If you’re a Chief People Officer or just someone interested in HR, you may have noticed a trend of companies using the term “People” instead of “HR” to describe their HR department. But is this just a trendy new name, or is there something deeper going on here? Let’s dive into the pros and cons of calling HR “People”.
The human resources department is an essential part of any organisation, responsible for managing the workforce and ensuring that employees are satisfied and productive. However, the terminology used to describe this department has been a matter of debate for some time.
Background
The term “human resources” has been in use for several decades and has become widely accepted as a way of describing the department responsible for managing a companies workforce. However, some have argued that the term can be dehumanising and reduces employees to the status of a resource or commodity.
In contrast, the term “People” is seen as more inclusive and humanising, acknowledging the unique needs and aspirations of the individual employees.
Arguments for “HR”
One of the primary arguments in favour of using “HR” is that it is a well-established term that is widely recognised in the business world.
According to data from Google Trends, searches for the term “HR” have been consistently higher than searches for “People” over the past five years, indicating that the term is more commonly used and understood.
Another argument for “HR” is that it accurately reflects the department’s role in managing the workforce as a resource. This can be especially important in industries such as retail, manufacturing or construction, where labour is a critical input and needs to be managed efficiently to ensure productivity.
According to a survey of HR professionals conducted by the Society for Human Resource Management (SHRM), 62% of respondents felt that the term “HR” accurately reflected their department’s role in managing human capital.
Finally, a number of people argue that “HR” is a more professional-sounding term that may help to establish the department’s credibility and authority within the organisation. This can be important when dealing with senior management or other stakeholders who may be sceptical of the department’s role or importance.
According to a survey of HR professionals conducted by the HR Certification Institute (HRCI), 82% of respondents felt that the term “HR” conveyed a sense of professionalism and expertise.
Arguments for “People”
One of the main arguments in favour of using “People” is that it is a more inclusive term that acknowledges the individuality of employees.
According to a survey conducted by the software company BambooHR, 70% of employees felt that the term “People” was more humanising than “HR.”
Another argument for “People” is that it is less objectifying than “HR” and may help to create a more collaborative and cooperative relationship between the department and employees.
According to a survey conducted by the consulting firm Deloitte, 73% of employees felt that the term “People” conveyed a sense of partnership and collaboration.
By the same token, a final argument for “People” is that it reflects the changing nature of work and the role of employees in the organisation. As more companies embrace flexible work arrangements and remote work, the role of the HR department is evolving to focus more on supporting the needs and aspirations of individual employees.
According to a survey conducted by the consulting firm McKinsey & Company, 67% of employees felt that the term “People” was more aligned with their own values and priorities than “HR.”
Our opinion
Based on the data presented and out own personal experiences, we recommend using the term “People” to describe the HR department.
While “HR” may be more well-established and specific, we believe that “People” better reflects the changing nature of work and the importance of creating a supportive and inclusive culture.
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. 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, as well as the specific skills needed for each campaign.
Org design is super important for business leaders if you want your company to do well, in this article we talk about unlocking the secrets of strategic org design and share them with you. It’s all about making sure your structure, processes, systems, and culture all work together to help you achieve your goals.
Nowadays, companies that innovate do well, and businesses need to be able to keep up.
To do that, you need to have a good plan for your organisational design that fits with what you’re trying to do and what the competition is up to.
By learning about the best ways to design your organisation, you can make smart choices that will help you succeed and make everyone happy.
In this piece, we’ll talk about the most important things you need to know to design your organisation well, and give you loads of tips and ideas to help you get it right.
If you’re a CEO, HR person, or consultant, or someone looking to develop in the Org Design space this should be for you!
What is Organisational Design
Organisational design refers to the process of structuring an organisation’s systems, processes, roles, and responsibilities to achieve its goals and objectives effectively. It involves analysing an organisation’s current structure, identifying any gaps or inefficiencies, and developing a new structure or plan to optimise performance.
Organisational design typically includes determining the organisation’s hierarchy, identifying reporting relationships, defining roles and responsibilities, establishing communication and decision-making processes, and aligning resources and systems to support the organisation’s objectives. The goal is to create a structure that supports the organisation’s strategy and enables it to achieve its goals efficiently and effectively. Organisational design is often an iterative process that involves ongoing evaluation and adjustment to ensure that the organisation remains aligned with its objectives and adapts to changes in the environment.
How is org design related to organisational development?
Organisational design and organisational development are closely related concepts, as both aim to improve the performance of an organisation. However, they differ in their approach and focus.
Organisational design focuses on the structural aspects of an organisation, such as its hierarchy, roles, and reporting relationships. Its goal is to create a structure that supports the organisation’s strategy and enables it to achieve its objectives efficiently and effectively.
On the other hand, organisational development (OD) focuses on the people and culture of an organisation. OD aims to improve the effectiveness of the organisation by enhancing its culture, leadership, communication, and collaboration. It involves interventions that target the human side of the organisation to improve performance.
Organisational design and organisational development often go hand-in-hand. For example, if an organisation is implementing a new strategy, it may need to restructure its hierarchy and roles to align with the new direction.
At the same time, it may also need to work on improving its culture and leadership to ensure that the new structure is effective. Therefore, organisational design and organisational development are often used together to create a holistic approach to improving an organisation’s performance.
How can org design fit in to an overall hr transformation programme?
Organisational design can play a crucial role in an overall HR transformation program. HR transformation typically involves changing the way an organisation manages its human resources to improve its performance and create value.
Organisational design is an essential component of this process, as it can help align the organisation’s structure, roles, and processes with its HR strategy.
Here are some ways that organisational design can fit into an overall HR transformation program:
Aligning structure with strategy: Organisational design can help align the structure of the organisation with its HR strategy. For example, if the organisation’s strategy is to focus on innovation, the structure should be designed to facilitate collaboration and knowledge sharing.
Streamlining processes: Organisational design can help streamline HR processes, such as recruitment, performance management, and talent development. By designing efficient processes that eliminate redundancies and improve communication, HR can be more effective in achieving its objectives.
Redefining roles and responsibilities: Organisational design can help redefine roles and responsibilities to align with the organisation’s HR strategy. This can include creating new roles, eliminating redundant roles, or merging roles to create more efficient and effective HR functions.
Implementing new HR technologies: Organisational design can also help facilitate the implementation of new HR technologies, such as HR information systems, talent management software, and e-learning platforms. By designing a structure that supports the use of these technologies, HR can more effectively leverage them to achieve its objectives.
Here are some of the challenges organisations face with regards to poor organisational design:
Overlapping roles and responsibilities: When there are multiple individuals or departments responsible for the same function or task, it can lead to confusion, duplication of efforts, and inefficiencies.
Hierarchies that are too complex: When an organisation has too many layers of management or too many reporting lines, decision-making can become slow and bureaucratic. This can lead to delays, missed opportunities, and a lack of agility.
Siloed departments: When departments or teams work in isolation, it can result in poor communication, lack of collaboration, and a lack of knowledge-sharing. This can lead to missed opportunities and hinder innovation.
Lack of alignment with strategy: When an organisation’s structure, roles, and processes are not aligned with its strategic objectives, it can lead to confusion and a lack of focus. This can make it difficult to achieve the organisation’s goals and objectives.
Inefficient workflows: When workflows are poorly designed or not optimised, it can lead to bottlenecks, delays, and missed deadlines. This can negatively impact the organisation’s performance and lead to frustration among employees.
