NAGS – networking and golf society

We started a networking and golf society many years ago, but as the years went on, it evolved and in 2019 we partnered with Mills & Reeves and HJ Wealth and NAGS was born.

We’re excited to say that NAGS has returned this year, running over the summer months at 4 prestigious golf courses, where a diverse group of business leaders meet to play golf, network and have some fun!

NAGS is about getting to know like minded people and building relationships and offers a safe space for business leaders to get together and support each other.

This year, NAGS  is even more special, because we’ll be fundraising for the awesome Birmingham based charity LoveBrum. We don’t ask for payment for being part of the society, but we are encouraging those taking part to donate to LoveBrum, to help them to continue to shine a light on the hidden projects and charities doing amazing things in our city.

Here is co-founder PJ explaining a bit more about how the money raised can help:

The winner of our society is based on the cumulative points recorded across the four rounds and will take our trophy, plus they get to decide which of LoveBrum’s charities the money raised will go. 

NAGS kicked off on Friday 29th April at Forest of Arden, where 22 of us met. We had glorious sunshine, as always, and it was great to get back out on the golf course with our society.

Here’s what some of our members said about NAGS:

“Super day, with good company. It’s really useful to pick up with some contacts from the society pre-Covid and meet new people. A nice environment to play golf in. And the weather was beautiful!” Maureen Hawkins.

“Lovely day, met some nice people and good to reconnect.” Ian Brown.

“Great, friendly, chilled day out. Good game of golf but more about meeting people, building relationships and having some fun! Plus, for a good cause!” Darren Priddey.

NAGS met for the second society on Friday 17th June at Moseley Golf Club, where we had the most amazing weather and a great day of golf. Maureen Hawkins took the winners position this time.

We asked some of our members to tell us what they enjoyed about NAGS, here’s some of their responses:

Our third meeting was at Sutton Coldfield on 21st July, thankfully the weather had cooled down a bit for us. Adam Cooksley was the days winner.

Our final society meet is at Walmley Golf Club on Friday 7th October. It should be a great day, where the winner of our eclectic league will be announced. They win the trophy, as well as getting to decide which of LoveBrum’s charities all the money we have raised goes. If you’re interested in getting involved in this year’s society or want to find out more info you can email me at

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

My executive search journey

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

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

HR Director career: the next step

Should HR be on the board of Directors and if so, what can you do as an HRD, to take your career to the next level?

According to Korn Ferry, in 2019, fewer than 3% of sitting directors on the boards of Fortune 1000 companies, were current or former HR executives.

Exec boards are increasingly recognising the importance of diverse perspectives. Although board turnover remains slow and HR remains underrepresented in the boardroom, there is growing openness to bringing on different types of expertise.

In my opinion, when boards are discussing culture, values, succession planning and talent management, there really needs to be an experienced HR leader involved to guide that conversation.

On top of that, the pandemic has shone a light on HR, reminding businesses of its importance. Surely, this gives the greatest opportunity for HR leaders to step up? Here are some things you need to consider.

Know your ‘why’

For anyone who hasn’t seen Simon Sinek’s video, I would highly recommend it and I think it helps with this challenge!

Given that people should be an organisation’s most important asset there are huge opportunities for HR to support the CEO with challenges around culture, diversity, and talent.

From a practical point of view, it is important to think about why you want to be on the board, how you might impact the business and what you can bring to the role.

Become an advisor to your CEO and board

You want to be leading the discussion about the organisation’s culture and analysing how it is helping the performance of the business as a whole. Make sure they think of you as a Chief HR Officer.

It is a good idea to look externally too, many senior leaders are well-read in the leadership space, bringing innovative insight and opportunity into the business, will help to raise your profile from a strategic perspective.

Network with board members

You need to find board members you know, or have connections with, and strengthen relationships with them. Directors you’ve worked with and know of your interest in taking on a board seat can help you. Reach out to people to build new relationships in businesses you have identified you’d like to be a part of and get out to events you know the right people will be at.

The more you grow your network, the more inside information you can get and the closer you are to achieving your goal. Most Board Directors are more than willing to offer their time to other new or aspiring Board Directors.

