisational goals.

Continuous Feedback

Regular feedback is essential for growth, both for the individual and the organisation. Leaders should provide constructive feedback to help employees refine their skills and contribute more effectively to the priorities of the business. Similarly, leaders should be open to receiving feedback, fostering a culture of continuous improvement.

Case Studies: Leaders Who Got It Right

Sir Richard Branson – Virgin Group

Sir Richard Branson, the founder of the Virgin Group, is renowned for his ability to balance priorities and people. By fostering a culture of innovation and employee well-being, Branson has created a dynamic and successful conglomerate. His emphasis on the happiness and satisfaction of employees has not only led to high retention rates but has also contributed to the overall success of Virgin Group ventures.

Angela Ahrendts – Former CEO of Burberry, Apple

Angela Ahrendts, former CEO of Burberry and later Senior Vice President at Apple, is another exemplary leader. Ahrendts prioritised both the strategic goals of the companies she led and the well-being of her teams. By focusing on creating a positive and inclusive workplace culture, she successfully propelled Burberry into a global luxury brand and played a key role in Apple’s retail success.

Strategies for Leadership Success

Collaborative Leadership

Leadership is not a solitary endeavour. Collaborative leadership, which involves working together with the team to achieve common goals, is crucial for success. By fostering a collaborative culture, leaders can harness the collective intelligence and skills of the team, creating synergy that propels the organisation forward.

Personal Development for Leaders

Leadership is a journey of continuous learning and growth. Leaders should invest in their own personal development to stay abreast of industry trends, management techniques, and interpersonal skills. This commitment to self-improvement not only enhances leadership capabilities but sets an example for the team to follow suit. This in turn, supplements the balance of leadership priorities.

Technology as a Facilitator

In the digital age, technology can serve as a facilitator for effective and balanced leadership. Project management tools, communication platforms, and data analytics can streamline processes, allowing leaders to focus on strategic priorities and spend more time engaging with their teams. Embracing technology is not just about efficiency but also about creating a modern and adaptable work environment.

Conclusion: The Ever-Changing Dance of Priorities

In the intricate dance of leadership, the balance between priorities and people is ever-changing. Successful leaders recognise that this balance is not static; it requires continuous assessment, adaptation, and fine-tuning. By mastering the art of juggling priorities and people, leaders can create a workplace where both individual and organisational success flourish. As we navigate the complexities of the modern business landscape, let us remember that the heart of leadership lies in finding harmony in the delicate interplay between strategic objectives and the individuals who bring them to life.

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.

Unlocking The Secrets Of Strategic Org Design For Business Leaders

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Org design is super important for business leaders if you want your company to do well, in this article we talk about unlocking the secrets of strategic org design and share them with you. It’s all about making sure your structure, processes, systems, and culture all work together to help you achieve your goals.

Nowadays, companies that innovate do well, and businesses need to be able to keep up.

To do that, you need to have a good plan for your organisational design that fits with what you’re trying to do and what the competition is up to.

By learning about the best ways to design your organisation, you can make smart choices that will help you succeed and make everyone happy.

In this piece, we’ll talk about the most important things you need to know to design your organisation well, and give you loads of tips and ideas to help you get it right.

If you’re a CEO, HR person, or consultant, or someone looking to develop in the Org Design space this should be for you!

What is Org Design

Organisational design refers to the process of structuring an organisation’s systems, processes, roles, and responsibilities to achieve its goals and objectives effectively. It involves analysing an organisation’s current structure, identifying any gaps or inefficiencies, and developing a new structure or plan to optimise performance.

Organisational design typically includes determining the organisation’s hierarchy, identifying reporting relationships, defining roles and responsibilities, establishing communication and decision-making processes, and aligning resources and systems to support the organisation’s objectives. The goal is to create a structure that supports the organisation’s strategy and enables it to achieve its goals efficiently and effectively. Organisational design is often an iterative process that involves ongoing evaluation and adjustment to ensure that the organisation remains aligned with its objectives and adapts to changes in the environment.

How is org design related to organisational development?

Organisational design and organisational development are closely related concepts, as both aim to improve the performance of an organisation. However, they differ in their approach and focus.

Org design (OD) focuses on the structural aspects of an organisation, such as its hierarchy, roles, and reporting relationships. Its goal is to create a structure that supports the organisation’s strategy and enables it to achieve its objectives efficiently and effectively.

On the other hand, organisational development (OD) focuses on the people and culture of an organisation. OD aims to improve the effectiveness of the organisation by enhancing its culture, leadership, communication, and collaboration. It involves interventions that target the human side of the organisation to improve performance.

Organisational design and organisational development often go hand-in-hand. For example, if an organisation is implementing a new strategy, it may need to restructure its hierarchy and roles to align with the new direction.

At the same time, it may also need to work on improving its culture and leadership to ensure that the new structure is effective. Therefore, organisational design and organisational development are often used together to create a holistic approach to improving an organisation’s performance.

How can org design fit in to an overall hr transformation programme?

Organisational design can play a crucial role in an overall HR transformation program. HR transformation typically involves changing the way an organisation manages its human resources to improve its performance and create value.

Organisational design is an essential component of this process, as it can help align the organisation’s structure, roles, and processes with its HR strategy.

