AI in HR: is this the end for HR?

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In today’s rapidly evolving digital landscape, artificial intelligence (AI) has emerged as a game-changer in numerous industries. It is revolutionising the way we work, communicate, and make decisions. AI in HR is making significant strides and transforming traditional HR practices. It’s paving the way for a more efficient and data-driven approach to managing talent.

Gone are the days when HR departments were bogged down by paperwork, manual processes, and repetitive administrative tasks. With the advent of AI, HR professionals now have powerful tools at their disposal. This allows them to streamline operations, enhance productivity, and make more informed decisions.

AI does have the potential to impact certain job roles within the HR field. As AI technologies advance, there is a possibility of automation replacing repetitive and administrative tasks traditionally performed by HR professionals. This could include tasks such as screening CVs, data entry, scheduling interviews, and answering routine employee inquiries.

However, it’s important to note that AI is more likely to augment HR roles rather than completely replace them. While AI can automate certain tasks, there are critical aspects of HR that require human skills and judgment. This includes employee relations, strategic decision-making, managing complex interpersonal dynamics, and understanding the nuances of human behaviour and emotions.

Here are some of the areas of HR that can be improved with the use of AI.

Talent Acquisition

AI can automate and optimise the recruitment process by using machine learning algorithms to analyse CVs, screen candidates, and identify the best fit for a position. AI-powered chatbots can engage with candidates, answer their queries, and schedule interviews, providing a more efficient and engaging candidate experience.

Employee Onboarding

AI can assist in the onboarding process by providing personalised training programmes, onboarding materials, and interactive modules to help new employees quickly familiarise themselves with company policies, procedures, and culture.

Employee Engagement

 Chatbots or virtual assistants powered by AI can act as a resource for employees, providing quick access to information about company policies, benefits, and HR-related inquiries. AI can also analyse employee sentiment through surveys, feedback forms, or even facial recognition to assess engagement levels and proactively identify areas that need attention.

Performance Management

AI can facilitate performance evaluations by analysing various data points such as employee feedback, project outcomes, and individual metrics. This analysis can provide managers with insights and recommendations for effective performance management and personalised development plans.

Training and Development

AI can personalise employee training and development programmes based on individual needs and learning styles. It can recommend relevant courses, resources, and learning paths, thereby enhancing the learning experience, and fostering continuous growth.

HR Analytics

AI can analyse large volumes of HR data, such as employee demographics, performance data, and attrition rates, to identify patterns, correlations, and predictive insights. This information can help HR professionals make data-driven decisions related to workforce planning, talent retention, succession planning, and diversity and inclusion initiatives.

Employee Wellbeing

Monitoring employee wellbeing can be assisted by AI, by analysing data from wearable devices or sentiment analysis of communication channels. It can identify signs of stress, burnout, or other mental health concerns, allowing HR to intervene and provide the necessary support.

Compliance and Risk Management

AI can assist HR in ensuring compliance with relevant laws and regulations by analysing policies, documents, and contracts to identify potential risks, discrepancies, or non-compliance issues.

Instead of viewing AI as a threat, HR professionals can embrace it as a tool to enhance their efficiency and effectiveness. By offloading repetitive tasks to AI systems, HR professionals can focus more on strategic initiatives, employee development, fostering company culture, and addressing complex people-related challenges.

Additionally, the introduction of AI in HR can create new job opportunities. Organisations may require HR professionals with skills in managing AI systems, analysing AI-generated insights, and ensuring the ethical and responsible use of AI technologies. HR roles may evolve to emphasize human-centric skills, such as empathy, emotional intelligence, and relationship-building, which are vital in understanding and addressing the needs of employees.

It’s important to note that while AI can automate and enhance many HR processes, it should complement human judgment and ethical considerations. The human touch remains essential for empathy, complex decision-making, and building strong relationships within an organisation.

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.

Wellbeing in the workplace

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Wellbeing in the workplace is fast becoming just as important, if not more so, than salary or career progression. One issue at the forefront of this is mental health in the workplace. We are all aware of the importance of wellbeing, but could we be doing more?

 

Surveys over recent years have shown the true impact of poor mental health:

  • 1 in 6.8 people experience mental health problems in the workplace (14.7%) 
  • Evidence suggests that 12.7% of all sickness absence days in the UK can be attributed to mental health conditions.
  • Deloitte says poor mental health in the workplace is equivalent to almost 2% of UK GDP (in 2016).
  • 89% of workers with mental health problems report an impact on their working life.
  • Just 13% of employees would be comfortable talking about mental illness at work.
  • Last year, poor employee mental health cost UK employers £42bn.
  • The return on investment of workplace mental health interventions is overwhelmingly positive, with an average ROI of 4:1.

 

We found that: 

  • Kindness and wellbeing have a significant impact on culture and the engagement of colleagues.
  • Our brain is our most powerful tool, yet we are not taught how we can manage it to get the best out of it. This needs to change. 
  • The fear of failure and constantly striving for perfection are massive contributors to poor mental health – but is in our control if we are aware of it.

 

So what can employers do to support an employee with their mental health and wellbeing?

 

Discuss
Ensure that you create an environment that is open, that encourages staff to discuss their challenges and problems. Have a culture of openness that allows you to go beyond a person’s workload, instead, it delves deeper into their role responsibilities and the opportunities that they would like to see appear. We know that 13% of employers would feel comfortable talking about their mental health and that percentage needs to be much higher!

Educate
Know what to do if a mental health problem arises within your workplace, such as where to direct the employees if they require specialist help. Also, educate yourself and staff on various mental health problems, so you can see the trigger. Always remember to be sensitive.

