HR directors in retail: How HR Directors are Disrupting Retail Industry Norms

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The retail industry is constantly evolving, and as customer expectations change, businesses need to adapt to stay ahead of the curve. One of the driving forces is the innovative approach of HR directors in retail, but are they really disrupting retail industry norms? Are these leaders spearheading change by reimagining the way businesses operate, from employee engagement to customer experience?

In this blog post, we’ll explore the unique and dynamic role of HR directors in disrupting retail industry norms. We’ll delve into the innovative strategies they’re implementing, the challenges they’re facing, and the impact they’re making. Join us on this journey as we uncover the visionary minds of HR directors and their influence on the future of retail.

HR directors in retail should Foster a culture of diversity and inclusion

Diversity and inclusion are crucial in any industry, but especially in retail, where companies interact with a wide range of customers from different backgrounds. HR directors can play a vital role in creating a culture of diversity and inclusion by hiring a diverse workforce, implementing training programmes, and promoting inclusive practices.

  1. Expand recruitment channels: To reach a wider pool of candidates, HR directors can consider using recruitment channels beyond traditional job postings. They can partner with community organisations, attend job fairs, and use social media to attract a diverse range of candidates.
  2. Develop inclusive job descriptions: HR directors can attract a diverse pool of candidates by developing job descriptions that are inclusive and free from biased language. They can use gender-neutral language and emphasize the organisation’s commitment to diversity, equity, and inclusion.
  3. Implement blind hiring practices: This can help eliminate unconscious bias and promote a more diverse candidate pool.
  4. Conduct bias-aware interviews: Training should focus on job-related skills and competencies.
  5. Offer diversity and inclusion training: HR directors can offer diversity and inclusion training to all employees, including managers and supervisors. This can help create a culture of inclusivity and ensure that employees feel valued and supported.

Focus on employee engagement

Employee engagement is critical to the success of any business, and retail is no exception. Retail HR directors can improve engagement by creating a positive work environment, recognising employee contributions, and providing opportunities for growth and development. Happy employees are more productive, and a positive workplace culture can drive customer satisfaction and loyalty.

Embrace technology

Technology is rapidly changing the retail industry, and if HR directors are to really disrupt retail norms, they must adapt to keep up. From mobile apps to artificial intelligence, technology can streamline operations, improve customer experiences, and help HR teams manage talent more effectively.

HR directors should embrace technology and leverage it to enhance the retail experience for both employees and customers.

  1. Embrace technology to enhance the retail experience. Identify objectives and pain points first.
  2. Adopt an integrated HR management system to automate processes and reduce administrative burden.
  3. Implement a digital learning platform for accessible employee training and development.
  4. Enable mobile communication and collaboration using apps and tools for real-time interaction.
  5. Leverage data analytics to gain insights into customer behaviour and optimise operations.
  6. Introduce self-service options, like MSS portals, for customer convenience and empowerment.
  7. Explore digital customer engagement channels such as social media or live chat support.
  8. Stay updated with emerging technologies like AI, AR, or IoT for improved operations.
  9. Prioritise data security and privacy to protect sensitive information effectively.
  10. Foster adaptability and a learning culture, providing training and support for technology adoption.

Prioritise employee well-being

Employee well-being should be a top priority for retail HR directors. The retail industry can be physically and emotionally demanding, and employees need support to perform at their best. HR directors can promote well-being by offering wellness programmes, mental health support, and work-life balance initiatives. By prioritising employee well-being, HR directors can reduce turnover and improve employee satisfaction.

Develop agile teams

Retail is an industry that requires agility, and HR directors must develop teams that can adapt quickly to changing market conditions. HR directors can build agile teams by hiring candidates with diverse skill sets, promoting cross-functional collaboration, and encouraging innovation. An agile workforce can help retailers stay ahead of the competition and respond to changing customer needs.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our retail practice please get in contact with our practice lead and Managing Director, James Cumming.

New Year, New Me? New Year Resolutions for Businesses

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The start of a new year often heralds a period of reflection and reinvention, and New Year Resolutions.

For individuals, this might translate into personal commitments and aspirations. However, businesses are not exempt from this ritual. In fact, as the calendar year nears its end, many companies are already asking, “New Year, New Me?”.

Here we delve into the trend of businesses making New Years Resolutions:

The Tradition of New Year Resolutions

Historically, New Year Resolutions date back to the Babylonians, who made promises to their gods at the start of each year. These promises often revolved around returning borrowed items and paying off debts. In today’s age, tradition has evolved but the essence remains: setting goals for positive change.

Why Businesses Can’t Ignore New Year Resolutions

Just as individuals pledge to eat healthier or read more books, companies might decide to enhance customer relations, increase profitability, or launch a new product line. The principle remains the same: improvement and progress.

