Welcome Onboard: How to Get Employee Onboarding Right

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Welcome Onboard: How to Get Employee Onboarding Right

Employee onboarding isn’t just a box to tick. It’s the crucial first step in integrating a new hire into your organisation. When done well, onboarding boosts engagement, accelerates productivity, and reduces turnover. Yet, many organisations fail to give onboarding the attention it deserves, treating it as a quick induction rather than a strategic process.

Here’s an in-depth look at how to get employee’s in to your business correctly and ensure your new hires feel valued, equipped, and ready to thrive.

Why Onboarding Matters

Studies show that a strong process can improve employee retention by 82% and boost productivity by over 70%. The first few weeks of an employee’s journey set the tone for their experience in the company, influencing:

  1. Engagement: Engaged employees are more committed and contribute more effectively.
  2. Alignment: A well-structured process ensures employees understand the company’s goals, culture, and values.
  3. Confidence: Employees who feel supported and informed are more likely to hit the ground running.

Failing to prioritise onboarding risks creating disengagement, confusion, and ultimately, higher turnover.

Key Steps to Effective Onboarding

1. Start Before Day One

Onboarding begins before the new hire sets foot in the office (or logs into their first virtual meeting). Pre-boarding can ease first-day nerves and set the right expectations.

  • Welcome Pack: Share a digital or physical welcome kit with essential company information, a personal welcome note, and any necessary tools or equipment.
  • First-Day Prep: Provide clear instructions on what to expect on day one, including who to meet and what to bring.
  • IT and Access Setup: Ensure the new hire’s workstation, email, and tools are ready to go from day one.

2. Create a Structured Onboarding Plan

A structured process ensures consistency and covers all critical areas. Your plan should include:

  • Role Orientation: Outline key responsibilities, performance expectations, and success metrics.
  • Company Overview: Share insights into the organisation’s mission, values, and culture.
  • Team Integration: Introduce them to colleagues, team structures, and workflows.

Consider using an onboarding checklist to keep everything on track.

3. Focus on Culture and Connection

Beyond processes and tools, onboarding is a chance to integrate new hires into the company culture. Help them feel like they belong by:

  • Introducing Key Stakeholders: Schedule meetings with team members, leaders, and cross-functional colleagues.
  • Encouraging Socialisation: Organise informal events or virtual coffee chats to build relationships.
  • Showcasing Core Values: Share real-life examples of how your organisation lives its values.

4. Provide Training and Development

New employees need the skills and knowledge to succeed. Ensure you provide:

  • Role-Specific Training: Equip employees with the tools and processes needed for their position.
  • Compliance and Policies: Cover essential policies like health and safety, data protection, and workplace conduct.
  • Ongoing Learning Opportunities: Introduce employees to development resources and encourage a growth mindset.

5. Use Technology to Enhance Onboarding

HR tech can streamline onboarding, especially for remote or hybrid teams. Consider using:

  • Online Portals: Provide a centralised hub for training materials, FAQs, and welcome videos.
  • Collaboration Tools: Use platforms like Slack, Microsoft Teams, or Zoom to foster communication.
  • Automation: Automate repetitive tasks like form-filling to focus on meaningful interactions.

6. Gather Feedback and Continuously Improve

Any process should evolve based on employee feedback. Regularly check in with new hires to understand their experience and identify gaps in the process.

  • Surveys: Use post-onboarding surveys to collect insights.
  • One-on-Ones: Schedule check-ins at 30, 60, and 90 days to discuss progress and address concerns.
  • Iterate: Use feedback to refine and enhance your onboarding programme.

Common Onboarding Mistakes to Avoid

  1. Overloading on Day One: Avoid bombarding new hires with too much information at once.
  2. Ignoring Cultural Integration: Focusing only on processes without fostering connections can leave employees feeling isolated.
  3. Lack of Follow-Up: Onboarding doesn’t end after the first week. Ongoing support is essential.
  4. Being Unprepared: Nothing says “you don’t matter” like arriving to find your desk or equipment isn’t ready.

