The Rise of ‘People Analytics’

Written by

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

Written by

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.

Understanding and Supporting Mental Health in the Workplace

Written by

In recent times, there’s been a growing emphasis on understanding and supporting mental health in the workplace. Gone are the days when mental health was a taboo topic or a mere afterthought. In the modern UK workplace, prioritising the well-being of employees isn’t just a good practice; it’s essential.

Why Prioritise Mental Health in the Workplace?

The reasons to make mental health in the workplace a top priority is abundant:

  1. Increased Productivity: Employees in good mental shape can focus better and produce more quality work.
  2. Reduced Absenteeism: When mental health is nurtured, fewer days are taken off due to related issues.
  3. Boosted Morale: A positive mental environment contributes to a happier, more collaborative workforce.

Strategies to Enhance Workplace Mental Well-being

Here are a few straightforward strategies that can make a significant difference:

  1. Open Dialogue: Encourage a culture where staff feel safe discussing their mental health without fear of stigma.
  2. Flexible Work Options: Where feasible, offer flexible working hours or remote working opportunities. A change in environment or routine can be beneficial.
  3. Regular Breaks: Encourage employees to take short, regular breaks to rest their minds, especially if they’re working long hours.
  4. Training for Managers: Equip managers with training to recognise signs of mental health issues and to respond appropriately.
  5. Provide Resources: Offer resources like counselling services or helplines that employees can turn to when they need it.

The Long-Term Benefits of Supporting Mental Health in the Workplace

By investing in the mental health of your workforce, you’re building a stronger, more resilient company. Organisations that put well-being first tend to have more engaged employees, fewer turnover rates, and, often, better customer satisfaction.

In Conclusion

Prioritising mental health in the workplace isn’t a mere trend. It’s a fundamental shift in understanding the holistic needs of a workforce. In a world that’s rapidly changing and presenting new challenges daily, it’s the businesses that take mental well-being seriously that will thrive and foster a truly dedicated and happy team.

 

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 build long-term relationships with our clients and provide ongoing support and advice to help them find and retain the best talent.

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.

 

Red Flags in Recruitment: How to Identify and Respond to Potential Issues During the Hiring Process

Written by

Spotting and Addressing Red Flags in Recruitment: A Guide to Hiring the Right Talent

Recruiting the right people for your team is essential to driving your business forward. However, the hiring process can present challenges, and you may encounter some warning signs, or “red flags in recruitment,” that suggest a candidate might not be the right fit. Identifying and addressing these red flags early on can save your company significant time, money, and potential headaches.

In this blog, we’ll explore common red flags in recruitment and provide practical advice on how to respond to them effectively, ensuring you hire the best talent for your team.

Why a Strong Process is Crucial to Avoid Any Red Flags in Recruitment

A strong recruitment process forms the foundation of any successful organisation. Hiring the right talent is not just about filling vacancies; it’s about ensuring that each new employee will contribute to the company’s goals, enhance the team dynamic, and integrate smoothly into the company culture. Poor hiring decisions can lead to misalignment within teams, reduced productivity, and even high turnover rates, all of which can be costly for businesses both in terms of time and resources.

The Financial and Cultural Impact of Poor Hires

Recruitment mistakes can have a far-reaching impact. On the financial side, the cost of a bad hire can be staggering, from lost productivity and time spent on retraining to recruitment fees and severance packages. However, the cultural impact can be even more damaging. A poor fit within a team can lower morale, create friction, and diminish overall employee engagement.

Effective Ways to Manage the Recruitment Process

Managing the recruitment process effectively requires a combination of planning, communication, and the use of the right tools and strategies. Here are some key steps to ensure your process is smooth, efficient, and capable of attracting top talent:

  1. Define Clear Job Roles and Expectations Start with a well-defined job description that goes beyond listing qualifications and duties. Be explicit about the role’s responsibilities, the skills required, and the cultural values your company prioritises. This ensures candidates have a clear understanding of what’s expected and self-select based on their suitability for the role.
  2. Establish a Structured Recruitment Process Having a structured, step-by-step recruitment process ensures consistency and fairness. Each candidate should go through the same stages, whether that’s initial screening, interviews, assessments, or reference checks. This process helps to reduce bias and ensures you’re making decisions based on comparable data.
  3. Utilise Multiple Interview Formats Using a combination of interview formats, such as structured interviews, behavioural assessments, and role-specific tests, can give a well-rounded understanding of the candidate’s capabilities. Structured interviews, in particular, help ensure that all candidates are evaluated against the same criteria, which reduces subjective decision-making.
  4. Involve Multiple Stakeholders Involving multiple stakeholders in the recruitment process, such as direct supervisors, team members, and HR professionals, can provide a broader perspective. This ensures that hiring decisions are not based on one person’s opinion, which helps mitigate the risk of unconscious bias influencing the process.

 

Ensuring a Diverse and Unbiased Recruitment Process

Diversity within a workforce is proven to foster innovation, creativity, and higher employee satisfaction. However, promoting diversity requires more than just an intent—it requires an unbiased recruitment process designed to attract a wide range of candidates.

  1. Inclusive Job Descriptions Craft job descriptions using inclusive language that appeals to a diverse audience. Avoid jargon or overly specific qualifications that could unnecessarily limit your pool of candidates. For instance, be mindful of gendered language or industry-specific terms that may unintentionally alienate certain groups.
  2. Blind Recruitment Implementing blind recruitment techniques—such as removing names, genders, or any identifiable information from CVs during the initial screening—can help reduce unconscious bias and ensure candidates are evaluated solely on their skills and experience.
  3. Diverse Interview Panels Creating diverse interview panels brings different perspectives into the decision-making process. This can help counter individual biases and ensures that the hiring decision reflects the broader values of the company. When decision-makers come from different backgrounds and experiences, it encourages a more holistic evaluation of the candidate.
  4. Diversity Training for Recruiters Providing training on unconscious bias and diversity can ensure that everyone involved in the recruitment process is aware of the importance of diversity and inclusion. This training equips recruiters and hiring managers with the tools to make more equitable hiring decisions.
  5. Expanding Recruitment Channels To attract a more diverse candidate pool, consider advertising jobs on platforms that specifically cater to underrepresented groups. Additionally, building partnerships with universities, community organisations, or professional networks dedicated to diversity can help you tap into new talent pools.
  6. Measuring Diversity Metrics Track diversity metrics throughout your recruitment process to identify where any disparities may occur. Regularly reviewing these metrics helps ensure that your process is truly inclusive and provides opportunities to make adjustments if necessary.

 

Common Red Flags in Recruitment to Watch for

While it’s natural for candidates to have different experiences, some warning signs should raise concern during the recruitment process. Here are the most common red flags:

  • CV Inconsistencies

Always scrutinise a candidate’s CV for discrepancies or unexplained gaps in employment. While short breaks are common, long gaps without a reasonable explanation could indicate potential issues with reliability or consistency. Ask for clarity to ensure there’s a valid reason behind these inconsistencies.

  • Vague or Evasive Responses

Candidates who give vague or non-committal answers to direct questions may not have the experience they claim or could be hiding something. Transparency and honesty are crucial traits in employees. Candidates who can’t clearly explain their accomplishments or roles in previous positions should be approached with caution.

  • Lack of Preparation

A candidate who comes to an interview without knowledge of your company, the role, or its requirements demonstrates a lack of genuine interest. Preparedness shows enthusiasm, dedication, and respect for the process, and a candidate who lacks these qualities may struggle to commit long-term.

  • Negative Talk About Previous Employers

While candidates might have experienced difficult situations in past roles, those who openly bad-mouth former employers or colleagues raise concerns about professionalism. This behaviour can indicate a lack of accountability or difficulty working in a team, which could become an issue in your organisation.

  • Frequent Job Hopping

While career mobility is common in today’s workforce, excessive job hopping can be a red flag. A candidate who has consistently moved between jobs in short periods may lack commitment or the ability to handle long-term challenges. It’s essential to dig deeper into their reasons for leaving previous positions to assess their career stability.