Become an expert

It sounds simple – but a lot of people miss this step out. Make sure you’re clued up on the board selection process and how it all works. Think about what industries are you interested in working in? What sort of companies? Who is involved in their board selection process? This will allow you to get on the radar of the right people, who can recommend you when the position comes up – which links back to networking with the right kind of people.

You can find out more about what makes a great HR professional here.

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

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

Have we lost the work-life balance?

Work-life balance, we talk about it all the time. It’s so important to make sure you have a balance between your work and home life – we’re big advocates of it here. The last year has turned everything upside down and we’ve been at home permanently, so it has made the topic even more important and more widely discussed. Is work-life balance even a ‘thing’ anymore or have we progressed into something more fluid?

There are many factors to be considered when addressing the work-life balance argument – for me, they all centre around technology. Technology has allowed us to change the once rigid working environment – with a set place of work and working hours – to be much more fluid and relaxed. This advancement allows for far greater flexibility, but can add extra challenges for keeping the structure in place between your work and social life.

Remote working

Remote working allows us to work from anywhere, not just in the office. At home, on a train, in another office, even abroad. In most cases, all you need is your laptop and phone and Wi-Fi connection and you’re away. This flexible working allows employees to work in different places, where they may feel happier, more productive or more creative. It means they are able to work while they travel to a social event or go away for some peace and quiet, without taking holiday. Allowing work and life to intertwine can lead to a much happier, healthier and more productive team.


Flexitime gives employees the freedom to choose their hours to fit around their other commitments outside of work. This blurs the lines, but in my opinion in a positive way – you can work around dropping off your kids, having a personal appointment or event meeting friends. You do not need to sacrifice your work or your personal commitments – you still do your hours and get your work done but can also do the things in your personal life that are important.


Mobile phones and laptops are great because you can take them easily wherever you go, to work remotely. But this often comes with its own problems – if you use the same laptop or phone for both personal use and for work, it can be difficult to switch off. Many phones have emails and Slack and other forms of communication for work connected to them, which allows totally switching off from work almost impossible! There are solutions though – whether it’s keeping a separate phone for work or turning off notifications for certain apps, you can still maintain healthy barriers. Turning your phone to ‘do not distrub’ mode at times also helps to switch off – whether it is to concentrate on a project for work or to do something personal, it’s good to have some quiet time to concentrate.

Blurred lines

All these technological factors blur the lines between your work life and your home life. But is it necessarily a bad thing? In my opinion, the freedom and flexibility businesses and employees now have, to work where and when they want, is brilliant. And, although the factors blur the lines so work can creep into your home life, it also means your home life can merge into work-life too – you are able to juggle other responsibilities around work, rather than following a strict 9-5 Monday – Friday in the office. Less need to sacrifice things, including our own health. Having said that, it is still really important to make sure you keep a balance and sometimes – press the off button, to successfully manage stress in the workplace.

If you need some practical tips to help you, here are 6 tips for a better work-life balance.

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

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

Achieving business goals

Achieving business goals, whether they’re personal or professional, can be tough. We’ve all got our own personal mountain tops. The goals that we set ourselves that, from the outset, seem nearly impossible to conquer. So how do we overcome this and allow ourselves to reach those goals?

If you haven’t read  ‘The One Thing’ by Gary Keller, then you absolutely should. The premise is: what is the ‘one thing’ that you need to do that will subsequently make everything else fall into place and become easier? “The surprisingly simple truth behind extraordinary results.”

In the book, Keller talks about breaking down your goals into long and short term, and how by doing this you can turn them into more manageable and less intimidating tasks.

Once you’ve broken them down, you can then consistently go back to that one thing and ask yourself if what you’re about to do is going to add to your progress and keep you on track with achieving business goals.

The process

This process works in two parts. The first is about finding the right direction, and the second part is about chasing the right action.

For the first part, think about the big picture and identify what your overall goal is: what is the one thing that you want to do or achieve. This can be anything from your career goals to a personal ambition that you have.

The second part of this process is more short-term and practical. You have to ask yourself questions that provide you with a small focus on what you can do right now to help you get to where you want. You can break it down into what you’re going to do today, this week and this month to achieve that one thing. By always going back to your one thing, you ensure that everything you are doing is helping you to progress forward with that goal and increases the chances of you achieving it. 