Measuring Onboarding Success

To understand the impact of your process, track key metrics such as:

  • Time to Productivity: How quickly new hires reach full productivity.
  • Retention Rates: Retention of new employees in their first year.
  • Employee Feedback: Satisfaction levels with the onboarding experience.

Final Thoughts

Getting employee onboarding right takes time and effort, but the rewards are worth it. A well-executed onboarding programme sets the foundation for engaged, productive, and loyal employees. By focusing on preparation, connection, and continuous improvement, you can create an onboarding experience that leaves a lasting positive impression.

Welcome your new hires with a process that shows them they’re valued—and watch your organisation thrive.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on our guide to executive search please get in contact with our Director, Carl Hinett

Should You Write an Interim CV?

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Should You Write an Interim CV? Insights from the World of Executive Interim Recruitment

Building a career as an interim executive is a unique and rewarding path. However, it requires a distinct approach to marketing yourself, and your CV plays a crucial role in that. Many professionals considering interim work ask, “Should I write a CV specifically for interim roles?” The answer lies in understanding what makes interim careers different and how best to showcase your value.

Why Building an Interim Career Requires Specialisation

Interim roles are not just temporary positions; they are highly specialised assignments that demand specific expertise. Organisations turn to interims when they need immediate results—whether it’s navigating a period of change, leading a critical project, or filling a leadership gap. As such, building a successful interim career means:

  • Being a Specialist: You need to demonstrate deep expertise in your field, whether it’s leadership, organisational transformation, or restructuring. Businesses are not looking for generalists; they want someone who has “been there and done it” in similar scenarios.
  • Showcasing Agility: A strong interim profile conveys your ability to hit the ground running, adapt quickly to new environments, and make an impact from day one.
  • Focusing on Results: Interim professionals are measured by outcomes, not just efforts. Employers want to see the tangible results you’ve delivered in past assignments.

This is where a tailored interim CV comes in, helping you highlight the specific skills and experience that organisations are looking for.

What an Interim CV Should Include

An interim CV differs from a traditional one in its focus and structure. It should:

  • Highlight Key Achievements: Focus on what you’ve delivered, not just what you’ve done. Use metrics wherever possible—e.g., “Delivered £1m in cost savings through restructuring” or “Led a team of 50 through a successful ERP implementation.”
  • Showcase Interim Assignments: Employers hiring for interim roles are often wary of candidates who are ‘testing the waters.’ Demonstrating a consistent track record of interim assignments reassures them that you understand the demands of this career path.
  • Prioritise Relevance: Tailor your CV to the specific role or sector. For example, if you’re targeting transformation roles, highlight projects that showcase your ability to lead change.
  • Be Concise and Impactful: Interim recruiters and hiring managers often have limited time. Use a clear, easy-to-read format that allows them to quickly see your fit for the role.

Should Everyone Write an Interim CV?

While a tailored interim CV can be invaluable, it’s not the right approach for everyone. Here’s why:

  1. If You’re Considering Permanent Roles
    A CV heavily focused on short-term achievements might not resonate with employers looking for long-term hires. They could interpret your emphasis on interim work as a lack of commitment to a permanent role.
  2. If You’re Early in Your Career
    Interim work requires a solid foundation of experience. If your career journey is still in its early stages, a generalist CV might better showcase your potential and versatility.
  3. If You’re Still Testing the Interim Market
    Writing a full interim CV might be premature if you’re exploring whether interim work is right for you. In this case, a hybrid CV that combines elements of both permanent and interim experience could be a better fit.

Showcasing Impact: The Key to Interim Success

Regardless of whether you choose to write an interim CV, the ability to demonstrate your impact is non-negotiable. Here’s how to do it effectively:

  • Focus on Outcomes: Every role or project you list should clearly show what you achieved. Use action verbs like “delivered,” “transformed,” or “implemented,” and back them up with measurable results.
  • Tell a Story: For each assignment, explain the challenge you faced, the actions you took, and the results you delivered. This STAR (Situation, Task, Action, Result) framework is especially compelling for interim roles.
  • Emphasise Agility and Versatility: Highlight examples where you’ve stepped into unfamiliar environments or industries and quickly added value.

