HR Directors – want to be more Director and less HR?

Written by

HR Directors: Becoming More Director, Less HR

For years, HR Directors have faced a dual challenge. On one side, they’re expected to operate at the strategic level, influencing the top table. On the other, they’re held accountable for granular issues like pay errors, contract disputes, or disciplinaries. It’s no wonder many HR leaders feel stuck between their operational duties and their desire to make a real strategic impact.

Yet the role of an HR Director is far more than firefighting. It’s about driving organisational success through people. To truly thrive as a commercial leader, HR Directors must shift their focus from traditional HR tasks to strategic initiatives that align with broader business goals.

This blog explores practical, commercially focused strategies to help HR Directors elevate their role, add value to the business, and lead with impact.

The Commercial Reality of HR Directors and Leadership

Let’s start with a stark reality: CEOs and other executives don’t necessarily care how HR processes run—as long as they run smoothly. Their priorities lie elsewhere:

  • Driving revenue growth
  • Retaining customers
  • Innovating products or services
  • Reducing risks
  • Leveraging technology for efficiency

For HR Directors, this means moving beyond managing day-to-day HR functions to becoming a critical business partner who helps deliver these outcomes. To do so, you need to adopt a more commercially focused mindset.

Steps to Becoming a More Strategic HR Director

1. Understand and Align with Business Strategy

HR Directors must immerse themselves in the business strategy. This requires:

  • Knowing the numbers: Understand key financial metrics like revenue, profit margins, and cost structures.
  • Understanding the market: Be aware of industry trends, competitor actions, and customer demands.
  • Linking HR to business goals: For example, if the company’s goal is to grow by 20%, what talent strategy will enable that? How can you optimise workforce planning to meet demand without increasing costs disproportionately?

By embedding yourself in the business narrative, you position HR as a driver of growth, not just a support function.

2. How Can a HR Director Build Credibility with the C-Suite

The ability to influence starts with credibility. Build strong, collaborative relationships with key stakeholders, including the CEO, CFO, and other department heads. Here’s how:

  • Speak their language: Frame HR initiatives in terms of ROI and business impact, not HR jargon.
  • Solve their problems: Offer solutions that address their concerns—whether it’s talent acquisition for a growth initiative or reducing attrition in a key revenue-generating team.
  • Be visible: Attend cross-functional meetings, contribute to broader strategic discussions, and demonstrate a clear understanding of business priorities.

3. Delegate Operational Tasks

One of the biggest obstacles to strategic leadership is getting bogged down in the day-to-day. To free yourself for higher-value activities:

  • Empower your team: Delegate routine tasks like disciplinaries, payroll queries, and compliance management to capable team members.
  • Invest in technology: Implement HR tech solutions to automate time-consuming processes like performance reviews, absence tracking, and onboarding.
  • Upskill your team: Provide training to your team so they can handle more responsibilities independently, allowing you to focus on strategic initiatives.

Remember, your value to the organisation isn’t in managing every detail—it’s in leading the big picture.

4. Develop a Commercial Leadership Style

As an HR Director, your leadership style should inspire confidence and drive change. Focus on:

  • Effective communication: Be concise, compelling, and focused when presenting to senior leaders. Use data and storytelling to make your case.
  • Proactive problem-solving: Anticipate issues before they arise and propose actionable solutions. For example, if you foresee talent shortages in a growing department, present a plan to mitigate the risk.
  • Leading by example: Model the behaviours you want your team to emulate, whether it’s agility, innovation, or accountability.

5. WHat can HR Directors Do to Stay Ahead of the Curve

HR is evolving rapidly, and staying current is essential. Keep up with:

  • HR technology: Understand how tools like AI, analytics, and automation can improve decision-making and efficiency.
  • Market trends: Monitor changes in workforce demographics, remote working practices, and employee expectations.
  • Regulatory changes: Ensure you’re always ahead of compliance requirements, avoiding potential risks.

Position yourself as the go-to expert on how these trends will impact the organisation and what should be done to adapt.

Actionable Tips for HR Directors to Demonstrate Commercial Value

Here are specific ways HR Directors can showcase their strategic impact:

  1. Drive Talent ROI: Track and report on the ROI of hiring and development programs. For example, how does your leadership development initiative translate into improved performance or reduced turnover?
  2. Use Data to Drive Decisions: Implement robust HR analytics to track metrics like employee engagement, turnover rates, and time-to-fill vacancies. Present this data in a way that highlights its business implications.
  3. Optimise Workforce Planning: Collaborate with finance and operations teams to forecast workforce needs based on business projections. Ensure staffing aligns with demand, avoiding both overstaffing and talent shortages.
  4. Focus on Retention: Calculate the cost of turnover and present strategies to reduce it. Retaining high-performing employees directly impacts profitability and customer satisfaction.
  5. Lead Change Management: Be at the forefront of organisational changes, from restructuring to digital transformation. Help the business navigate these transitions smoothly by focusing on people-first strategies.

Shifting the Narrative of HR

By focusing on these areas, HR Directors can shift the narrative around their role. Instead of being seen as administrators, they’ll be recognised as commercial leaders who contribute directly to business success. This isn’t about abandoning HR—far from it. It’s about elevating HR to where it belongs: at the heart of strategy and innovation.

Final Thought: Embrace the Challenge

Becoming more Director and less HR is a challenge, but it’s also an opportunity. By adopting a commercial mindset, building influence, and focusing on high-impact initiatives, HR Directors can redefine their role and make a measurable difference to their organisations.

The question is: Are you ready to step up?

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 guide to executive search please get in contact with our Managing Director, James Cumming

Conquering Your Mountain: A Practical Guide to Achieving Business Goals

Written by

Conquering Your Mountain: A Practical Guide to Achieving Business Goals

Achieving business goals—whether personal or professional—can be a daunting task. We all have our metaphorical mountain tops: those seemingly insurmountable objectives we dream of reaching. But how can we conquer them effectively and systematically?

One proven approach is outlined in The One Thing by Gary Keller. If you haven’t read it yet, it’s a must. The book presents a transformative question: What is the one thing you can do such that by doing it, everything else will become easier or unnecessary? It’s “the surprisingly simple truth behind extraordinary results.”

Keller’s approach revolves around breaking down big goals into long-term and short-term objectives, transforming them into manageable, actionable tasks. Let’s explore how this framework can help you tackle your business ambitions step by step.

Step 1: The Process To Achieving Business Goals – Direction and Action

This process works in two essential stages: finding direction and chasing action.

1. Finding the Right Direction

Before diving into the details, step back and ask yourself: What is the one thing I truly want to achieve? This big-picture goal should align with your ultimate vision—whether it’s scaling your business, reaching a specific revenue target, or mastering a personal skill. Think of it as your North Star, guiding all your efforts.

Once defined, visualise what success looks like. For instance:

  • If you’re aiming to improve operational efficiency, what will that mean for your team and business?
  • If you’re building a new revenue stream, how will it transform your financial future?

Clarity at this stage is crucial. Without a clear destination, you’ll struggle to chart an effective course.

2. Taking the Right Actions

The second stage focuses on breaking your goal into manageable tasks. Start small:

  • Today: What’s one small step I can take that aligns with my goal?
  • This Week: What’s a more substantial action that will create momentum?
  • This Month: What measurable milestone can I achieve to ensure progress?

By consistently returning to your one thing, you ensure every action is deliberate, aligned, and impactful. This approach also prevents overwhelm, as you’re tackling one focused task at a time instead of being paralysed by the enormity of the goal.