Here are some ways that organisational design can fit into an overall HR transformation program:

  • Aligning structure with strategy: Organisational design can help align the structure of the organisation with its HR strategy. For example, if the organisation’s strategy is to focus on innovation, the structure should be designed to facilitate collaboration and knowledge sharing.
  • Streamlining processes: Organisational design can help streamline HR processes, such as recruitment, performance management, and talent development. By designing efficient processes that eliminate redundancies and improve communication, HR can be more effective in achieving its objectives.
  • Redefining roles and responsibilities: Organisational design can help redefine roles and responsibilities to align with the organisation’s HR strategy. This can include creating new roles, eliminating redundant roles, or merging roles to create more efficient and effective HR functions.
  • Implementing new HR technologies: Organisational design can also help facilitate the implementation of new HR technologies, such as HR information systems, talent management software, and e-learning platforms. By designing a structure that supports the use of these technologies, HR can more effectively leverage them to achieve its objectives.

Here are some of the challenges organisations face with regards to poor organisational design:

  1. Overlapping roles and responsibilities: When there are multiple individuals or departments responsible for the same function or task, it can lead to confusion, duplication of efforts, and inefficiencies.
  2. Hierarchies that are too complex: When an organisation has too many layers of management or too many reporting lines, decision-making can become slow and bureaucratic. This can lead to delays, missed opportunities, and a lack of agility.
  3. Siloed departments: When departments or teams work in isolation, it can result in poor communication, lack of collaboration, and a lack of knowledge-sharing. This can lead to missed opportunities and hinder innovation.
  4. Lack of alignment with strategy: When an organisation’s structure, roles, and processes are not aligned with its strategic objectives, it can lead to confusion and a lack of focus. This can make it difficult to achieve the organisation’s goals and objectives.
  5. Inefficient workflows: When workflows are poorly designed or not optimised, it can lead to bottlenecks, delays, and missed deadlines. This can negatively impact the organisation’s performance and lead to frustration among employees.
  6. Poor communication: When communication channels are unclear or ineffective, it can lead to misunderstandings, missed deadlines, and a lack of coordination. This can negatively impact productivity and the quality of work.

Which companies have suffered from poor strategic org design?

  1. Enron: Enron was an energy company that collapsed in 2001 due to a range of factors, including poor organisational design. The company had a complex structure with multiple subsidiaries, which made it difficult to understand the company’s finances. Additionally, the company had a culture of excessive risk-taking and unethical behaviour, which ultimately led to its downfall.
  2. Blockbuster: Blockbuster was a video rental company that was once a dominant player in the industry. However, the company failed to adapt to changing consumer behaviour, such as the rise of streaming services like Netflix. Blockbuster’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.
  3. Kodak: Kodak was a leader in the photography industry for many years, but the company struggled to adapt to the rise of digital photography. Kodak’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.

How can a company think strategically about org design?

The first step is to define the company’s strategy, which should include the mission, vision, values, and goals. As well as the competitive landscape and market trends.

The strategy should be communicated throughout the organisation, so that everyone understands the direction in which the company is headed.

To think strategically about organisational design, a company can take the following steps:

  1. Analyse the current organisational structure: The next step is to analyse the company’s current organisational structure, including roles and responsibilities, reporting lines, and decision-making processes. This analysis can help identify areas of inefficiency, duplication of effort, or misalignment with the business strategy.
  2. Define the desired outcomes: Based on the analysis, the company can define the desired outcomes of the organisational design process. This includes identifying the key objectives, such as improving efficiency, increasing agility, or enhancing collaboration.
  3. Develop a plan: With the desired outcomes in mind, the company can develop a plan for the organisational design process. This includes defining the new structure, roles, and responsibilities, as well as the process for implementing the changes.
  4. Communicate the changes: It is important to communicate the changes to all stakeholders, including employees, customers, and partners. This can help ensure that everyone understands the rationale for the changes and is aligned with the new organisational structure.
  5. Monitor and adjust: Finally, the company should monitor the effectiveness of the new organisational design and make adjustments as needed. This includes tracking key performance metrics, soliciting feedback from employees and customers, and making changes to the structure or processes as needed.

How can I develop my career in to specialising in org design?

Developing a career in organisational design can be a rewarding and challenging path. Here are some steps you can take to specialise in organisational design:

  1. Gain education and training: Pursuing a degree in organisational design, organisational development, or a related field can provide you with a solid foundation of knowledge and skills.
  2. Get hands-on experience: Seek out opportunities to gain practical experience in organisational design. This can include internships, volunteer work, or positions in HR, consulting, or related fields.
  3. Build a network: Networking is an essential component of any career. Attend industry events, join professional organisations, and connect with experts in the field to build relationships and gain insights.
  4. Develop key skills: Successful organisational designers typically have a combination of skills, including strategic thinking, problem-solving, communication, and project management. Continuously developing and honing these skills can help you succeed in this field.
  5. Stay up-to-date: Organisational design is a constantly evolving field, and it is essential to stay up-to-date on the latest trends and best practices. Read industry publications, attend conferences and webinars, and participate in professional development opportunities.
  6. Consider certification: Earning a certification in organisational design or a related field can demonstrate your expertise and commitment to the profession. Examples include the Diploma in Organisational Development and the business schools such as Henley and Roffey Park both offer specific Org Design certifications.

What is the potential career path as an organisation design professional?