Final Thoughts

For those committed to building a career as an interim executive, a tailored CV is an essential tool. It allows you to position yourself as a specialist, demonstrate your agility, and showcase your impact—all of which are critical to standing out in a competitive market.

However, not everyone needs an interim CV. If you’re pursuing a mix of interim and permanent opportunities or are early in your career, a more generalist approach may be more effective.

Whatever path you choose, the most important thing is to craft a CV that tells your story, demonstrates your value, and aligns with your career goals. In the world of interim recruitment, your ability to make an impact is what matters most—and your CV should reflect that.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on our guide to executive search please get in contact with our Managing Director, James Cumming

Does Economic Insight Propel HR to New Heights?

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Does Economic Insight Propel HR to New Heights?

Does Economic Insight Propel HR to New Heights? Our featured blog this week is from Ian Williams – Founder & Director InFocus HR Consulting. Ian has held senior HR positions in retail, financial services and 3rd sector organisations and has had the opportunity to live and work overseas.  His passion has been on improving operational delivery of HR through Shared Services, Technology, Analytics and Business Mgt. In this article we are discussing whether business acumen is critical for HR?

How often have we, as a function, talked about HR needing to be more business savvy? Does economic insight help to support this? It’s certainly a conversation I’ve heard a lot over the last 10 to 15 years, as we’ve made the transition from traditional HR roles into the Ulrich model i.e. HR Business Partners, Centres of Excellence and HR Shared Services. The fact that the CIPD’s professional map has an entire (and new) knowledge area on Business acumen – which covers topics such as financial literacy, business planning and supplier management – would suggest that we are finally taking this seriously.  The view of the CIPD is that as HR professionals we should understand our organisation’s purpose, future direction, priorities and performance, as well as understanding the external influences and trends that will impact the organisation[1].

I would fully agree that as a professional HR person, any insight in to understanding what my organisation is trying to achieve and its performance against goals is critical, as it supports my engagement with stakeholders and therefore the successful delivery of my role.  As an HR function, the question we need to ask is whether we run ourselves in the way that we expect our organisational managers to operate?

A report from Deloitte[2] as long ago as 2010, argued that there was a gap in the newly emerging HR structures, one that could be filled by a distinct role, that of HR Chief Operating Officer.  Their rationale was that chief executives wanted more from HR than they were currently providing – within an on-going climate of organisations needing to be ‘better, faster, cheaper and more agile’ – HR teams were not keeping pace and being able to deliver ‘better, faster and more compliant HR services at a lower cost’, so needed someone with greater business acumen to bridge the gap.

The Deloitte research argued that HR would often struggle to deliver value when a wider need was identified, for example, an acquisition or organisational wide efficiency programme and that it was HR’s inability to coordinate across the function or across multiple units outside the function like Finance and Procurement that often led to failure.

Is an HR COO the answer?

Before we look at the title, it’s worth considering what’s actually required.  As highlighted in paragraph two, an HRBP would rightly support an organisational head, who challenged their managers on their ability to manage budgets, plans, suppliers and risk. Therefore, my challenge to heads of HR departments is that we (as an HR function) also have insights, budgets – for HR resource and expenses – people plans, suppliers and potential areas of risk (payroll and service delivery).

Research and insight commissioned in 2015 by Bersin by Deloitte[3] highlighted the following stats from HR leaders:

  • 90% felt they had a handle on their budgets
  • 20% felt they were adequately planning for their company’s future need

The Bersin-Deloitte data would suggest that when it comes to budgeting, HR generally believes it is doing a good job, but when it comes to planning, our own function is not in the same place we expect our organisational managers to be.

Is this about business management within and for the function?