Be clear
The groundwork can be set from the minute a new recruit starts, just by letting them know that if any problem arises, big or small, that they can discuss it. It doesn’t take much to make an employee feel supported or to create a culture of openness, especially if it means it decreases the chances of mental health problems in the workplace. You could create a wellbeing policy with relevant support links and contact details, which is always available to employees. 

We have recently become a ‘Mindful Employer’ – we recognise that in the UK, people experiencing mental ill-health continue to report stigma and discrimination at work. Having signed the ‘Charter for Employers Positive about Mental Health’, we are committed to creating a supportive and open culture, where colleagues feel able to talk about mental health confidently, and aspire to appropriately support the mental wellbeing of all staff.

 

As an employer, we have made an on-going commitment to:

 

  • Provide non-judgemental and proactive support to staff experiencing mental ill-health.
  • Not make assumptions about a person with a mental health condition and their ability to work.
  • Be positive and enabling all employees and job applicants with a mental health condition.
  • Support line managers in managing mental health in the workplace.
  • Ensure we are fair in the recruitment of new staff in accordance with the Equality Act (2010).
  • Make it clear that people who have experienced mental ill-health will not be discriminated against, and that disclosure of a mental health problem will enable both the employee and employer to assess and provide the right level of support or adjustment.

 

 It’s so important to make sure you have a balance between your work and home life – we’re big advocates of it here.

If you’re struggling with your mental health at work or in general – mental health charity MIND can offer lots of help and support. Here are tips for staying well at work. 

 

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

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

How to stand out from the crowd with a commercial and impactful CV

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So, how do you stand out from the crowd with a commercial and impactful CV? Given there are over 400 applicants to each job advertised, I wanted to rehash one of my old blogs to give some updated tips…

There are lots of differing opinions out there on how to write a CV. It’s up to you to make your own mind up on what works for the role you are applying for – but the thing is, you need to have impact and quickly.

Writing a killer CV is all about selling your experience better than everyone else who sits in that pile on the recruiter or hiring managers desk! How do you expect to differentiate between yourself and all the other applicants who have all likely done a similar role to you?

The past 5 years of experience are typically the most relevant, this is the experience that employers will want to discuss and should form the bulk of the CV:

Focus on outcomes rather than inputs

Every project manager manages key stakeholders, but a great project manager influences them to ensure delivery of the project on time and within budget.

Great people make a difference in their role

Yes, businesses hire people to do a job, but what gives you the edge? Having an impactful CV is important. Think through what have you done in past roles that has added value? Use business metrics to quantify the impact and to demonstrate your commercial understanding.

Tailor your CV for the role

Make sure you have read the job description for the role you’re applying for and highlight relevant areas of your experience that match this (yes this is basic stuff, but it often gets missed). You can do this in a cover letter (I don’t think many people read them these days) so my advice is to ensure you put it in the CV (it is okay to have more than one CV that focuses on different aspects of your experience).

Get someone senior to critique your CV

Before you send it anywhere, get someone more senior than you to read your CV, would they hire you based upon it? Make sure you allow them to be critical. If not, why not? What’s missing?

A CV is not a job description

Don’t just copy and paste it in there, people can tell!

Do not write recruitment clichés

No one likes cliches so leave them out of your personal statement i.e. team player/can multitask.

Be conscious of the length of your CV

2 pages is a myth but any longer than 4 pages is a bit much… if you’ve only been working for a few years it doesn’t need to be very long (remember less is often more) and if you’re an interim with multiple contracts or have a long career history – limit yourself to the past 5 years (and summarise the rest in one-liners).

Finally, get yourself out there

There is no point writing a killer CV if no one’s going to see it. A lot of the best jobs on the market aren’t advertised, ensure you are tapping up your network and people you ahev worked with previously (LinkedIn) is an awesome non-intrusive tool for this)

To discuss further or to get help with your impactful CV you can email me on James@refind.co.uk.

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

Understanding Imposter Syndrome: what, why, and how to Overcome it

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Imposter syndrome is a term that’s been buzzing around a lot lately. But what is it? Why do we get it? And most importantly, how can we deal with it? Let’s take a closer look.

What is Imposter Syndrome?

Imposter syndrome is a feeling many of us face: that nagging doubt that we’re not really as good as we appear, or that we’ve fooled everyone into believing we’re more competent than we are. Even when we have plenty of evidence of our achievements, that tiny voice in our head says, “You don’t deserve this. They’ll find out soon.”

Why do we get Imposter Syndrome?

Imposter feelings can come from various reasons:

  1. Perfectionism: When we aim for 100% all the time, even a small flaw can feel like a massive failure.
  2. Upbringing: Some of us have grown up in environments where praise was rare or where there was a constant push to achieve more.
  3. New Challenges: Starting a new job, attending a new school, or entering a new social circle can ignite these feelings.

Who gets Imposter Syndrome?

Here’s a surprise: almost everyone! From students to CEOs, many people experience imposter syndrome at some point in their lives. It doesn’t discriminate by job, gender, age, or background.

When do we get Imposter Syndrome?

Imposter syndrome can pop up at various times:

  • After achieving a new milestone like a promotion.
  • While trying something new.
  • When receiving praise or accolades.
  • Comparing ourselves to others.

How can we deal with it?

  1. Recognise it: The first step is to acknowledge it. Understand that it’s just a feeling, not a fact.
  2. Talk about it: Sharing your feelings with a trusted friend, family member, or colleague can provide comfort.
  3. Document your achievements: Keep a list of your accomplishments. When doubt creeps in, you have evidence of your capabilities.