  • Entry-level positions: Entry-level positions in organisational design may include roles such as organisational development coordinator or analyst. These positions typically involve supporting more senior team members in conducting research, analysing data, and developing recommendations for organisational design changes.
  • Mid-level positions: Mid-level positions in organisational design may include roles such as organisational design manager or consultant. These positions typically involve leading projects to develop and implement new organisational structures, processes, and systems. Mid-level professionals may also be responsible for managing project teams and collaborating with other departments and stakeholders.
  • Senior-level positions: Senior-level positions in organisational design may include roles such as chief organisational design officer or executive director of organisational effectiveness. These positions typically involve leading the design and implementation of organisational strategies, and providing guidance and support to other departments and leaders. Senior-level professionals may also be responsible for developing and managing budgets, overseeing multiple projects, and providing strategic advice to the executive team.
  • Independent consultant: Experienced organisational design professionals may choose to work as independent consultants. This may involve working with multiple clients, developing customised solutions to meet their needs, and managing their own business operations.

Which consulting firms provide organisation design services?

  • McKinsey & Company: McKinsey & Company is a global management consulting firm that offers organisational design services as part of its organisational and business model transformation practice.
  • Bain & Company: Bain & Company is a global management consulting firm that offers organisational design services as part of its organisation practice.
  • Boston Consulting Group (BCG): BCG is a global management consulting firm that offers organisational design services as part of its organisational transformation practice.
  • Deloitte: Deloitte is a global consulting firm that offers organisational design services as part of its human capital practice.
  • Korn Ferry: Korn Ferry is a global organisational consulting firm that offers organisational design services as part of its organisational strategy practice.
  • PwC: PwC is a global professional services firm that offers organisational design services as part of its organisational effectiveness practice.
  • Accenture: Accenture is a global consulting firm that offers organisational design services as part of its organisation and talent practice.

There are also many smaller specialist boutique consultancies based in the UK that offer organisational design services. Some examples include:

  • Q5 is an organisational design consultancy. It is a global management consulting firm that specialises in organisational strategy, design, and transformation.
  • LACE Partners: LACE Partners was founded by Aaron Alburey and Cathy Acratopulo, who wanted to create a business that could provide a full-service consultancy for HR professionals.  
  • On the Mark: OTM is a leader in collaborative organisation design and operating model modernisations.
  • Chaucer: Chaucer is a London-based consultancy that specialises in organisational design, change management, and program management.

Here are some top tips to effectively land an org design project:

  • Understand the client’s needs: Before pitching an org design project, it’s important to understand the client’s specific needs, goals, and challenges. Conduct research on the organisation, its industry, and its competitive landscape, and use this information to tailor your proposal to the client’s specific situation.
  • Develop a clear value proposition: In your proposal, clearly articulate the value proposition of your organisational design services and explain how they will help the client achieve their objectives. Use case studies or examples of previous successful projects to illustrate the benefits of your approach.
  • Demonstrate expertise and experience: To build credibility with the client, demonstrate your expertise and experience in organisational design. Highlight your qualifications, certifications, and relevant experience, and provide references from previous clients or colleagues who can attest to your skills and capabilities.
  • Build a strong project team: Org design projects require a multidisciplinary team with expertise in areas such as change management, human resources, and technology. Assemble a strong project team with a range of skills and experiences, and clearly outline the roles and responsibilities of each team member in your proposal.
  • Develop a detailed project plan: In your proposal, develop a detailed project plan that outlines the scope of the project, the timeline, and the deliverables. Be sure to include regular check-ins and progress reports to ensure that the project stays on track and that the client’s needs are met.
  • Communicate regularly with the client: Throughout the project, maintain regular communication so they are updated on progress. Being responsive and proactive in your communication can help build trust and strengthen the client relationship.

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.

Charting Your Course To Becoming a Chief People Officer: The Exact Skills You Need to Become a Successful CPO

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For many HR professionals, becoming a Chief People Officer (CPO), Chief HR Officer (CHRO), or Group HRD is a pinnacle career goal. These roles place you on the executive leadership team, requiring a unique combination of HR expertise, commercial acumen, and strategic leadership. Here’s a user-friendly roadmap to guide you on your journey.

What Does a Chief People Officer Do?

A CPO oversees all aspects of human resources within an organisation, including:

They also act as strategic partners, aligning HR initiatives with broader business goals.

Some Ideas to Support Your Jouney to Becoming a Chief People Officer

Becoming a Chief People Officer isn’t easy or for the faint hearted, it is a role that demands resilience, adaptability, and a commitment to continuous growth. The CPO role operates at the intersection of people and business strategy. It’s not just about managing HR processes but about influencing the organisation’s future.

1. Build Broad HR Experience

A successful Chief People Officer (CPO) is a well-rounded leader with expertise across the full spectrum of HR functions. Developing broad HR experience is critical to preparing for this role, as it equips you with the knowledge, skills, and perspective needed to tackle complex challenges and align HR with business strategy.

Why Broad HR Experience Matters When Becoming a Chief People Officer

  1. Versatility: A CPO must understand the interplay between different HR disciplines—talent acquisition, reward, employee relations, and organisational development—to design cohesive strategies.
  2. Credibility: Exposure to various HR functions builds credibility with senior leaders, as they see you as a holistic thinker who understands the bigger picture.
  3. Adaptability: Breadth of experience prepares you to handle diverse challenges, from cultural transformation to managing crises.
  4. Leadership Development: Working across HR functions enhances your ability to lead multidisciplinary teams.