Stay on track

By repeatedly asking yourself these more focused and short-term questions, you will not only keep on target to your overall goal, but you will also find yourself taking actionable steps that all build on one another and provide you with the momentum to finally reach your mountaintop!

Once you break it down, it’s so much easier to achieve those goals.

  1. Define goals
    It’s important to clearly define your business goal, so you know exactly what it is you want to achieve and where you are aiming.
  2. Be specific
    Being specific is important – understand exactly what you are aiming for and why – what will this goal mean for you? It’s a lot easier to stay on track when you know the benefits.
  3. Keep going back to the one thing
    Make sure everything you do is going to helo you reach that goal.
  4. Stay committed and motivated
    Commit to your goals – write them down, share them with colleagues, friends and family so they can hold you to account. Give yourself a deadline to keep you motivated and pushing forward.

Don’t forget to celebrate and reward yourself for achieving those goals or reaching a milestone and share the progress with everyone around you to keep you motivated.

To have a chat about your goals contact me at

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

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

How to nurture HiPo’s to benefit your business

High potential employees – or HiPo’s – increase the value of a business. They outperform their peers, doing more work and putting in more effort. Most businesses will have recognised that between 3-5% of their staff are high potential employees. There are 3 important attributes for a HiPo who is likely to succeed and get a senior position: aspiration, ability and engagement.  There are many factors that fall into these 3 attributes – leadership abilities, performance, competency and confidence when challenged.

HiPo’s need minimal supervision, are fast learners, reliable, can complete any tasks, work well under pressure and aspire to rise to leadership. They are a huge asset to your business.

So how can you nurture them to fulfil their potential and benefit your business?

Nurturing HiPo’s

The important thing to remember when discussing programs to retain and progress HiPo’s is that these individuals have been identified as having potential. They are not fully-fledged leaders, ready to step into a senior or critical role – yet. They likely will be, but they need developing and nurturing.

Training onsite and offsite, coaching, workshops and seminars can all help in the nurturing process, supporting the individuals to enable them to reach their potential. Real-life situations are really helpful, just be aware that it’s not too much, too soon.

Reducing risk

SHL’s ‘How to Reduce Risk and Realise More Value in Your HiPo Programme’ eBook says:

“Through objective assessment of all three factors (above), you can accurately identify your top talent while ensuring you avoid the most common HiPo programme risks:

  • The risk that they will fail to rise to a senior position
  • The risk that they won’t be effective in a more challenging role
  • The risk that they will leave to join competitors, diluting your bench strength”

Benefits of a successful program

HiPo’s represent a company’s strongest leadership pipeline. Investing in the success of them, means you are investing in the future of the company as a whole, because they will:

  • Deliver strong results
  • Master new types of expertise
  • Have a good attitude and a drive to excel
  • Have the desire to seek new ideas and the ability to convert them into productive action

By identifying, cultivating and investing in employees with exceptional aspirations, rare abilities, and greater engagement, you can ensure that the next generation of leaders within your organisation will be equipped to boost performance, foster innovation, and maximise corporate growth.

What are you doing with your HiPo’s and what successes have you had? If you have stories to share, I’d love to hear them, email me on

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

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


Employee onboarding – warm welcome or completely clueless?

We know how important onboarding is for our candidates. The wrong experience can have a hugely detrimental effect on a new starter. The process ensures new employees receive all relevant information and understand how the company works and what is expected of them. This information allows them to transition from a new joiner to a productive team member, and so is a vital process within any organisation. 

So how does it change in a fully remote working world?

Really, it shouldn’t affect the fundamentals:

  • New equipment
  • Communication
  • 121s
  • Introduction to the team
  • Training and coaching

But it does mean being organised and ensuring that everything is prepared way ahead of the new team member starting. Equipment needs to be ordered and sent to their home address, an introduction to the business, the team and regular 121s need to be diarised and the induction needs to be planned out and communicated clearly.

It’s not just about the new starter

It’s not just about the new joiner either, your onboarding process can affect existing team members who will register the way a new employee is treated.

Onboarding begins before the new team member starts – both internally and externally. Calling the new employee is clearly important to let them know the basics, but also letting the existing team members know what is happening.

