AI in HR: is this the end for HR?

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

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

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

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

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

Talent Acquisition

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

Employee Onboarding

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

Employee Engagement

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

Performance Management

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

Training and Development

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

HR Analytics

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

Employee Wellbeing

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

Compliance and Risk Management

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

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

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Wellbeing in the workplace

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

 

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

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

 

We found that: 

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

 

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

 

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

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

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

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

 

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

 

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

 

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

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

 

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

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

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

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

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

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

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

Focus on outcomes rather than inputs

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

Great people make a difference in their role

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

Tailor your CV for the role

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

Get someone senior to critique your CV

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

A CV is not a job description

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

Do not write recruitment clichés

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

Be conscious of the length of your CV

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

Finally, get yourself out there

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

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

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

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

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

What is Imposter Syndrome?

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

Why do we get Imposter Syndrome?

Imposter feelings can come from various reasons:

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

Who gets Imposter Syndrome?

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

When do we get Imposter Syndrome?

Imposter syndrome can pop up at various times:

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

How can we deal with it?

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

Top Tips to Overcome Imposter Syndrome

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

How can we Prepare for it?

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

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

Tips and Techniques for Handling Imposter Syndrome

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Hiring for culture gaps

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

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

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

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

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

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

Do you think it’s the right focus?

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

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

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

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

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

Can hiring for culture fit actually accelerate organisational irrelevance?

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

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

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

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

How can organisations manage ‘culture fit’ when hiring?

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

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

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

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

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

Hiring for culture gaps

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

And that surely is the point.

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

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

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

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

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

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

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

Arguments that support:

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

Arguments Against:

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

Conclusion:

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

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

Areas to consider:

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

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

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

Our focus on long-term partnerships

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

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

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

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

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

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Can You Give a Bad Reference Without Being Sued?

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

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

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

Case Study: The Impact of Neutral References

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

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

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

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

2. Cite Time as a Factor

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

3. Stick to Your Company’s Reference Policy

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

4. Be Factual and Objective

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

5. Communicate Performance Regularly

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

Key Takeaways

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

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

How does the way we recruit help with retention?

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In today’s job market, where options abound, holding onto your top talent can seem like a tricky game. However, there’s a secret many successful companies already know; retention starts at recruitment. It’s not just about hiring the right people; it’s about keeping them. Let’s delve into how early engagement strategies can boost long-term employee loyalty and what you can do to stand out from the crowd.

1. First impressions matter

When potential employees come for an interview, they assess your company just as much as you’re assessing them. Make that first interaction shine. Offer a friendly greeting, respect their time, and provide them with all the details they need. This is your chance to show them why they’d want to work for you.

2. Stand out from other employers

To attract and retain top talent, you need to offer something different. Maybe it’s a unique work culture, flexible working hours, or outstanding training programmes. By highlighting what makes your company unique during the recruitment process, you appeal to candidates looking for a long-term home. This helps with retention.

3. Foster open communication to help with retention

From the word go, be transparent. Discuss roles, expectations, and growth opportunities upfront. This early trust-building sets a strong foundation for a long-lasting relationship and supports with retention.

4. Use Performance Reviews constructively to help with retention

Performance reviews aren’t just for feedback; they’re a chance to re-engage employees. Use these sessions to discuss career paths, training opportunities, and address any concerns. When employees feel listened to and see growth potential, they’re more likely to stay.

5. Succession Planning is key to help with retention

Every employee, from entry-level to management, should know there’s a path upwards. Succession planning is more than just filling roles; it’s about grooming your employees for future leadership positions. This not only ensures continuity for the business but also gives employees a vision of their future within the company.

6. Early inclusion builds loyalty to help with retention

Help your new hires to quickly feel a part of the team. An assigned mentor, team lunches, and consistent check-ins during their early days can make all the difference. A sense of belonging is crucial for long-term loyalty and retention.

7. Offer competitive Benefits

While a good salary is essential, the benefits package can be a real deal-breaker. Whether it’s health insurance, gym memberships, or work-from-home options, showcasing these benefits early on can sway a potential recruit‘s decision.

8. Keep the dialogue going

Feedback isn’t a one-off. Encourage an open-door policy where employees can share their thoughts anytime. This continuous dialogue ensures any issues are addressed promptly, and employees feel valued.

In Conclusion

In the race to retain top talent, starting early is the key. By focusing on recruitment as the first step to retention, companies can build long-lasting, loyal relationships with their employees. After all, when employees feel valued, recognised, and see a future in a company, they’re more likely to stay.

