HR directors in retail: How HR Directors are Disrupting Retail Industry Norms

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The retail industry is constantly evolving, and as customer expectations change, businesses need to adapt to stay ahead of the curve. One of the driving forces is the innovative approach of HR directors in retail, but are they really disrupting retail industry norms? Are these leaders spearheading change by reimagining the way businesses operate, from employee engagement to customer experience?

In this blog post, we’ll explore the unique and dynamic role of HR directors in disrupting retail industry norms. We’ll delve into the innovative strategies they’re implementing, the challenges they’re facing, and the impact they’re making. Join us on this journey as we uncover the visionary minds of HR directors and their influence on the future of retail.

HR directors in retail should Foster a culture of diversity and inclusion

Diversity and inclusion are crucial in any industry, but especially in retail, where companies interact with a wide range of customers from different backgrounds. HR directors can play a vital role in creating a culture of diversity and inclusion by hiring a diverse workforce, implementing training programmes, and promoting inclusive practices.

  1. Expand recruitment channels: To reach a wider pool of candidates, HR directors can consider using recruitment channels beyond traditional job postings. They can partner with community organisations, attend job fairs, and use social media to attract a diverse range of candidates.
  2. Develop inclusive job descriptions: HR directors can attract a diverse pool of candidates by developing job descriptions that are inclusive and free from biased language. They can use gender-neutral language and emphasize the organisation’s commitment to diversity, equity, and inclusion.
  3. Implement blind hiring practices: This can help eliminate unconscious bias and promote a more diverse candidate pool.
  4. Conduct bias-aware interviews: Training should focus on job-related skills and competencies.
  5. Offer diversity and inclusion training: HR directors can offer diversity and inclusion training to all employees, including managers and supervisors. This can help create a culture of inclusivity and ensure that employees feel valued and supported.

Focus on employee engagement

Employee engagement is critical to the success of any business, and retail is no exception. Retail HR directors can improve engagement by creating a positive work environment, recognising employee contributions, and providing opportunities for growth and development. Happy employees are more productive, and a positive workplace culture can drive customer satisfaction and loyalty.

Embrace technology

Technology is rapidly changing the retail industry, and if HR directors are to really disrupt retail norms, they must adapt to keep up. From mobile apps to artificial intelligence, technology can streamline operations, improve customer experiences, and help HR teams manage talent more effectively.

HR directors should embrace technology and leverage it to enhance the retail experience for both employees and customers.

  1. Embrace technology to enhance the retail experience. Identify objectives and pain points first.
  2. Adopt an integrated HR management system to automate processes and reduce administrative burden.
  3. Implement a digital learning platform for accessible employee training and development.
  4. Enable mobile communication and collaboration using apps and tools for real-time interaction.
  5. Leverage data analytics to gain insights into customer behaviour and optimise operations.
  6. Introduce self-service options, like MSS portals, for customer convenience and empowerment.
  7. Explore digital customer engagement channels such as social media or live chat support.
  8. Stay updated with emerging technologies like AI, AR, or IoT for improved operations.
  9. Prioritise data security and privacy to protect sensitive information effectively.
  10. Foster adaptability and a learning culture, providing training and support for technology adoption.

Prioritise employee well-being

Employee well-being should be a top priority for retail HR directors. The retail industry can be physically and emotionally demanding, and employees need support to perform at their best. HR directors can promote well-being by offering wellness programmes, mental health support, and work-life balance initiatives. By prioritising employee well-being, HR directors can reduce turnover and improve employee satisfaction.

Develop agile teams

Retail is an industry that requires agility, and HR directors must develop teams that can adapt quickly to changing market conditions. HR directors can build agile teams by hiring candidates with diverse skill sets, promoting cross-functional collaboration, and encouraging innovation. An agile workforce can help retailers stay ahead of the competition and respond to changing customer needs.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on our retail practice please get in contact with our practice lead and Managing Director, James Cumming.

New Year, New Me? New Year Resolutions for Businesses

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The start of a new year often heralds a period of reflection and reinvention, and New Year Resolutions.