Top Tips to Overcome Imposter Syndrome

  1. Positive Affirmations: Reassure yourself with positive statements like, “I am capable” or “I deserve my success.”
  2. Stop Comparing: Everyone’s journey is different. Focus on your path, not someone else’s.
  3. Seek Feedback: Constructive feedback helps you understand areas of improvement and reaffirms what you’re doing right.

How can we Prepare for it?

Imposter syndrome can come and go. Preparing for it means building resilience and a positive self-image:

  1. Constant Learning: Equip yourself with knowledge and skills. The more you know, the more confident you’ll feel.
  2. Practice Self-compassion: Be kind to yourself. Everyone makes mistakes. Learn from them and move on.

Tips and Techniques for Handling Imposter Syndrome

  1. Visualisation: Imagine a scenario where you succeed. It helps in rewiring the brain.
  2. Grounding Techniques: If anxiety takes over, ground yourself by focusing on your surroundings or deep breathing.
  3. Seek Mentorship: Guidance from someone who’s been in your shoes can be invaluable.

In conclusion, imposter syndrome is something that many of us will face. But by understanding it, recognising its signs, and equipping ourselves with tools and techniques, we can navigate those feelings more efficiently. Remember, you’re not alone, and yes, you’re as competent and deserving as you appear.

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.

Hiring for culture gaps

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Our featured blog this week is with Gavin Russell, founder of Pepper Moth, discussing hiring for culture gaps. Pepper Moth are an organisational culture and engagement consultancy that helps businesses build and sustain powerful cultures and talent experiences that improve performance and profitability. They specialise in creating ‘speed to value’, designing, prototyping and testing simple, pragmatic solutions that maximise impact and minimise risk. They build human-centric solutions, liberating employees to explore and develop the ideas they want to own and succeed. And they focus on self-sufficiency, coaching and supporting individuals, teams and organisations through change to enable their long term success.

Gavin, tell us a bit more about the work you do around business culture?

Senior leaders often ask for my help in defining ‘culture fit’. Born of their frustration that cultural inconsistencies create inefficiency, disharmony and frankly, a lot of extra work, many focus on how talent can be better screened to ensure they fit into their organisation’s existing culture.

Culture fit is increasingly seen as one of the most important criteria for hiring and promotion. And as organisational culture is now recognised as one of the key levers that delivers organisational performance, it’s a key issue for leaders to address.

At first glance, hiring for culture fit seems like wholly logical thing to do. If employees fit the culture, then the organisational should run much more smoothly. People should feel more comfortable, may be happier and more engaged, and might even work harder. There will be less operational friction, fewer disagreements, more harmony. Managers will work with the people they want to work with and hopefully have fewer people issues to solve, liberating themselves to focus on their day jobs. Seems obvious right?

A lot of companies have gone a step further, implementing various initiatives to drive cultural assimilation once new hires have started. Onboarding programs quickly establish ‘how things are done around here’. Specific rituals and customs reinforce strict conventions. Formal performance reviews encourage employees to fix themselves to fit in. Culture fit has become a key focus for many organisations.

Do you think it’s the right focus?

Well what if hiring for culture fit actually leads to organisational irrelevance? What if driving cultural uniformity actually reduces competitive advantage? What if the last thing an organisation needs is more of the same culture?

The first rather obvious challenge is that hiring for culture fit pre-supposes that an organisation’s culture is not only appropriate to face the challenges of today, but also the challenges of tomorrow.

Knowing, as we all do, that the world is in a constant state of flux, that new technology constantly reshapes the operating landscape, and customer expectations change with the season, selecting for past cultural attributes just at the time when businesses need to develop fundamentally new ways of thinking and doing, seems counter-intuitive at the very least.

For example, if an organisation’s culture is top-down and hierarchical, how does selecting more hierarchical employees enable the organisation to dynamically respond to shorter product lifecycles, greater commercial complexity and an increasingly autonomous workforce? If the current culture is about driving sales, how does hiring sales-focussed talent help the organisation address the growing customer demand for deeper, long-term relationships built upon trust, transparency and mutual benefit? Or if the current culture is about service and operational efficiency, how does hiring for service orientation and process competence address the constant demand for new customer experiences, or enable the essential innovation and experimentation required to build the new products and services that customers want?

It seems to me that hiring for culture fit can often reduce an organisations ability to adapt, to create, to grow.

Can hiring for culture fit actually accelerate organisational irrelevance?

Let me elaborate. Culture fit is used as a way to exclude, as much as it is to include. Candidates are ‘just not right’, or managers ‘will know the person when they see them’. But if cultures are ill-defined, left to their own devices or consigned to vague values statements on some canteen wall – as many are – culture fit becomes a subjective evaluation of personal similarity, rather than an objective measure of organisational compatibility.

And this can manifest in some fairly unhelpful management behaviours. Unfamiliar points of view are dismissed. Different opinions are treated as disruptive, rather than constructive. New methods or approaches seem risky or even threatening. Over time, this bias towards similarity pushes the team, division or company towards uniformity, where groupthink is expected, even demanded.

This issue exists in addition to the more frequently debated bias around gender, race, sexual orientation etc (which as we all know are by themselves incredibly powerful reasons to question the concept of culture fit) and edges towards cognitive and procedural bias where different ideas, perspectives and experiences are discounted just for being well…. different.

In this context, culture fit becomes a very effective tool for preserving the status quo. And that’s the exact opposite of what business need to do in the current commercial climate.