Step 2: Staying on Track To Achieving Business Goals

Even with a solid plan, staying on track can be challenging. Here’s how you can maintain focus and momentum:

Define Your Goals Clearly

Vague goals lead to vague results. Instead of saying, I want to grow my business, aim for something concrete like:

  • I want to increase revenue by 20% in the next six months through X strategy. Clearly defined goals provide a sharper focus and measurable outcomes.

Be Specific About the Benefits

Understanding why you’re pursuing a goal keeps you motivated. What will achieving this bring you or your business? Will it enhance profitability, improve team dynamics, or free up your time? When you’re clear on the benefits, it’s easier to stay disciplined.

Regularly Revisit the ‘One Thing’

Distractions are inevitable, but returning to your one thing helps cut through the noise. Every time you feel pulled in multiple directions, ask: Is this contributing to my goal? If not, let it go.

Commit to Accountability

Share your goals with trusted colleagues, friends, or family. Let them hold you accountable. Writing down your goals and setting deadlines also creates urgency and keeps you on track.

Celebrate Wins – Big and Small

Don’t wait for the final milestone to celebrate. Acknowledge smaller achievements along the way. This not only boosts morale but also reminds you how far you’ve come, motivating you to keep going.

A Practical Example To Achieving Business Goals: Breaking Down Goals

Let’s say your business goal is to launch a new service within six months. Here’s how to apply this framework:

  1. Define the Big Goal: Launch Service X by 30th June to target [specific audience], generating £50k in revenue within the first quarter.

  2. Break It Down:

    • This Month: Research market demand and create a detailed business plan.
    • This Week: Identify three competitors and analyse their offerings.
    • Today: Draft a list of potential challenges and solutions.

  3. Revisit Regularly: Ensure every action aligns with launching the service. If a task doesn’t contribute directly, deprioritise it.

  4. Celebrate Milestones: Completing market research, securing your first client, or hitting the halfway revenue target—all deserve recognition.

Final Thoughts: Reach Your Mountaintop

Success doesn’t come from a single monumental effort but from consistent, deliberate steps. By focusing on the one thing and breaking your goals into manageable actions, you can reduce overwhelm, build momentum, and set yourself up for long-term success.

Whether you’re pursuing business growth, personal development, or any other ambition, the key is clarity, focus, and persistence. Keep climbing, and don’t forget to pause occasionally to celebrate how far you’ve come.

 

To have a chat about your goals contact me at carl@refind.co.uk.

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

Want to hear more about our senior HR professionals golf society? Sign up here.

The hidden cost of a bad hire in retail and how executive search firms can help you avoid them

Written by

The hidden cost of a bad hire in retail and how executive search firms can help you avoid them

As a Chief HR Officer (CHRO), you are acutely aware that hiring the right talent is a cornerstone of organisational success. In retail—a fast-paced, highly competitive, and customer-driven industry—this truth becomes even more pronounced. The wrong hire doesn’t just lead to inefficiencies; it can ripple across teams, morale, customer satisfaction, and ultimately, the bottom line.

The costs of a bad hire in retail are particularly stark. Research consistently shows that the financial impact can range from 50% to 200% of the employee’s annual salary, encompassing recruitment expenses, onboarding investments, and the productivity drag caused by poor performance. For retail leaders considering the cost of a bad hire, this reality underscores the urgency of building robust hiring strategies, particularly for senior roles where the stakes are highest.

The True Cost of a Bad Hire in Retail

1. Financial Implications

Replacing an employee is never cheap, but in retail—an industry with traditionally high turnover rates—the costs escalate quickly. A single poor hiring decision can lead to:

  • Recruitment expenses: Advertising, agency fees, and internal resources spent on the hiring process.
  • Onboarding and training: Time and money invested in bringing the new hire up to speed, often without ROI if they fail to meet expectations.
  • Lost productivity: The vacancy period caused by rehiring stretches teams thin, often impacting overall store or department performance.

For senior-level positions, these costs multiply. The wrong leader can derail initiatives, disrupt team dynamics, and delay strategic objectives, all while consuming disproportionate management attention.

2. Impact on Team Morale and Productivity

A bad hire isn’t just a financial burden; it’s also a human one. Teams in retail operate in close quarters under significant pressure to deliver results. A poor-performing or toxic hire can:

  • Erode morale: Employees often feel frustrated or demotivated when forced to pick up the slack for underperforming colleagues.
  • Lower productivity: Time spent addressing performance issues detracts from operational priorities.
  • Trigger attrition: High performers may leave, unwilling to tolerate a toxic or poorly managed work environment.

Research from Harvard Business School quantifies this toll: a toxic employee can cost more than $12,000 in lost productivity annually, even before considering the ripple effects on team dynamics.

3. Impact on Customer Satisfaction

Customer satisfaction is the lifeblood of retail success. A bad hire, particularly in customer-facing roles or leadership positions, can directly undermine this critical metric. For example:

  • Negative interactions: Poor communication or attitude can turn a loyal customer into a detractor.
  • Inconsistent service delivery: Gaps in training or poor leadership can result in operational missteps, affecting the customer experience.
  • Reputation damage: Dissatisfied customers are likely to share their experiences, especially in the age of social media and online reviews.

A report by SHRM (Society for Human Resource Management) reveals that 95% of organisations attribute bad hires to a measurable decline in customer satisfaction, a statistic retail businesses cannot afford to ignore.

How to Avoid the Cost of a Bad Hire

The solution to avoiding these pitfalls lies in proactive, strategic recruitment—a process that balances efficiency with thoroughness, particularly for senior-level positions. Here’s how retail leaders can mitigate the risks:

1. Develop a Robust Recruitment Process

Retail organisations must avoid the cost of a bad hire and move beyond surface-level assessments and implement processes that rigorously evaluate candidates. This includes:

  • Competency-based interviews: Assess candidates’ skills in realistic scenarios to gauge their ability to perform in high-pressure retail environments.
  • Cultural fit assessments: Ensure alignment with organisational values to promote long-term success.
  • Multiple stakeholder involvement: Engage a diverse panel to minimise bias and gain a holistic view of the candidate.

2. Prioritise Data-Driven Hiring Decisions

Modern HR technology can provide valuable insights into a candidate’s potential fit. Use:

  • Predictive analytics: Tools that analyse past performance data to predict future success.
  • Behavioural assessments: To evaluate traits critical for retail success, such as resilience, adaptability, and customer focus.
  • Talent benchmarking: Compare candidates against industry standards to ensure you’re hiring top-tier talent.

3. Leverage Executive Search Expertise

Partnering with an executive search firm can significantly enhance the recruitment process for senior roles. Their value lies in:

  • Access to passive talent: Many of the best candidates aren’t actively seeking new opportunities. Executive search firms tap into their extensive networks to find these hidden gems.
  • Industry expertise: Specialised firms understand the nuances of retail, enabling them to match candidates with the skills, experience, and cultural fit required.
  • Efficiency and precision: By outsourcing the time-intensive stages of search and vetting, you can focus on interviewing only the best-qualified candidates.

4. Invest in Employer Branding

To attract top talent, retail organisations must position themselves as employers of choice. This includes:

  • Showcasing company culture: Highlighting the organisation’s values and workplace environment to appeal to like-minded candidates.
  • Offering clear career progression: Demonstrating how candidates can grow within the company.
  • Providing competitive compensation: Ensuring your packages reflect the value of top-tier talent, especially in a competitive industry like retail.

The Bottom Line: Talent Drives Retail Success

Hiring the right talent is not just a human resources function—it’s a business-critical priority that can directly influence revenue, customer satisfaction, and long-term growth. In retail, where margins are often tight and customer expectations high, every hire must count.