Poor communication: When communication channels are unclear or ineffective, it can lead to misunderstandings, missed deadlines, and a lack of coordination. This can negatively impact productivity and the quality of work.
Which companies have suffered from poor strategic org design?
Enron: Enron was an energy company that collapsed in 2001 due to a range of factors, including poor organisational design. The company had a complex structure with multiple subsidiaries, which made it difficult to understand the company’s finances. Additionally, the company had a culture of excessive risk-taking and unethical behaviour, which ultimately led to its downfall.
Blockbuster: Blockbuster was a video rental company that was once a dominant player in the industry. However, the company failed to adapt to changing consumer behaviour, such as the rise of streaming services like Netflix. Blockbuster’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.
Kodak: Kodak was a leader in the photography industry for many years, but the company struggled to adapt to the rise of digital photography. Kodak’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.
How can a company think strategically about org design?
The first step is to define the company’s strategy, which should include the mission, vision, values, and goals. As well as the competitive landscape and market trends.
The strategy should be communicated throughout the organisation, so that everyone understands the direction in which the company is headed.
To think strategically about organisational design, a company can take the following steps:
Analyse the current organisational structure: The next step is to analyse the company’s current organisational structure, including roles and responsibilities, reporting lines, and decision-making processes. This analysis can help identify areas of inefficiency, duplication of effort, or misalignment with the business strategy.
Define the desired outcomes: Based on the analysis, the company can define the desired outcomes of the organisational design process. This includes identifying the key objectives, such as improving efficiency, increasing agility, or enhancing collaboration.
Develop a plan: With the desired outcomes in mind, the company can develop a plan for the organisational design process. This includes defining the new structure, roles, and responsibilities, as well as the process for implementing the changes.
Communicate the changes: It is important to communicate the changes to all stakeholders, including employees, customers, and partners. This can help ensure that everyone understands the rationale for the changes and is aligned with the new organisational structure.
Monitor and adjust: Finally, the company should monitor the effectiveness of the new organisational design and make adjustments as needed. This includes tracking key performance metrics, soliciting feedback from employees and customers, and making changes to the structure or processes as needed.
How can I develop my career in to specialising in org design?
Developing a career in organisational design can be a rewarding and challenging path. Here are some steps you can take to specialise in organisational design:
Gain education and training: Pursuing a degree in organisational design, organisational development, or a related field can provide you with a solid foundation of knowledge and skills.
Get hands-on experience: Seek out opportunities to gain practical experience in organisational design. This can include internships, volunteer work, or positions in HR, consulting, or related fields.
Build a network: Networking is an essential component of any career. Attend industry events, join professional organisations, and connect with experts in the field to build relationships and gain insights.
Develop key skills: Successful organisational designers typically have a combination of skills, including strategic thinking, problem-solving, communication, and project management. Continuously developing and honing these skills can help you succeed in this field.
Stay up-to-date: Organisational design is a constantly evolving field, and it is essential to stay up-to-date on the latest trends and best practices. Read industry publications, attend conferences and webinars, and participate in professional development opportunities.
Consider certification: Earning a certification in organisational design or a related field can demonstrate your expertise and commitment to the profession. Examples include the Diploma in Organisational Development and the business schools such as Henley and Roffey Park both offer specific Org Design certifications.
What is the potential career path as an organisation design professional?
Entry-level positions: Entry-level positions in organisational design may include roles such as organisational development coordinator or analyst. These positions typically involve supporting more senior team members in conducting research, analysing data, and developing recommendations for organisational design changes.
Mid-level positions: Mid-level positions in organisational design may include roles such as organisational design manager or consultant. These positions typically involve leading projects to develop and implement new organisational structures, processes, and systems. Mid-level professionals may also be responsible for managing project teams and collaborating with other departments and stakeholders.
Senior-level positions: Senior-level positions in organisational design may include roles such as chief organisational design officer or executive director of organisational effectiveness. These positions typically involve leading the design and implementation of organisational strategies, and providing guidance and support to other departments and leaders. Senior-level professionals may also be responsible for developing and managing budgets, overseeing multiple projects, and providing strategic advice to the executive team.
Independent consultant: Experienced organisational design professionals may choose to work as independent consultants. This may involve working with multiple clients, developing customised solutions to meet their needs, and managing their own business operations.
Which consulting firms provide organisation design services?
McKinsey & Company: McKinsey & Company is a global management consulting firm that offers organisational design services as part of its organisational and business model transformation practice.
Bain & Company: Bain & Company is a global management consulting firm that offers organisational design services as part of its organisation practice.
Boston Consulting Group (BCG): BCG is a global management consulting firm that offers organisational design services as part of its organisational transformation practice.
Deloitte: Deloitte is a global consulting firm that offers organisational design services as part of its human capital practice.
Korn Ferry: Korn Ferry is a global organisational consulting firm that offers organisational design services as part of its organisational strategy practice.
PwC: PwC is a global professional services firm that offers organisational design services as part of its organisational effectiveness practice.
Accenture: Accenture is a global consulting firm that offers organisational design services as part of its organisation and talent practice.
There are also many smaller specialist boutique consultancies based in the UK that offer organisational design services. Some examples include:
Q5 is an organisational design consultancy. It is a global management consulting firm that specialises in organisational strategy, design, and transformation.
LACE Partners: LACE Partners was founded by Aaron Alburey and Cathy Acratopulo, who wanted to create a business that could provide a full-service consultancy for HR professionals.
On the Mark: OTM is a leader in collaborative organisation design and operating model modernisations.
Chaucer: Chaucer is a London-based consultancy that specialises in organisational design, change management, and program management.
Here are some top tips to effectively land an organisational design project:
Understand the client’s needs: Before pitching an org design project, it’s important to understand the client’s specific needs, goals, and challenges. Conduct research on the organisation, its industry, and its competitive landscape, and use this information to tailor your proposal to the client’s specific situation.
Develop a clear value proposition: In your proposal, clearly articulate the value proposition of your organisational design services and explain how they will help the client achieve their objectives. Use case studies or examples of previous successful projects to illustrate the benefits of your approach.
Demonstrate expertise and experience: To build credibility with the client, demonstrate your expertise and experience in organisational design. Highlight your qualifications, certifications, and relevant experience, and provide references from previous clients or colleagues who can attest to your skills and capabilities.
Build a strong project team: Organisational design projects require a multidisciplinary team with expertise in areas such as change management, human resources, and technology. Assemble a strong project team with a range of skills and experiences, and clearly outline the roles and responsibilities of each team member in your proposal.
Develop a detailed project plan: In your proposal, develop a detailed project plan that outlines the scope of the project, the timeline, and the deliverables. Be sure to include regular check-ins and progress reports to ensure that the project stays on track and that the client’s needs are met.
Communicate regularly with the client: Throughout the project, maintain regular communication so they are updated on progress. Being responsive and proactive in your communication can help build trust and strengthen the client relationship.
OUR FOCUS ON LONG-TERM PARTNERSHIPS
At re:find Executive Search we are specialists in HR transformation. 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, as well as the specific skills needed for each campaign.
As businesses evolve and grow, their HR practices must keep pace, here is everything you need to know about HR Transformation and what I have learnt over the past 15 years on working in this market… hopefully this article should give you insight of everything you need to know to land your HR tansformation programme successfully.