 

How to Address Red Flags in Recruitment

When you spot potential red flags, it’s crucial to address them directly but tactfully. Here’s how to approach these situations:

  • Open Communication

Don’t hesitate to ask candidates about any discrepancies or concerns. Sometimes, there are valid reasons behind gaps in employment or frequent job changes, such as health issues, career shifts, or personal circumstances. Approach these conversations with an open mind but maintain a healthy level of scrutiny to ensure the candidate is being forthright.

  • Conduct Thorough Reference Checks

Always check references. Speaking to past employers or colleagues can provide valuable insight into a candidate’s work ethic, strengths, and areas of improvement. Past feedback can help clarify any doubts or confirm concerns about their suitability for the role.

  • Trial Periods

For senior or critical hires, consider implementing a short-term contract or probationary period. This allows both you and the candidate to assess if the role is a good fit before making a long-term commitment. A trial period provides real-world evidence of how well a candidate integrates with your team and contributes to your business.

 

Leveraging Technology to Enhance the Recruitment Process

In today’s digital age, there are numerous tools available to help you identify red flags and streamline the recruitment process:

  • Background Check Platforms

Services such as “The Background Checker” allow you to perform quick and thorough checks on candidates’ backgrounds, including any legal issues or employment verification. For positions that require additional security or legal compliance, a Criminal Records Check may also be necessary.

  • Social Media Screening

While respecting privacy is essential, reviewing a candidate’s public social media presence can offer insight into their personality and professionalism. Platforms like LinkedIn can also confirm career history, endorsements, and recommendations, helping to validate their professional reputation.

  • Video Interviews

If you’re recruiting remotely, tools like Zoom or Skype offer an excellent alternative to traditional in-person interviews. Video interviews provide more personal interaction than a phone call, allowing you to assess a candidate’s communication style and body language, which can be valuable in determining their fit for the role.

 

Striking a Balance Between Trust and Caution

While it’s important to be vigilant for red flags, it’s equally vital not to be overly suspicious. Every candidate will have strengths and weaknesses, and no one is perfect. A candidate’s less-than-ideal past experiences may have led to growth and learning that could benefit your company. Trust your instincts but make sure to provide candidates with a fair opportunity to explain any concerns before ruling them out.

 

Thoughtful Recruitment Leads to Long-Term Success

Recruitment is never an exact science, but by recognising and addressing potential red flags, you can significantly reduce the risk of making a poor hiring decision. Keep in mind that it’s not just about finding the most qualified candidate on paper—it’s about finding the right person who will thrive in your company’s culture and contribute to its long-term success.

Ultimately, a well-rounded recruitment process that focuses on open communication, careful vetting, and the strategic use of technology will help you attract the best talent. Take your time, be thorough, and don’t be afraid to ask the tough questions. It’s always better to spend a little extra time ensuring you’ve found the right person than to rush into a decision you may regret later.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

 

What is HR SSC – Streamlining HR Operations

Written by

Introduction

HR SSC: In the fast-paced world of modern businesses, managing human resources efficiently is vital to ensure a thriving workforce and overall success, so, what is HR SSC? One approach that many organisations in the have adopted to streamline HR operations is the establishment of a Human Resources Shared Services Centre (HR SSC). This article explores the significance and functions of an HR SSC, offering insights from various reputable sources to shed light on its impact on enhancing efficiency within HR departments.

https://refind.co.uk/everything-you-need-to-know-about-shared-services/

What is a Human Resources Shared Services Centre (HR SSC)?

HR SSC: In the UK business landscape, an HR SSC refers to a centralised unit that caters to an array of human resources-related services for employees, managers, and other stakeholders. The primary objective behind setting up an HR SSC is to optimize HR processes, increase efficiency, and deliver top-notch services across the organisation. Which can form part of an overall HR transformation programme

Key Characteristics and Functions

Centralization: HR SSCs amalgamate various HR functions, such as payroll, benefits administration, employee data management, onboarding, offboarding, and handling employee queries, into a single hub.

Standardisation: These Centres focus on implementing standardized processes and procedures to ensure consistent and accurate handling of HR tasks.