For individuals, this might translate into personal commitments and aspirations. However, businesses are not exempt from this ritual. In fact, as the calendar year nears its end, many companies are already asking, “New Year, New Me?”.

Here we delve into the trend of businesses making New Years Resolutions:

The Tradition of New Year Resolutions

Historically, New Year Resolutions date back to the Babylonians, who made promises to their gods at the start of each year. These promises often revolved around returning borrowed items and paying off debts. In today’s age, tradition has evolved but the essence remains: setting goals for positive change.

Why Businesses Can’t Ignore New Year Resolutions

Just as individuals pledge to eat healthier or read more books, companies might decide to enhance customer relations, increase profitability, or launch a new product line. The principle remains the same: improvement and progress.

  1. Growth and Expansion: For businesses looking to scale, the new year could mark the beginning of tapping into new markets, exploring diverse product lines, or even mergers and acquisitions.
  2. Strengthening Customer Relations: Modern businesses understand the importance of a loyal customer base. Thus, the new year is an opportunity to roll out loyalty programmes, enhance customer service, or introduce community engagement initiatives.
  3. Sustainability: With rising awareness about environmental issues, many businesses are opting for sustainable practices. Come 2024, we could see more firms vowing to reduce their carbon footprint or eliminate plastic from their operations.

Planning is Key

The allure of the New Year is strong, but successful resolutions are built on foresight and preparation. Here’s why and how businesses should start planning their resolutions well in advance:

  1. Market Analysis: Before setting any goals, businesses need to have their fingers on the pulse of the market. Understanding evolving consumer behaviours, emerging trends, and potential disruptors can guide goal setting.
  2. Feedback Integration: End-of-year feedback from clients, stakeholders, and employees can provide invaluable insights. Harnessing this information can shape the resolutions for the coming year.
  3. Resource Allocation: Whether it’s hiring new talent, purchasing equipment, or investing in training, businesses need to ensure they have the necessary resources to fulfil their resolutions.

Personal Resolutions Within a Professional Framework

New Year’s resolutions aren’t exclusive to business entities. Employees, irrespective of their designation or role, can draft their own set of professional resolutions. By aligning personal goals with organisational objectives, employees can find a harmonious blend of personal and professional growth.

  1. Skill Development: With industries constantly evolving, employees might resolve to learn a new skill, attend workshops, or pursue further education.
  2. Networking: Building a robust professional network can open doors to opportunities. Attending more industry events or joining professional organisations might be on the cards for many.
  3. Wellness and Work-life Balance: Burnout is a real concern. Employees could aim for a healthier work-life balance, integrating wellness routines into their daily life.

Case Studies: Resolutions That Transformed Businesses

Let’s delve into some real-life examples where resolutions have made a noticeable difference:

  1. Company A’s Green Pledge: Starting 2022, Company A, a renowned beverage manufacturer, pledged to go plastic-free. Through extensive planning in 2021, they rolled out glass bottles in 2022. Not only did this move enhance their brand image, but it also led to increased sales.
  2. Company B’s Focus on Mental Health: Recognising the rising concerns around mental health, Company B, a tech giant, introduced mandatory wellness breaks and counselling sessions for employees in 2023. This boosted employee morale, reduced sick leaves, and enhanced overall productivity.

In Conclusion

New Year’s resolutions for businesses aren’t just a trend. They’re an essential introspection tool, guiding companies towards sustainable growth. While 2024 awaits with its set of challenges and opportunities, preparedness, backed by resolutions, can set the stage for a prosperous year ahead.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

 

How to have Productive Leadership Meetings

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Productive leadership meetings are the linchpin of organisational success. To help you plan for that success, we delve into the nuances of how to have productive leadership meetings, and exploring strategies to enhance collaboration, decision-making, and overall team productivity.

Setting the Stage for Success: Planning and Preparation

Successful leadership meetings start with meticulous planning and preparation. As part of that preparation, it is important to ensure that the agenda is clear, concise, and aligned with the overarching goals of the organisation.