Key Areas of HR to Develop Experience In if you are Becoming a Chief People Officer

Talent Acquisition and Workforce Planning

  • What to Learn:
    Develop strategies to attract, recruit, and onboard top talent while aligning hiring plans with business needs.
  • Success Looks Like:
    ✅ Decreasing time-to-fill and cost-per-hire metrics.
    ✅ Building talent pipelines for critical roles.
    ✅ Leading diversity-focused hiring initiatives.

Reward and Compensation

  • What to Learn:
    Understand how to design competitive compensation packages, incentive plans, and employee benefits that drive performance and retention.
  • Success Looks Like:
    ✅ Creating a reward strategy that improves employee satisfaction and retention rates.
    ✅ Ensuring pay equity through data-driven analysis.
    ✅ Designing performance-linked bonuses or recognition programs.

Organisational Development (OD)

  • What to Learn:
    Gain expertise in shaping organisational structures, improving team dynamics, and driving change initiatives.
  • Success Looks Like:
    ✅ Delivering a successful restructuring or team realignment project.
    ✅ Rolling out training programs to upskill employees.
    ✅ Implementing succession planning frameworks.

Employee Relations (ER)

  • What to Learn:
    Handle complex employee relations issues, from conflict resolution to legal compliance, while maintaining a positive culture.
  • Success Looks Like:
    ✅ Successfully navigating high-stakes ER cases with minimal risk.
    ✅ Establishing policies that foster fairness and consistency.
    ✅ Enhancing employee trust through transparent communication.

Learning and Development (L&D)

  • What to Learn:
    Design and implement training programs that align with business goals and develop future leaders.
  • Success Looks Like:
    ✅ Launching leadership development programs with measurable outcomes (e.g., internal promotions).
    ✅ Increasing participation in training programs by 20% or more.
    ✅ Demonstrating ROI on L&D investments.

HR Operations and Technology

  • What to Learn:
    Understand the systems and processes that drive HR efficiency, from payroll to HRIS platforms.
  • Success Looks Like:
    ✅ Implementing a new HRIS system that improves reporting and workflow efficiency.
    ✅ Streamlining HR processes to save time and reduce costs.
    ✅ Leading HR’s digital transformation efforts.

Action Plan:

  • Rotate through core HR functions (e.g., talent acquisition, OD, reward, HR operations).
  • Volunteer for cross-functional projects to gain diverse exposure.
  • Broad exposure can be important when becoming a chief people officer

What Success Looks Like:
✅ A CV showcasing 5–7 years of progressive HR experience across key disciplines.
✅ Evidence of managing teams, projects, or budgets in at least two specialist areas.
✅ Tangible outcomes like improved recruitment metrics, successful change initiatives, or revamped compensation frameworks.

2. Develop Strong Business Acumen is Key to Becoming a Chief People Officer

Action Plan:

  • Attend executive meetings to understand business strategy.
  • Partner with finance or operations teams to learn financial metrics and business drivers.
  • Shadow senior leaders to observe decision-making in action.

What Success Looks Like:
✅ Ability to articulate your company’s strategy and financial position confidently.
✅ Successful completion of a business-critical HR project, such as a workforce restructuring aligned with cost-saving goals.
✅ Recognition from senior leaders for your commercial insights.

3. Excel in Talent Management

Action Plan:

  • Lead initiatives to improve recruitment, development, and retention strategies.
  • Implement leadership development programs for high-potential employees.

What Success Looks Like:
✅ Reduced turnover rates (e.g., from 20% to 10% within two years).
✅ Measurable improvements in time-to-hire or quality-of-hire metrics.
✅ Positive feedback from leadership development participants, with some promoted to senior roles.

4. Drive Employee Engagement

Action Plan:

  • Conduct employee engagement surveys and analyse results.
  • Create and implement programs that address identified engagement gaps.

What Success Could Look Like:
✅ A 10–20% increase in employee engagement scores within 12–18 months.
✅ Introduction of successful initiatives, such as recognition programs, mentoring schemes, or wellbeing support.
✅ Reduction in voluntary attrition within the first year of implementing engagement strategies.

5. Becoming a Chief People Officer Means Gaining Expertise in Change Management

Change is inevitable in any organisation, and as a Chief People Officer (CPO), your ability to manage and lead change effectively will define your success. From restructuring to cultural transformation, the CPO is a central figure in aligning people with the business’s evolving needs. Here’s why mastering change management is essential on your journey to becoming a CPO.

  • Leading Organisational Transformation

The CPO often spearheads significant transformation efforts, such as mergers, restructures, or adopting new ways of working. Expertise in change management enables you to:

  • Design structured approaches to complex change initiatives.
  • Minimise disruption and resistance within the workforce.
  • Ensure alignment between organisational goals and employee outcomes.

Example:
During a merger, a skilled CPO can integrate two distinct cultures, ensuring a smooth transition while retaining top talent and maintaining morale.

  • Balancing Strategy and People

Change initiatives often focus on achieving strategic goals, but they fail without the buy-in of the people affected. As a CPO, you’ll need to:

  • Communicate the “why” behind the change to foster understanding and commitment.
  • Balance business priorities with the emotional and cultural impact on employees.
  • Act as the bridge between leadership and the wider workforce.