HR transformation is a process of overhauling an organisation’s HR practices, systems, and structures to meet the changing demands of the business. The goal of HR transformation is to create a more agile, efficient, and effective HR function that aligns with the organisation’s overall goals and objectives.
In this article, we’ll cover everything you need to know about HR transformation, including the benefits, the key HR systems that are implemented, the models that can be used, the potential challenges, and the consulting firms that can help. We’ll also discuss how interim managers can play a valuable role in supporting HR transformation programs.
HR transformation can bring many benefits to an organisation, including:
Improved HR processes: HR transformation can streamline HR processes, making them more efficient and effective. This can reduce administrative burdens, freeing up time for HR professionals to focus on more strategic initiatives.
Better HR systems: HR transformation can involve implementing new HR systems, such as HR information systems (HRIS), talent management systems, and recruitment systems. These systems can improve data accuracy, increase efficiency, and enhance the employee experience.
Increased agility: HR transformation can help organisations become more agile by creating a more flexible and adaptable HR function. This can help organisations respond more quickly to changes in the business environment and market conditions.
Improved employee engagement: HR transformation can lead to a more engaging employee experience, with streamlined processes, better communication, and improved access to HR services.
HR Systems Implemented as Part of HR Transformation Programs
There are several HR systems that are commonly implemented as part of an HR transformation program. Some of the key HR systems include:
Human Capital Management (HCM) Systems: These systems are used to manage employee data and automate HR processes such as recruiting, onboarding, performance management, and payroll.
Learning Management Systems (LMS): These systems are used to deliver training and development programs to employees and track their progress.
Talent Management Systems: These systems are used to manage employee performance, succession planning, and career development.
Applicant Tracking Systems (ATS): These systems are used to manage the recruiting process, from job posting and candidate screening to hiring and onboarding.
Time and Attendance Systems: These systems are used to track employee hours worked and manage time off requests.
Employee Self-Service (ESS) Systems: These systems allow employees to manage their personal information, access HR policies and procedures, and request time off.
Business Intelligence and Analytics Systems: These systems provide HR leaders with data and insights to help them make more informed decisions about talent management, employee engagement, and workforce planning.
Who are the key global HR systems providers?
There are several key global HR systems providers who offer a wide range of HR software solutions. Some of the major HR systems providers include:
SAP SuccessFactors: A cloud-based HCM solution that offers modules for core HR, talent management, workforce analytics, and more
Workday: A cloud-based HCM solution that offers modules for HR, talent management, payroll, time tracking, and more.
Oracle HCM Cloud: A cloud-based HCM solution that offers modules for HR, talent management, payroll, and more.
ADP: A provider of cloud-based HCM solutions for payroll, time and attendance, HR, talent management, and more.
Cornerstone OnDemand: A cloud-based talent management solution that offers modules for learning and development, performance management, and more.
Kronos: A provider of cloud-based HR solutions for time and attendance, workforce management, and payroll.
Ultimate Software: A cloud-based HCM solution that offers modules for HR, payroll, talent management, and more.
IBM Watson Talent: A suite of HR software solutions that includes modules for talent acquisition, learning and development, and more.
What are the key components of a successful HR model
There are several HR models that can be implemented as part of an HR transformation, depending on the organisation’s specific needs and goals. The most common being the Ulrich HR model or iterations of this. Here are a few examples:
HR Business Partner Model: The HR Business Partner model is designed to align the HR function with the strategic goals of the business. In this model, HR professionals act as strategic advisors to business leaders, working closely with them to understand their needs and align HR strategies and practices with business objectives.
Shared Services Model: The Shared Services model involves centralising HR services and functions in a shared services centre. This can help organisations achieve greater efficiency, consistency, and cost savings in HR service delivery.
Centres of Excellence Model: The Centres of Excellence model involves creating specialised HR teams to support specific areas of HR, such as talent management, employee relations, or HR analytics. This model allows organisations to develop deep expertise in specific areas of HR and provide targeted support to the business.
Holistic HR Model: The Holistic HR model involves integrating HR practices with other key business functions, such as finance, operations, and marketing. This model recognises that HR is an integral part of the overall business strategy and seeks to align HR practices with other key functions to achieve a more integrated approach to business management.
Agile HR Model: The Agile HR model involves creating a more flexible and responsive HR function that can adapt quickly to changing business needs and market conditions. This model emphasises the importance of collaboration, experimentation, and continuous improvement in HR practices.
Digital HR Model: The Digital HR model involves leveraging technology to improve HR processes, enhance the employee experience, and provide better HR analytics and reporting capabilities. This model recognises the importance of technology in modern HR practices and seeks to leverage it to achieve greater efficiency, effectiveness, and innovation in HR service delivery.
What can go wrong during an HR transformation programme
Like any major organisational change initiative, HR transformation programs can encounter several challenges that may result in difficulties or failures. Here are a few examples of things that can go wrong during an HR transformation program:
Poor Change Management: HR transformation programs require significant changes to HR processes, systems, and organisational structures, which can be disruptive to employees. If change management is not handled effectively, employees may resist the changes, resulting in decreased engagement, productivity, and morale.
Lack of Executive Buy-In: Without strong executive buy-in and support, HR transformation programs may struggle to gain momentum and resources, resulting in delays or budget overruns.
Insufficient Planning: HR transformation programs require careful planning to ensure that the right HR processes, systems, and structures are put in place. Insufficient planning can lead to misaligned goals, unclear expectations, and inadequate resources.
Ineffective Communication: Clear and effective communication is critical for HR transformation programs to succeed. Without effective communication, employees may not understand the changes, leading to confusion, resistance, and reduced engagement.
Poor Vendor Selection: HR transformation programs often require the use of external vendors to implement new HR systems or processes. Poor vendor selection can result in delays, budget overruns, and inadequate solutions.
Lack of Flexibility: HR transformation programs require flexibility to adapt to changing business needs and market conditions. A lack of flexibility can result in outdated HR processes, systems, and structures that do not support the business.
Which consulting firms can help your HR transformation programme
There are many consulting firms that specialise in HR transformation and can help organisations plan, design, and implement their HR transformation programs. Here are a few examples:
Deloitte: Deloitte offers a range of HR consulting services, including HR transformation, HR technology, HR operations, and talent management. They work with organisations to develop HR strategies and implement HR transformation programs that align with business goals.
PwC: PwC offers HR consulting services that cover a range of areas, including HR transformation, talent management, HR technology, and workforce planning. They help organisations design and implement HR transformation programs that improve HR processes, enhance the employee experience, and support business objectives.
Accenture: Accenture offers HR consulting services that focus on HR transformation, HR technology, talent management, and change management. They work with organisations to develop HR strategies and implement HR transformation programs that drive business growth and improve the employee experience.
KPMG: KPMG offers HR consulting services that cover a range of areas, including HR transformation, talent management, HR technology, and organisational design. They help organisations develop HR strategies and implement HR transformation programs that support business objectives and improve HR service delivery.
Mercer: Mercer offers HR consulting services that focus on HR transformation, talent management, HR analytics, and HR operations. They work with organisations to develop HR strategies and implement HR transformation programs that align with business goals and improve HR service delivery.