How can organisations manage ‘culture fit’ when hiring?

If culture is a critical lever, but culture fit has some damaging unintended consequences, how should organisations approach this issue when hiring? I’m not suggesting for one second that organisations should ignore culture when hiring or promoting. Far from it. Cultures are fundamentally stronger when talent is connected through shared, intrinsic attributes. However, I do think organisations need to rethink their approach for assessing compatibility.

Organisations behave more like living organisms and less like programmable machines. They must compete for survival, constantly adapting to their changing environment. A healthy culture is one that adapts alongside the business, building on its current strengths while developing new attributes that deliver competitive advantage in its changing environment. Organisations need to intentionally build agility, experimentation, innovation and adaptability into their culture, as much as they need to build it into their processes and practices.

When it comes to assessment, organisations (and individuals) need to let go of this idea of culture fit, and replace it with culture add. And that means hiring for cultural gaps.

What attributes do we need to supplement to our culture to enable us to flourish in our new world? What behaviours do our customers, investors and employees expect to see more of?

Now, that doesn’t mean businesses shouldn’t assess candidate compatibility. In fact, I think it’s more important to do that than assessing their content skills (which are less and less relevant as the half-life of skills plummets). But they should assess that through the candidate’s alignment to their purpose and values, rather than their culture.

Hiring for culture gaps

Talent doesn’t need to share the same perspectives or backgrounds. As we’ve already highlighted, doing that can be commercially dangerous. But shared principles and purpose provide a collective north star by which everyone can navigate, while simultaneously allowing organisations and talent the freedom to evolve their company culture together.

And that surely is the point.

By focusing on the culture gaps, while hiring talent that shares the organisation’s purpose and values, organisations can dramatically evolve their culture, baking in the wonderful creativity, customer centricity, speed and adaptability they are increasingly dependent on, while simultaneously remaining true to their original, authentic selves. And as the world continues to become more unstable and less predictable, that could end up being a potent and indispensable combination.

A big thanks to Gavin for your thoughts on culture and hiring for culture gaps. If you want to get in touch with Gavin, you can email him on gavin@peppermoth.live or visit his website here.

James Cumming is our MD and leads our Interim Transformation practice. 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.

Reducing Stress in the Workplace: A Comprehensive Guide

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In today’s fast-paced world, Reducing Workplace Stress is paramount to organisations. It’s no secret that workplaces can often be hubs of tension and anxiety. As the demands of our jobs rise, so do our stress levels. But why is it so important to tackle this issue head-on to reduce stress in the workplace, and how can we ensure our work environment promotes well-being and productivity? Let’s delve into the world of ‘reducing stress in the workplace’.

Workplaces: A Breeding Ground for Stress

Some industries and professions are naturally more stressful than others. Let’s explore a few ways of Reducing Workplace Stress:

  1. Healthcare: Medical professionals, be it doctors, nurses, or paramedics, face high-pressure situations daily. Dealing with life and death scenarios can take its toll.
  2. Law Enforcement: Police officers and detectives often encounter dangerous situations and must make split-second decisions that can have long-lasting impacts.
  3. Financial Services: Stockbrokers, for example, deal with vast amounts of money and need to make rapid decisions in a fluctuating market.
  4. Journalism: Deadlines, the hunt for a breaking story, and navigating through challenging terrains can be stressful for journalists.

Why Reducing Workplace Stress in the Workplace is Crucial

Stress isn’t just an individual’s problem; it’s an organisational concern. Here’s why reducing workplace stress is essential:

  1. Health Implications: Chronic stress is linked to numerous health issues, including heart disease, insomnia, and weakened immune systems.
  2. Productivity: Excessive stress can lead to decreased concentration and mistakes. This impacts both individual performance and the company’s bottom line.
  3. Retention Rates: High-stress levels lead to increased staff turnover, with companies facing the additional cost of hiring and training new employees.

Effective Strategies for Reducing Workplace Stress

Knowing the problem is only half the battle. Implementing solutions is key. Here are some strategies that organisations can employ:

  1. Flexible Working Hours: This allows employees to manage their time effectively, balancing work and personal commitments.
  2. Breaks: Encourage regular breaks. Even a short 5-minute walk can help in resetting and refreshing one’s mind.
  3. Open Communication Channels: Staff should feel they can talk about their concerns or challenges without fear of retribution.
  4. Professional Development: Training programmes that equip employees with the skills they need can reduce task-related stress.

Assessing and Reducing Workplace Stress Levels

It’s crucial to understand the stress levels within an organisation. Here’s how to gauge:

  1. Surveys: Anonymous employee surveys can help gauge the overall mood and stress levels.
  2. Open Door Policy: When employees know they can speak freely with managers or HR, it’s easier to understand and address underlying issues.
  3. Monitor Absenteeism: Frequent sick leaves can be an indicator of high stress or burnout.
  4. Feedback Sessions: Regular feedback sessions can provide insights into areas causing undue stress.

Case Study: The XYZ Company Transformation

XYZ Company, a tech startup, was facing a high employee turnover rate in 2020. An internal survey revealed that 70% of the staff were experiencing high stress, mainly due to unrealistic deadlines and lack of clear communication from the management.

In 2021, the company implemented changes, such as flexible work hours, professional training sessions, and regular team-building activities. By mid-2022, not only did the turnover rate decrease by 40%, but the company also witnessed a 25% increase in overall productivity.