Why this matters:
Employees are more likely to embrace change when they see clear benefits and feel supported throughout the process.

  • Managing Resistance

Resistance to change is natural and one of the biggest challenges in any transformation. A CPO with change management expertise can:

  • Identify sources of resistance early through engagement and feedback.
  • Develop strategies to address concerns, such as tailored communication plans or training initiatives.
  • Foster a culture where change is seen as an opportunity rather than a threat.

Impact:
Overcoming resistance ensures smoother implementation and helps maintain productivity and morale during transitions.

  • Driving Cultural Change

Cultural transformation is a key responsibility of the CPO. Whether it’s improving diversity and inclusion, fostering innovation, or shifting mindsets, change management expertise is critical.

  • Establish clear goals and metrics for cultural change.
  • Engage leaders and employees at all levels to embed new behaviours and values.
  • Reinforce progress with ongoing communication and recognition.

Example:
Implementing a new culture of collaboration might involve redesigning team structures, rolling out training programs, and celebrating early wins to encourage adoption.

  • Enhancing Communication and Engagement

Effective communication is at the heart of successful change management. As a CPO, you’ll need to:

  • Develop tailored communication plans for different stakeholders.
  • Use storytelling to inspire and engage employees.
  • Create feedback loops to ensure employees feel heard and valued during transitions.

Why this matters:
Transparent, empathetic communication builds trust, making employees more receptive to change.

  • Strengthening Leadership Alignment

Leaders across the business must be united during periods of change. A CPO with strong change management skills can:

  • Equip leaders with the tools and messaging they need to drive change in their teams.
  • Facilitate workshops or coaching sessions to align leadership behaviours with organisational goals.
  • Act as a trusted advisor, helping leaders navigate the challenges of transformation.

Outcome:
A cohesive leadership team that models and reinforces the desired change.

  • Measuring and Sustaining Change

Change doesn’t end once a new initiative is launched. Sustaining it requires ongoing effort and monitoring. Expertise in change management ensures you can:

  • Define success metrics and track progress (e.g., adoption rates, engagement levels, or business outcomes).
  • Identify and address barriers that arise post-implementation.
  • Embed changes into the organisation’s processes and culture for lasting impact.

Example:
After introducing a flexible working policy, a CPO might measure adoption rates and employee satisfaction, refining the approach based on feedback.

How to Build Change Management Expertise

  1. Take Courses: Certifications like Prosci Change Management or CIPD’s organisational development programs can enhance your skills.
  2. Lead Projects: Volunteer to lead or support change initiatives within your organisation, such as system rollouts or restructuring efforts.
  3. Learn from Leaders: Partner with experienced change managers to observe best practices in action.
  4. Study Case Studies: Analyse real-world examples of successful and failed change initiatives to understand key success factors.

What Success Could Look Like:
✅ Successful implementation of a change project, measured by on-time delivery and minimal disruption.
✅ Positive feedback from impacted employees and stakeholders.
✅ Documentation of a repeatable change management framework you can use for future initiatives.

6. Master Data Analytics

Data-driven decision-making is essential for senior leaders, including the Chief People Officer (CPO). Mastering data analytics not only elevates your strategic value but also helps you drive impactful HR initiatives aligned with business goals. Here’s why it’s a critical skill on the path to becoming a CPO:

  • Turning HR into a Strategic Business Partner

To gain a seat at the executive table, HR leaders must prove their value in driving business outcomes. Data analytics enables you to:

  • Link HR initiatives directly to business performance (e.g., the impact of engagement on productivity).
  • Demonstrate the ROI of HR programs like leadership development or DE&I initiatives.
  • Build data-backed strategies that align with broader organisational goals.

Example:
Using analytics to show how a reduction in turnover saves millions in hiring and training costs positions HR as a revenue-protecting function rather than a cost centre.

  • Predictive Decision-Making

Analytics can shift HR from reactive to proactive. By leveraging predictive data, a future-focused CPO can anticipate challenges and opportunities, such as:

  • Identifying high-risk employees likely to leave.
  • Forecasting future talent needs based on business growth.
  • Spotting trends in workforce engagement before they impact performance.

Why it matters:
In today’s competitive landscape, being ahead of the curve is a key differentiator for effective leadership.

  • Building Credibility with Stakeholders

Executives rely on numbers to make decisions. To gain credibility and influence, you must speak the language of data. Analytics equips you to:

  • Present evidence-based recommendations at leadership meetings.
  • Align HR metrics with financial and operational KPIs.
  • Create dashboards that visualise HR’s impact in terms that resonate with CEOs and CFOs.

Impact:
CPOs with strong analytical skills gain the trust and buy-in of the C-suite, making them key advisors in strategic decision-making.

By analysing employee data, you can craft strategies that directly improve the workforce experience. For instance:

  • Using engagement survey results to address specific pain points.
  • Monitoring training program outcomes to refine development initiatives.
  • Leveraging pulse surveys to assess the impact of workplace changes in real-time.

The result:
A happier, more engaged workforce that drives organisational success.

  • Driving Organisational Change

Change initiatives often fail due to a lack of data-driven insights. Mastering analytics helps you:

  • Assess the readiness for change across the workforce.
  • Track the success of transformation efforts.
  • Identify resistance early and adapt strategies accordingly.