Which companies have successfully implemented an HR transformation programme
Many companies have successfully implemented HR transformation programs to improve their HR processes and better align HR with their business goals. Here are a few examples:
Unilever: Unilever, a global consumer goods company, implemented an HR transformation program to simplify and streamline its HR processes and better support the company’s growth strategy. The program involved the implementation of a new HR operating model, the consolidation of HR systems, and the creation of a new shared services centre.
IBM: IBM undertook a major HR transformation program to create a more agile and responsive HR function that could better support the company’s strategic goals. The program involved the implementation of a new HR service delivery model, the adoption of new HR technologies, and the creation of a new HR analytics function.
Procter & Gamble: Procter & Gamble implemented an HR transformation program to create a more customer-focused HR function that could better support the needs of the business. The program involved the implementation of a new HR service delivery model, the adoption of new HR technologies, and the creation of a new HR shared services organisation.
Nestle: Nestle implemented an HR transformation program to create a more standardised and efficient HR function across its global operations. The program involved the implementation of a new HR operating model, the adoption of new HR technologies, and the creation of a new HR shared services centre.
How can interim managers help an organisation during an HR transformation programme
Interim managers can play a valuable role in helping organisations during an HR transformation program. Here are a few ways they can assist:
Expertise: Interim managers are experienced professionals who bring a wealth of knowledge and expertise in HR transformation. They can help organisations navigate the complexities of the transformation program and provide guidance on best practices.
Flexibility: Interim managers can be brought in at any stage of the HR transformation program and can be hired for a specific period of time. This flexibility allows organisations to scale resources up or down as needed.
Objectivity: Interim managers provide an outside perspective and can help organisations identify areas for improvement or potential roadblocks. They can also provide an objective assessment of the program’s progress and offer recommendations for improvement.
Leadership: Interim managers can take on leadership roles within the HR transformation program, providing direction, guidance, and support to the team. They can help ensure that the program is aligned with the organisation’s overall goals and objectives.
Implementation: Interim managers can help organisations implement new HR processes, systems, and structures, ensuring that the program is completed on time and within budget.
What are the key HR transformation job roles and what are their responsibilities
There are several key HR transformation job roles that play an important role in driving the HR transformation process. Here are some of the key roles and their responsibilities:
HR Transformation Manager: Responsible for developing and implementing the HR transformation strategy, overseeing the project team, and ensuring successful delivery of the HR transformation program.
HR Business Partner: Acts as a strategic advisor to business leaders and ensures alignment between HR initiatives and business goals.
HR Process Analyst: Responsible for analysing existing HR processes and identifying opportunities for improvement and streamlining.
HR Data Analyst: Responsible for analysing HR data and providing insights to support decision-making related to talent management, workforce planning, and HR policies.
HR Technology Specialist: Responsible for identifying and implementing HR technology solutions that support the organisation’s HR strategy and business objectives.
Change Management Specialist: Responsible for managing the people-side of the HR transformation program, including communication, training, and change adoption.
HR Project Manager: Responsible for managing the HR transformation project, including scope, timeline, budget, and resources.
HR Communications Specialist: Responsible for developing and implementing internal communications strategies that support the HR transformation program and engage stakeholders.
Our Focus On Long-Term Partnerships
At re:find Executive Search we are specialists in HR transformation. 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, as well as the specific skills needed for each campaign.
The career path to becoming a Chief People Officer (CPO), Chief HR Officer (CHRO) or Group HRD is a career goal that requires a combination of experience, education, and skill development. CPOs typically form part of the executive leadership team of a business, with a broad commercial role to play, as well, as a specialist area of expertise.
Chief People Officers are also responsible for managing all aspects of human resources within an organisation, including talent acquisition, employee engagement, retention, training and development, performance management, and compensation and benefits.
Gain the relevant experience:
To become a CPO, you need to have extensive experience in human resources or people operations. This can be gained through a variety of positions such as senior HR Generalist roles, Head of Talent, Head of OD, or Head of HR operations.
As I reflect on the candidates who have swiftly progressed in their careers. It is evident that those who have a good breadth of experience get there the quickest, this is typically by taking rotational roles in to an area of expertise such as Reward or Talent Management.
Advice: Start by building a strong foundation in HR, take on challenging roles that offer exposure to different aspects of the HR function. Seek out opportunities to lead cross-functional projects that give you a broader view of the business.
Here are some other experience areas to consider developing as part of your career path to Chief HR Officer or Chief People Officer:
Business acumen:
A CPO must have a deep understanding of the business they are working in, including its strategy, operations, financials, and industry. This understanding enables the CPO to develop HR strategies that are aligned with the business goals and contribute to the organisation’s success.
Advice: Seek out opportunities to learn about the business by attending leadership meetings, working closely with business leaders, and participating in cross-functional projects.
Talent management:
A CPO must have a strong background in talent management, including recruiting, developing, and retaining top talent. This involves creating effective recruiting strategies, developing training and development programs, and implementing performance management systems.
Advice: Take on projects that focus on improving the talent management function within your organisation. Consider developing new programs to attract and retain top talent, such as employee referral programs or leadership development programs.
Employee engagement:
A CPO must have a deep understanding of employee engagement and be able to develop programs that promote a positive workplace culture. This includes creating programs that improve employee morale, increase employee satisfaction, and reduce turnover.
Advice: Take on projects that focus on improving employee engagement, such as developing employee recognition programs or employee surveys to gather relevant feedback and data points that can influence senior leadership within your business.
Change management:
A CPO must have experience in change management, including the ability to lead and manage change initiatives effectively. This involves developing communication plans, assessing the impact of change on employees, and implementing change management best practices.
Advice: Seek out opportunities to lead change initiatives within your organisation. Consider developing a change management plan for a new initiative or leading a cross-functional team to implement a new HR program.
Data analysis:
A CPO must have a strong background in data analysis, including the ability to analyse HR metrics and use data to make informed decisions. By developing HR metrics, workforce trends, and using data to identify areas for improvement.
Advice: Develop your data analysis skills by taking courses or attending workshops on data analytics. Use can use HR analytics tools to analyse HR metrics within your organisation; such as turnover rates, employee engagement scores, or training and development ROI.
Although it is not a perquisite, most CPO’s I know have a CIPD qualification, a degree in HR, Business Administration, or a related field is typically as the minimum requirement for most HR roles in the UK.
However, to become a CPO, you may need to pursue advanced education such as a Master’s degree in HR, MBA or a related field. An advanced degree provides the knowledge and skills needed to develop HR strategies that align with the business goals.
Advice: Pursue a relevant degree or certification that aligns with your career goals such as an MBA, a Master’s degree in HR, or CIPD.
Develop your leadership skills:
As a CPO, you will be responsible for leading a team of HR professionals and influencing the organisation’s leadership team. Developing leadership skills is crucial to becoming a CPO. This includes the ability to communicate effectively, inspire and motivate others, and lead with empathy and emotional intelligence.
Advice: Look for opportunities to lead teams or projects, attend leadership development programs or conferences. It is important to seek out external guidance either in the form of mentorship from experienced HR leaders or finding a professional coach.
Stay informed about industry trends:
The HR market is constantly changing, and staying informed about industry trends is essential to being a successful CPO. This includes keeping up with changes in employment laws, emerging technologies, and evolving best practices in talent management.
Advice: Join professional HR organisations, attend industry conferences, and read industry publications and blogs.
Build a strong network:
Building a strong network of professional contacts is important in HR. This includes building relationships with other HR professionals, industry experts, and business leaders.