  1. Growth and Expansion: For businesses looking to scale, the new year could mark the beginning of tapping into new markets, exploring diverse product lines, or even mergers and acquisitions.
  2. Strengthening Customer Relations: Modern businesses understand the importance of a loyal customer base. Thus, the new year is an opportunity to roll out loyalty programmes, enhance customer service, or introduce community engagement initiatives.
  3. Sustainability: With rising awareness about environmental issues, many businesses are opting for sustainable practices. Come 2024, we could see more firms vowing to reduce their carbon footprint or eliminate plastic from their operations.

Planning is Key

The allure of the New Year is strong, but successful resolutions are built on foresight and preparation. Here’s why and how businesses should start planning their resolutions well in advance:

  1. Market Analysis: Before setting any goals, businesses need to have their fingers on the pulse of the market. Understanding evolving consumer behaviours, emerging trends, and potential disruptors can guide goal setting.
  2. Feedback Integration: End-of-year feedback from clients, stakeholders, and employees can provide invaluable insights. Harnessing this information can shape the resolutions for the coming year.
  3. Resource Allocation: Whether it’s hiring new talent, purchasing equipment, or investing in training, businesses need to ensure they have the necessary resources to fulfil their resolutions.

Personal Resolutions Within a Professional Framework

New Year’s resolutions aren’t exclusive to business entities. Employees, irrespective of their designation or role, can draft their own set of professional resolutions. By aligning personal goals with organisational objectives, employees can find a harmonious blend of personal and professional growth.

  1. Skill Development: With industries constantly evolving, employees might resolve to learn a new skill, attend workshops, or pursue further education.
  2. Networking: Building a robust professional network can open doors to opportunities. Attending more industry events or joining professional organisations might be on the cards for many.
  3. Wellness and Work-life Balance: Burnout is a real concern. Employees could aim for a healthier work-life balance, integrating wellness routines into their daily life.

Case Studies: Resolutions That Transformed Businesses

Let’s delve into some real-life examples where resolutions have made a noticeable difference:

  1. Company A’s Green Pledge: Starting 2022, Company A, a renowned beverage manufacturer, pledged to go plastic-free. Through extensive planning in 2021, they rolled out glass bottles in 2022. Not only did this move enhance their brand image, but it also led to increased sales.
  2. Company B’s Focus on Mental Health: Recognising the rising concerns around mental health, Company B, a tech giant, introduced mandatory wellness breaks and counselling sessions for employees in 2023. This boosted employee morale, reduced sick leaves, and enhanced overall productivity.

In Conclusion

New Year’s resolutions for businesses aren’t just a trend. They’re an essential introspection tool, guiding companies towards sustainable growth. While 2024 awaits with its set of challenges and opportunities, preparedness, backed by resolutions, can set the stage for a prosperous year ahead.

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.

 

How to have Productive Leadership Meetings

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Productive leadership meetings are the linchpin of organisational success. To help you plan for that success, we delve into the nuances of how to have productive leadership meetings, and exploring strategies to enhance collaboration, decision-making, and overall team productivity.

Setting the Stage for Success: Planning and Preparation

Successful leadership meetings start with meticulous planning and preparation. As part of that preparation, it is important to ensure that the agenda is clear, concise, and aligned with the overarching goals of the organisation.

A well-structured agenda ensures that the meeting stays focused on crucial topics, enhancing the chances of productive discussions.

Engaging Leadership: Fostering Participation and Inclusivity

The meetings are not one-sided conversations. Encouraging active participation from all team members fosters a culture of inclusivity and collaboration.

Encouraging Participation for Success in Productive Leadership Meetings

Leaders should create an environment where team members feel comfortable expressing their opinions and ideas, contributing to a diverse range of perspectives.

Utilising Technology for Seamless Collaboration in Productive Leadership Meetings

Technology plays a pivotal role in fostering seamless collaboration during meetings. So think about technologies such as video conferencing tools, collaborative platforms, and real-time document sharing enhance communication and decision-making.

Effective Decision-Making: From Discussion to Action

It’s not just about talking; it’s about making decisions that drive the organisation forward. A structured decision-making process ensures that outcomes are clear, actionable, and aligned with strategic goals.

Decisive Leadership: Turning Discussions into Actionable Outcomes during Productive Leadership Meetings

Leaders should guide the team through a logical decision-making process, considering all relevant factors and ensuring that decisions are communicated effectively.

Time Management for Productive Leadership Meetings

In the fast-paced business environment, time is a precious commodity. Successful leadership meetings are well-paced, ensuring that discussions are thorough without unnecessary delays.

Leaders should be mindful of the agenda, allocate time effectively, and keep the meeting on track to respect everyone’s time.

Encouraging Innovation: Creating a Culture of Creative Exchange

Leadership meetings provide a platform for fostering innovation and creative thinking. Encouraging team members to share innovative ideas contributes to continuous improvement and adaptability.

Building Relationships: The Human Element

Beyond the business agenda, successful leadership meetings recognise the importance of building strong interpersonal relationships. Team-building exercises, casual conversations, and acknowledging achievements contribute to a positive team dynamic.