Stay tuned for more insights on recruitment, retention, and building a loyal workforce on our blogs.

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.

The Rise of ‘People Analytics’

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In the sprawling digital landscape we inhabit, it’s become evident that data is the currency of success. Whether it’s deciding your next purchase or predicting market trends, data has seeped into every nook and cranny of our lives. But did you know data is also transforming the way businesses manage their most valuable asset – their people? Enter People Analytics: the new titan of HR decision-making.

Understanding People Analytics

At its core, People Analytics is the method of collecting, analysing, and acting upon data centred around people to make informed HR decisions. Instead of traditional guesswork or instinct-led choices, HR professionals now have a tool to craft evidence-based strategies.

Why the Shift?

The digital age has gifted us tools to measure nearly every aspect of our lives. So, why shouldn’t businesses benefit too? With a growing emphasis on performance metrics and outcomes, businesses recognised the need to shift from intuition to data-driven HR practices.

The Transformative Powers of People Analytics

The potential of People Analytics is vast. Let’s dive into the arenas it’s revolutionising:

  1. Recruitment: Remember sifting through a heap of CVs, relying on interviews and a sprinkle of gut feelings? No more. People Analytics dives into a sea of data – from previous job performances, qualifications, and even social media activities – to identify the perfect fit for a role.
  2. Employee Wellbeing: A happy employee is a productive one. By utilising feedback, survey data, and even daily work habits, companies can gain insights into their team’s well-being. This paves the way for proactive measures ensuring contentment and productivity.
  3. Tailored Training & Development: Gone are the days of one-size-fits-all training. With the clarity that data provides, training modules can now be crafted to cater to individual needs, amplifying strengths and addressing weaknesses.
  4. Anticipating Turnover: Through data, it’s possible to discern patterns that hint at an employee’s intention to leave. This allows for preemptive action, which could be anything from a conversation to a change in role, saving companies the heavy cost of recruitment and training.

Challenges in the World of People Analytics

It’s not all smooth sailing in the sea of People Analytics:

  • Data Privacy: In an age where data breaches are frequent headlines, there’s a pressing need to secure and maintain the privacy of employee data.
  • Data Quality: Garbage in, garbage out. The accuracy of the data being fed into systems is paramount. Inaccurate data can lead to misleading insights, which can be detrimental.

Embracing the Future of HR

Imagine an HR realm where decisions are not based on limited observations but on a plethora of data points. This isn’t a distant dream but a rapidly forming reality. As businesses globally embrace People Analytics, HR processes are poised to be more streamlined, efficient, and effective.

Case in Point

Consider a leading tech firm, TechSolutions Inc. With branches globally and a team of over 10,000, managing HR decisions was always a challenge. But by adopting People Analytics, they reported a 30% increase in recruitment efficiency, a 15% boost in overall employee satisfaction, and a noticeable drop in turnover rates in just two years.

Stepping into a Data-driven HR World

The wave of People Analytics is here. It promises a future of precise, efficient, and impactful HR decisions. Whether it’s moulding the next star performer or ensuring the team’s morale stays buoyant, the answers lie in the data.

For businesses on the fence, it’s time to pose a question: In a world steered by data, can you afford to rely solely on instincts?

Conclusion

As we gaze into the future of HR, one thing stands clear: data is the North Star guiding decisions. The rise of People Analytics isn’t just a trend; it’s a fundamental shift in the HR landscape. And as businesses anchor their strategies on solid data, the future of HR looks not just bright but precision-driven.

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.

Mastering Performance Management: Strategies for Success in the Workplace

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Having a clear and robust Performance Management Strategy is essential for individual and organisational successes. This comprehensive guide aims to explore the nuances of performance management. We will talk about the definition, types, processes, frequency, recording methods, and system choices. And, the relevance of goal settings, alignment with business objectives, competencies, and the 9 box talent grid.

What is Performance Management?

Performance management is a holistic approach to ensuring that individuals and teams contribute effectively to the achievement of organisational goals. It involves the continuous process of setting expectations, assessing performance, providing feedback, and making necessary adjustments to enhance productivity and development.