Advice: Attend networking events, join HR-related groups on LinkedIn, and seek out coaching from experienced HR leaders.
Access to Opportunities: Networking opens doors to various opportunities that may not be advertised. Many senior positions, including CPO roles, are often filled through referrals and personal connections. Being well-connected in the industry increases your chances of hearing about these opportunities and being recommended for them.
Knowledge and Learning: Through networking, you can gain valuable insights, information, and knowledge from experienced professionals and industry leaders. This can help you stay updated on the latest trends.
Mentorship and Guidance: Building relationships with senior HR leaders can provide you with support as you progress in your career. Learning from their experiences and receiving advice can be helpful in your journey towards becoming a CPO.
Influence and Collaboration: A strong network allows you to collaborate with other people in your industry. As you climb the corporate ladder, its important to have a strong support system. As well as having people who respect your opinion and who can be advocates for your career growth.
Building Trust and Credibility: Networking allows you to show your skills, knowledge, and achievements to a wider audience. As people get to know you and your work, it helps build trust and credibility, which are vital traits for a CPO who needs to gain buy-in from employees and senior management alike.
Opportunities for Personal Development: Engaging with diverse professionals through networking can expose you to different perspectives, cultures, and leadership styles. This exposure can aid in your personal development and make you a well-rounded HR leader.
How to build a strong network of professional contacts:
Attend Industry Events: Participate in conferences, events, workshops, and HR-related events where you can meet with like-minded professionals.
Join Professional Associations: Become a member of HR-related associations. These groups offer networking events and opportunities to connect with HR leaders.
Utilize Social Media: Platforms like LinkedIn can be powerful tools for expanding your professional network. Connect with colleagues, attend virtual networking events, and engage in discussions and industry groups.
Attend Informal Gatherings: This can be an excellent way to meet people in a more relaxed setting and to form relationships.
Provide Value: Networking is a two-way street. Be willing to offer assistance, share knowledge, and help others in your network. Building genuine relationships based on mutual respect is crucial.
Maintain Relationships: Building a network is not a one-time event. It requires consistent effort and nurturing. Stay in touch with your contacts, congratulate them on their achievements, and be genuinely interested in their success.
Remember that networking is about building meaningful connections, not just collecting business cards. Invest time and effort in fostering authentic relationships…
Over time, your network will become a valuable asset in your journey to becoming a successful CPO.
Our view:
The path to becoming a CPO is a challenging yet rewarding journey that requires a blend of experience, education, and skill development. Aspiring HR leaders must build a strong foundation in human resources.
By taking on diverse and challenging roles that provide exposure to various aspects of the HR function.
Staying informed about industry trends and by building a strong network of professional contacts, HR professionals gain access to various opportunities, mentorship, and valuable insights that contribute to their personal and career growth.
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. 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, as well as the specific skills needed for each campaign.
In today’s rapidly changing business environment, organisations must be able to adapt quickly to remain competitive. To achieve this, they must constantly strive to improve their processes, systems, and culture. Organisational development is a systematic approach to change management that aims to enhance an organisation’s overall effectiveness and performance. It involves a range of interventions, such as team building, leadership development, change management, and performance management, that are designed to help individuals, teams, and the organisation as a whole to work more effectively, efficiently, and cohesively.
Mastering the craft of organisational development is essential for any organisation seeking to achieve sustained success. By developing a deep understanding of the principles and practices of organisational development, leaders can create a culture of continuous learning and improvement that enables their organisation to adapt and thrive in a rapidly changing business environment.
In this blog, we’ll explore the keys to successful organisational development, including the principles and practices that underpin it, and the benefits it can bring to your organisation. Whether you’re a business leader, a human resources professional, or an organisational development practitioner, this blog will provide you with valuable insights and practical tips for mastering the craft of organisational development. So, let’s get started!
What is organisational development?
Organisational development (OD) is a planned, systematic process of change that helps organisations improve their effectiveness. It involves the use of behavioural science knowledge and techniques to diagnose organisational problems and to develop and implement strategies that will lead to improved organisational performance.
OD can be broad ranging, including changes to an organisation’s structure, culture, leadership, systems, and processes. The ultimate goal of OD is to help organisations become more adaptable, innovative, and responsive to the changing needs of their customers, employees, and other stakeholders.
OD is often used by a company to solve issues, such as low employee morale, high turnover rates, or ineffective communication. OD practitioners collaborate closely with organisational leaders and staff to identify the root causes of these issues and create solutions that are tailored to the unique needs of the organisation.
Overall, the goal of OD is to create a healthy and productive work environment that supports the achievement of organisational goals while also promoting the well-being and development of employees.
OD strategy for your business
Organisational development (OD) can be used to support and enhance business strategy in several ways. Some of the key ways that OD can be used for business strategy are:
Aligning the organisation’s structure with its strategy: OD practitioners can help businesses to design their organisational structure to better support their strategic goals. This can involve creating new departments or teams, redefining roles and responsibilities, or streamlining processes to increase efficiency and effectiveness.
Building a high-performance culture: OD an be used to create a culture of high performance that supports the achievement of business goals. This can involve developing leadership skills, promoting teamwork, and establishing a set of shared values and behaviours that support the organisation’s strategic objectives.
Developing talent: OD can be used to identify and develop the skills and capabilities that are required to execute the organisation’s business strategy. This may involve implementing training and development programs, coaching and mentoring, or succession planning to ensure that the organisation has the talent it needs to achieve its goals.
Improving communication and collaboration: OD interventions can help to improve communication and collaboration within the organisation, which is essential for successful execution of business strategy. This can involve improving internal communication channels, implementing team-building initiatives, and promoting a culture of transparency and openness.
WHAT ARE SOME OF THE CHALLENGES ORGANISATIONS FACE WITH REGARDS TO ORGANISATIONAL DEVELOPMENT?
Organisations that fail to invest in effective organisational development may face a range of challenges that can impact their performance and sustainability. Here are some of the challenges that poor organisational development can create:
Lack of Adaptability: Poor organisational development can lead to a lack of adaptability, making it difficult for organisations to respond to changes in the business environment. This can result in lost opportunities, decreased competitiveness, and even business failure.
Low Employee Engagement: Poor organisational development can lead to low levels of employee engagement and motivation, which can result in reduced productivity, high turnover rates, and difficulties in attracting and retaining talent.
Ineffective Leadership: Poor organisational development can result in ineffective leadership, as leaders may not have the skills and knowledge to effectively manage and develop their teams. This can result in poor decision-making, low morale, and a lack of direction within the organisation.
Inefficient Processes: Poor organisational development can lead to inefficient processes, as teams may not be structured in an optimal way or have the necessary skills to perform their roles effectively. This can result in delays, errors, and increased costs.
Poor Company Culture: Poor organisational development can also result in a negative company culture, where employees do not feel valued or supported, and there is a lack of trust and collaboration within the organisation. This can result in high levels of absenteeism, low job satisfaction, and difficulties in retaining talent.
HOW CAN ORG DEVELOPMENT FIT IN TO AN OVERALL HR TRANSFORMATION PROGRAMME?
Organisational development (OD) can play a critical role in an overall HR transformation programme, as it focuses on enhancing the performance and effectiveness of the organisation as a whole. Here are some ways that OD can fit into an HR transformation programme:
Alignment with HR Strategy: Organisational development initiatives should align with the broader HR strategy of the organisation. By doing so, they can support the organisation’s overall goals and contribute to a comprehensive HR transformation programme.