Relationship-Driven Leadership: Nurturing Bonds in Meetings

Leaders should invest time in cultivating a positive team culture, promoting camaraderie and mutual respect.

Continuous Improvement: Learning from Past Meetings

Post-meeting evaluations are crucial for ongoing success. Leaders should gather feedback, assess what worked well and what can be improved, and implement changes for future meetings.

Key Phrase: Evolving Leadership Meetings: The Power of Continuous Improvement

Related Blog: How to Conduct Effective Post-Meeting Evaluations

Overcoming Challenges: Common Hurdles in Leadership Meetings

By addressing common issues such as lack of engagement, conflicting opinions, or technology glitches, you will be showing proactive leadership and effective problem-solving.

Leaders should be prepared to address challenges promptly, maintaining the flow and productivity of the meeting.

Remote Leadership Meetings: Bridging the Distance Effectively during Productive Leadership Meetings

In an increasingly remote working landscape, leadership meetings often take place virtually. Leaders must adapt their strategies to ensure that remote meetings are as effective as those held in person.

Conclusion: A Blueprint for Success in Productive Leadership Meetings

Our conclusion? Successful leadership meetings are a strategic imperative for organisational growth and cohesion. By meticulously planning agendas, fostering participation, leveraging technology, making informed decisions, and continuously improving, leaders can transform meetings into powerful drivers of success.

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.

Why a Business Change Professional is Key to Success

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Why a Business Change Professional is Key to Success of Your Change Programme

Transformation is inevitable in any organisation these days, business change is not going away anytime soon. Whether it’s driven by new technology, shifting market conditions, or internal restructuring. However, the success of these change programmes often hinges on one critical factor: user adoption. Studies consistently show that the majority of change initiatives fail to meet their objectives, with poor user adoption cited as a primary cause.

As everyone knows… According to research by McKinsey, approximately 70% of change programmes fail to achieve their goals, largely due to resistance from employees and lack of management support. This isn’t surprising when you consider that change can be disruptive, creating uncertainty and anxiety among staff. Without the right support and guidance, it’s easy for even the best-laid plans to falter.

This is where a Business Change professional becomes invaluable. These experts bring a deep understanding of both the technical and human aspects of change. They know that successful change isn’t just about rolling out new systems or processes—it’s about ensuring that people within the organisation are ready, willing, and able to embrace these changes.

Key Arguments for Hiring a Business Change Professional:

  1. Bridging the Gap Between Strategy and Execution:

Business Change professionals have the expertise to translate high-level strategies into actionable plans. They work closely with stakeholders at all levels to ensure that everyone is aligned with the goals of the change programme. This alignment is crucial for minimising resistance and ensuring smooth implementation.

  1. Enhancing Communication and Engagement:

Effective communication is at the heart of any successful change initiative. A Business Change professional ensures that communication is clear, consistent, and reaches all relevant parties. They create engagement strategies that help employees understand the benefits of the change and how it will affect their daily work. This, in turn, reduces resistance and fosters a culture of cooperation.

  1. Managing Resistance:

Change naturally breeds resistance. People are often comfortable with the status quo, and even positive changes can be met with hesitation. A Business Change professional is skilled in identifying potential areas of resistance and addressing them proactively. They work to understand the concerns of employees and provide the necessary support to ease the transition.

  1. Ensuring Sustainable Change:

It’s not enough to implement a change programme; the changes need to be sustainable. Business Change professionals focus on embedding new practices into the organisation’s culture, ensuring that the benefits of the change are realised long after the initial implementation phase. They also provide training and development to ensure that employees have the skills and knowledge to adapt to new systems or processes.

Case Study: Transforming HR and Finance Systems

At re:find, we’ve witnessed the difference a skilled Business Change professional can make. In one of our recent projects, a client was facing the challenge of overhauling their HR and Finance systems. The project was ambitious, with the potential to greatly improve efficiency and accuracy across the organisation. However, the success of this transformation depended on how well the new systems were adopted by the end users.

We brought in a Business Change professional who not only had the technical know-how but also the people skills to drive user adoption. This individual worked closely with both leadership and employees, ensuring that everyone was on board with the changes. The result was a seamless transition, with minimal disruption and a high level of engagement from staff. The new systems were fully adopted, leading to significant improvements in the organisation’s operations.

This case underscores the importance of having the right expertise on hand when managing complex change initiatives. The success of this project was not just due to the new technology, but to the careful management of the human side of change.

My Thoughts

In any change programme, the difference between success and failure often comes down to user adoption. By hiring a Business Change professional, organisations can significantly increase their chances of a successful outcome. These professionals bring the skills, experience, and insight needed to manage both the technical and human aspects of change, ensuring that new initiatives are embraced and sustained over the long term.