Returning to work onboarding

My wife, Gemma, wrote a blog about onboarding, with a difference – the importance of onboarding returning maternity leavers. “Yes, they’ve always been employed and aren’t “new’, but when I returned to work after 10 months out, a lot had changed, and I mean a lot. It was almost like returning to a new business. This, coupled with the fear of returning to work, was surely a recipe for disaster.”

Some key points are addressed about being introduced back into the company/role after a substantial period away, including new technology, new faces and new structure. You can read the full blog here.

In any capacity, onboarding is important to your business – it makes for happy employees and better business efficiency, as it gets employees up to speed quickly.

To have a chat about your experiences with onboarding or returning to work you can contact me on

You can view more about Carl Hinett our Executive search of HR professional’s specialist here.

Managing stress in the workplace

Managing stress in the workplace

Are you tired? Do you feel irritable? Do you suffer from headaches, muscle tension, and struggle to concentrate at work? If so, you may be one of the millions of people across the country who are feeling the effects of occupational stress. So how can we manage stress in the workplace?

Occupational stress

Occupational stress has many emotional symptoms such as feeling overwhelmed, feeling depressed, feeling anxious about going to work, lacking confidence, and experiencing mood swings. Alongside this, many people report physical symptoms such as general aches and pains, feeling nauseous, losing or gaining weight, and pain or tightness in the chest.

According to a 2019 report by Qualtrics, more than a quarter (29%) of UK workers reported that they felt stressed or emotional because of work, either ‘always’ or ‘most of the time’. Work-related stress, anxiety or depression accounts for around 44% of all cases of ill health and is estimated to cost the UK £34 billion per year. Worst of all, however, chronic stress has been shown to exacerbate many serious health problems such as mental health disorders, cardiovascular disease, high blood pressure, heart attacks, and strokes.

It’s very clear that stress is not something that should be brushed away by employers and employees alike, but rather has to be recognised and managed for the benefit of both the individual and the business.

The cause

Occupational stress can be caused by a lot of things. Excessive workloads or unrealistic deadlines are some of the most common, along with difficult relationships with colleagues, disagreements with the management style, being micro-managed, being unclear about what it is that you are meant to be doing, and feeling as though your skills and abilities are being wasted. Stress can be caused by one of them, all of them, or it may be something different. Every person is unique. The important thing is to take some time and think about what is it that is specifically causing these feelings of stress at work.

The approach to managing stress

As many of these causes are due to difficulties imposed upon the employee by the employer and, aside from raising concerns, there is little that the employee to change these causes. What can be changed, is the approach that we take to manage stress in our day to day lives. Try to take a walk during lunch hours to clear your mind for half an hour, work regular hours and take the time off that you are entitled too, make an effort to manage your time both in and outside of work, reflect on your thoughts and feelings often, try to develop relationships in work, and accept that there are some things that you do not have control over.

One of the best treatments for work-related stress is exercise. Aerobic exercises such as running, swimming, dancing, and walking increases the production of endorphins in the brain improving your mood. Exercise also offers the perfect opportunity to reflect on the things that have been causing you stress. Many people report that engaging in exercise allows them to think more clearly and find solutions to their problems that they previously could not work through. Naturally, this can have great benefits to both mental health and performance at work.

Finally, finding time to unwind with people in a friendly and sociable environment is essential to keeping on top of stress. Human beings are inherently social beings. Socialisation, whether that be by talking with friends, going for a coffee with a co-worker, or going for some food after work, has been shown to decrease stress-related anxiety, make us feel more confident, and promote a sense of attachment to those we are close to. This is one of the reasons that we love to host events that bring together people from across different industries to enjoy time together in a friendly environment.

Want to talk more about stress at work or interested in coming to one of our events? You can contact me at


You can view more about Carl Hinett our Executive search of HR professional’s specialist here.


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Promoting wellbeing in the workplace

Workplace Wellbeing
Workplace Wellbeing

We recently held our third run of The Forum, discussing the importance of promoting mental health and wellbeing in the workplace. For those of you who don’t know, The Forum is an exclusive quarterly event for HR Directors to ask, share, explore and learn.

This quarter, we were talking about mental health and wellbeing in the workplace and it sparked some very interesting conversation, so I thought I would give my opinion on a few things!