Cultural Transformation: Organisational development can play a key role in driving cultural transformation. By promoting a culture of continuous learning and improvement, OD can help to foster a growth mindset and promote innovation, which are essential for success in today’s fast-paced business environment.
Talent Management: Organisational development can help organisations to develop their talent management practices, including recruitment, training, and development. By focusing on the development of people, OD can help to create a more engaged and productive workforce.
Change Management: Organisational development can provide a framework for managing change effectively. By using OD techniques, organisations can help their employees to adapt to change and ensure that the changes they implement are sustained over the long term.
Leadership Development: Organisational development can play a key role in developing leadership capability within an organisation. By focusing on leadership development, OD can help to create a strong pipeline of talent and ensure that the organisation is well-equipped to deal with future challenges.
OD career options
Typically, a career journey in OD involves the following stages:
Entry-level OD roles: Individuals may begin their OD career as an OD coordinator, analyst, or assistant. In these roles, they would support the implementation of OD interventions, analyze data, and assist with communication and stakeholder engagement.
OD specialist: As individuals gain experience and expertise in OD, they may advance to a specialist role where they lead specific OD interventions or projects. This may include designing and implementing change management initiatives, developing leadership development programs, or conducting organisational assessments.
OD consultant: Experienced OD professionals can move in to consulting where they work with external clients to provide OD advice and support. They may work for a consulting firm such as one of the big 4 (PWC, KPMG, Deloitte or EY) or as an independent consultant. They will provide a wide range of OD services, including strategic planning, leadership development, and team-building.
OD manager/director: Some people decide to progress they may move into a management or director-level role where they oversee the OD function within an organisation. In this role, they would be responsible for developing and implementing the OD strategy, managing a team of OD professionals, and working closely with senior leaders to align OD initiatives with business goals.
Executive-level OD roles: In some cases, experienced OD professionals may advance to an executive-level role within an organisation, such as Chief People Officer or Chief Human Resources Officer. In these roles, they would drive the overall people strategy for the organisation, which includes OD initiatives aimed at improving organisational effectiveness and driving business results
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, as well as the specific skills needed for each campaign.
Post pandemic almost all companies I talk to are embarking on some kind of organisational transformation programme. This is something that can only continue as businesses adapt to changing market conditions, customer / consumer preferences, and technological advancements.
However, the process of change can be difficult and sometimes met with resistance.
As an executive search firm specialising in senior appointments within changing environments, we understand the importance of change management during organisational transformation.
Here are some tips for managing resistance to change during your project:
Communication: Communication is key during any organisational transformation. You must communicate the reasons for the change, the benefits it will bring, and how it will be implemented. This will help to build trust and reduce uncertainty among employees. Communication should be through various channels (and should not be just sending out stuff), it needs thought around messaging and the impact you want to have on the reader.
Involve employees in the change process: Employees are more likely to support the change if they are involved in the process. You can do this through regular feedback sessions, workshops, and focus groups. These sessions help employees to contribute their ideas, share concerns, and provide suggestions on how the change can be implemented successfully. Celebrating successes can help build momentum and motivation for the change. It also sends a message that the change is making a positive impact and is worth the effort.
Training and development: Providing learning for employees will ensure they acquire the skills needed to adapt to the change. This will boost their confidence and reduce their resistance to change. The training can be in the form of workshops, coaching, e-learning, and on-the-job training.
Address concerns and fears: Change can be scary for employees, and it is important to address their concerns and fears. You can do this through open discussions, sharing success stories of similar transformations, and highlighting the benefits of the change. Addressing their fears will help to reduce resistance and build support for the change.
Lead by example: Leaders play a crucial role during organisational transformation. They should lead by example and model the desired behaviours. This will create a positive culture and set an example for employees to follow. Leaders should also provide regular feedback, recognise, and reward progress, and celebrate success.
Monitor progress: Monitoring progress is important, to ensure that the change is on track. It also helps to identify any areas that need improvement. You can do this through regular check-ins, surveys, and metrics. Monitoring progress will also help to identify any emerging resistance and address it promptly.
Managing resistance to change during any transformation programme is crucial to its success.
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, as well as the specific skills needed for each campaign.
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.
In today’s rapidly changing business landscape, the role of a Chief People Officer, is more important than ever. The Chief People Officer (CPO) is a key executive who is responsible for managing a company’s most valuable asset – its people. In this article, we’ll explore the role of a CPO and why it’s essential for businesses to have one.
Who is a Chief People Officer?
A Chief People Officer is a senior executive who is responsible for developing and executing HR strategies that support the overall business objectives. The role of a CPO has evolved significantly over the years, from being a traditional HR head to a strategic business partner who helps drive organisational success. The CPO works closely with the CEO and executive team to align HR policies with the company’s vision and mission.
What are the responsibilities of a Chief People Officer?
The role of a Chief People Officer is wide-ranging and varied, depending on the company’s size and industry. Here are some of the key responsibilities of a CPO:
Developing HR strategies that align with the company’s goals and objectives.
Creating a culture of innovation and collaboration that supports employee engagement and retention.
Identifying and addressing talent gaps within the organisation.
Developing and implementing diversity, equity, and inclusion initiatives.
Managing employee compensation and benefits programs.
Developing and delivering training programs that support employee development and growth.
Ensuring compliance with all HR-related laws and regulations.
Why is a Chief People Officer important?
Having a CPO is critical for any business that wants to attract and retain top talent. The role of a Chief People Officer can help create a workplace culture that supports employee engagement, which can lead to higher productivity, lower turnover rates, and increased profitability. A CPO can also help companies navigate the complex landscape of HR regulations and compliance issues, ensuring that the organisation stays in line with all applicable laws and regulations.
How can we help to get this right?
As an executive search business specialising in HR recruitment, we use various tools and strategies to differentiate between an average and a highly talented Chief People Officer (CPO).
From an executive search perspective, managing the process of differentiating between an average and a highly talented CPO involves a structured and rigorous approach. This includes identifying the key competencies and experience required for the role, developing a job description that accurately reflects these requirements, identifying a diverse pool of candidates, and using a range of assessment tools and techniques to evaluate each candidate’s suitability for the role.
By following a well-structured process, we can help our clients identify the best candidate for the role and ensure that they make the right hiring decision.
Industry expertise: Our Managing Director James Cumming has worked in senior HR appointments for over 15 years. We have in-depth knowledge of the HR industry and the latest HR trends and best practices. We can use this expertise to assess a candidate’s knowledge of the HR landscape, their ability to innovate and adapt to change, and their understanding of how HR can contribute to overall business success.
Behavioral interviewing: One of the most effective ways to assess a CPO’s skills and competencies is through behavioral interviewing. This technique involves asking candidates to provide specific examples of how they’ve handled past HR-related challenges, such as talent management, culture development, and compliance issues. By digging deep into a candidate’s past experiences, we can gain a better understanding of their problem-solving skills, leadership style, and strategic thinking abilities.
Assessment tools: We also use a range of assessment tools to evaluate a CPO’s competencies, personality traits, and work style. These tools can include psychometric tests, cognitive ability tests, and personality assessments. By analysing the results of these tests, we can gain a more objective view of a candidate’s potential fit for a role.