The Bright Side: Benefits of a Stress-free Workplace

A workplace that actively works to reduce stress enjoys numerous benefits:

  1. Higher Productivity: A stress-free employee is more likely to be focused, motivated, and efficient.
  2. Better Team Dynamics: Reduced stress levels often lead to improved collaboration and teamwork.
  3. Increased Loyalty: Employees are more likely to stay with a company that values their well-being.
  4. Enhanced Reputation: In the age of reviews and online forums, a company’s reputation as an employer matters. A stress-free environment can be a significant draw for top talent.

Conclusion

Stress in the workplace isn’t just an employee’s concern; it affects the very fabric of an organisation. Recognising the signs and actively implementing measures to counteract stress is not just a ‘nice-to-have’ but a necessity in today’s corporate landscape. As the case study demonstrates, the transformation from a high-stress environment to a supportive and understanding one can yield tangible, positive results. Reducing stress in the workplace isn’t a choice; it’s imperative.

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.

 

re:find team: My executive search journey

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I started my executive search career 16 years ago and traditionally I’ve always focused on HR recruitment. The dictionary definition of recruitment is ‘the process of finding people to work for a company or become a member of an organisation’. Executive search is a specialised recruitment service to seek out and recruit highly qualified candidates for senior-level and executive jobs.

For me, it’s about so much more than that.

Every brief is different and over the last 18 months, there have been a number of external market conditions that have turned everyone’s world upside down, presenting us with the most challenging and bizarre market I have ever encountered.

Someone once told me there is a home for everyone, and it is so true, a person can be brilliant in one company, but not so good in another and that is down to the different Cultures. Culture fit is a phrase that gets banded around all the time and it’s a minefield when trying to get it right. I see lots of blogs and posts talking about culture fit and finding the right person for the right role, but what does it actually mean? In my opinion, you need to really get under the skin of a business and determine what good looks like, what really drives the business and what goals they have long term. You then need to understand the team dynamics, the personalities involved and any gaps they have (tools like insights and the GC index are great for this). This approach enables me to really understand the kind of person that they need and ensure that I can deliver.

After years of recruiting HR roles, I was approached by one of my clients, (CPO, Hospitality Business) who needed to recruit an MD into the business and asked for my help, we had worked together previously in the HR space and got on well, this was the start of my journey into wider executive search. Although I’d never recruited this kind of role before, he was confident in my style “I realised that this is a little outside of their usual sweet spot, but knew that they would hit the mark quickly, and they did.” Taking the brief and hearing what would be needed from someone to be successful in the role, was exciting and got me thinking I wanted to do more of this type of search. I found it really interesting and engaging, so started asking our clients if we could help. You can see more about this case study here.

Since that time, as a business we have placed a number of senior exec roles:
  • Managing Director – UK’s fastest-growing privately-owned hospitality company
  • Director of Customer Experience – Private Equity backed Manufacturing Business
  • Director of Business Services – Multibillion turnover FTSE100
  • IT Director – Engineering business
  • Head of Procurement & Supply Chain – Engineering business
  • Head of Operational Excellence – Global Listed Pharmaceutical business
  • Head of Professional Services – Leading Russell Group University
  • Regional COO – Privately Owned Hotel and Restaurant chain
  • Group Property Director – UK wide retail business
  • Operations Director – Care business
  • Finance Director – Waste management company
  • Head of Change – Large multisite retail business
  • HR Director – B2B wholesale business, 12k employees UK wide
  • Head of Internal Communications – UK Pharmacy Company

I still love our bread-and-butter senior HR roles but enjoy doing a variety of wider executive search and it also helps our clients who like working with us as we understand their business and can move quickly.

Recruiting senior roles

I’ve been recruiting senior roles for too many years to remember and found that once you hit a certain level it’s less about what the candidate does and more about how they do it. Generally speaking, you don’t get to director level without being good at the job. Obviously, I’m not saying that the technical aspect of a role is non-existent at this level, I just feel that to be successful in an executive position, you have to be the best, it’s as simple as that.

When taking a brief, discussing the technicalities and deliverables of a role is a given. Understanding how a business needs the job done is the tough thing to decipher and sometimes even tougher to measure. It is paramount at this point that we understand the long-term vision of the organisation, appointing execs is always a business-critical process and requires a business to know their own culture and exactly what type of person they are looking for.

To deliver on this, I have to quickly build relationships with prospective candidates. Getting to know someone in an interview process is key, constantly assessing on both a professional and personal level, to really understand their character and personality traits and if they will get the best out of the team and fulfill the business’s objectives. This approach enables us to shortlist quickly and effectively. In the current market, long processes will almost certainly ‘kill a deal’ as people are getting multiple approaches and offers at any one time.

Why use us for your senior exec work?

When you are recruiting for different roles in different industries, clearly you can’t be an expert in all of them. Clients come to us when they have a difficult brief. It might be a new role in the business, it might not be fully defined, they may have compressed timelines, or the situation might be sensitive or confidential. I have asked many of my clients in the past – why do you use re:find? Their response is that they enjoy working with us and find our shortlists refreshing. We provide a full market map of relevant talent in the market and focus the search on people that I think will fit the business and will fulfill the role to the best of its potential, not just people from the same sector. We never advertise roles. I feel that this ensures we only find the very best out there and it also fits perfectly with our clients who need us to be as discreet as possible. Once we find the right candidates and have vetted them, we can arrange an NDA to be signed to ensure that the role and the situation is kept confidential. We ensure candidate care throughout the whole recruitment process and into the onboarding process with you, which helps to make the transition smooth and the new appointment quickly get settled into their new role.

It also helps that we’re approachable, easy to work with, but with a robust back-end process to enable us to find that niche best talent.

