Top Ten Tips for Transformation Go-Live Success

Written by

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

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

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

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

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

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

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

Go-Live is that high profile moment when you turn all the thinking, planning, blood, sweat and tears of knowledge transfer including the processes which you lift and shift or lift and transform, into a new operational model. A model which the customers can see, feel, touch and truly experience. It’s exactly like when you open your store or restaurant and suddenly your customers are ready to consume your products and services and give you feedback on what they did or didn’t like.

So here are my 10 top tips for Transformation Go-Live Success:

 

  1. Begin with the end in mind.

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

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

  1. Create a Compelling Vision to move forward

    Draw your own ‘Big Picture’.

By working together on the design and actually articulating the vision by physically drawing a tableau (“Big Picture”) to describe your future state (and at the same time to confirm why the current state is unsatisfactory) you are creating something which you can show and share with others to get them involved and engaged.  A picture is worth a thousand words: it draws people in, starts a conversation, creates meaning and dialogue for change. Like in a good art gallery, it provokes a response, creates an emotional reaction.

So to gain momentum to move forward we need to create a compelling vision, a good story, something to believe in, to follow, to become part of.  It is a kind of journey map with key milestones worth reaching, and a pot of gold or treasured place to be on the horizon, at the sun-rise, on the other side of the mountain. The compelling vision and the story that goes with it will particularly for senior managers have both a clear business case and like all good stories be capable to win hearts and minds, especially when good things come to those who take up and stay true to the journey. We all remember story-books where there are challenges to overcome, tangible outcomes and people as role models we can relate to.

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

  1. Engage your key stakeholders early

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

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

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

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

  1.  Align

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

Generally, alignment is the keyword. Alignment of activities, sub-projects, work-streams etc. are key to the successful implementation and end-user digestion of the transformation and changes to the ways of working. Having a clearly coordinated and well-structured Project Management Office with a well bundled Communications plan can really help to present the transformation as one initiative, not a thousand unrelated busy tasks. Just like the air traffic controller the role is to ensure that planes take off and land safely at the right time in the right place.

Align Process & System. System design and implementation and process design and implementation need to happen in parallel, to be aligned. You can’t implement a system without a clear and consistent set of global processes, and global processes will only work if the system enables the necessary transactions.

Roles and workflows must be defined and aligned. One without the other = an unholy and costly mess and lots of re-work.

Align Portal with People. Think about what is relevant for the end-user when designing your intranet portal. Ensure navigation and access to information is simple and easy. Use a search engine with keyword enquiry. The most frequently asked questions that employees normally ask (have you got five minutes…?) are the ones to ensure you have written good content answers for on the portal. Keep these answers up to date, relevant and fresh and you will save everyone time.

  1. Hire an HR Shared Services Team Director and Team Leader * early.

Sadly, all too often companies make the mistake of leaving it until their new HR Service Centre is up and running before hiring the HR Service Director, and team leaders (for spans of 12 people +). The mistaken belief is that it is costly to hire these roles early. Particularly if they are an additional cost to a headcount not yet saved elsewhere in the organisation. My counter-proposal is to hire these pivotal roles early. Select those who are change agents, good at stakeholder engagement and employee relations, and particularly strong on delivery of customer service satisfaction: the most important metric there is!

Make them part of your pre-go live project team, conducting knowledge transfer, engaging early with key stakeholders, hiring the team. If they are involved in this it will build a stronger psychological contract and a vested interest to build the best team, the best processes, lay the best foundations for the new house right from the start. That’s actually cost-effective!

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

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

The HR Community will have one question on their mind as you announce your HR Transformation program: What’s in it for me? Behind that question lies their hierarchy of needs:

  • What happens to me – and when, what are the opportunities/options for me, and what if there are no opportunities for me?

Don’t pretend that these questions can remain unanswered. Don’t leave the elephant in the room unannounced. Don’t lose trust. Acknowledge that their questions are relevant and real. Be honest. You may not have all the answers yet but do your best to outline the road map and the 3 routes to be taken:

a – you can be selected for a role in the new model,

b –  you can grow your CV in change and project management,

c – there is no clear role yet defined that we can see for you, however, if you stay and help with knowledge transfer a fair and respectful package and support will be there for you if ultimately no suitable roles match for you.

  1. Change Management is key – win over HR

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

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

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

Don’t underestimate change management or the time it takes. Give quality time to this.
Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept (well not that new since Dave Ulrich first promoted the new HR Model back in the mid 1990s) and at first it seems just a concept, a rather uncomfortable concept. Until people see how it works for them.

  • There is a change for line-managers to become more empowered and empowering as People Managers.
  • There is some change for employees – to do some of their own self-service system transactions.
  • There is even more change for HR -changing roles, changing organisation structure, headcount, new skills to learn, old skills to let go.

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

  1. Rule of 8: communicate, communicate, communicate

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

(Price Pritchett: Business as Unusual).

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

When the game is changing, and the old rules and framework is not the same any more you have to help the team to take it all in and to adjust to the changing environment. People often don’t hear, and sometimes don’t want to hear, the first message of change. They just don’t take it in.  So say it again, and again and again eight times like a beat in slightly different ways but actually with the same core message. At 8 times or more nearly everyone hears it, internalises it and recognises it as their new terms of reference.

  1. Do knowledge transfer as a Joint Project Team:

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

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

Spend time and budget to do as much face to face/voice to voice knowledge transfer and training as you can. It’s about giving and receiving the gift of knowledge and can actually be a reward for an employee to get the opportunity go to another country to do this.

Steer clear of any connotations of “taking over”, “raiding their brains”, “us and them” – these set an unhealthy atmosphere for the project and must be confronted early if they arise.

  1. Go-Live is just the start!

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

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

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

Do take time to positively celebrate Go-Live day with a drink and a cake as a milestone achieved.      It marks the end of the beginning; the start of a new life-cycle of continuous operational excellence.

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

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

Experimentation: innovation has to work in the real world

Written by

Experimentation: innovation has to work in the real world

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

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

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

5. Experimentation:

Innovation has to work in the real world.

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

Experiments reduce risks and uncertainty of innovation by producing evidence.

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

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

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

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

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

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

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

AI in HR: is this the end for HR?

Written by

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

Written by

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

Written by

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

Written by

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

Written by

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?

Written by

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

Written by

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?

Written by

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.