At re:find, we specialise in identifying and placing Business Change professionals who can make a real impact on your organisation. Whether you’re planning a major transformation or a smaller-scale change, we’re here to help you achieve your goals.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

From Manager to Leader: Navigating the Shift to Inspiring Teams

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From Manager to Leader: Embracing the Transformational Shift

Transitioning from a manager to leader isn’t just about a change in title or responsibilities; it’s a fundamental transformation in how one thinks, acts, and engages with their team. As organisations evolve in today’s fast-paced world, the distinction between managing and leading becomes ever more crucial. Leaders aren’t just concerned with getting the job done; they’re focused on inspiring others, driving a vision, and creating an environment where people thrive. Here, we explore the steps to make this pivotal shift—from embracing a new mindset to cultivating the qualities that define great leadership.

Embracing a Mindset Shift

The first and perhaps most challenging step in the journey from manager to leader is embracing a mindset shift. Traditionally, managers are seen as the ones who plan, organise, and control. They focus on tasks, processes, and achieving short-term goals. However, leaders go beyond managing the day-to-day; they are visionaries who steer their teams towards a shared future.

To make this shift, it’s essential to move from a mindset of control to one of inspiration. Instead of directing tasks, leaders inspire and motivate their teams to strive for greatness. This change involves seeing the bigger picture, understanding how daily activities connect to long-term goals, and inspiring others to share in that vision. It’s about fostering an environment where people feel driven not just by what they do but by why they do it.

Developing Emotional Intelligence

While management often centres around strategy and decision-making, leadership requires a deep understanding of people. Emotional intelligence (EQ) is critical for effective leadership, as it involves recognising and understanding one’s own emotions and those of others. A leader with high emotional intelligence can empathise with their team members, navigate conflicts with finesse, and create an inclusive and supportive environment.

Developing emotional intelligence starts with self-awareness—being conscious of one’s strengths, weaknesses, and triggers. From there, empathy plays a vital role in understanding the needs and emotions of team members. Effective communication, another core aspect of EQ, involves not only speaking clearly but also listening actively. By fostering these skills, aspiring leaders can build trust and connect with their teams on a deeper level, driving engagement and performance.

Cultivating a Culture of Collaboration

One of the most transformative shifts from manager to leader is moving from an individualistic focus to a collaborative one. While managers often emphasise individual performance and outcomes, leaders understand that true success comes from teamwork and collective effort. A leader fosters a culture of collaboration where creativity, innovation, and shared responsibility flourish.

To build this culture, leaders encourage open communication, value diverse perspectives, and create an environment where everyone feels heard and appreciated. This involves breaking down silos and facilitating cross-functional collaboration, where the best ideas are pooled from different parts of the organisation. A collaborative culture not only boosts morale but also enhances problem-solving and innovation, making the team more resilient and dynamic.

Committing to Continuous Learning and Adaptability

In today’s rapidly changing business landscape, continuous learning and adaptability are no longer optional—they are essential. Great leaders recognise the importance of staying current with new ideas, technologies, and methodologies. They are not just open to change; they actively seek it out.

This commitment to learning starts with a personal dedication to growth—reading widely, attending workshops, and seeking mentorship. However, it also involves fostering a culture of learning within the team. Encouraging others to take risks, explore new ideas, and view failures as opportunities for growth keeps the team agile and equipped to handle future challenges. Leaders who embrace adaptability set a powerful example, showing that learning is a lifelong journey, not a destination.

When moving from Manager to Leader Empowering Others to Excel is Key

True leadership isn’t about personal success; it’s about enabling others to succeed. Empowering your team means creating an environment where people feel trusted to take ownership of their work, make decisions, and grow. It involves delegating responsibilities not just as tasks but as opportunities for development.

Empowered teams are more motivated, engaged, and innovative. Leaders who empower others understand that their role is to provide the resources, support, and autonomy their team needs to thrive. This can be achieved through regular feedback, coaching, and recognising and rewarding efforts. When individuals feel valued and trusted, they are more likely to contribute to the organisation’s success in meaningful ways.

Mastering the Art of Communication

Communication is at the core of effective leadership. It’s about more than just conveying information—it’s about creating understanding, building trust, and fostering a positive workplace culture. Leaders articulate a clear vision, set expectations, and provide feedback that motivates rather than demotivates. They are approachable and open, ensuring that their team feels comfortable sharing ideas, concerns, and challenges.

Great leaders know that communication is a two-way street. They actively listen to their team, valuing input and demonstrating that every voice matters. Whether delivering great news or navigating difficult conversations, leaders communicate with empathy and clarity, ensuring that their message is understood and respected. This approach helps build a cohesive, transparent, and inclusive workplace.

Leading by Example: The Power of Actions when Moving from Manager to Leader

Leadership is defined as much by actions as by words. Leading by example is one of the most powerful tools a leader has. To successfully move from manager to leader, it’s about living the values you want to see in your team, whether it’s demonstrating resilience during challenging times, displaying humility in success, or maintaining a positive attitude in the face of adversity.