First, a few stats:

  • 83% of people go to work when they are unwell
  • 59% of people who are off work on long-term sickness are off due to mental health problems

I think one thing is very clear – workplace wellbeing is a hot topic right now! Whilst I think organisations have come on leaps and bounds in terms of supporting wellbeing in general, I also think some organisations can turn it into a gimmick or photo opportunity – a bit like when everyone slaps the rainbow on the corporate logo for pride month…


Money or money-worries can be the root of a lot of stress and mental health issues. Some organisations have been running some great initiatives to combat this.

PKF Cooper Parry have allowed people to choose when during the month they get paid. The NHS has been offering same-day pay for its flexible employees. I think these approaches are innovative. It provides the flexibility that people need and empowers people to manage their finances and feel in control.

One thing I’m not a huge fan of is these new apps that allow you to access some of your next month’s salary early. I know they are marketed as being used for emergencies and a lot of them have limits on how much you can access, but I do feel that for some people (me included!) it would encourage you to frequently spend outside your means and always be living in a deficit, meaning you would be accessing money early every single month.



Flexible working, agile working, unlimited holidays…does it work? Do people really use it?

I am very lucky to work for an employer who offers flexible working. And when I say that I mean ACTUAL flexible working. What this means is that I can work from home, when I want, without needing a reason. On a Thursday I finish work at 4 pm to go and visit my nan who has Alzheimer’s and I don’t make the time back up. What I do, is deliver all the work I need to in the hours that I work.

Flexible working isn’t being allowed to finish at 4 pm on a Friday or starting an hour earlier/ skipping your lunch so you can leave early and it definitely isn’t being allowed to go for an appointment in the middle of the day as long as you make the time back.

The unlimited holidays I’m not 100% sold on, which is probably because It is now November and I still have 9.5 days holiday to take before Christmas. I’m not great at taking holiday. But I do see the purpose of it. Say you have a special occasion, honeymoon or the opportunity to go on an extended break, then it would be great to utilise.


There must also be engagement in workplace wellbeing and organisations need to empower and equip individuals to self-care.

There are other options to engagement surveys, for example, to get people to spend time thinking about themselves. People don’t just need to think about how they feel, but also what impacts those feelings, what are the root causes?

There are now apps that are a self-coaching platform and can be used with employees to enable them to assess their work happiness. These are an interesting alternative to employee engagement surveys and encourage people to think about the underlying motivations to their happiness – even as far as their work relationships, identifying which are high quality and which you could/would like to improve.

Anna Cleland’s app Workhappy is a great one to check out.

There is so much good happening in workplaces (and some crap here and there!) that I think we are making strides in workplace wellbeing, but there is still plenty more to be done.

It would be great to hear about the initiatives you love or hate, and what else you think needs to be done.

If you need some practical tips to help you, here are 6 tips for a better work-life balance.

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

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Par-tee on!

Our golf society has been a huge success this year – we teamed up with Mills & Reeve at the beginning of the year, to host an annual golf society across the West Midlands, which has been running from March through to October.

Why join?

If you’re anything like me and love playing golf and meeting new people, then it’s the perfect event to attend. It’s informal networking at its best, and we’ve even managed to guarantee the weather on every occasion bar one!

We don’t care how good your golf is or if you haven’t played for a while, we’re more about the taking part and having fun.

The final meeting

The next, and final, event of 2019 is being held at Aston Wood Golf Club on the 17th October. We currently have over 30 people attending so far, with the brilliant Ady coming along for the whole day to run all different competitions and give away prizes including a Par 3 challenge with Hole-in-One insurance: £1,000 instant win up for grabs!

We’re all about having a chat and a bit of fun, so we’ll heading out for an afternoon/evening of food and drinks. The event is free to attend, and we’ll be giving out some prizes.

Here’s James Cumming showing his natural golfing skills at one of our earlier society meetings!

Next year

Next year will be even bigger and better – we have HJ Wealth Planning joining forces with us and we’re cherry-picking the best courses to play. If you’re interested in coming along on 17th October or you want to get involved in the society next year, please contact me or Emily Allen for more info and we’ll get you in if we can.

If you would like to discuss further, email me on

You can view more about Sam Perry our Shared Services Executive Search expert here.

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