Different Types of Performance Management:

  1. Traditional Performance Appraisals:
    • Historically, organisations relied on annual or biannual reviews to evaluate employee performance.
    • Criticisms include subjectivity, bias, and a lack of real-time feedback.
  2. Continuous Performance Management:
    • Emphasises ongoing communication and feedback, often facilitated through regular check-ins and technology platforms.
    • Fosters a culture of continuous improvement and adaptability.
  3. 360-Degree Feedback:
    • Involves collecting feedback from various sources, including peers, subordinates, and managers.
    • The 360 feedback should provide a more comprehensive view of an individual’s performance. However, it also requires careful implementation to avoid biases from being made.

Best Processes and Methods:

  1. Setting Clear Objectives:
    • Clearly defined goals and expectations are the foundation of effective performance management.
    • Objectives should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound) for optimal impact.
  2. Regular Check-ins and Feedback:
    • Frequent, informal discussions between managers and employees enhance communication and address issues promptly.
    • Constructive feedback is

.

How Regular Should Performance Management Be?

The frequency of performance management is a crucial consideration. Whilst traditional annual reviews were once the norm, many organisations are shifting towards more frequent evaluations. The benefits of regular check-ins include:

  1. Continuous Improvement:
    • Regular assessments allow for ongoing adjustments and improvements, promoting a culture of continuous development.
  2. Timely Issue Resolution:
    • Immediate feedback helps address performance issues promptly, preventing them from escalating.
  3. Employee Engagement:
    • Frequent discussions demonstrate an organisation’s commitment to employee growth, enhancing engagement and morale.

How Should Performance Management Be Recorded?

Recording performance is as important as the evaluation process itself. Modern technology provides various tools and methods for effective recording:

  1. Digital Performance Management Systems:
    • Cloud-based systems offer real-time tracking, accessibility, and data security.
    • They streamline the recording process and facilitate easier analysis.
  2. Performance Journals:
    • Encouraging employees to maintain performance journals fosters self-reflection and allows for personal growth tracking.
    • Then, managers can use these performance journals as additional insights during rheir evaluations.

What Are the Best Systems to Use?

Choosing the right performance management system is crucial for success. Considerations include:

  1. User-Friendly Interfaces:
    • Systems should be easy to navigate for both managers and employees.
    • Intuitive interfaces enhance user adoption and engagement.
  2. Integration Capabilities:
    • Compatibility with other HR systems and tools ensures seamless data flow and reduces administrative burdens.
  3. Customisation Options:
    • Tailoring the system to align with the organisation’s unique processes and requirements enhances its effectiveness.

Should We Use Goal Settings?

Setting goals is a fundamental aspect of performance management. Here’s why goals are essential:

  1. Clarity of Purpose:
    • Well-defined goals provide employees with a clear sense of direction and purpose.
    • They serve as benchmarks for performance evaluations.
  2. Motivation and Accountability:
    • Goals motivate employees to strive for excellence and create a sense of accountability.
    • Achievement of goals contributes to overall organisational success.

Should Goals Be Aligned to Business Objectives?

Aligning individual goals with overarching business objectives is a strategic approach with several benefits:

  1. Coordinated Efforts:
    • Ensures that individual and team efforts contribute directly to the achievement of organisational goals.
    • Enhances synergy and collaboration across departments.
  2. Measurable Impact:
    • Facilitates the measurement of how individual contributions contribute to the broader success of the business.
    • Provides a clear link between performance and organisational outcomes.

Should We Use Competencies?

Integrating competencies into performance management adds a valuable dimension to evaluations:

  1. Holistic Assessment:
    • Competencies encompass skills, behaviours, and attributes that are crucial for success in a particular role.
    • Evaluating competencies provides a more comprehensive view of an individual’s capabilities.
  2. Developmental Focus:
    • Identifying competencies gaps enables targeted training and development initiatives.
    • Supports employees in acquiring skills necessary for career progression.

Should We Use a 9 Box Talent Grid?

The 9 box talent grid is a visual tool that assesses employee performance and potential. Considerations for its use include:

  1. Identifying High-Potential Employees:
    • Helps identify individuals with high performance and significant growth potential.
    • Guides succession planning and talent development strategies.
  2. Succession Planning:
    • Enables organisations to proactively plan for leadership transitions by identifying and developing future leaders.
    • Balances short-term performance with long-term potential.

Conclusion:

In the contemporary business landscape, effective performance management is a dynamic process that requires careful consideration of various factors. From setting clear objectives and leveraging modern recording methods to choosing suitable systems and incorporating goal alignment, competencies, and talent grids, organisations must tailor their approach to meet their unique needs. By embracing a holistic and forward-thinking perspective on performance management, businesses can foster a culture of continuous improvement and position themselves for sustained success in a rapidly evolving world.

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.