By investing in a thorough, strategic recruitment process and leveraging the expertise of executive search firms, retail CHROs can minimise the risk of bad hires. This approach not only saves costs but also ensures that the organisation is equipped with the right leadership to thrive in a dynamic, competitive industry.

The stakes are high, but with the right strategies, the payoff is even higher. The question is: are you ready to prioritise talent as your organisation’s most valuable asset?

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

Human Resources Talent: What Makes an HR Professional Effective?

Written by

Every CEO or Chief People Officer I talk to wants Human Resources talent, but what makes an HR professional effective?

As an experienced headhunter (with over 2 decades experience), I have spent years working closely with companies across various industries to help them identify and secure top-tier talent for their leadership teams.

I’ve had the privilege of working with businesses in both growth phases and moments of transformation, gaining invaluable insights into what makes a candidate truly stand out—and, more importantly, how to match that candidate with the right company culture and strategic goals.

Throughout my career, I’ve seen firsthand the challenges organisations face in recruitment, from navigating talent shortages to ensuring a perfect fit for executive roles.

My passion for this field stems from my belief that hiring the right talent can truly make or break a company’s success. I specialise in finding not just the right skills, but the leadership qualities and cultural fit that help organisations thrive in today’s competitive landscape.

Why is Human Resources Talent Important

In the ever-evolving landscape of modern business, human resources (HR) professionals play a crucial role in shaping company culture, managing employee relations, and aligning talent with business objectives. But not all HR professionals are created equal. In fact, the effectiveness of HR talent can vary significantly depending on a wide range of factors—from their leadership abilities to their understanding of business strategy.

In this article, we will conduct an in-depth analysis of what makes human resources talent exceptional or, conversely, ineffective. We’ll explore the key qualities and skills that great HR professionals possess, the challenges they face, and how businesses can ensure they have the right people in place to manage their workforce effectively.

The Need For Human Resources Talent

At its core, HR is about managing people—the most valuable asset in any organisation. Great HR professionals do more than just handle recruitment and payroll. They are responsible for cultivating a positive work environment, improving employee satisfaction, fostering diversity, and aligning human capital with the company’s overall goals. In many cases, they serve as strategic partners to the executive team, advising on issues that range from workforce planning to organisational development.

Having talented HR professionals in place can lead to numerous benefits, including:

– Improved employee retention

– Enhanced recruitment strategies

– Stronger company culture

– Better conflict resolution

– Greater alignment between employees and business goals

However, the wrong HR talent can lead to significant problems, such as high turnover, low employee morale, and a misaligned workforce. So, what exactly separates top-tier HR professionals from the rest?

 Key Qualities of Effective HR Talent

  1. Strong Business Acumen

One of the primary characteristics of effective human resources talent is strong business acumen. Gone are the days when HR professionals were seen solely as administrative staff focused on managing employee records and handling paperwork. Today’s HR leaders must understand the broader business context in which they operate. This means they need to be well-versed in the company’s goals, market trends, and financial performance, and be able to link their HR strategy to these elements.

An HR professional with business acumen can:

– Develop workforce strategies that align with company objectives.

– Communicate the value of HR initiatives in terms of business outcomes.

– Anticipate business needs and proactively manage talent.

  1. Exceptional Communication Skills

HR professionals act as the liaison between management and employees. Therefore, strong communication skills are essential. Effective HR talent must be able to communicate complex information in a way that is clear, concise, and actionable for employees at all levels. This includes not only verbal and written communication but also active listening.

Good communication skills allow HR professionals to:

– Facilitate open and transparent communication between staff and management.

– Handle conflict resolution with sensitivity and fairness.

– Clearly articulate HR policies, benefits, and compliance issues.

  1. Emotional Intelligence (EQ)

Emotional intelligence (EQ) is another critical trait for HR talent. The ability to understand, empathise with, and manage both their own emotions and those of others can significantly impact an HR professional’s effectiveness. HR roles often involve handling sensitive situations, such as disciplinary actions, terminations, and personal grievances. Having high EQ enables HR leaders to navigate these situations with compassion while maintaining professionalism.

Key components of emotional intelligence in HR include:

– Empathy: Understanding employees’ perspectives and concerns.

– Self-awareness: Recognising their own emotional responses and managing them appropriately.

– Conflict management: Resolving issues without escalation.

  1. Adaptability and Change Management

The modern workplace is constantly evolving due to factors such as technological advancements, regulatory changes, and shifting employee expectations. HR professionals need to be adaptable and skilled in change management. Whether it’s implementing a new HR software system, guiding employees through mergers and acquisitions, or introducing flexible working policies, great HR talent must be able to manage change effectively.

Good HR professionals can:

– Anticipate challenges that may arise from organisational changes.

– Help employees adapt to new processes or structures.

– Ensure that change initiatives are communicated clearly and implemented smoothly.

  1. Analytical and Data-Driven Approach

With the rise of HR analytics, data-driven decision-making has become a crucial skill for HR professionals. HR leaders must be able to analyse data related to employee performance, turnover, engagement, and recruitment to make informed decisions. The ability to interpret metrics and KPIs helps HR professionals to identify trends, spot problems early, and create strategies that are backed by evidence.

Top HR talent will:

– Use data to measure the success of HR initiatives (e.g., retention rates, engagement levels).

– Make data-driven decisions when it comes to hiring, promotions, and layoffs.

– Leverage analytics to identify areas for improvement in workforce planning.

Common Pitfalls of Ineffective HR Talent

While we’ve discussed what makes HR talent exceptional, it’s equally important to recognise the traits and behaviours that can make HR professionals ineffective. Below are some of the common pitfalls:

  1. Lack of Strategic Vision

HR professionals who are too focused on administrative tasks and fail to take a strategic view of their role can hold a company back. If an HR professional is only concerned with “putting out fires” and doesn’t think long-term about how to align talent with business goals, they are likely to be ineffective.

  1. Poor Communication Skills

Just as strong communication skills can make an HR professional, poor communication can break them. HR professionals who struggle to communicate clearly, especially in sensitive or high-stakes situations, can erode trust within the organisation.

  1. Resistance to Change

In a rapidly changing business environment, HR professionals who are resistant to change or lack the skills to manage it can create friction. An HR leader who is inflexible or fails to support employees through transitions will likely face disengagement and reduced productivity.

  1. Neglecting Employee Well-being

HR professionals who fail to prioritise employee well-being, mental health, or work-life balance can inadvertently contribute to higher turnover rates and low morale. Neglecting these aspects leads to disengaged employees, which can have long-term negative effects on the organisation.

How to Attract and Retain Top Human Resources Talent

Attracting and retaining top human resources talent is essential for maintaining a high-functioning workforce. Below are some strategies to ensure your HR team is built with the best professionals:

– Offer Continuous Learning Opportunities: HR professionals need to stay up to date with the latest regulations, technologies, and trends. Providing them with ongoing training and development ensures they have the skills needed to lead effectively.

– Create a Strong Employer Brand: Just as HR professionals are tasked with improving employer branding for your company, they are also drawn to organisations that have strong reputations. Ensure your company’s values and culture are attractive to top HR talent.

– Offer Competitive Compensation and Benefits: HR professionals understand the market trends for compensation and benefits better than anyone. To retain the best HR talent, ensure that you’re offering competitive salaries and benefits that align with industry standards.

The Value of Human Resources Talent

Human resources talent is a critical asset for any organisation. When HR professionals possess the right blend of skills, qualities, and business acumen, they can drive meaningful change, foster a positive company culture, and align workforce strategies with business goals.