Self-Service: To empower employees and managers, HR SSCs often offer self-service options, allowing them to access and manage specific HR functions through a convenient online portal or system.

Cost-Efficiency: By consolidating HR operations and utilizing standardized processes, HR SSCs significantly reduce costs and optimize resource utilization.

Service Delivery: The primary aim of HR SSCs is to deliver efficient and timely services to employees, ensuring that their HR needs are met promptly.

Reporting and Analytics: Utilising HR analytics and reporting, these Centres gain valuable insights into HR trends, employee data, and overall workforce performance.

Benefits of HR SSCs

  1. Streamlined Processes: By centralizing HR functions, organisations experience streamlined processes that minimize redundancy and errors, freeing up HR professionals to focus on strategic initiatives.
  2. Enhanced Efficiency: HR SSCs offer quicker response times, ensuring employees receive timely support and services, leading to higher productivity levels.
  3. Cost Savings: The consolidation of HR operations leads to significant cost savings, allowing businesses to allocate resources more efficiently.
  4. Improved Employee Experience: Self-service options empower employees to handle certain HR tasks independently, providing convenience and autonomy.
  5. Insights-Driven Decision Making: HR analytics and reporting enable data-backed decision making, helping businesses develop effective HR strategies and policies.
HR TRANSFORMATION: EVERYTHING YOU NEED TO KNOW!

Conclusion

As businesses continue to evolve, the importance of streamlined HR operations cannot be overstated. HR SSCs play a pivotal role in achieving this goal by centralizing and standardizing HR functions, promoting efficiency, cost savings, and improved employee experiences. Through the utilisation of modern HR technologies and analytics, these Centres empower organisations to make informed decisions that nurture a satisfied and high-performing workforce, ultimately driving success in the dynamic UK business landscape.

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. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

  • Every organisation is unique and we feel that there is no one-size-fits-all solution when it comes to recruitment.
  • re:find 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 commit to providing our clients with the highest quality service.
  • We take the time to understand your organisation’s culture and values, and the specific skills needed for each campaign.

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

Sources:

  1. CIPD (Chartered Institute of Personnel and Development) – “HR Shared Services: A Study of Current Practice”
  2. HRZone – “The Benefits of Shared Services: Why HR Shared Services is the Future”
  3. Personnel Today – “HR Shared Services Centres Drive Efficiency for UK Businesses”
  4. KPMG – “HR Shared Services: Creating Value Through Collaboration”:

Payroll Shared Services Centre: Unconventional Strategies for Success and Pitfalls to Avoid

Written by

As an executive search business with a niche in shared service appointments, a question frequently asked is the strategic placement of the payroll function.

Although the landscape of organisational efficiency is evolving, and decisions about where Payroll Shared Services Centre should reside – within the synergies of HR Shared Services, strategically aligned within a Business Services function, or standing independently.

Furthermore, in my role, I am often confronted with queries from business leaders seeking the optimal structure for their payroll operations. Subsequently, the answer is far from one-size-fits-all, as each organisation’s unique DNA, goals, and operational nuances play a significant role in determining the most effective placement.

Opting for the HR Shared Service Synergy:

Though the integration of a Payroll Shared Services Centre within HR Shared Services often represents a symbiotic relationship, echoing a time-tested combination. Here’s why it might be your winning formula:

  1. Unified Employee Experience: Suprisingly by consolidating payroll within HR Shared Services, you forge a unified employee journey. Overall you can eliminate the need for employees to navigate through multiple departments for routine inquiries.
  2. Stringent Compliance Oversight: Evidently HR possesses an innate understanding of compliance intricacies, and payroll is no stranger to regulatory demands. Particularly, merging these functions ensures a vigilant partnership, safeguarding the organisation against compliance pitfalls.
  3. Harmonised Data Management: Generally speaking, HR and payroll data are interwoven facets of workforce management. Housing them together in shared services ensures a seamless exchange, mitigating the risk of data discrepancies.