Example:
When rolling out a new HRIS system, analytics can show how quickly employees adapt and identify departments that need additional training or support. Becoming a Chief People Officer is all about using what you have available to showcase business results.

  • Elevating DE&I Efforts

Data analytics plays a pivotal role in creating equitable workplaces. By analysing data, you can:

  • Identify diversity gaps across levels and functions.
  • Measure the effectiveness of inclusion initiatives.
  • Ensure pay equity through compensation benchmarking.

Why this matters:
CPOs are increasingly expected to lead on DE&I, and analytics provides the foundation for meaningful progress.

  • Building Resilience in Uncertain Times

In volatile markets or during crises, HR leaders with strong analytics skills can quickly adapt to changing circumstances. For example:

  • Workforce data can guide cost-cutting measures without compromising key talent.
  • Analytics can predict workforce demand in post-crisis recovery.

Case in point:
During the pandemic, CPOs who leveraged data to plan for remote work transitions and forecast burnout were better equipped to navigate uncertainty.

How to Master Data Analytics as an HR Leader

  1. Learn the Tools: Get familiar with HRIS systems, analytics platforms (e.g., Tableau, Power BI), and workforce analytics tools.
  2. Upskill: Take courses or certifications in data analytics for HR. Many are designed for non-technical professionals.
  3. Start Small: Begin by analysing key HR metrics like turnover, engagement, or time-to-hire. Use these insights to make data-backed decisions.
  4. Collaborate: Work closely with your finance or operations teams to understand how they approach data.

What Success Could Look Like:
✅ Consistently delivering data-backed insights that inform strategic decisions.
✅ A track record of improving metrics (e.g., reducing absenteeism by analysing and addressing root causes).
✅ Confidence in presenting HR data to the executive team in a compelling and actionable way.

7. Invest in Education and Certifications

Action Plan:

  • Complete relevant qualifications such as CIPD Level 7 or an MBA with a focus on HR leadership.
  • Attend workshops, webinars, and HR leadership programs.

What Success Looks Like:
✅ Completion of a recognised qualification, such as a CIPD diploma or MBA.
✅ Application of new learning to your current role, leading to measurable improvements (e.g., more effective talent strategies or improved HR-business alignment).
✅ Enhanced credibility among peers and senior leaders, reflected in increased responsibilities or promotions.

8. Sharpen Leadership Skills

Action Plan:

  • Take on leadership roles in projects and within your team.
  • Seek mentorship or coaching from senior HR leaders.
  • Attend leadership development programs focused on emotional intelligence, communication, and influencing.

What Success Looks Like:
✅ Positive feedback from your team, reflected in employee satisfaction or engagement surveys.
✅ Successful delivery of complex projects involving cross-functional collaboration.
✅ Recognition as a trusted advisor to senior leadership.

9. Stay Informed and Adapt to Trends

Action Plan:

  • Regularly read industry blogs, whitepapers, and HR research.
  • Attend at least two HR conferences or events per year.

What Success Looks Like:
✅ Implementation of at least one new trend or technology in your organisation (e.g., introducing AI-based recruitment tools or remote work policies).
✅ Recognition as a forward-thinking HR professional by peers or leaders.
✅ Invitations to speak at events or contribute to industry publications.

10. Build a Strong Network

Action Plan:

  • Attend HR networking events and participate in industry groups on LinkedIn.
  • Maintain regular contact with mentors, peers, and industry leaders.

What Success Looks Like:
✅ Referrals or recommendations from your network leading to career advancement opportunities.
✅ Inclusion in exclusive HR circles or communities that discuss strategy and trends.
✅ A diverse network of contacts across industries, providing insights and opportunities.

Final Outcome: Becoming a Chief People Officer

This plan isn’t just about reaching the title but becoming a chief people officer and leader who makes a real difference. Success at every stage of this journey builds toward that ultimate goal, ensuring you have the skills, insights, and reputation to excel when you get there.

What ultimate success looks like:

  • You are appointed to an executive HR role with a seat at the leadership table.
  • You oversee HR strategy for an organisation, influencing its culture, talent, and future direction.
  • Your leadership and expertise are recognised externally, through awards, thought leadership contributions, or industry accolades.

 

Our focus on long-term partnerships

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

Every organisation is unique. 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.

Demystifying automation: Incredible Secrets to Getting Automation Right Every Time

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Demystifying automation

Our featured blog this week is from Francesca Valli – enterprise transformation delivery expert. She owns and runs a management consultancy called Chrys, helping organisations to change – without all the complexity. She has helped organisations deliver the transformation and secure multi-£m returns on IT investment. In this article we discuss Demystifying automation, change projects and specifically demystifying it.

So, tell us about your expertise in demystifying automation?

Recently, I have obtained certification from the London School of Economics and Political Science on ‘automation: implementation in business’. The course of studies explored the strategic deployment of automation technologies in order to secure business value. What I have learnt on the course aligns with my experience and two of the key teachings are – the implementation of automation must be aligned to business strategy and change management is essential for implementation and adoption. Both messages were supported, in the course, by a theoretical framework punctuated by the interventions of business leaders whose automation experience warned of the perils of disregarding both.

What do you mean when you say, demystifying automation?