However, ineffective HR talent can lead to stagnation, poor employee relations, and missed opportunities for growth. For CEOs and business leaders, investing in top HR talent is essential to creating a high-performing organisation that attracts, retains, and develops the best people.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on re:find please get in contact with our Managing Director, James Cumming. On 07539 116418 or mailto:james@refind.co.uk?subject=Connect from website

When to Replace A Chief People Officer: Guidance for CEOs

Written by

When to Replace A Chief People Officer: Guidance for CEOs

The role of the Chief People Officer (CPO) has never been more critical in navigating today’s complex corporate environment. As the gatekeeper of talent, culture, and employee engagement, the CPO holds a pivotal position in the success or failure of an organisation. However, there are times when even a seasoned CPO might no longer be the right fit for your company’s evolving needs. Deciding to replace your Chief People Officer is a significant decision that requires careful consideration.

In this article, we explore when and why it might be time to replace your CPO, the advantages and drawbacks of such a move, and some practical advice for ensuring the transition benefits your business.

Why the Role of the Chief People Officer is Crucial

Before delving into the need to replace a Chief People Officer, it’s important to acknowledge why the position is so vital. The CPO is responsible for overseeing a company’s human resources strategy, including talent acquisition, employee retention, diversity initiatives, and corporate culture. In the modern corporate landscape, where talent wars, remote work, and employee well-being have taken centre stage, the CPO must be more than an HR leader—they need to be a strategic partner to the CEO and the board.

Signs It May Be Time to Replace A Chief People Officer

Knowing when to replace your Chief People Officer isn’t always straightforward, but certain signs can indicate that a change may be necessary.

  1. Misalignment with Corporate Strategy

If your CPO is not fully aligned with the company’s broader goals, they may struggle to lead initiatives that resonate with your organisation’s evolving needs. For instance, a company shifting toward a digital-first or remote-working model may need a CPO with a different set of skills or a more innovative approach to workforce management.

  1. Stagnant Culture and Employee Engagement

Another red flag is when the organisation’s culture and employee engagement metrics have become stagnant or have declined. The CPO is responsible for driving positive cultural change and keeping employees motivated. If you notice increasing turnover rates, declining employee satisfaction, or general disengagement, it might be time to re-evaluate your CPO’s effectiveness.

  1. Failure to Adapt to Market Changes

The modern workforce is constantly evolving. From the increasing demand for flexible working options to the focus on diversity, equity, and inclusion (DEI), your CPO must stay ahead of these trends. A Chief People Officer who fails to adapt to these shifts could be putting your company at a competitive disadvantage.

  1. Lack of Leadership in Times of Crisis

How your CPO responds during challenging times, such as a crisis or a period of rapid change, is crucial. If they are unable to provide strong leadership, guide employees through uncertainty, or manage communication effectively, the damage can be long-lasting.

The Pros and Cons of Replacing a Chief People Officer

Deciding to replace a Chief People Officer comes with its own set of pros and cons. CEOs need to carefully weigh the potential benefits and drawbacks before making such a significant decision.

Pros of Replacing a Chief People Officer

– Fresh Perspective on HR Strategy: To replace a Chief People Officer gives you the opportunity to bring in someone with new ideas, approaches, and a modern perspective on how to manage human capital effectively. This could be crucial if your business is undergoing transformation.

– Improved Organisational Alignment: A new CPO may be better equipped to align HR policies with your company’s future goals, especially if you are shifting direction in areas like digital transformation or global expansion.

– Enhanced Employee Engagement: A change in leadership can reinvigorate your workforce. A new CPO can introduce innovative initiatives that improve employee satisfaction and drive better retention rates.

– Increased Focus on DEI and Well-being: A fresh Chief People Officer may bring a renewed focus on crucial areas such as diversity, equity, inclusion, and mental well-being, which are increasingly important in today’s corporate landscape.

Cons of Replacing a Chief People Officer

– Disruption and Uncertainty: Changing CPOs can cause short-term disruption, especially if the departing officer had strong relationships with key staff or was involved in critical ongoing projects. Employee morale may also suffer if not managed carefully.

– Onboarding and Adjustment Period: It takes time for a new CPO to get up to speed with your company’s culture, processes, and challenges. During this adjustment period, productivity may dip.

– Potential Loss of Knowledge: If your current CPO has been with the company for a long time, they likely possess valuable institutional knowledge that will be difficult to replace.

– Costs of Replacement: The recruitment and onboarding process for a new Chief People Officer can be expensive. Depending on the seniority and specific skill set needed, executive search firms, relocation expenses, and severance packages for outgoing CPOs can add up quickly.

How to Navigate the Transition Effectively

If you’ve determined that replacing your Chief People Officer is the right decision, there are several steps you can take to ensure a smooth transition.

  1. Conduct a Thorough Executive Search

Replacing a Chief People Officer requires more than simply filling a vacancy. It’s crucial to partner with a specialised executive search firm to find candidates with the right mix of experience, leadership qualities, and forward-thinking strategies. The search should focus on finding a candidate who aligns with your company’s long-term goals and corporate values.

  1. Ensure Cultural Fit

Your new CPO should not only have the technical skills required for the role but also fit with your company’s culture. A good cultural fit will allow the new CPO to integrate smoothly into the organisation and build rapport with the leadership team and employees.

  1. Manage the Transition Internally

When you replace a chief people officer, communication is key to ensuring a smooth handover. Inform employees about the change in a transparent manner, outlining why the transition is taking place and how the new CPO will lead future HR initiatives. Consider establishing a short overlap period where the outgoing CPO can help the new hire transition smoothly.

  1. Leverage Interim Solutions

If the transition process takes longer than expected, consider using an interim Chief People Officer. An interim leader can maintain stability while the search for a permanent replacement continues.

Key Qualities to Look for in a New Chief People Officer

When you replace a Chief People Officer, it’s essential to prioritise the following qualities to ensure you hire someone who will help steer the company in the right direction:

– Strategic Vision: Your new CPO should be a strategic thinker who can align HR initiatives with broader corporate goals.

– Change Leadership: Look for someone who can manage change effectively, particularly in a fast-evolving business environment.

– Strong Communication Skills: The ability to communicate effectively at all levels of the organisation is essential for fostering a positive culture and employee engagement.

– Focus on Diversity and Inclusion: Given the current focus on diversity and inclusion in the workplace, your new CPO should be a champion for creating an inclusive work environment.

Is It Time to Replace A Chief People Officer?

Replacing a Chief People Officer is not a decision to take lightly, but it can be a necessary step to ensure your company remains competitive and aligned with its strategic goals. By understanding the signs of misalignment, weighing the pros and cons, and managing the transition carefully, you can position your company for long-term success.

At re:find, we specialise in helping businesses make critical leadership changes. Our executive search expertise can help you identify and secure the right Chief People Officer to lead your organisation into the future.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

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

Unlock Growth with HR Recruitment Agencies and Top Talent

Written by

The Ultimate Guide to HR Recruitment Agencies: How They Can Help Your Business Thrive

I’ve spent the past two decades helping businesses navigate the complexities of recruitment and talent acquisition. My journey began with a passion for connecting talented professionals with the right opportunities, and over the years, I’ve honed my expertise in understanding what drives both businesses and candidates.

In a rapidly changing job market, I’ve seen first-hand how crucial it is for companies to not only find the right skills but to secure the right cultural fit, something that’s often underestimated in the hiring process. I’ve built re:find on this very principle—matching great businesses with exceptional people who can truly make an impact.