I’ve had the privilege of working with some talented HR heads in organisations of all sizes, who have all seen the benefits of creating a role (and appointing me into it) to take a cross HR perspective on areas such as budgets, measuring and improving operational HR delivery and planning for the future.  The scope and remit have varied significantly depending on location, organisational need, the maturity of the HR function, the focus of the HR lead (i.e. having to focus upwards to board and needing a role to ‘run’ the function) however they have all generally had a need for a role to focus on:

  • Budgets – working across the function to determine budgets, working with finance to secure any uplift and then working with the HR leadership team to track progress against budget. This building of financial credibility with finance teams is critical if HR wants to invest in areas such as technology or new services, as it shows we can control and manage finances.
  • Planning – working with the organisations planning process to ensure an aligned HR/People plan, that is realistic, joins up across the parts of HR, is delivered, monitored and reviewed on an on-going basis.
  • Risk – working with internal risk, supporting the wider HR team on risk identification and management. When done well, risk management can support requests for investment in technology and services.
  • Supplier Management – ensuring that HR suppliers are managed to contract, to ensure service delivery and cost control and/or reduction.

An HR Business Management / HR COO / HR Operations role (see, the title isn’t important) can also provide the focus for a range of additional areas that are important to our organisations and HR, but don’t easily fit within the Ulrich model – HR Process Management & Continuous Improvement, HR Technology (if not in HR Shared Services), HR Analytics/Metrics, HR Key Performance Indicators, Project Management.

In summary, the research and my personal experience would suggest that every HR function would benefit from taking a business management perspective. Whether that’s having someone focused on people planning and having the budget in place to deliver the agreed plan, through to a full suite role that acts as the ‘number two’ to the HR head and effectively runs the function.  The options are endless and may only be limited by organisational constraints around HR budget, headcount and appetite. However, solutions can still be defined for any organisation taking those limiting factors into account.

So, to answer the question, yes business acumen is critical for HR – both us as professionals but also the HR functions we lead – and, as the old adage goes, we really should practice what we preach…

You can find more about what Ian’s company does on his website here.

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

[1] CIPD web site (profession of the future)

[2] Deloitte – The emerging role of the HR COO

[3] Bersin by Deloitte, High-Impact HR

The Ultimate List of HR Job Titles

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The Ultimate List of HR Job Titles

HR is notorious for its creative (and sometimes ridiculous) job titles. Here’s a comprehensive list of serious, quirky, and downright funny ones to highlight the importance of focusing on impact over title.

Traditional HR Job Titles:

  1. HR Administrator
  2. HR Assistant
  3. HR Coordinator
  4. HR Generalist
  5. HR Specialist
  6. HR Officer
  7. HR Advisor
  8. HR Consultant
  9. HR Manager
  10. HR Business Partner (HRBP)
  11. HR Director
  12. Chief People Officer (CPO)
  13. Head of HR
  14. Talent Acquisition Specialist
  15. Recruitment Coordinator
  16. Recruitment Manager
  17. Employer Branding Manager
  18. Learning and Development (L&D) Specialist
  19. L&D Manager
  20. Compensation and Benefits Analyst
  21. Rewards Manager
  22. Employee Relations Specialist
  23. Employee Engagement Specialist
  24. Diversity, Equity, and Inclusion (DEI) Officer
  25. Workforce Planning Analyst
  26. HR Operations Manager
  27. HRIS Specialist (Human Resources Information Systems)
  28. Organisational Development Consultant
  29. Performance Management Lead
  30. Talent Management Director

Modern and Trendy HR Job Titles:

  1. People Partner
  2. Culture Champion
  3. Chief Happiness Officer
  4. People Experience Manager
  5. Talent Guru
  6. Head of People and Culture
  7. Employee Success Manager
  8. People Operations Coordinator
  9. Head of Employee Experience
  10. Leadership Development Coach
  11. Wellbeing Manager
  12. People Analytics Specialist
  13. Future of Work Lead
  14. Organisational Agility Consultant
  15. Change and Transformation Specialist

Creative and Quirky HR Job Titles:

  1. Director of First Impressions (Recruitment/HR Administrator)
  2. People Whisperer
  3. Chief Talent Wrangler
  4. Employee Engagement Jedi
  5. Culture Curator
  6. People Architect
  7. HR Ninja
  8. Talent Shepherd
  9. Team Happiness Hero
  10. Chief Heart Officer
  11. Employee Happiness Engineer
  12. Head of Vibes
  13. Director of Belonging
  14. Workforce Wizard
  15. Retention Rockstar

My Predictions for the Future HR Job Titles (Jokes!):

  1. Chief of People Happiness and Unicorns
  2. Director of All Things People
  3. Talent Acquisition Yoda
  4. Culture Overlord
  5. People and Penguin Wrangler (for quirky companies)
  6. HR Sorcerer
  7. Zen Master of Employee Wellness
  8. Chief Empathy Officer
  9. HR Rockstar Extraordinaire
  10. Keeper of Workplace Peace
  11. Recruitment Ringmaster
  12. People and Pets Manager (pet-friendly offices)
  13. Chief Complaints Listener
  14. Head of Adulting (for HR handling company rules)
  15. Workforce Happiness Alchemist

The Real Point

No matter the title, the heart of HR is about delivering what the business and its people need. It’s not about fancy labels – it’s about impact, strategy, and helping employees thrive while driving business results. Whether you’re a “Chief Vibes Officer” or an “HR Administrator,” what matters is doing the role well. Titles may attract attention, but results keep you indispensable.

How We Can Help

At re:find, we specialise in solving complex hiring challenges. With extensive expertise in executive hiring, interim leadership, and talent management, we excel at finding the right people for hard-to-fill roles.

Why partner with re:find?

  • Proactive Search: We don’t just post job ads—we headhunt the top 5% of candidates who match your needs, even those who aren’t actively looking.
  • Deep Sector Expertise: From consumer goods to defence and digital transformation, our experience spans multiple sectors and complex industries.
  • Proven Track Record: We’ve placed senior leaders and specialists in roles that others struggled to fill, ensuring our clients can continue driving success.
  • Broader Talent Management Services: Beyond recruitment, we support organisations with transformation, restructuring, and leadership challenges, providing a full lifecycle solution.

Whether you’re looking for a strategic leader or a niche specialist, we delivers results.

Visit refind.co.uk to explore our services or book a consultation today.

Struggling to fill a critical role? Need support with hard to find talent? Don’t let it hold your business back.

Contact our Managing Director James Cumming at re:find today to discover how we can help you find exceptional talent, fast.

Visit refind.co.uk or call us on 0121 314 0350 to schedule a consultation. Let’s take the stress out of recruitment and get your team back on track.

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

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HR Directors: Becoming More Director, Less HR

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

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

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

The Commercial Reality of HR Directors and Leadership

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

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

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

Steps to Becoming a More Strategic HR Director

1. Understand and Align with Business Strategy

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

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

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

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

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

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

3. Delegate Operational Tasks

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

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

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

4. Develop a Commercial Leadership Style

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

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

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

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

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

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

Actionable Tips for HR Directors to Demonstrate Commercial Value

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

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

Shifting the Narrative of HR

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

Final Thought: Embrace the Challenge

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

The question is: Are you ready to step up?

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on our guide to executive search please get in contact with our Managing Director, James Cumming

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

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

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

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

The True Cost of a Bad Hire in Retail

1. Financial Implications

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

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

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

2. Impact on Team Morale and Productivity

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

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

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

3. Impact on Customer Satisfaction

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

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

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

How to Avoid the Cost of a Bad Hire

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

1. Develop a Robust Recruitment Process

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

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

2. Prioritise Data-Driven Hiring Decisions

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

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

3. Leverage Executive Search Expertise

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

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

4. Invest in Employer Branding

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

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

The Bottom Line: Talent Drives Retail Success

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

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

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

Our focus on long-term partnerships

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

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

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

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

Human Resources Talent: What Makes an HR Professional Effective?