Automation technology is beneficial and inevitable, as digital increasingly drives economic growth and societal transformation – demystifying automation is important but in the final analysis, it is just that… technology. I will describe its key features in a simple way. Demystifying automation and change is brought about by the collaboration between people, in projects, IT, business operations, with a common objective, supported by shared tools and practices that drive alignment and delivery. I will point, here, to those tools and practices that foster the collaboration making the path to change infinitely smoother. We make change so difficult. It isn’t and it shouldn’t be. Automation does not change this.

The automation technology world

The ‘automation of knowledge work’ is a technological development gathering speed under our eyes. It refers to the use of computers to perform tasks that require expertise previously belonging exclusively to humans.

Whilst we are familiar with the automation of assembly lines, with its futuristic robots populating manufacturing plants, what I describe here is not the automation of production but the automation of services. 

There are two service automation technologies available to the enterprise:

  1. Robotic Process Automation
  2. Cognitive Automation.

Artificial intelligence, specifically the so-called ‘strong’ AI, a technology aimed at achieving parity with humans, in all its complexity of awareness, understanding, reasoning, decision, action, is not present in the enterprise and we may be decades away from it – if we were ever to get there. This is not just a theoretical debate. Amongst other things, knowing the difference between RPA, CA, AI brings the CXO to a level playing discussion-field with software vendors – and it enables them to support leadership and teams along the automation journey.

Robotic Process Automation (PRA)

RPA is the use of software to automate processes and tasks, in the enterprise, previously performed by employees. It is suited to high volumes of transactions of a low complexity calibre. It is the most appropriate – and fastest – at repetitive tasks.

‘Desktop’, ‘Enterprise’ ‘Cloud’ are the various types of RPA deployed according to enterprise scale and requirements. A ‘desktop’ RPA can be configured by an able user, its technology non-invasive and easily mastered. ‘Enterprise’ RPA needs to be configured and installed by IT professionals, given its likely interfacing within an existing IT infrastructure. ‘Cloud’ RPA is easier to deploy, maintain and scale, in line with cloud technology, plus, it can ‘learn’ from the other robots in the cloud.

From a data perspective, RPA uses, as input, ‘structured’, ‘labelled’, data (think data in a spreadsheet) and, according to pre-set rules, processes that data to produce an expected outcome (‘given A, then B’).

RPA is typically deployed in a back-office context. Think accounts departments’ employees checking payable or receivable balances and transferring the information thus retrieved to a different application. Think insurance employees processing premium renewals. All these repetitive activities, when not complicated by exceptions, can be processed by RPA. An RPA ‘robot’ then is nothing other than the software license needed to carry out these activities, nothing fanciful – or intelligent, in a human sense, there. Seen in this light, RPA technology frees employees to carry out added-value activities, whilst the robot carries out the repetitive, mindless ones, effectively ‘taking the robot out of the human’).

Cognitive Automation (CA)

 CA is the use of software to automate complex processes and tasks also previously performed exclusively by employees. Unlike RPA, CA is more appropriately suited to complex, low volume transactions. Demystifying automation:

From a technology perspective, CA uses algorithms, intelligent instructions to process both ‘structured’ or ‘unstructured’ data (images, voice) to produce probabilistic outcomes (‘B is more likely given A’). The main CA tools are computer vision (including image processing), natural language processing (NLP) – and more, by the day, digital development and imagination knowing very few boundaries. CA is suited to finding patterns among large volumes of data. Because of ‘machine learning’ capabilities built into the software, CA can ‘learn’ by comparing expectations to results, improving performance over time. However, whilst CA does interact, intelligently, with rules in order to interpret data and complete tasks, CA is still not an artificial intelligence system.

CA typical deployment context is the front-office. Think chatbot assistants deployed in those customer-facing environments we are familiar with, from our own online retail – or banking – experience, all underpinned by CA. Think the virtual agents, such as IBM Watson, Expert System Cogito, IPsoft Amelia, used to engage with customers and employees and that can respond to chats, adapt to detected emotions and execute tasks identified during the chat itself, thanks to memory capabilities (unlike Siri, our phone-residing assistant, who can only respond to simple requests (input) with simple responses (outputs), having no memory or understanding of context).

Where is automation in business heading?

In 2018, the combined service automation market was estimated at US$ 4.1bn, with a predicted rise to US$ 46.5bn in 2024 (8). In a Sep 2020 press release, Gartner predicts that, despite the economic pressures due to COVID-19, the RPA market is expected to grow at double-digit rates through 2024. Indeed, COVID-19 and the ensuing global recession have increased interest in RPA with 90% of large organisations having adopted RPA by 2022, as they look to ‘digitally empower critical processes through resilience and scalability while recalibrating human labour and manual effort’. CA is still a somewhat new technology, with organisations needing to make relatively novel decisions as to its applicability and role within the enterprise. A positive outlook on CA investment comes from IPsoft Amelia’s AI-Powered Telco report on how the telecom industry is using automation to transform operations, forecasting a market size of US$ 36.7bn, annually, by 2025.

And how do you avoid costly mistakes?

For an organisation demystifying automation is important to prosper in digital times, a CEO must put in place the two success elements for the implementation of automation, namely, strategy alignment and change management.

It is my profound belief, developed in two decades at the coalface, that change – of the extensive type brought about by a new target operating model, a new ERP, a new enterprise architecture – is ultimately about the collaboration between people, in projects, IT, business operations, aimed at a common objective, supported by common tools and practices that form a coherent structure aimed at achieving the transformation.