In today’s competitive business environment, hiring the right people is essential for success. Whether you’re running a start-up or managing an established company, finding top talent can be a major challenge.

This is where HR recruitment agencies come in. They specialise in making the hiring process more efficient, helping businesses attract and retain skilled employees. In this guide, we’ll explore how HR recruitment agencies can significantly benefit your company, with a particular focus on London, one of the world’s most dynamic job markets.

Table of Contents:

  1. What Are HR Recruitment Agencies?
  2. How HR Recruitment Agencies Make Hiring Easier
  3. Why Partnering with an HR Agency Is a Smart Move
  4. Real-Life Success Stories: Businesses That Have Thrived with HR Agencies
  5. Spotlight on HR Recruitment Agencies in London
  6. How to Choose the Right HR Recruitment Agency for Your Business
  7. Final Thoughts: Why HR Agencies Are a Game-Changer for Your Business

—

  1. What Are HR Recruitment Agencies?

Hiring can often feel like an overwhelming task. Reviewing CVs, conducting interviews, and negotiating offers can take up a huge amount of time and effort. HR recruitment agencies take the load off by specialising in finding the best candidates for your roles. Whether you need temporary staff, contractors, or full-time employees, these agencies streamline the entire process, helping you find the right people more efficiently.

How Do HR Recruitment Agencies Work?

HR agencies are like matchmakers for businesses and potential employees. They start by understanding your company’s needs—what roles you’re hiring for, the skills required, and the type of candidate who would thrive in your team. Then they use their expertise to find the ideal match.

Agencies handle everything, from sourcing candidates and screening applications to arranging interviews and negotiating salaries. Some even assist with onboarding, ensuring that new hires integrate smoothly into your team.

  1. How HR Recruitment Agencies Make Hiring Easier

HR recruitment agencies simplify every stage of the hiring process, allowing you to focus on other important aspects of your business. Here’s how they typically work:

– Consultation: The agency first gets to know your business. What kind of people are you looking to hire? What skills and experience do they need? This consultation helps them tailor their search.

– Talent Sourcing: Recruitment agencies use multiple methods to find potential candidates. They search job boards, social media platforms, and tap into their own databases of qualified professionals. They might also reach out to passive candidates—people who aren’t actively job-hunting but are open to new opportunities.

– Screening and Interviews: The agency handles the initial CV screening and preliminary interviews. This way, only the most suitable candidates are passed on to you for consideration.

– Onboarding Support: Some agencies go a step further, helping with the onboarding process to ensure new employees settle in well and can hit the ground running.

By handing over these tasks to specialists, you save yourself the hassle and get the best talent without wasting precious time.

  1. Why Partnering with an HR Agency Is a Smart Move

There are numerous benefits to working with an HR recruitment agency that go beyond just finding candidates. Here’s why more and more businesses are turning to these agencies to build their teams:

  1. Access to a Broader Talent Pool

Recruitment agencies have access to a wider range of candidates. Through their vast networks, they can reach top professionals who may not be actively applying for jobs but would be open to the right opportunity. This means you get access to better talent, faster.

  1. Industry-Specific Expertise

Agencies that specialise in specific industries, such as IT, finance, or healthcare, have a deep understanding of the skills required in those fields. Their niche knowledge means they can pinpoint the right candidates quickly and effectively.

  1. Time and Cost Savings

The hiring process can be long and expensive if done in-house. Recruitment agencies take care of everything, from advertising the job to vetting applicants, saving you both time and money. They can also help avoid the costly mistake of hiring the wrong person.

  1. Reduce the Risk of a Bad Hire

Hiring mistakes can cost businesses thousands of pounds—not just in wages, but in lost productivity and team morale. Recruitment agencies conduct rigorous background checks, verify qualifications, and assess cultural fit to help ensure you’re bringing the right people into your business.

  1. Flexible Staffing Solutions

Whether you need temporary staff to cover busy periods, contract workers for specific projects, or permanent employees, recruitment agencies offer flexible staffing options. This ensures you get the talent you need, when you need it.

  1. Real-Life Success Stories: Businesses That Have Thrived with HR Agencies

Let’s take a look at some real-life examples of businesses that have thrived thanks to working with HR recruitment agencies.

Case Study 1: Supporting a Global Firms Transition to a Centralised HR Model

Client Overview:
A global professional services firm was undergoing a significant HR transformation, requiring a shift from a federated HR structure to a more centralised HR model. The newly appointed Chief People Officer (CPO) needed to assess and restructure the HR team globally to align with the company’s future goals.

Challenges:

  • The existing HR structure was fragmented across regions, making it difficult to implement a unified strategy.
  • The CPO needed a thorough evaluation of the global HR talent to identify key players and where external hires might be needed.
  • Ensuring a seamless transition to a centralised HR approach was crucial for maintaining operational efficiency and driving strategic objectives.

READ FULL CASE STUDY HERE

Case Study 2: Transforming the HR Function for a Global Pharmaceutical Business

Client: Confidential (Global Pharmaceutical Business)

Duration: 2 Years

Objective: To reshape the HR function for a global pharmaceutical company, enabling it to better support the business’s strategic objectives and drive significant improvements in efficiency and effectiveness.

Overview: Our client, a leading global pharmaceutical business, engaged us to assist their Chief People Officer in a comprehensive transformation of their HR team.

The goal was to modernise and optimise their HR operations, ensuring they were aligned with the company’s long-term strategic vision.

Challenges:

  • Outdated HR processes and systems
  • Lack of consistency in terms and conditions across different regions
  • Inefficient organisational structure
  • Need for specialised leadership within HR functions

READ FULL CASE STUDY HERE

—

  1. Spotlight on HR Recruitment Agencies in London

London is one of the world’s busiest and most competitive job markets, particularly in industries like finance, tech, and the creative sectors. Working with HR recruitment agencies in London can give your business a significant edge.

Why London-Based HR Recruitment Agencies Stand Out

– Access to Top Talent: London attracts professionals from around the globe, and recruitment agencies in the city have deep connections with the city’s diverse talent pool.

– Expert Knowledge of the Local Market: HR agencies based in London understand the nuances of the city’s job market, from post-Brexit visa regulations to changing employment trends like hybrid working.

– Industry Specialisation: Many London-based agencies specialise in specific industries, making them better equipped to find niche talent for your business.

If you’re hiring in London, partnering with a local HR agency can help you secure the best talent in the city’s fast-moving job market.

  1. How to Choose the Right HR Recruitment Agency for Your Business

Selecting the right HR recruitment agency can be a game-changer. Here are some tips to help you make the best choice:

  1. Look for Industry Expertise

Choose an agency that specialises in your industry. This ensures they understand the specific roles you’re hiring for and can find candidates with the right skills and experience.

  1. Check Their Track Record

Ask for testimonials and case studies from previous clients. This will give you insight into the agency’s success rate and the kind of companies they’ve worked with.

  1. Consider Their Local Knowledge

For businesses in London, working with a local HR recruitment agency offers the advantage of in-depth knowledge of the London job market and access to local talent.

  1. Range of Services

Not all agencies offer the same services. Some provide end-to-end recruitment solutions, while others focus on sourcing talent only. Choose an agency that meets all your hiring needs, whether that’s recruitment, onboarding, or employee retention.

—

  1. Final Thoughts: Why HR Agencies Are a Game-Changer for Your Business

In a competitive job market, partnering with an HR recruitment agency can make all the difference in finding the right talent quickly and efficiently. Whether you’re based in London or elsewhere, these agencies save you time, reduce the risk of a bad hire, and ensure you’re getting the best people to help your business grow.