The value that we add

As a business, we help our clients to grow. We understand what’s going on in the business and what they really need. Getting the right hire allows our clients to push forward with their business goals.

There isn’t any red tape or bureaucracy when you deal with us – we make the decisions, and we work with you to ensure we have the best working relationship possible. We’re nimble and flexible, allowing us to offer the best possible service to our clients and make a success of the work we do together.

What challenges we face

The main challenge for me, is learning the intricacies of a business, to make sure that you get the right person for that specific role in that specific business. Every business is different – it has its own culture and values and goals and there’s always lots to learn and understand. This is where relationships come into play, because the better you know your clients and their business, the better you can do your job.

There are many other challenges to contend with including competition – top execs are in high demand and can have many offers on the table, so you need to be able to negotiate this successfully. A high majority of senior candidates are passive – they are not actively looking, but surprisingly 97% of senior candidates in a company want to be ‘found’ or ‘approached’ by headhunters for relevant roles, so you do have to work hard to find them and attract them to move.

It takes a long time to get up to exec level, which means there are far less candidates than for entry or mid-level roles. A survey last year from Invenias (a recruitment software platform) said that 77% of executive search professionals’ top challenge was going to be talent shortages. 

Add to that a worldwide pandemic and the executive search market over the last 18 months has been even more challenging. Because the climate has been so uncertain people have been wary of moving from a stable position, so even if you do find the hard-to-find people that are a great culture fit for the business, you can’t always get them into the process. Things do seem to be picking up now so this challenge shouldn’t affect us going forward. The market has definitely shifted to a candidate driven market and businesses now have to move quickly with both processes and offers, as candidates are now getting multiple offers and are naturally drawn to a business that makes them feel valued.

What I have learnt from my journey

My journey over the last few years from focusing on senior HR appointments, moving into my general executive search has been challenging, but incredibly rewarding and enjoyable. My clients have become friends and a strong relationship means we make a great team professionally.

I have learnt that I don’t need to be an expert in a particular industry to still do a great job at appointing a senior executive.

I have found that actively listening, being curious and really understanding the size, scope and vision of business allows me to be clear and honest with potential candidates. I like to think of re:find as an extension of our clients business and want them to feel we are all working together. By using my transferable skills in executive search, relationship building and understanding people and businesses, I am able to find the right people and do a great job for my clients.

 

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

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How to Prepare for a Senior Leadership Interview

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Preparing for a senior leadership interview is pivotal if you’ve ever aspired to climb the corporate ladder and secure a senior leadership role. You’ll know that the journey isn’t just about meeting the qualifications on paper. It also involves acing the interview that can make or break your career. The process of preparing for a senior leadership role interview requires meticulous planning, self-assessment, and a clear understanding of what’s expected from you in such a high-stakes situation. In this blog, we’ll delve into the intricacies of interview preparation, offering guidance on how to excel and secure your dream leadership position.

The Importance of Preparation for a Leadership Interview

Why Preparation Helps

A key part of the preparation process is understanding why it’s so crucial. Adequate preparation not only boosts your confidence but also demonstrates your commitment to the role. When you enter the interview room well-prepared, you send a clear message to the interviewers that you’re serious about the position and have the skills necessary to excel in it.

Internalise the Job Description

One of the first steps in your interview preparation journey is to thoroughly understand the job description. Ensure that you can align your skills, experience, and personal attributes with the specific requirements of the role. By doing so, you’ll be better equipped to showcase how you are the perfect fit for the job.

Research the Company

Studying the company’s history, culture, and recent achievements is another vital aspect of preparation. Demonstrating knowledge about the company and its values will highlight your genuine interest and commitment.

How to Prepare for a Leadership Interview

Now that you understand the importance of preparation, let’s move on to the “how.” Effective preparation for a senior leadership role interview involves several key steps:

  • Self-Reflection

Before diving into the interview preparation process, take a moment to reflect on your career journey and your personal leadership style. What are your strengths, weaknesses, and values? Understanding yourself is essential to articulating your unique leadership approach during the interview.

  • Set Clear Objectives

Define your goals for the interview. What impression do you want to leave on the interviewers? What key points do you want to emphasise? Setting clear objectives will help you stay focused during the interview.

  • Practice, Practice, Practice

One of the most effective ways to prepare is by practicing your responses to potential interview questions. Seek out a trusted friend or colleague who can conduct a mock interview, providing you with valuable feedback.

  • Dress the Part

Don’t underestimate the power of appearance. Ensure you dress professionally and appropriately for the position you’re interviewing for. First impressions matter, and dressing the part is a step toward making a strong initial impact.

Ways of Preparing

While there are several ways to prepare for a senior leadership role interview, it’s essential to choose the methods that work best for you. Here are some common approaches:

  • Online Resources

Numerous online resources offer valuable insights into interview preparation. Websites like Indeed, LinkedIn, and Glassdoor provide information on common leadership interview questions and tips on how to answer them.

  • Books

Consider reading books on leadership and interview techniques. “The Art of Possibility” by Rosamund Stone Zander and Benjamin Zander and “Leaders Eat Last” by Simon Sinek are great options to expand your leadership knowledge.

If you’re seeking personalised guidance, you might benefit from hiring a professional interview coach. They can provide targeted feedback and help you refine your interview skills.

Examples of Leadership Interview Questions

In any interview, you should be prepared to answer a variety of questions. For a senior leadership role interview, questions may revolve around your experience, leadership style, and decision-making abilities. Here are some common examples:

  1. Tell us about your leadership experience.
  2. How do you handle conflict within your team?
  3. Describe a challenging decision you’ve made and its outcome?
  4. What is your vision for the company, and how will you implement it?