Embracing Business Services for Strategic Alignment:

Positioning Payroll Shared Services Centre within Business Services is a strategic manoeuvre, fostering alignment with the core objectives of the organisation. Here’s the rationale:

  1. Strategic Business Integration: Although placing payroll in Business Services aligns it strategically with the organisation’s core functions. It transforms payroll from a transactional task to a strategic contributor to overarching business objectives.
  2. Operational Cost Efficiency: Because Business Services are engineered for efficiency. By housing payroll here, organisations may capitalise on synergies that drive down costs without compromising operational excellence.
  3. Adaptive Scalability: However as Business Services are inherently adaptable to changing organisational needs. A payroll function within this framework ensures scalability that mirrors the growth trajectory of the organisation.

The Maverick Move – Standalone Functionality:

Consider the audacious choice of a standalone Payroll Shared Services Centre function. This approach is characterised by its singular focus and offers distinct advantages:

  1. Specialised Precision: A standalone payroll function signifies unwavering focus. Freed from the distractions of broader shared services, it allows for a dedicated team committed to delivering precise payroll services.
  2. Tailored Solutions: Every organisation possesses its unique intricacies. A standalone payroll function offers the flexibility to craft tailored solutions that align precisely with the specific needs of the organisation.
  3. Transparent Accountability: Operating autonomously, a standalone payroll function provides transparent accountability. Performance tracking, issue resolution, and showcasing direct impact on the business become more streamlined and evident.

The Final Verdict: Navigating Your Payroll Landscape in Shared Service

Choosing the ideal placement for payroll hinges on a nuanced understanding of your organisational culture, objectives, and operational intricacies. Unquestionably, whether its the efficiency of HR Shared Services, the strategic allure of Business Services, or the autonomy of a standalone function… undoubtedly the key lies in aligning with your organisation’s unique rhythm.

The journey into optimising your payroll structure begins now!

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
please get in touch with our Managing Director, James Cumming.

How to support an employee returning to work

Written by

Our featured blog this week about supporting employees returning to work is with Elizabeth Willetts, the Founder of Investing in Women – a female-empowering job board and community helping you find your dream part-time or flexible job with the UK’s most family-friendly and forward-thinking employers. She is an experienced recruiter with over 15 years of experience – both in-house at one of the Big 4 and from one of the UK’s largest recruitment agencies.

Liz, tell us about the transition of returning to work after a career break…

Many people take career breaks in their working life. Perhaps you have employees who have taken time out to look after young children or an elderly relative. Maybe they needed a break for health reasons, took a gap year, travelled the world, spent time volunteering, or were made redundant. Whatever their reasoning, know that career breaks are increasingly common. And there’s no such thing as a job for life!

But, often, people lose confidence whilst on their career break. They worry employers won’t want to hire them, and their skills and experience will be outdated.

So, if you have an employee returning to work after a career break and want to support them as they make the transition back to work, here’s my advice on how to help them thrive.

What do they want?

It can be easy to make assumptions based on our own experiences as to what the individual wants after a career break. You may assume a young mum doesn’t want to work full-time, or someone recently recovered from an illness can’t travel. But making assumptions can not only be awkward if you get it wrong – you also risk being accused of discrimination. Ultimately the individual may feel the role then doesn’t align with their career goals, become disengaged and leave.

I would always advocate for having a non-judgemental and frank discussion before someone starts. Listen to what the individual wants, whilst also considering your requirements to see if you can make it work. Keep the dialogue open with regular check-ins, and encourage an open-door policy, so employees feel safe confiding in you if they need extra support.

It also makes someone feel super welcome and appreciated giving them a call the week before they start, welcoming them to the team and highlighting how excited you are for them to join you.

Recognise you may need to upskill someone

I am a huge believer that you hire someone based on their potential to do the role. You can teach skills, but attitude is a lot harder to change. We all know how quickly technology changes and the need to learn and master new systems on a seemingly never-ending basis. Therefore, recognise you may need to spend some time investing in your employee, helping them get up to date with your systems and ways of working. Like I said – hiring the right attitude should be your number one priority when recruiting. If you have made the right hire – this investment will pay off dividends when they are up and running and making a positive contribution to your business.