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

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

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

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

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

Why is Human Resources Talent Important

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

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

The Need For Human Resources Talent

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

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

– Improved employee retention

– Enhanced recruitment strategies

– Stronger company culture

– Better conflict resolution

– Greater alignment between employees and business goals

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

 Key Qualities of Effective HR Talent

  1. Strong Business Acumen

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

An HR professional with business acumen can:

– Develop workforce strategies that align with company objectives.

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

– Anticipate business needs and proactively manage talent.

  1. Exceptional Communication Skills

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

Good communication skills allow HR professionals to:

– Facilitate open and transparent communication between staff and management.

– Handle conflict resolution with sensitivity and fairness.

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

  1. Emotional Intelligence (EQ)

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

Key components of emotional intelligence in HR include:

– Empathy: Understanding employees’ perspectives and concerns.

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

– Conflict management: Resolving issues without escalation.

  1. Adaptability and Change Management

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

Good HR professionals can:

– Anticipate challenges that may arise from organisational changes.

– Help employees adapt to new processes or structures.

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

  1. Analytical and Data-Driven Approach

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

Top HR talent will:

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

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

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

Common Pitfalls of Ineffective HR Talent

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

  1. Lack of Strategic Vision

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

  1. Poor Communication Skills

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

  1. Resistance to Change

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

  1. Neglecting Employee Well-being

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

How to Attract and Retain Top Human Resources Talent

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

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

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

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

The Value of Human Resources Talent

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

When to Replace A Chief People Officer: Guidance for CEOs

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When to Replace A Chief People Officer: Guidance for CEOs

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

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

Why the Role of the Chief People Officer is Crucial

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

Signs It May Be Time to Replace A Chief People Officer

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

  1. Misalignment with Corporate Strategy

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

  1. Stagnant Culture and Employee Engagement

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

  1. Failure to Adapt to Market Changes

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

  1. Lack of Leadership in Times of Crisis

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

The Pros and Cons of Replacing a Chief People Officer

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

Pros of Replacing a Chief People Officer

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

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

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

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

Cons of Replacing a Chief People Officer

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

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

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

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

How to Navigate the Transition Effectively

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

  1. Conduct a Thorough Executive Search

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

  1. Ensure Cultural Fit

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

  1. Manage the Transition Internally

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

  1. Leverage Interim Solutions

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

Key Qualities to Look for in a New Chief People Officer

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

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

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

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

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

Is It Time to Replace A Chief People Officer?

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

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

Unlock Growth with HR Recruitment Agencies and Top Talent

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

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

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

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

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

Table of Contents:

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

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  1. What Are HR Recruitment Agencies?

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

How Do HR Recruitment Agencies Work?

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

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

  1. How HR Recruitment Agencies Make Hiring Easier

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

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

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

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

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

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

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

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

  1. Access to a Broader Talent Pool

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

  1. Industry-Specific Expertise

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

  1. Time and Cost Savings

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

  1. Reduce the Risk of a Bad Hire

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

  1. Flexible Staffing Solutions

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

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

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

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

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

Challenges:

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

READ FULL CASE STUDY HERE

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

Client: Confidential (Global Pharmaceutical Business)

Duration: 2 Years

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

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

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

Challenges:

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

READ FULL CASE STUDY HERE

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  1. Spotlight on HR Recruitment Agencies in London

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

Why London-Based HR Recruitment Agencies Stand Out

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

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

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

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

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

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

  1. Look for Industry Expertise

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

  1. Check Their Track Record

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

  1. Consider Their Local Knowledge

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

  1. Range of Services

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

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

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

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Interim Management: The Dynamic Solution To Achieving Breakthrough Results

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

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

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

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

What is Interim Management?

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

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

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

Benefits of Interim Management

Interim management offers several benefits to organisations, including:

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

Challenges of Interim Management

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

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

Best Practices for Interim Management

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

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

How to become an Interim Manager?

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

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

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

How do you ensure that your interim manager is successful?

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

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

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

Conclusion

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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