Consistency in behaviour and decision-making builds credibility and trust. When team members see their leader embody the principles they advocate, it fosters a culture of integrity and accountability. Leading by example also involves being transparent about one’s own challenges and growth areas, reinforcing that leadership is an ongoing journey of learning and improvement.

Nurturing Innovation and Creativity

Leadership isn’t about maintaining the status quo; it’s about driving change and innovation. Successful leaders create an environment where new ideas are encouraged, and creativity is celebrated. This involves providing the space and support needed for experimentation, where both successes and failures are valued as learning opportunities.

To nurture innovation, leaders must actively promote a culture of curiosity and exploration. They encourage their team to challenge assumptions, think outside the box, and explore new ways of doing things. By celebrating creative thinking and risk-taking, leaders ensure that their teams remain dynamic and adaptable, ready to seize opportunities in a constantly changing market.

Building a Personal Leadership Philosophy

While it’s natural to look to other leaders for inspiration, moving from manager to leader requires true leadership involves developing a personal leadership philosophy. This philosophy serves as a compass, guiding decision-making and actions. It reflects an authentic style that aligns with one’s values and beliefs, creating a sense of purpose and direction.

Building a personal leadership philosophy requires introspection—understanding what matters most to you and how you want to impact those around you. It involves articulating your core values, defining your vision for your team, and committing to the behaviours that will help you achieve it. This authentic approach not only resonates more deeply with your team but also helps you navigate the complexities of leadership with confidence and clarity.

Seeking Feedback and Engaging in Self-Reflection

The journey from manager to leader is a continuous process of growth and self-improvement. Great leaders actively seek feedback from a variety of sources—peers, team members, and mentors. This feedback provides valuable insights into areas for development, helping leaders refine their skills and improve their effectiveness.

Self-reflection is another critical tool in the leadership journey. Taking the time to reflect on experiences, decisions, and outcomes allows leaders to learn from both successes and failures. This ongoing process of self-examination fosters a mindset of continuous improvement, driving personal and professional growth.

My Thoughts

Transitioning from a manager to a leader is a profound journey that involves embracing a new mindset and developing key leadership qualities. By shifting from a focus on tasks and processes to one of vision and inspiration, developing emotional intelligence, and fostering a culture of collaboration, aspiring leaders can set themselves apart. Prioritising continuous learning, empowering others, mastering communication, and leading by example all contribute to effective leadership.

Ultimately, nurturing innovation, crafting a personal leadership philosophy, and embracing feedback and self-reflection will help create a well-rounded and impactful leader. Remember, true leadership is not a destination but a continuous process of growth, adaptation, and self-discovery. As you navigate this journey, stay open to learning, remain true to your values, and inspire others to achieve greatness.

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.

 

Transform Your Organisation: A Comprehensive Guide to Getting it Right

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Post pandemic almost all companies I talk to are embarking on some kind of organisational transformation programme. This is something that can only continue as businesses adapt to changing market conditions, customer / consumer preferences, and technological advancements.

However, the process of change can be difficult and sometimes met with resistance.

As an executive search firm specialising in senior appointments within changing environments, we understand the importance of change management during organisational transformation.

Here are some tips for managing resistance to change during your project:

Communication: Communication is key during any organisational transformation. You must communicate the reasons for the change, the benefits it will bring, and how it will be implemented. This will help to build trust and reduce uncertainty among employees. Communication should be through various channels (and should not be just sending out stuff), it needs thought around messaging and the impact you want to have on the reader.

Involve employees in the change process: Employees are more likely to support the change if they are involved in the process. You can do this through regular feedback sessions, workshops, and focus groups. These sessions help employees to contribute their ideas, share concerns, and provide suggestions on how the change can be implemented successfully. Celebrating successes can help build momentum and motivation for the change. It also sends a message that the change is making a positive impact and is worth the effort.

Training and development: Providing learning for employees will ensure they acquire the skills needed to adapt to the change. This will boost their confidence and reduce their resistance to change. The training can be in the form of workshops, coaching, e-learning, and on-the-job training.

Address concerns and fears: Change can be scary for employees, and it is important to address their concerns and fears. You can do this through open discussions, sharing success stories of similar transformations, and highlighting the benefits of the change. Addressing their fears will help to reduce resistance and build support for the change.

Lead by example: Leaders play a crucial role during organisational transformation. They should lead by example and model the desired behaviours. This will create a positive culture and set an example for employees to follow. Leaders should also provide regular feedback, recognise, and reward progress, and celebrate success.

Monitor progress: Monitoring progress is important, to ensure that the change is on track. It also helps to identify any areas that need improvement. You can do this through regular check-ins, surveys, and metrics. Monitoring progress will also help to identify any emerging resistance and address it promptly.

Managing resistance to change during any transformation programme is crucial to its success.

Our focus on long-term partnerships

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

Every organisation is unique and we feel that there is no one-size-fits-all solution when it comes to recruitment. re:find offer bespoke recruitment solutions, that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We commit to providing our clients with the highest quality service. We take the time to understand your organisation’s culture and values, as well as the specific skills needed for each campaign.