Out of the universe of change methodologies, I have come up with a combination of business-focused tools and practices, based on my best work. These tools and practices, practical, scalable, easily embedded in a project delivery structure, give the business operations teams a voice and create a collaborative, dynamic culture which, not least, will facilitate the understanding of the benefits and the useful application of automation. It is within this collaborative culture that people can be educated to operate in an environment where automation may be the norm and where people’s fears of losing their jobs to machines can be addressed.

About us

Francesca helps organisations navigate change – she believes projects of transformation fail because business change practices are inexistent, governance is weak and the mechanics of the delivery malfunctioning. She has many years’ experience in transformation, so if you’d like to speak to her, contact her here.

For a deeper exploration of tools and practices for effective business transformation, download the playbook Demystifying Change.

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

Everything you need to know about resilience

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Our feature blog this week is from Fran Costello, she runs a business called Aha Moment. Fran is an organisational psychologist and resilience expert, here she gives us her advice on resilience and what it is in reality.

Is the word resilience overused?

As resilience has no operationalised definition it’s difficult to say categorically what it is, but it’s recognised as dynamic process between risk and protective factors, i.e. the ability to bounce back from adversity and maintain normal functioning in adverse conditions. Through the enhancement of protective factors, individual cognitive and emotional ability can be strengthened to mitigate trauma and can have a huge impact on subjective wellbeing, psychosocial ability and performance energy levels.

What are protective factors?

Change agility

In developing greater workforce agility or adaptive capacity, organisations can manage both moderate and rapid change and experience competitive advantage. Modern organisations require a flexible base that can adapt quickly to customer need and organisational change. In understanding change readiness, by sharing understanding and knowledge that prevents individual agility, organisations can deal with change in a more positive way.

Physical Energy

The enhancement of physical resilience falls into three categories: sleep, nutrition and exercise.

  • Sleep

Chronic sleep deprivation creates increased blood pressure, cortisol, insulin and proinflammatory cytokines leading to depressive symptoms affecting mood and wellbeing. A direct correlation has been found between improved sleep and physical and emotional wellbeing, achieving rapid eye movement sleep increases the ability to recover from stress and trauma. The loss of just one night’s sleep can result in compromised emotional regulation.

  • Nutrition

Nutrition affects both physical and cognitive performance, resilient people have healthier dietary habits including eating more fruit, vegetables, fish and dietary fibre than those who have lower resilience levels. Diets rich in saturated fats, refined sugars, animal products, low vegetable and fruit consumption have a negative impact on cortisol levels, micronutrient interventions which include greens, beans, fruit, protein foods, seafood and plant proteins, fatty acids and refined grains are found to reduce stress and anxiety in positively affecting cortisol levels.

  • Exercise

Active people have greater resilience than those who lead a sedentary life, have less stress and improved mental health. Physical exercise is a protective factor with an effect on overall resilience, research shows that exercising just once a week has an outcome of decreased emotional stress, and has a neurotrophic factor protecting the neurons in the striatum and hippocampus.

Emotional

Emotional intelligence (EQ) is the ability to perceive, access and generate emotion, have clarity in thinking and regulate and reflect upon emotions allowing motivational and intellectual growth. Emotional intelligence is highly correlated with individual advancement within organisations and individuals with highly developed emotional intelligence are found to have higher resilience and motivation levels when under pressure

Multitasking

Multitasking has been found to have a direct negative influence on the retention of information and working memory (WM) and this has been found to be greater in older adults, (those over 30) integration recovery failure manifests in the inability to dynamically switch between functional brain networks, losing approximately twenty minutes  each time we try to change tasks. In focusing on key tasks and staying with them until competition our mental resilience builds as perceived work overload decreases.

Inner Voice

Our inner voice, inner speech or verbal thoughts are essential to thinking, self-awareness, self-regulation, problem solving, motivation, calculation, memory and cognitive tasks occupying a quarter of humans waking life. However, this internal commentary or dysfunction of inner speech is identified as a risk factor for depression, anxiety and mental resilience levels.

A direct link has been found between increased executive functioning and self-regulation of thoughts, negative inner speech impairing performance and controlled inner speech enhancing mental resilience.

Purpose in Life

An association can be found between individuals understanding their purpose in life and reduction of age-related conditions such as stroke, disability, and cardiovascular events. Purpose in life is also regarded as a protective factor against biological risks such as inflammatory markers, cognitive aging and dementia. Higher purpose in life scores correlate positively with increased executive function, memory and cognitive performance across the full adult population acting as a protective factor against stress.

Recovery

Recovery in all dimensions, agility, physical, emotional, mental, spiritual and recovery are dependent on the creation of new individual habits. Habits are defined as actions that are triggered in response to contextual cues associated with performance. Making one small change can increase overall resilience, whether focusing on how we feel during change, getting the right information and help, moving towards a better diet, exercising more, sleeping well, stopping multi-tasking and controlling the voice in our head, choosing to use our respons(ability) (EQ), or thinking about our purpose in life, can have a significant impact on protective factors that enhance our overall resilience.

Fran Costello is an organisational psychologist and resilience expert, she works worldwide delivering resilience and behavioural change programmes increasing personal and organisational performance, diagnosing, designing, delivering and embedding organisational change. You can find out more about what she does on her website.

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