For companies in London, working with a specialist local HR agency is especially beneficial. They have a deep understanding of the city’s job market and access to a wide range of talent across different industries.

In short, HR recruitment agencies don’t just help you fill vacancies—they’re strategic partners in building a stronger, more successful team.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Simon Brown’s top tips for successful shared services governance

Written by

Top tips for successful shared services governance

Simon is a frequent columnist at SSON and a veteran of shared services deployments at GSK, Coca-Cola, NCR, Carlson Wagonlit Travel and Becton Dickinson over the past 20 years, both as a Shared Services Director and a Transformation and Change Advisor and Consultant. 

For this blog, Simon has kindly shared his views on understanding service proposition documents and SLA’s, the do’s and don’ts for introducing SLAs or OLAs, what a good SLA includes and how you should brand it.

When you have made the decision to move to, or upgrade, a shared services model for your enabling functions, be it finance, HR, IT, procurement or indeed an integrated business services, it makes good sense to set out your store and crystallise what it offers and how it works, when the processes and services will be delivered and who does what within the functional teams. Most important is that a dialogue takes place between representatives of all the key stakeholders – those who have a vested interest in the effective operations of the shared services model to be deployed.

What you agree can be recorded in a ‘Service Proposition Document’ – which should primarily be seen as a business partnership agreement about who does what, when, and with whom, and how the transactions are measured, costed and charged. The document is an output of an agreement, and a point for future reference in governance of that agreement – it is not in itself the driving force to make things happen.

Typically, a service proposition document proposes, at the executive level, the following items:

  • Purpose and mission of the shared services function
  • Who are the customers of shared services?
  • What is the business case for introducing shared services?
  • Which processes are covered, and which services and products are delivered by shared services?
  • Overall business model measures of success.
  • Costing and charge-outs for the shared services operations – often referred to as the commercial model.
  • Who are the parties to the agreement, what is the review mechanism and duration of the agreement?

The target audience for the service proposition agreement are the decision-makers at the senior level within the function – for example, in the HR function it would be the HR leadership team, and for an integrated enabling functions organisation the business services leadership team. Ideally, however, a review board – often referred to as The Customer Board, which has representatives from business heads who receive service from the enabling functions, is a good forum for getting the relationship right from the beginning.

Many companies make the mistake of being too insular when getting ready to launch their shared services function, seeing only their own function heads as the customers of the services. In reality, of course, all managers and employees of the business will be consumers of the products and services of shared services. So whilst it is right to ensure your own function is fully aligned and has bought into the new shared services model, it is equally important to go directly to the business heads when shaping the service – particularly, when agreeing on the business purpose and measures of success for the Service Proposition, and the charge-out method for the commercial model . These tend to be the big-ticket items where strategic alignment is key to success.

A service proposition document or agreement does not have to be long and bureaucratic. It is not War & Peace! It’s an executive summary agreement, which needs to be readily accessible and quick to read. The best SPDs are at most 6 or 7 pages in length.

So, what about the detail at the operations level below this executive agreement? How best to ensure that the right things are happening, in the right way, on the ground, as well as 30,000 feet up in the sky? How best to manage customers’ expectations regarding what’s in and what’s out of scope? And, how best to create a common understanding of processes, products, services, and responsibilities?

This is where the service level agreement has a role to play. It is a document with a lot more detail than the service proposition itself. Your SLA gives your service proposition legs!

Branding your agreement in the right context at your company.

A Service Level Agreement, which describes the working relationship with third-party vendors, is sometimes referred to (for purely internal operations or captive HR shared services) as an Operating Level Agreement. Whatever your business context or whatever language used to describe your OLA or SLA, there are some fundamental principles to build into your thinking when designing and agreeing on this document.

It is vitally important to see the SLA/OLA as a communications tool, an output of an agreed way of working between the stakeholder parties at an operations level; something that by its clarity helps to prevent conflict and that provides a way to measure service effectiveness. The document that encapsulates all of the above in word and spirit should be seen as a living framework for an evolving and organic relationship of transactions between the stakeholders and providers. Don’t see it as something to file away or to be used to hit people over the head with when things go wrong! See it as something that will be amended and adjusted by agreement, on a predetermined frequency. As Shared Services evolves and grows and continuous, improvements are made to process effectiveness, leveraging technology and new ways of working so these can be updated and reflected in the document.

What should a good SLA or OLA include?

  1. The processes to be included and the products and services of those processes.
  2. A list of the processes which are out of scope at this point – to manage customer expectations.
  3. Conditions of service availability – hours of opening and days of operation.
  4. Service standards – times for delivery of services should be recorded in a number of working days (rather than say 24 or 48 hours) to manage expectations and be clear about closures of operations for bank-holidays or weekends.
  5. A R-A-C-I matrix – to show who is responsible, accountable, needs to be consulted and informed, regarding process steps. This ensures role clarity in completion of tasks.
  6. Cost versus service trade-offs, to manage expectations about “workarounds” or “just as a favour” requests.
  7. Clear escalation procedures and timelines so that when something goes wrong it can be resolved by the right person, in the right role, at the right time.

Governance and Reporting

For governance of the SLA/OLA it is also important to be transparent about how service effectiveness will be tracked – KPIs and metrics of outputs based on time, quality and cost-effectiveness criteria are included here. In addition, it is vital to report on service effectiveness to key stakeholders using agreed formats and frequency. See my article on measuring effective shared services performance on the SSON website for more examples. One-page dashboards; billboards with lots of colour and headline-only statements; and traffic lights (showing mostly green of course!) are effective ways to visually represent service and operating levels.

Measuring service satisfaction through quick customer surveys and focus groups which engage with the customer on an emotional level is just as effective as hard output metrics, which keep the score on time, quality, and cost-effectiveness of delivery.

Here are some do’s and don’ts for the introduction of SLAs/OLAs:

Do

  • Discuss first with your customers, colleagues and stakeholders before you document your thoughts.
  • Gather information and insights about what can practically be delivered by the Shared Services Centre before making proposals on service and service levels.
  • Understand the complexity of processes by mapping them “as is” and where possible to streamline “to be”. Size up the volume of work and resources required to manage the processes to be included in the service proposition.
  • Consider a phased approach to introducing processes into your shared services operations – some now, some later … rather than the “big bang”, all-at-once, approach. Be clear about what is not in scope in phase 1, and record this in the service proposition and service level document.
  • Establish ground rules and ways of working with your customers and stakeholders so that the mindset is that of “partnership,” and “win-win together”, not “us versus them”.
  • Do build insufficient time to complete your SLA and SPD. Time to understand the processes, agree who does what, establish tracking mechanisms, agree supporting materials (e.g. process maps), debate to gain consensus, gain approvals, sign-off, run pre-launch education and briefing sessions, can take around three months under good circumstances.


Don’t

  • Introduce SLAs simply as a way to plug the gaps after a complaint from a customer – it’s not a document to hide behind. Meet to sort out underlying problems first, rather than paper over the cracks with a written document.
  • Write an SLA without any input from your customers. Ideally, involve them in reviewing first and second drafts, which themselves are written following discussions, customer interviews, or process review workshops.


Finally, remembering the famous Oscar Wilde quote, “You don’t get a second chance to make a good first impression”, do see your SPD and SLA/OLA as an output of something you do with the customer, not something you do to the customer. Get as much face time as you can with customer representatives in the design of your shared services. These documents will then follow as the icing on the cake!

Thanks to Simon Brown for sharing his thoughts and tips with us on successful shared service governance.