It’s essential to anticipate these questions and formulate thoughtful, concise responses that highlight your qualifications and suitability for the role.

How to Give the Best Answers in a Leadership Interview

Nailing the interview isn’t just about what questions you’re asked; it’s also about how you answer them. Here are some tips for providing the best responses:

STAR Method

When answering behavioral questions, consider using the STAR method:

  • Situation: Describe the context or situation.
  • Task: Explain the specific task or challenge you faced.
  • Action: Describe the actions you took.
  • Result: Share the outcomes and results of your actions.

This structured approach helps you provide comprehensive answers.

  • Be Specific

Use concrete examples from your past experiences to support your claims. Specifics make your answers more convincing and memorable.

  • Stay Positive

Even when discussing challenges or failures, maintain a positive tone. Emphasise what you learned from those experiences and how they’ve made you a stronger leader.

What If You Struggle with Questions?

Interviews can be nerve-wracking, and it’s not uncommon to struggle with certain questions. Here’s what to do if you find yourself stumped:

  • Pause and Think

Don’t rush to answer a question. Take a moment to collect your thoughts and structure your response. A brief pause is much better than an incomplete or unclear answer.

  • Seek Clarification

If you don’t fully understand a question, don’t hesitate to ask for clarification. It’s better to ensure you’re answering the right question than to give an off-topic response.

  • Practice Active Listening

Active listening during the interview is crucial. Make sure you fully understand the question before you respond. If you’re unsure, repeat the question or ask for confirmation.

How to Stand Out

To stand out in a senior leadership role interview, you need to leave a lasting impression. Here are some strategies to help you shine:

  • Share Unique Insights

Offer fresh, original perspectives on industry trends, challenges, and opportunities. Interviewers appreciate candidates who bring innovative ideas to the table.

  • Emphasise Cultural Fit

Highlight your alignment with the company’s culture and values. Showcase your ability to seamlessly integrate into the existing team.

  • Showcase Emotional Intelligence

Demonstrate your emotional intelligence by showing empathy, self-awareness, and the ability to build strong relationships. These soft skills are highly valued in leadership positions.

Tips for Success

Achieving success in interviews involves a combination of factors. Here are some additional tips to ensure you make the most of your opportunity:

  • Confidence and Humility

Strike a balance between confidence and humility. You should exude confidence in your abilities while remaining open to learning and collaboration.

  • Elevator Pitch

Prepare a concise and compelling elevator pitch that highlights your strengths, values, and what sets you apart as a leader.

  • Ask Questions

Towards the end of the interview, be prepared to ask insightful questions about the role and the company. This shows your genuine interest and engagement.

  • Staying Calm Under Pressure

Maintaining composure during a senior leadership role interview can be challenging. Here’s how to stay calm under pressure:

  • Practice Relaxation Techniques

Before the interview, engage in relaxation techniques like deep breathing and visualisation to calm your nerves.

  • Mindfulness

Practice mindfulness to stay present during the interview. Focus on the questions and your responses without getting overwhelmed by anxiety.

Positive Self-Talk

Replace negative self-talk with positive affirmations. Remind yourself of your qualifications and your value to the organisation.

Correcting Errors or Answers in a Leadership Interview

If you make a mistake or feel you could have answered a question better, don’t be afraid to correct it:

  • Acknowledge the Mistake

If you recognise an error in your response, acknowledge it and clarify your intended answer.

  • Maintain Confidence

Correcting an answer doesn’t have to diminish your confidence. It can actually demonstrate your commitment to providing accurate and well-thought-out responses.

View any errors as learning opportunities. Use them to refine your interview skills and improve for future interviews.

In conclusion, preparing for a senior leadership role interview is a multi-faceted process that demands dedication and self-reflection. By understanding the importance of preparation, learning how to prepare effectively, and mastering the art of answering interview questions, you can increase your chances of securing your desired leadership position. Remember, success in interviews is not just about showcasing your qualifications but also about demonstrating your leadership potential and your ability to thrive in a senior role. With these tips and strategies, you can confidently embark on your journey to becoming a senior leader in your organisation. Good luck!

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.

Can a senior candidate’s track record be used to assess their relevance for future appointments?

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Assessing a senior candidate’s track record, has been a common method used in the recruitment industry to determine relevance for an appointment. However, this method has positives and negatives associated with it.

On the one hand, a candidate’s track record can provide valuable insight into their past successes and failures. On the other hand, it can be extremely difficult to draw meaningful conclusions from past performance, as external factors, economic environment and personal growth can impact future performance.

Arguments that support:

  • One of the most significant benefits of looking at someone’s experience is that it demonstrates their proven ability to perform in a particular role. Candidates with a successful career have demonstrated that they have the skills and experience necessary to excel in a similar role in the future.
  • Provides insight into behaviour and decision-making: For example, by analysing how a candidate responded to challenging situations in the past, recruiters can assess their ability to handle similar situations in the future.
  • A candidate’s track record can provide a starting point for discussion during the interview process. It can help to identify areas of strength and weakness, and highlight the candidate’s potential to grow and develop.