Many large companies now offer Return to Work schemes. These are like graduate schemes in that they provide a structured programme that allows employees to learn and develop and earn ‘on the job’. If you have the resources and want to make several hires, it may be worth putting a formal scheme in place.

Informal support network

So many people cite their favourite job as the one with the best colleagues, or where they met a friend for life. Therefore, don’t underestimate the impact workplace culture has on retaining employees and helping them to settle in quickly.

A buddy scheme is a great place to start if you haven’t one already. When bringing someone new into the business (whether they have been on a career break or not), assign them a buddy. A buddy is usually a peer who has been in the business for some time and can show them the ropes – where the best lunch spot is, system hacks, or arranging a stakeholder meeting. Not only will assigning a buddy save you time (as you can offload some of the onboarding to them) – but it will also ultimately create a friendly and more unified workplace.

Essential pre-start reading

Before your new hire starts, it is helpful to send them some resources about your business to know what to expect. Employee handbooks are useful, as is information about your benefits scheme and how to access it. A good onboarding experience can make or break recruitment and retention – someone with a positive experience is more likely to stay with your company and recommend friends join (saving you time and money on future recruitment). A lousy experience risks the employee leaving soon after joining, resulting in you spending even more time and money recruiting and training someone new.

Help everyone to shine and recognise everyone’s contributions

It can be hard not to compare your employees to each other. As a manager, it is easy to see who is shouting the loudest and assume they are making the most significant contribution. But it is often the quiet ones working hard at the back who will ultimately contribute the most to your organisation.

In 2021, The Female Lead, in association with LinkedIn, conducted some research on the gender pay gap. And what they found was something known as the ‘entitlement gap‘. 44% of women felt less entitled to ask for promotions or pay rises. Men were more likely to ask for job offer increases and pay rises throughout their careers.

Therefore, as an employer, it is your responsibility to regularly benchmark your pay rises and promotions and make sure they are being used to reward hard and exceptional work, rather than just giving them to those who ask for them. Doing this will narrow any gender pay gap you may have in your business whilst improving your employer brand. Win-win!

So, there you have it – five easy ways to help all your employees – particularly those returning to work after a career break, thrive and achieve their full potential in your organisation. Any I missed? Let me know here.

Elizabeth is also a mum to two daughters – Emily and Annabelle (and a Labradoodle called Dougal). She is a passionate believer in the power of part-time and flexible work to retain women in the workplace and close the gender pay gap.

A huge thanks to Elizabeth for her thoughts and tips. For more information about Investing in Women and how we can help you find your dream job – one that allows you to shine at work without sacrificing time with your family, please visit the 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.

The Surge in Candidate Ghosting

Written by

In the ever-changing realm of recruitment, an alarming trend is gaining pace– the ghosting of candidates. This blog aims to clarify the concept of ghosting in the hiring process, investigate the reasons behind its growing prevalence, and examine the impacts it has on candidates and companies alike. Let’s delve into why taking part in this practice is counterproductive and explore strategies to foster better communication during the hiring journey.

What Do We Mean by Ghosting?

Unravelling the Enigma of Ghosting:

Ghosting in the context of recruitment refers to the abrupt and unexplained end of communication between employers or recruiters and job candidates. It’s akin to submitting your resume into a void, never to receive updates, feedback, or closure regarding your application.

The Silent Treatment:

Candidates who experience ghosting are left in the dark, unsure of their application status or whether the position has been filled. This lack of communication causes frustration and uncertainty, tarnishing the candidate’s view of the company and the recruitment process.

Why is Ghosting on the Rise?

Digital Disconnection:

With the digital age revolutionisng the hiring process, it has also created impersonal communication. With the ease of online applications and auto systems, the personal touch in candidate communication often takes a back seat.

Increased Competition:

In today’s fiercely competitive job market, employers may be inundated with a high volume of applications for a single position. The sheer number of candidates can make it hard for recruiters to respond separately, adding to ghosting as a coping mechanism.

Time Constraints cause Ghosting:

Recruiters often face tight schedules and competing priorities. In the rush to fill positions quickly, the human side of recruitment can be overshadowed, contributing to the prevalence of ghosting.