For all things, HR Shared Services, change and transformation and if you would like to feature in our ‘Insiders Story’ blog, email me on kate@refind.co.uk.

You can view more about Kate Wass our HR Shared Services specialist here.

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

Interim Management: The Dynamic Solution To Achieving Breakthrough Results

Written by

Interim Management is a dynamic solution to achieving breakthrough results for many companies. In today’s fast-paced business environment, companies are constantly seeking ways to stay ahead of the curve and drive results. One solution that is increasingly gaining traction is interim management.

Interim management is a flexible and results-driven approach to leadership that can help businesses achieve their goals quickly and effectively. By bringing in an experienced interim manager, companies can tap into a wealth of expertise and leadership skills, without the long-term commitment of a permanent hire. In this blog post, we’ll explore the dynamic potential of interim management and how it can help businesses achieve breakthrough results.

Interim management is a type of executive leadership that is designed to help organisations navigate periods of transition, change, or crisis. Interim managers are experienced executives who are hired on a temporary basis to lead an organisation through a specific project or period of change.

In this article, we will provide an in-depth analysis of interim management, including its benefits, challenges, and best practices.

What is Interim Management?

Interim management is a form of executive leadership that involves the temporary appointment of a senior executive to lead an organisation through a period of change, transition, or crisis. Interim managers are typically hired to fill a leadership gap or provide expertise in a specific area.

Interim management can be used in a variety of situations, including:

  • Turnarounds: Interim managers can be brought in to help struggling organisations turn around their performance.
  • Mergers and Acquisitions: Interim managers can help integrate two organisations following a merger or acquisition.
  • Succession Planning: Interim managers can be used to bridge the gap between a departing executive and their successor.
  • Crisis Management: Interim managers can be used to lead an organisation through a crisis, such as a cyberattack, natural disaster, or scandal.

Benefits of Interim Management

Interim management offers several benefits to organisations, including:

  • Expertise: Interim managers are highly experienced executives who bring a wealth of knowledge and expertise to the organisation.
  • Flexibility: Interim management provides organisations with the flexibility to quickly bring in leadership expertise on a temporary basis.
  • Objectivity: Interim managers are typically brought in from outside the organisation, which allows them to provide an objective perspective on the organisation’s challenges and opportunities.
  • Results-oriented: Interim managers are focused on delivering results within a specific timeframe, which can help ensure that the organisation makes progress towards its goals.

Challenges of Interim Management

While interim management offers several benefits, it also presents some challenges, including:

  • Integration: Interim managers are typically brought in from outside the organisation, which can make it challenging to integrate them into the existing culture and team.
  • Cost: Interim management can be expensive, particularly for small or mid-sized organisations.
  • Time constraints: Interim managers are typically hired for a specific period of time, which can create pressure to deliver results quickly.

Best Practices for Interim Management

To ensure the success of interim management engagements, organisations should follow some best practices, including:

  • Define the scope of the engagement: Organisations should clearly define the scope of the interim management engagement, including the specific goals and deliverables.
  • Provide support: Organisations should provide the interim manager with the resources and support they need to be successful, including access to information, staff, and technology.
  • Communicate effectively: Communication is critical in interim management engagements. Organisations should ensure that there is clear communication between the interim manager, the organisation’s leadership team, and staff.
  • Manage expectations: Interim managers are typically hired to deliver results quickly. Organisations should manage expectations to ensure that the interim manager has the time and resources they need to be successful.

How to become an Interim Manager?

To become an interim manager, there are several steps you can take, we have also written some advice how to to progress your interim career:

  1. Build a strong track record of success: Interim management is a highly competitive field, and clients are looking for experienced executives who can deliver results quickly. Building a strong track record of success in your field can help you stand out from other candidates.
  2. Develop a broad range of skills: Interim managers are expected to be highly skilled in their areas of expertise, but they should also have a broad range of skills that allow them to adapt to different organizations and situations. Developing skills in areas such as change management, leadership, and project management can help you become a more effective interim manager.
  3. Build a strong network: Networking is key in the interim management field. Building relationships with other executives, consultants, and recruiters can help you stay up to date on the latest opportunities and trends.
  4. Consider taking interim management courses or certifications: There are several courses and certifications available that can help you develop the skills and knowledge needed to become an effective interim manager. These include courses in project management, change management, and leadership, as well as certifications from organizations such as the Institute of Interim Management.
  5. Work with an interim management agency: Interim management agencies can help you find opportunities and connect with clients. Working with an agency can also provide you with access to training, resources, and support that can help you succeed as an interim manager.

In summary, to become an interim manager, you should focus on building a strong track record of success, developing a broad range of skills, building a strong network, considering taking courses or certifications, and working with an interim management agency.

How do you ensure that your interim manager is successful?

There are several steps that you can take to ensure that your interim manager is successful:

  1. Clearly define the scope of the project: Before bringing in an interim manager, it’s important to define the scope of the project and the outcomes that you expect. This can help the interim manager focus on what needs to be achieved and provide a clear understanding of what success looks like.
  2. Set clear expectations: It’s important to set clear expectations with your interim manager from the outset. This includes expectations around communication, reporting, deliverables, and timelines.
  3. Provide support and resources: Interim managers are brought in to deliver results quickly, but they still need the support and resources to do their job effectively. This can include access to key stakeholders, budget, and IT systems.
  4. Ensure alignment with the company culture: Interim managers are often required to work within a specific company culture. It’s important to ensure that the interim manager is aligned with the culture and values of the company to ensure a smooth integration.
  5. Monitor progress: Regular monitoring of the interim manager’s progress is essential to ensure that they are on track to achieve the desired outcomes. This can include regular check-ins, reporting, and feedback.
  6. Provide feedback and recognition: Providing regular feedback and recognition to the interim manager can help them to stay motivated and focused on delivering results. This can include recognition for achievements and feedback on areas where they can improve.

In summary, to ensure that your interim manager is successful, it’s important to clearly define the project scope, set clear expectations, provide support and resources, ensure alignment with company culture, monitor progress, and provide feedback and recognition.

Conclusion

Interim management is a valuable tool that can help organisations navigate periods of change, transition, or crisis.

Interim managers are highly experienced executives who provide organisations with expertise, flexibility, objectivity, and a results-oriented approach. While interim management presents some challenges, organisations can ensure success by following best practices, defining the scope of the engagement, providing support, communicating effectively, and managing expectations.

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

Top Ten Tips for Transformation Go-Live Success

Written by

Transformation Go-Live Success: Our featured blog this week is from Simon Brown, of Simon Brown Associates. He has 20 years of experience in transformation and has been involved in six end to end transformation programs, including the merger planning to create the new GlaxoSmithKline company, which was the world’s largest merger at the time and set a trend for the Pharma sector to follow. Here he gives his top 10 tips to make sure your transformation project is a success.

As a veteran of six end to end Transformation and Shared Services Programs since 1996, together with consulting for numerous other clients since 2010, I often get asked: what works best, what are your key learnings, what advice would you give?

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

My own experience to date is with these 6 global companies:

  • SmithKline Beecham 1996-2000,
  • GlaxoSmithKline (GSK) 2001-2,
  • The Coca-Cola Company 2007- 2010,
  • NCR Corporation 2011-13,
  • Carlson Wagonlit Travel (CWT) 2014-2016,
  • Becton Dickinson (BD) 2016-2018

*My views below are based on my personal experience and personal views over 20 years and are not specifically assigned to as representing or reflecting the above organisations.