Reference checking: Another critical tool we use to differentiate between an average and a highly talented CPO is reference checking. We reach out to the candidate’s former bosses, colleagues, and subordinates to gain insight into their work ethic, management style, and overall performance. Reference checking can provide a more comprehensive view of a candidate’s strengths and weaknesses and help us determine if they would be a good fit for our client’s 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 organization’s culture and values, as well as the specific skills and experience needed for each role.
As a Chief HR Officer, you know that hiring the right talent is critical to the success of your organisation and the cost of a bad hire in retail can be substantial. In the retail sector, finding top talent can be particularly challenging, given the competition for skilled workers and the ever-changing demands of the industry.
However, making a bad hire can be costly, both financially and in terms of the impact on team morale and productivity. In fact, according to research, the cost of a bad hire can be as expensive as between 50% to 200% of the employee’s annual salary.
The impact on team morale and productivity
The cost of a bad hire in retail can have a significant impact on team morale and productivity. A study by Harvard Business School found that a toxic employee can cost a company more than $12,000 in lost productivity. This includes the time and resources spent managing the employee’s behaviour, as well as the impact on other team members.
The impact on customer satisfaction
In retail, customer satisfaction is critical to the success of the business. A bad hire can have a negative impact on customer satisfaction, leading to lost sales and damage to the organization’s reputation. A study by SHRM found that 95% of organizations reported that bad hires have a direct impact on their customer satisfaction.
The cost of replacing an employee
Replacing an employee can be expensive. This includes costs such as recruitment fees, training, and lost productivity. In retail, where turnover rates are high, the cost of replacing an employees can quickly add up.
The solution
Therefore, it’s crucial for retail companies to invest in a robust and effective recruitment process to ensure they hire the right person for senior-level positions. This includes thoroughly evaluating candidates’ skills and experience, conducting thorough reference checks, and involving multiple stakeholders in the hiring decision. The cost of a bad hire can be significant, and taking the time to make the right decision can save a company a lot of money and potential damage to its reputation.
One of the most significant advantages of working with an executive search firm is their access to a wider talent pool. Executive search firms have extensive networks and resources to find the right candidates for your organization, including passive candidates who may not be actively looking for new opportunities.
Our focus on long-term partnerships
At re:find we believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.
We understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.
We are committed to providing our clients with the highest quality service. We take the time to understand your organization’s culture and values, as well as the specific skills and experience needed for each role.
For more information please get in contact with our Managing Director, James Cumming.
In modern corporate operations, strategic innovation is key to unlocking efficiencies and staying ahead of the competition. One such approach that has emerged as a game-changer is the concept of Shared Services.
Welcome to our comprehensive guide, to help you with the in-depth understanding required to navigate the intricacies of Shared Services successfully.
Throughout this article, we will delve into the fundamental principles of Shared Services, unravel its multifaceted benefits, address the challenges encountered during its implementation, and discern the nuanced differences that set it apart from other operational models.
When did shared services begin?
Shared services has been around for many years. The earliest recorded example was when General Motors established a shared services centre to centralise its support functions in the 1980’s.
However, the widespread adoption of shared services as a business model gained momentum in the 1990s as organisations sought ways to streamline their operations and reduce costs.
Shared services has become a popular approach to enhance efficiency, minimise duplication, and drive down costs.
A shared service centre (SSC) is a centralised unit within an organisation that provides common services to multiple departments or business units within the organisation. The primary purpose of a shared service centre is to streamline and standardise support functions such as finance, accounting, human resources, information technology, procurement, and other administrative services.
The SSC typically centralises these support functions, leveraging economies of scale to reduce costs and increase efficiency. By sharing resources and expertise across multiple departments or business units, the SSC can provide high-quality services at a lower cost than if each department were to manage these functions independently.
The specific services offered by a shared service centre may vary depending on the needs of the organisation, but typical functions may include processing invoices, managing payroll and benefits, providing IT support, managing procurement activities, and handling accounting and financial reporting. Overall, the goal of a shared service centre is to improve efficiency, reduce costs, and provide high-quality support services to the organisation.
What is in shared service centres (SSC)?
Shared services typically include a wide range of support functions that are common to most businesses. The specific services offered may vary depending on the needs of the organisation, but common functions that are often included in shared services are:
Finance and accounting: This may include functions such as accounts payable, accounts receivable, general accounting, financial reporting, and budgeting.
Human resources: This may include functions such as recruitment, employee onboarding, payroll processing, benefits administration, and employee training and development.
Information technology: This may include functions such as help desk support, software development, network administration, and database management.
Procurement: This may include functions such as supplier management, purchasing, contract management, and vendor negotiation.
Administrative support: This may include functions such as document management, mail and courier services, and facilities management.
What is the difference between shared services and outsourcing?
The difference between shared services and outsourcing lies in how each approach delivers services to an organisation.
Shared services is a model where an organisation consolidates and centralises its support functions into a shared service centre, which is a unit within the organisation that provides common services to multiple departments or business units within the same organisation. The main goal of shared services is to streamline and standardise support functions, reduce duplication of effort, and improve efficiency while maintaining control of the services in-house.
On the other hand, outsourcing involves contracting out a specific business function or process to a third-party service provider. The service provider assumes responsibility for performing the outsourced functions, nd the organisation is no longer responsible for managing those functions. The main goal of outsourcing is to reduce costs and improve efficiency by leveraging the expertise and resources of the service provider.
The key difference between shared services and outsourcing is that shared services is an in-house model where the organisation retains control of the support functions, while outsourcing involves contracting out the functions to an external service provider who assumes responsibility for delivering the services.
What is an offshore service centre?
An offshore shared service is a type of shared service centre (SSC) that is located in a different country from the organisation it serves. Offshore shared services typically involve outsourcing support functions to a service provider in another country with the aim of reducing costs and leveraging the benefits of the service provider’s expertise and resources.
Offshore shared services are often established in countries with lower labour costs or where the service provider has specialised expertise. These service centres may provide a range of support functions, including finance, accounting, human resources, information technology, procurement, and administrative services, among others.
Offshore shared services offer several advantages, including access to a large pool of skilled workers at lower costs, 24/7 service availability, and the ability to scale services up or down based on changing business needs. However, offshore shared services also come with challenges, such as cultural and language barriers, time zone differences, and the need to comply with different regulatory frameworks.
Overall, offshore shared services can be an effective way for organisations to reduce costs and improve efficiency, but it requires careful consideration of the potential benefits and challenges.
What are the benefits of shared services?
Cost savings: Shared services allow organisations to consolidate support functions and streamline operations, resulting in significant cost savings. By eliminating duplication of effort, reducing headcount, and leveraging technology, shared services can help organisations achieve cost savings of up to 30%.
Increased efficiency: Shared services enable standardisation of processes and policies, which leads to improved efficiency and productivity. By eliminating silos and centralising support functions, organisations can achieve greater consistency and faster processing times.
Improved quality: Shared services can lead to higher quality services by leveraging the expertise and resources of a dedicated team. By centralising support functions, organisations can ensure that services are provided by skilled professionals with the appropriate training and experience.
Greater agility: Shared services can provide greater agility by allowing organisations to quickly scale services up or down based on changing business needs. By leveraging technology and shared resources, organisations can respond more quickly to changing market conditions or customer demands.