Impacts of Ghosting:

Ghosting Causes Candidate Fallout:

Ghosting profoundly affects job candidates. The uncertainty and lack of closure can lead to feelings of rejection, frustration, and a diminished perception of the hiring company. This negative experience may influence the candidate’s decision to engage with the company in the future or recommend it to others.

Damaged Employer Brand:

The practice of ghosting doesn’t just affect candidates; it tarnishes the reputation of the hiring organisation. A poor candidate experience can be shared online, dissuading potential applicants and damaging the employer brand.

Missed Opportunities from Ghosting:

By ghosting candidates, employers may miss out on potential talent. That could mean a candidate who feels valued and respected during the recruitment process is more likely to become a committed and engaged employee.

Negative Impact on Employee Morale:

Existing employees who witness or hear about the ghosting of candidates may experience a decline in morale. This can erode trust in leadership and the company’s commitment to treating individuals with respect.

Breaking the Silence: A Better Approach

Transparent Communication:

The antidote to ghosting is transparent communication. Keep candidates informed about the status of their application, whether positive or negative. Establish clear communication channels to manage expectations and provide regular updates.

Personalised Feedback:

Offering constructive feedback, even in rejection, demonstrates respect for the candidate’s time and effort. Providing insights into the decision-making process can help candidates understand areas for improvement.

Utilise Technology Wisely:

While technology can streamline recruitment processes, it should enhance, not replace, human interaction. Leverage automation for administrative tasks, but ensure that there are mechanisms in place for meaningful, personalised communication.

Conclusion:

Ghosting candidates is a detrimental practice that adversely affects both individuals seeking employment and the organisations conducting the hiring. As responsible recruiters and employers, it’s essential to recognise the impacts of ghosting and commit to fostering a culture of open, respectful communication.

By embracing transparency, providing feedback, and utilising technology judiciously, we can collectively contribute to a more positive and constructive recruitment experience for everyone involved. It’s time to break the silence, bridge the communication gap, and build stronger connections in the world of hiring.

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 to Create a CV: Your Comprehensive Guide

Written by

Crafting the perfect CV is an art. Given that it’s often the first impression an employer gets of you, its importance can’t be overstated. If you’ve ever pondered over how to create a CV that stands out and tells your professional story effectively, this guide is for you.

What is a CV?

A CV, or Curriculum Vitae, is a detailed document highlighting your professional and academic history. Typically used for job applications, a CV provides recruiters with an overview of your experience, qualifications, and skills. Essentially, it’s your professional biography.

The Evolution of CVs Over Time

Over the decades, the style and content of CVs have undergone considerable changes. Originally, CVs were straightforward, text-heavy documents. With advancements in technology and changing job market demands, they’ve evolved into more dynamic documents, often with elements of graphic design, links to online portfolios, or even personal websites.

What Should your CV Focus on?

A modern CV should centre on your:

  1. Skills: Highlight the skills that are most relevant to the job you’re applying for.
  2. Experience: Detail your professional journey, focusing on achievements rather than just roles.
  3. Qualifications: Showcase your academic and professional qualifications that make you suitable for the role.

Best Practices to Create a CV

  1. Be Concise: Ensure your CV is clear and to the point. Two pages are usually the recommended length.
  2. Tailor Your CV: Adapt your CV to match the requirements of each job you apply for.
  3. Use Action Words: Words like ‘achieved’, ‘managed’, and ‘designed’ can make your CV more dynamic.

Choosing the Right Format to Create a CV

The format you choose can play a vital role. The most popular formats include:

  1. Chronological: Lists your work history in order, starting with the most recent.
  2. Functional: Focuses on skills and qualifications rather than work history.
  3. Combination: A blend of both chronological and functional formats.

Making Your CV Stand Out

  1. Personal Profile: Begin with a compelling personal profile that summarises your key attributes.
  2. Achievements: Highlight notable professional achievements.
  3. Design: Use a clean layout, readable fonts, and consider using subtle colours.