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

DEI: Embracing diversity, equity, and inclusion in the Workplace: Fostering Growth and Innovation

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In today’s rapidly evolving world, organisations are recognising the value of diversity, equity, and inclusion (DE&I) in the workplace. Beyond being a moral imperative, creating an inclusive environment that celebrates diversity and promotes equity is essential for attracting and retaining talent, driving innovation, and fostering long-term success.

In this blog, we will explore the significance of DE&I in the workplace and discuss strategies for creating an inclusive culture.

Understanding Diversity, Equity & Inclusion (DEI)

Diversity encompasses the myriad of unique qualities that individuals bring to the table, including, but not limited to, race, gender, age, ethnicity, religion, sexual orientation, physical abilities, and socio-economic background. It represents the tapestry of human experiences and perspectives that enrich an organisation’s collective knowledge.

Equity refers to the fair and just treatment of all individuals, recognising that everyone may have different needs and barriers. It involves addressing systemic disparities and providing equal opportunities and resources to all employees, irrespective of their background or identity.

Inclusion is the active cultivation of an environment where individuals feel valued, respected, and empowered to contribute their unique perspectives. It involves creating a culture that embraces diversity, ensures equitable practices, and enhances the voices of marginalised groups.

Benefits of DE&I in the Workplace

Enhanced creativity and innovation: A diverse workforce brings together a range of experiences, knowledge, and perspectives. By encouraging collaboration and valuing different views, organisations can tap into the wisdom of their employees, leading to more solutions and improved decision-making.

Increased employee engagement and productivity: When individuals feel included and valued, they are more likely to be engaged and motivated. Inclusive environments foster a sense of belonging, which can lead to higher productivity, job satisfaction, and overall employee well-being.

Expanded market reach: In an increasingly diverse world, companies that embrace DE&I gain a competitive advantage by better understanding and connecting with diverse customer bases. By reflecting the diversity of their consumers, organisations can build trust and strengthen brand loyalty.

Attraction and retention of top talent: A commitment to DE&I can help attract and retain diverse talent. People seek workplaces where they feel accepted, supported, and provided with equal opportunities to grow and advance.

Creating an Inclusive Culture with DEI

Leadership plays a critical role in driving DE&I initiatives. Leaders must set a clear vision, establish policies and practices that support D&I, and hold themselves accountable. This commitment should be visible and communicated throughout the organisation. By actively seeking diversity when hiring and forming teams, you can create an inclusive culture for everyone. This includes establishing diverse interview panels, utilising blind hiring practices, and broadening talent pools to ensure fair representation of candidates.

Your business can provide training programs to raise awareness about unconscious biases, promote cultural competence, and enhance D&I understanding across the organisation. This ongoing education helps create a shared language and understanding, fostering empathy and respect. You might want to review existing policies and practices to identify and eliminate any potential biases or barriers. And implementing inclusive policies such as flexible work arrangements, mentorship programs, and fair promotion and compensation structures, will all make for an inclusive culture.

The formation of Employee resource groups (ERGs) provides a platform for employees to connect, support one another, and contribute to organisational decision-making. ERGs can be based on various dimensions of diversity and play a vital role in promoting inclusivity.

Why aren’t we all embracing DE&I?

Unfortunately, not everyone is embracing DEI and there are a number of reasons for that. Unconscious biases are deeply ingrained stereotypes and prejudices that can influence decision-making and perceptions of others. These biases can hinder the recruitment, promotion, and inclusion of diverse individuals.

Some organisations may not fully understand the importance of DE&I or the potential benefits it can bring. Without a comprehensive understanding of the value of diversity and the impact of exclusion, they may not prioritize DE&I initiatives.

Change can be met with resistance, especially when it challenges existing norms and practices. Some individuals may fear that embracing DE&I will disrupt established power dynamics or impact the status quo, leading to resistance from within the organisation. A lack of diverse representation at leadership levels can also hinder the progress of DE&I initiatives. When decision-makers do not reflect the diversity of the workforce, it can be challenging to implement meaningful changes.

Organisations may face resource constraints that make it difficult to invest in DE&I initiatives. Lack of dedicated budget, time, or personnel can hinder progress in creating an inclusive environment. There is sometimes a fear that efforts to promote DE&I will be perceived as tokenism—superficial attempts to meet quotas or appear inclusive without genuinely valuing and empowering diverse employees. This fear can lead to hesitation in taking concrete actions.

Without clear accountability and measurement systems in place, it becomes challenging to track progress and ensure that DE&I initiatives are effective. Organisations need to establish measurable goals, track diversity metrics, and hold leaders accountable for promoting an inclusive culture.

What you can do as an individual

Calling out a lack of DE&I requires careful consideration and a constructive approach. It’s so important to speak up, but before you do, gather relevant information and evidence to support your claims. This may include demographic data, disparities in representation or treatment, or specific incidents that show the issue. Choosing the right forum is also important, Determine the most appropriate platform to address concerns through a conversation with a supervisor or manager, meetings, or through formal channels.