Improved risk management: Shared services can help organisations improve risk management by ensuring compliance with regulatory frameworks and reducing the risk of errors or fraud. By centralising support functions, organisations can ensure that policies and procedures are consistently applied and that risks are identified and managed effectively.
Overall, shared services can offer significant benefits to organisations, including cost savings, increased efficiency, improved quality, greater agility, and improved risk management.
What is a shared service delivery model?
A shared service delivery model is a way of organising and providing services within an organisation or between different organisations. In this approach, instead of each department or unit managing its own services separately, they come together to centralise and share certain services to achieve greater efficiency and cost-effectiveness.
Imagine it as a group effort where everyone contributes and benefits. It’s like having a common pool of resources and expertise that all the involved parties can tap into. For example, various departments in a company, like human resources, IT, finance, and procurement, might pool their resources and expertise to create a central team that handles these services for the entire organisation. This way, they can avoid duplication of efforts and reduce expenses, making things more streamlined.
The shared service delivery model allows organisations to standardise processes, improve service quality, and take advantage of specialised skills from a dedicated team. Instead of each department hiring its own experts for every service, they can all rely on the central shared service team, which often leads to cost savings and increased efficiency.
It’s important to note that implementing a shared service delivery model requires good communication and coordination among the involved parties. By working together, they can make sure the services meet everyone’s needs and achieve the desired goals. This way, organisations can concentrate on their core functions while still benefitting from shared expertise and resources.
What are finance shared services?
Finance shared services refer to the centralisation and standardisation of finance-related functions across different business units within an organisation. In this model, a dedicated finance shared services centre (FSSC) is established to provide services such as accounting, financial reporting, payroll, accounts payable, accounts receivable, and other finance-related functions to all business units.
The FSSC operates as a centralised unit responsible for managing and delivering finance services to the entire organisation. It leverages economies of scale, standardisation, and automation to achieve cost savings and improve efficiency. The FSSC typically employs skilled professionals who provide finance services to the entire organisation using common processes, policies, and systems.
Finance shared services offer several benefits to organisations, including:
Cost savings: By consolidating finance-related functions and centralising them in a dedicated FSSC, organisations can achieve significant cost savings through economies of scale, standardisation, and automation.
Improved efficiency: Finance shared services enable standardisation of processes, policies, and systems, leading to improved efficiency, accuracy, and timeliness of financial reporting.
Enhanced control and governance: Finance shared services can improve control and governance by providing greater visibility and transparency into financial transactions, ensuring compliance with regulations, and reducing the risk of errors and fraud.
Better decision-making: Finance shared services can provide better decision-making support by providing timely, accurate, and reliable financial information to the organisation’s leadership.
Overall, finance shared services can help organisations to achieve greater efficiency, cost savings, and improved financial control, while enabling better decision-making and supporting the organisation’s strategic goals.
What is HR shared services?
HR shared services refer to the centralisation and standardisation of human resources (HR) functions across different business units within an organisation. In this model, a dedicated HR shared services centre (HRSSC) is established to provide services such as recruitment, employee onboarding, payroll, benefits administration, training and development, employee relations, and other HR-related functions to all business units.
The HRSSC operates as a centralised unit responsible for managing and delivering HR services to the entire organisation. It leverages economies of scale, standardisation, and automation to achieve cost savings and improve efficiency. The HRSSC typically employs skilled professionals who provide HR services to the entire organisation using common processes, policies, and systems.
HR shared services offer several benefits to organisations, including:
Cost savings: By consolidating HR-related functions and centralising them in a dedicated HRSSC, organisations can achieve significant cost savings through economies of scale, standardisation, and automation.
Improved efficiency: HR shared services enable standardisation of processes, policies, and systems, leading to improved efficiency, accuracy, and timeliness of HR-related activities.
Enhanced employee experience: HR shared services can improve the employee experience by providing consistent, high-quality services to all employees, regardless of their location or business unit.
Better decision-making: HR shared services can provide better decision-making support by providing timely, accurate, and reliable HR information to the organisation’s leadership.
Overall, HR shared services can help organisations to achieve greater efficiency, cost savings, and improved employee experience, while enabling better decision-making and supporting the organisation’s strategic goals.
What is Global Business Services?
Global Business Services (GBS) is a business model that involves the centralisation and standardisation of various business functions within an organisation into a single, integrated unit. The goal of GBS is to streamline business operations, reduce costs, and improve efficiency by consolidating functions such as finance, IT, human resources, procurement, and other support functions into one organisation-wide unit.
GBS typically involves the creation of a centralised shared services centre (SSC) that provides services to multiple business units or locations across the organisation. The SSC can be located in one country or multiple countries and can utilise a range of delivery models such as onshore, offshore, or nearshore delivery.
The GBS model is typically characterised by a focus on standardisation and automation, with the use of shared services technology platforms and tools to drive efficiency, reduce duplication, and achieve cost savings. The model also often includes a strong focus on customer service, with an emphasis on providing high-quality services to internal business units or external customers.
The benefits of GBS include increased efficiency, improved customer service, reduced costs, and greater visibility and control over business operations. By consolidating and standardising business functions across the organisation, GBS enables organisations to streamline their operations, reduce duplication, and achieve greater consistency and control over their processes. Additionally, by leveraging economies of scale and standardisation, GBS can drive down costs and improve overall business performance.
What qualifications are specific to Shared Services or Global Business Services?
The Hackett Group offer a diploma and an Advanced Diploma in Global Business Services, which enhance skills, knowledge and capabilities. You can find more information about this here
However, there are several qualifications that can be relevant for professionals working in these fields.
Finance-related Shared Services roles, relevant qualifications could include:
Chartered Institute of Management Accountants (CIMA)
Association of Chartered Certified Accountants (ACCA)
Certified Public Accountant (CPA)
Certified Management Accountant (CMA)
Financial Risk Manager (FRM)
HR-related Shared Services roles, relevant qualifications could include:
Chartered Institute of Personnel and Development (CIPD)
Society for Human Resource Management (SHRM)
IT-related Shared Services roles, relevant qualifications could include:
Certified Information Systems Security Professional (CISSP)
Information Technology Infrastructure Library (ITIL)
Project Management Professional (PMP)
Global Business Services roles, qualifications that provide a broad understanding of business operations and management could be relevant. These could include:
Master of Business Administration (MBA)
Bachelor’s degree in Business Administration
Lean Six Sigma Certification
Additionally, soft skills such as communication, teamwork, problem-solving, and adaptability are also critical for success in Shared Services and GBS roles. Therefore, developing these skills through experience, training, and education is also important.
What is Robotic Process Automation (RPA)?
RPA stands for Robotic Process Automation. It is a technology that uses software robots or “bots” to automate repetitive, rule-based tasks in a business process.
Bots can be trained to mimic human actions such as logging into applications, copying and pasting data between systems, extracting and processing data from documents.
Is designed to increase efficiency and reduce human error in business processes. By automating routine tasks, RPA frees up human workers to focus on more complex and value-added activities. It can also reduce the time and cost associated with manual data entry and other repetitive tasks.
It can be used in a wide range of industries and functions, including finance, accounting, human resources, procurement, customer service, and more. RPA software can be integrated with existing business systems and applications, allowing businesse to automate tasks without significant changes to their existing technology infrastructure.
RPA is a powerful tool to increase efficiency, reduce costs, and improve the quality of business processes.
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.
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