Understanding ATS Systems

An Applicant Tracking System (ATS) is software used by companies to sift through thousands of CVs to identify suitable candidates. To ensure your CV is ATS-friendly:

  1. Use Keywords: Incorporate keywords from the job description.
  2. Avoid Graphics: Many ATS systems can’t read images or graphics.
  3. Use a Standard Format: Stick to Word or PDF formats.

Common CV Mistakes to Avoid

  1. Spelling and Grammar Errors: These can make you seem careless or unprofessional.
  2. Being Vague: Be specific about your achievements and roles.
  3. Including Irrelevant Information: Your CV should be tailored to the role you’re applying for.

The Importance of Proofreading when you Create a CV

Always have someone else proofread your CV. A fresh pair of eyes can catch errors you might have missed and offer invaluable feedback.

The Debate: Are Cover Letters Extinct?

While the importance of cover letters has diminished in some sectors, many employers still value them. A well-crafted cover letter can provide context to your CV and further highlight your suitability for a role.

To Include or Not: Photo, DOB, and Address

Traditionally, CVs included personal details like photos, DOB, and addresses. However, modern best practices advise against this due to equality and discrimination laws. Unless specified, it’s best to omit these details.

Conclusion

Crafting an effective CV is a nuanced process. By understanding its evolution, focusing on the right aspects, ensuring ATS compatibility, and avoiding common pitfalls, you can create a CV that truly resonates with potential employers. Remember, your CV isn’t just a document; it’s a reflection of your professional self.

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 to Best Find a New Job in Leadership

Written by

Whether you’re an experienced leader or someone eager to climb the corporate ladder, finding a new job in a leadership role is a journey. It requires the right mix of introspection, strategy, and action. This guide will walk you through the steps to help you land that coveted leadership role.

1. Knowing when the time is right to move on

It’s essential to recognise when it’s time to move on from your current position. Here are some signs that you may need a new job in leadership

  • You’ve outgrown your current role.
  • There’s limited room for growth or new challenges.
  • You feel undervalued or unsatisfied with your work environment.

Trust your instincts. If you consistently feel like it’s time for a change, it likely is.

2. Searching for a new job in leadership

There are various platforms to find a new job in leadership:

  • Job boards: Sites like LinkedIn, Indeed, and Reed.co.uk often have a plethora of leadership roles.
  • Networking: Join professional groups and associations related to your industry.
  • Recruitment agencies: Many specialise in senior roles and leadership positions.

Before diving in, take these preparatory steps:

  • Update your CV: Highlight achievements, leadership roles, and significant projects.
  • LinkedIn: Ensure your profile is updated, professional, and mirrors your CV.
  • Research: Understand the current market, industry trends, and the skills in demand.

4. Choosing the right companies to apply for a new job in leadership

Not all companies will align with your values or career goals. Research each potential employer by:

  • Reviewing their website and mission statement.
  • Checking employee reviews on platforms like Glassdoor.
  • Understanding the company culture and growth potential.

5. How to best prepare for an interview

Once you’ve landed an interview, preparation is key:

  • Research the company: Know its history, challenges, competitors, and up-to-date news.
  • Practice common leadership interview questions: This will help you articulate your thoughts clearly.
  • Plan your outfit: Dressing professionally makes a positive first impression.

6. How to stand out for the job in a new job in leadership

Standing out is more than just having the required skills:

  • Show passion: Be enthusiastic about the role and the company.
  • Showcase achievements: Quantify results whenever possible.
  • Ask thoughtful questions: This demonstrates your genuine interest and thorough preparation.

7. Knowing if a company is the right fit for you

Securing a job offer is exciting, but it’s equally essential to ensure the company is a good fit:

  • Company culture: Does the environment align with your values?
  • Growth opportunities: Will there be room for professional advancement?
  • Work-life balance: Does the company promote a healthy balance or expect constant overtime?

Remember, an interview is as much about them getting to know you as it is about you getting to know them.

Conclusion

Finding a new leadership role requires time, patience, and strategy. By knowing when it’s time to move on, searching in the right places, preparing thoroughly, and ensuring a company aligns with your goals, you can find a job that not only matches your skills but also brings joy and satisfaction. Happy job hunting!

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.