Illustrate your points with specific examples that demonstrate the lack of DE&I and its consequences. This can help make your concerns more tangible and easier to understand. Instead of solely highlighting the problem, propose potential solutions or actions that could address the lack of DE&I which shows that you are invested in positive change and helps move the conversation forward.

Engaging with colleagues or employee resource groups can find allies: people who share your concerns and can provide support. Collective voices can be more influential and create a stronger case for the need for DE&I. Make sure after raising the issue, follow up to ensure that it is not forgotten or dismissed. Continuously advocate for change and monitor progress. Persistence is key to driving meaningful change.

Beyond addressing the lack of DE&I within your immediate sphere of influence, engage in broader conversations within the organisation. Participate in diversity committees, and employee surveys to amplify your voice.

Remember, calling out a lack of DE&I is a process that requires patience, perseverance, and a willingness to engage in ongoing dialogue. By approaching the issue constructively and offering potential solutions, you can contribute to creating a more inclusive and equitable workplace.

In conclusion, embracing diversity, equity, and inclusion is not without its challenges, but the benefits of creating an inclusive workplace are well worth the effort. By recognizing and addressing the barriers that impede progress, organizations can cultivate an environment where all employees feel valued, respected, and empowered. Embracing DE&I is not only the right thing to do but also a strategic imperative for organizations seeking long-term success in today’s diverse and interconnected world.

 

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

To discuss DE&I and your recruitment further, please get in touch with our Executive Researcher, Saran Badwal.

For more information on re:find please get in contact with our Managing Director, James Cumming.

Smashing your interview isn’t as complicated as you may think – all it requires is mastering the basics.

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Smashing your interview isn’t as complicated as you may think – all it requires is mastering the basics. The current candidate market is fiercely competitive, and being able to stand out from the crowd is becoming increasingly difficult.

There are countless articles online that list various ways to ensure that you make a lasting impression and ace your interview, however, the subsequent result of these articles is that too many candidates now overthink the interview process and forget the basic, key skills that will help in smashing your interview.

There’s no need to worry about making yourself sound like the most innovative and phenomenal character ever, because, if you master the basics of interviewing then you’re guaranteed to always stand out. Things like preparation, body language, interview etiquette and asking interesting questions are invaluable skills for smashing your interview at any stage of your career.

First impressions

First impressions, however clichéd, count. They are arguably the most important part of the interview, so be confident from the minute you enter the room. Offer your interviewer a firm handshake and introduce yourself clearly. Naturally, you may be a little nervous, but remember that this is an interview and not an interrogation, so find some common ground with your interviewer. Remember to thank them for inviting you in and let the conversation flow naturally. Also, remember that people employ people, not their CV’s, so let your personality come across.

Answers

The hiring manager will most likely have a list of questions to ask you and will want to understand your CV in more detail, so ensure that you know your CV inside out. Think about where you have added value to a business in some of your previous roles and structure them in the STAR interview response technique. STAR stands for Situation, Task, Action, and Result.

You’d be surprised how many people often don’t have a good answer to the question, “so tell me about yourself”. Story-telling is a crucial skill for interviews these days, and interviewers need to be engaged emotionally as well as just being told facts and figures about past experiences. Relating your previous experiences to the current position will help them to imagine you in the role interviewing for.

Your questions

I believe that the most effective way to make a positive impact in an interview is to ask interesting and memorable questions. Here are a couple of standout questions that people have asked me in the past:

  • What was it about my skills and experience that attracted you to my CV/Profile?
  • What do you enjoy most about working here?
  • What would make someone really successful in the role?

Finally, if you feel like the interview has gone well, don’t be afraid to ask for feedback there and then. You’ll be surprised by the response you will get. Doing this will also give you the opportunity to alleviate any concerns they have with your experience.

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch

Connect with me on LinkedIn

Putting People First: How Renaming HR Is Improving Company Culture

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Renaming HR: If you’re a Chief People Officer or just someone interested in HR, you may have noticed a trend of companies using the term “People” instead of “HR” to describe their HR department. But is this just a trendy new name, or is there something deeper going on here? Let’s dive into the pros and cons of calling HR “People”.

The human resources department is an essential part of any organisation, responsible for managing the workforce and ensuring that employees are satisfied and productive. However, the terminology used to describe this department has been a matter of debate for some time.

Background

The term “human resources” has been in use for several decades and has become widely accepted as a way of describing the department responsible for managing a companies workforce. However, some have argued that the term can be dehumanising and reduces employees to the status of a resource or commodity.

In contrast, the term “People” is seen as more inclusive and humanising, acknowledging the unique needs and aspirations of the individual employees.

Arguments for Renaming HR

One of the primary arguments in favour of using “HR” is that it is a well-established term that is widely recognised in the business world.