My primary focus has been with Human Resources Transformation, plus a dose of Global Business Services (integrating IT, Finance and HR back-office functions), and yet the journey to ‘go-live’ success is a similar one whichever function you are transforming.  So where I have referenced HR in this article please substitute the name of your own function in transformation as needed to suit.

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 exactly like when you open your 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.

    One of Stephen R. Covey’s Seven Habits!
    Think future state. Know your goals.

Establish a visual blueprint of your future organisation, your Target Operating Model. Be clear on the deliverables, and desired outcomes: the measures of success in terms of operational effectiveness, customer satisfaction and cost-efficiency. Define and agree on these upfront and together with your key stakeholders. Plan ahead and get answers to these points before you get sucked into the doing mode.

  1. Create a Compelling Vision to move forward

    Draw your own ‘Big Picture’.

By working together on the design and actually articulating the vision by physically drawing a tableau (“Big Picture”) to describe your future state (and at the same time to confirm why the current state is unsatisfactory) 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 dialogue for change. Like in a good art gallery, it provokes a response, 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, to become part of.  It is a kind of journey map with key milestones worth reaching, and a pot of gold or treasured place to be on the horizon, at the sun-rise, on the other side of the mountain. The compelling vision and the story that goes with it will particularly for senior managers have both a clear business case and like all good stories be capable to win hearts and minds, especially when good things come to those who take up and stay true to the journey. We all remember story-books where there are challenges to overcome, tangible outcomes and people as role models we can relate to.

Do share real stories from other companies who have already had successful journeys: they survived and thrived after all!  Provide real case studies, real people with real roles in the new model. Describe “A day in the life of…” for each of the key roles in your future state organisation.

  1. Engage your key stakeholders early

    Enlist business “change champions”.
    Obtain the voice of the customer.

Before you start to implement your new ways of working, be sure to get real supporters from the business on your side. Convert spectators into participants of your team, on the pitch, helping you to win.  Identify and enlist “change champions” who can talk positively about the benefits of self-service, portal and system technology, freeing up true HR business partners to actually spend more time supporting the business agenda and less time as a pair of hands-on administration.

Change champions are leaders, role models (walking the talk), who are well respected by other managers and thus engender and enable peer and cascade credibility to the transformation story. Their enthusiasm, business savvy and effective communication style will help the transformation to become a business transformation, a new way of working, not just something for and on behalf of HR (or another back-office function).

The line manager then becomes a People Manager who has more ownership of hiring, onboarding, managing performance and engagement of their team. They become responsible also for initiating system transactions for and on behalf of their teams. Good People Managers will show by example to their colleagues and direct reports on what to do.

  1.  Align

    Systems with Processes, Projects with work-streams, Portal with People, to ensure the most frequently asked employee questions = content answers.

Generally, alignment is the keyword. Alignment of activities, sub-projects, work-streams etc. are key to the successful implementation and 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 land 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 (have you got five minutes…?) 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.

  1. 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 (for spans of 12 people +). The mistaken belief is 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. Select those who are change agents, good at stakeholder engagement and employee relations, and particularly strong on 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, 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!

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

Answer the “what’s in it for me” (w-i-i-f-m) question honestly.
Have a clear, transparent, and fair selection process.
Give guidance on the transition and the project opportunities.
Be honest about the exit process and financial and career support for leavers. 

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 – and 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.

  1. Change Management is key – win over HR

From all my transformation experiences in the last 20 years this is the one common theme for them all:  

HR is often more resistant to letting go of the current state than managers or employees are.

Take time to get HR on-board with change – actively listen to their hopes, fears, and concerns.
With them on-board you have a salesforce for the new way of working!

Don’t underestimate change management or the time it takes. Give quality time to this.
Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept (well not that new since Dave Ulrich first promoted the new HR Model back in the mid 1990s) 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.
  • There is some change for employees – to do some of their own self-service system transactions.
  • There is even more change for HR -changing roles, changing organisation structure, headcount, new skills to learn, old skills to let go.

Of all the stakeholders in the change mix, my experience is that HR is often more resistant to letting go of the current state than managers or employees are. They have more skin in the game and they perceive they have more to lose. Have the courage to spend time with HR to help them through their personal transition. First, they need to accept that the change must come from them.

  1. Rule of 8: communicate, communicate, communicate

In times of significant change, research shows the same messages need to be repeated up to 8 times before they are heard, understood, and internalised.

(Price Pritchett: Business as Unusual).

I attended a seminar back in 2000 and read the book. At that time, I was involved in the merger planning to create the new GlaxoSmithKline company. It was the world’s largest merger at the time and set a trend for the Pharma sector to follow. A huge change was taking place and Price Pritchett taught us the “rule of 8 “for communications. In turbulent times of change, you can never over-communicate. As we have all experienced in 2020 with the Covid19 pandemic.

When the game is changing, and the old rules and framework is not the same any more 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 eight times like a beat in slightly different ways but actually with the same core message. At 8 times or more nearly everyone hears it, internalises it and recognises it as their new terms of reference.

  1. Do knowledge transfer as a Joint Project Team:

Country HR working together with the HR Shared Services Centre.
Aim for a “one team together” mindset. HR Services team and Country HR team working together. Transferring knowledge of process, policy and transaction and legislation from each country to the new HR Service Centre is a big full-on project, not just a short task.

Create a project management team mindset with a clear charter and purpose: we are doing this together and we will do it well. It’s about collaboration, it’s about not wanting to let employees in that country down. This approach sets up conditions for success.

Spend time and budget to do 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 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” – these set an unhealthy atmosphere for the project and must be confronted early if they arise.

  1. Go-Live is just the start!

When you “go live” it is not the end of the project – it is just the tangible beginning of the new way of working.
Stay close for the first 3-6 months to create habits for the Service Delivery Model.
Keep the score to record early successes, and encourage improvements.

Don’t disband the project team just yet. Check first that the new roles, systems and processes are working and working underneath the surface. Ensure that people are trained for their new roles and that they have actually made the behavioural transition from the old state model to new state new model and new actions. Invest time to institutionalise the new ways of working.

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

Do 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 offers bespoke HR solutions to match your business needs, to deliver effective Human Resources outcomes. You can find more about what his company does on his 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.

Experimentation: innovation has to work in the real world

Written by

Experimentation: innovation has to work in the real world

Our latest featured blog is a series of videos from Gavin Russell, with his tips on how HR practitioners can improve their ability to be innovative. With over 20 years in talent transformation, Gavin has helped businesses ranging from small start-ups to multinational corporations rapidly evolve their approach to talent.

He has led major talent change programmes at Skype, Microsoft, Foxtel and DTZ and is the author of ‘Transformation Timebomb’, a business guidebook for the digital age. He holds certifications in Mastering Business Models, Value Propositions and Business Testing, as well as Design Thinking. 

Gavin has given us his top 5 tips for HR practitioners on improving their ability to be innovative.

5. Experimentation:

Innovation has to work in the real world.

‘Making’ is a fundamental part of innovation, as it creates a tangible feedback loop to drive quick and continuous improvements.

Experiments reduce risks and uncertainty of innovation by producing evidence.

Try ideas out and invite others to respond. Testing your ideas early leads to creating happy accidents when you discover new things.

Communicate. Tell others what your innovation actually is and use their feedback to validate or invalidate your hypotheses.

Remember to show not tell.  This helps your audience to understand, so you can get good quality feedback and uncover missing details.

Develop a suite of experiments to test ideas in the real world – it doesn’t need to be big and complicated.

https://www.youtube.com/watch?v=ujk4YTCbeVQ

You can find out more about what Gavin does on his website here.

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