Arguments Against:

  • One of the most significant arguments against relying on someone’s track record is that past performance is not necessarily indicative of future performance. There are a variety of external factors that can impact a candidate’s ability to perform, such as changes in the industry, company culture, and personal circumstances.
  • It can limit diversity: Relying too heavily on a candidate’s track record can limit diversity in the recruitment process. It can result in recruiters overlooking qualified candidates who may not have had the opportunity to demonstrate their skills and experience in the past.
  • Candidates may have outgrown their capability, they may lack the desire to develop further or the ability to adapt to different corporate cultures, or to navigate a changing business environment

Conclusion:

Overall, looking at someone’s track record can provide valuable insights into a candidate’s past performance and potential for future success. However, hiring managers should use caution and consider multiple factors when evaluating senior leaders to ensure that they are making the best possible hiring decisions.

While it is important to be cautious when relying on someone’s track record to assess their relevance for future appointments, it can still be a viable option if managed in the right way.

Areas to consider:

Look beyond the numbers. A candidate’s track record should not be evaluated solely on quantitative metrics. It is essential to assess the context in which their successes and failures occurred, as well as the impact they had on the organisation.

Consider the candidate’s future potential. While track record is an important factor, it should not be the only criterion used in the hiring process. It is important to assess a candidate’s potential to succeed in a new role, as well as their ability to adapt to a changing business environment.

Utilise multiple sources of data to assess a candidate’s suitability for the role. This can include conducting behavioural assessments, analysing their educational background and achievements, and speaking with professional references.

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. 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.

Can You Give a Bad Reference Without Being Sued? A Comprehensive Guide

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Can You Give a Bad Reference Without Being Sued?

Giving a reference for a former employee can feel like walking a tightrope. You want to be fair and honest, but there’s always the fear of potential legal repercussions. Many employers now stick to giving “neutral” references — only confirming dates of employment and job title. This policy is legally safe and helps avoid disputes, particularly with difficult employees. But is there a way to be more transparent while still staying on the right side of the law? Absolutely. Let’s explore how you can manage this delicate balance with a few practical insights and case studies.

The Rise of the “Neutral” Reference (Rather than a Bad Reference)

Rather than give a bad reference, a neutral reference is often the safest route. It provides only the most basic information: dates of employment and job title. Many businesses adopt this policy to mitigate risks, especially in cases where they might have concerns about an employee’s past performance. This approach is legally sound and prevents claims of defamation or discrimination. However, for recruiters and hiring managers, a neutral reference can raise red flags, potentially costing candidates job opportunities.

Case Study: The Impact of Neutral References

A few years ago, a mid-sized tech company in London, facing a wave of litigation threats over giving a bad reference, switched to a strict neutral reference policy. This initially seemed like a good move — the legal department was relieved, and managers avoided difficult conversations. However, the unintended consequence was that it became harder for the company to support its high-performing alumni. Talented employees who had left for new opportunities found it challenging to secure their next roles without the backing of a strong reference. This policy also negatively impacted the company’s reputation as a good employer. Eventually, the company revised its policy to allow more detailed references under controlled conditions, balancing legal safety with fairness.

So, how can you stay transparent while avoiding legal trouble? Here are five ways:

1. Be Honest from the Outset and Don’t See it as a Bad Reference

If you can’t, in good conscience, recommend an employee for a new role, it’s best to be upfront with them. Inform them directly that you’re unable to provide a positive reference (giving a bad reference is probably not a good idea). This gives the employee the chance to seek another reference and prevents any surprises. A case in point is a large retailer in Birmingham that adopted this policy. By having an honest conversation with departing employees, they reduced the number of disputes and set clear expectations, which led to fewer legal claims and smoother exits.

2. Cite Time as a Factor

If the employee worked for you several years ago, you could decline to provide a detailed reference on the grounds that it was too long ago to remember specifics accurately. Many organisations use this approach, citing concerns about providing outdated or potentially misleading information. For example, a financial services firm was once sued for defamation based on an outdated reference. They now refuse all references older than five years, which has successfully shielded them from further legal trouble.

3. Stick to Your Company’s Reference Policy

If you choose to give a neutral reference, be prepared to clarify if this is the company’s standard policy or specific to the individual. In a recent survey by Refind, over 60% of HR professionals reported that reference checkers often asked why a reference was neutral. This demonstrates the importance of consistency. One healthcare organisation found that explaining its neutral reference policy upfront built trust and helped avoid any legal ambiguity.

4. Be Factual and Objective

If you do decide to give a reference that includes feedback, ensure that you stick strictly to facts. Focus on observable behaviour and documented outcomes. For instance, rather than saying, “They were a poor performer,” specify, “They did not meet their sales targets for three consecutive quarters.” An example from a large law firm illustrates this point: after a lawsuit over a subjective reference, they trained their managers to provide only fact-based information, which significantly reduced legal risks.

5. Communicate Performance Regularly

Make sure employees are aware of where they stand regarding their performance well before they leave. If performance issues are addressed regularly, an employee will know what to expect from a reference. A global engineering firm found that by integrating performance feedback into quarterly reviews and keeping records, they were better prepared to provide accurate references. This practice has helped them avoid contentious disputes and maintained their reputation.

Key Takeaways

Navigating references can indeed feel like a minefield, but sticking to these strategies can help you stay clear of legal trouble while remaining honest and transparent:

  • Be upfront and clear with employees about their potential reference.
  • Use time as a justification to avoid referencing older employees.
  • Consistently apply a neutral policy or make clear the context of neutrality.
  • Stick to facts and documented evidence to avoid subjective assessments.
  • Maintain regular performance communications to set expectations clearly.

By balancing transparency with caution, you protect your organisation from unnecessary legal risk while supporting both past and future employees effectively. In the end, being a good employer isn’t just about avoiding lawsuits — it’s also about maintaining trust and integrity in every step of the employment relationship.

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.