According to data from Google Trends, searches for the term “HR” have been consistently higher than searches for “People” over the past five years, indicating that the term is more commonly used and understood.

Another argument for “HR” is that it accurately reflects the department’s role in managing the workforce as a resource. This can be especially important in industries such as retail, manufacturing or construction, where labour is a critical input and needs to be managed efficiently to ensure productivity.

According to a survey of HR professionals conducted by the Society for Human Resource Management (SHRM), 62% of respondents felt that the term “HR” accurately reflected their department’s role in managing human capital.

Finally, a number of people argue that “HR” is a more professional-sounding term that may help to establish the department’s credibility and authority within the organisation. This can be important when dealing with senior management or other stakeholders who may be sceptical of the department’s role or importance.

According to a survey of HR professionals conducted by the HR Certification Institute (HRCI), 82% of respondents felt that the term “HR” conveyed a sense of professionalism and expertise.

Arguments for “People”

One of the main arguments in favour of using “People” is that it is a more inclusive term that acknowledges the individuality of employees.

According to a survey conducted by the software company BambooHR, 70% of employees felt that the term “People” was more humanising than “HR.”

Another argument for “People” is that it is less objectifying than “HR” and may help to create a more collaborative and cooperative relationship between the department and employees.

According to a survey conducted by the consulting firm Deloitte, 73% of employees felt that the term “People” conveyed a sense of partnership and collaboration.

By the same token, a final argument for “People” is that it reflects the changing nature of work and the role of employees in the organisation. As more companies embrace flexible work arrangements and remote work, the role of the HR department is evolving to focus more on supporting the needs and aspirations of individual employees.

According to a survey conducted by the consulting firm McKinsey & Company, 67% of employees felt that the term “People” was more aligned with their own values and priorities than “HR.”

Our Opinion about Renaming HR

Based on the data presented and out own personal experiences, we recommend using the term “People” to describe the HR department.

While “HR” may be more well-established and specific, we believe that “People” better reflects the changing nature of work and the importance of creating a supportive and inclusive culture.

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.

The pros and cons of office dog(s)

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Any of you who are friends of re:find will know we love an office dog! So much so that we have two who join us on a regular basis.

But having dogs in the office isn’t all cuddles and playing fetch. Here are my pros and cons of having office dogs.

Pro: stress reduction

It has long been known that having a dog can reduce stress. Virginia Commonwealth University 2012 study showed that people who brought their dogs to work showed reduced stress levels and higher levels of job satisfaction. Providing the dog is well behaved it is fun having it around. And if you are having a crappy day, they are always happy to give you a cuddle.

Con: allergies

I suffer from allergies; however, I am allergic to pretty much anything you can be allergic to. That includes dog, cats, horses, rabbits…basically anything with fur. The issue is I also love animals. Whilst my allergies aren’t severe, what it does mean is if I touch an animal, I have to wash my hands immediately. However, when Teddy decides to sneeze on my ankle…well let’s just say getting your ankle into a kitchen sink is not the easiest!

Pro: increased activity

When working in an office, it can be very easy to sit at your computer all day and before you know it, it’s 5.30! Having a dog naturally encourages you to be more active. It’s a great excuse to get out and take the pooch for a walk at lunchtime. Getting some fresh air and stretching your legs can also be great for your positivity levels.

Con: your food is no longer your own

Anyone who knows me knows this crucial piece of information about me. I. DON’T. SHARE. FOOD.

Sadly, dogs don’t understand what this means. Teddy stands at my feet when I am eating. I avoid making eye contact and I pretend that he isn’t there. Then he barks at me and taps my hand with his paw. Then I have to wash my hand because of the allergies. I sit back down to carry on eating, he touches me, I have to wash my hands. Well, you can see where this is going! It’s easier just to give him the piece of chicken from the outset.

All of this being said, I love having the dogs in the office. They bring a bit of fun and entertainment I genuinely do feel happy that they are around!

Here are the dogs you will find lurking around our office:

The Silent Assassin (AKA Teddy)

This is the sneakiest kind of dog….he pretends to be uninterested; he sleeps for most of the day and snores really loudly….but you rustle a food packet or ping the microwave and he springs into life like a jack in the box! That being said, he is very well behaved and is always very appreciative of a lunchtime stroll. He also loves strangers.

Pros: Loves a good fuss – if you are having a bad day, he is happy to give you a cuddle.

Cons: Watch out for your chicken, this guy will stop at nothing to get a nibble on your lunch!

The Energizer Bunny (AKA Gracie)

She’s a fun dog! She is happy to see everyone, bounces around the office quite happily. Give her a stress ball and she will be content for hours, although she will rip it to shreds. She can be a little noisy at times, but she provides endless entertainment.

Pros: Loves to play games and is always up for a walk.

Cons: Will bark the minute you pick up the phone to someone important.

So, what are your thoughts about having dogs in the office? Do you have any? What do you love/hate about having them around?

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

If you would like to find out more about re:find and how we can support you and your business then please get in touch.

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