A well-structured agenda ensures that the meeting stays focused on crucial topics, enhancing the chances of productive discussions.

Engaging Leadership: Fostering Participation and Inclusivity

The meetings are not one-sided conversations. Encouraging active participation from all team members fosters a culture of inclusivity and collaboration.

Encouraging Participation for Success in Productive Leadership Meetings

Leaders should create an environment where team members feel comfortable expressing their opinions and ideas, contributing to a diverse range of perspectives.

Utilising Technology for Seamless Collaboration in Productive Leadership Meetings

Technology plays a pivotal role in fostering seamless collaboration during meetings. So think about technologies such as video conferencing tools, collaborative platforms, and real-time document sharing enhance communication and decision-making.

Effective Decision-Making: From Discussion to Action

It’s not just about talking; it’s about making decisions that drive the organisation forward. A structured decision-making process ensures that outcomes are clear, actionable, and aligned with strategic goals.

Decisive Leadership: Turning Discussions into Actionable Outcomes during Productive Leadership Meetings

Leaders should guide the team through a logical decision-making process, considering all relevant factors and ensuring that decisions are communicated effectively.

Time Management for Productive Leadership Meetings

In the fast-paced business environment, time is a precious commodity. Successful leadership meetings are well-paced, ensuring that discussions are thorough without unnecessary delays.

Leaders should be mindful of the agenda, allocate time effectively, and keep the meeting on track to respect everyone’s time.

Encouraging Innovation: Creating a Culture of Creative Exchange

Leadership meetings provide a platform for fostering innovation and creative thinking. Encouraging team members to share innovative ideas contributes to continuous improvement and adaptability.

Building Relationships: The Human Element

Beyond the business agenda, successful leadership meetings recognise the importance of building strong interpersonal relationships. Team-building exercises, casual conversations, and acknowledging achievements contribute to a positive team dynamic.

Relationship-Driven Leadership: Nurturing Bonds in Meetings

Leaders should invest time in cultivating a positive team culture, promoting camaraderie and mutual respect.

Continuous Improvement: Learning from Past Meetings

Post-meeting evaluations are crucial for ongoing success. Leaders should gather feedback, assess what worked well and what can be improved, and implement changes for future meetings.

Key Phrase: Evolving Leadership Meetings: The Power of Continuous Improvement

Related Blog: How to Conduct Effective Post-Meeting Evaluations

Overcoming Challenges: Common Hurdles in Leadership Meetings

By addressing common issues such as lack of engagement, conflicting opinions, or technology glitches, you will be showing proactive leadership and effective problem-solving.

Leaders should be prepared to address challenges promptly, maintaining the flow and productivity of the meeting.

Remote Leadership Meetings: Bridging the Distance Effectively during Productive Leadership Meetings

In an increasingly remote working landscape, leadership meetings often take place virtually. Leaders must adapt their strategies to ensure that remote meetings are as effective as those held in person.

Conclusion: A Blueprint for Success in Productive Leadership Meetings

Our conclusion? Successful leadership meetings are a strategic imperative for organisational growth and cohesion. By meticulously planning agendas, fostering participation, leveraging technology, making informed decisions, and continuously improving, leaders can transform meetings into powerful drivers of success.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Why a Business Change Professional is Key to Success

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Why a Business Change Professional is Key to Success of Your Change Programme

Transformation is inevitable in any organisation these days, business change is not going away anytime soon. Whether it’s driven by new technology, shifting market conditions, or internal restructuring. However, the success of these change programmes often hinges on one critical factor: user adoption. Studies consistently show that the majority of change initiatives fail to meet their objectives, with poor user adoption cited as a primary cause.

As everyone knows… According to research by McKinsey, approximately 70% of change programmes fail to achieve their goals, largely due to resistance from employees and lack of management support. This isn’t surprising when you consider that change can be disruptive, creating uncertainty and anxiety among staff. Without the right support and guidance, it’s easy for even the best-laid plans to falter.

This is where a Business Change professional becomes invaluable. These experts bring a deep understanding of both the technical and human aspects of change. They know that successful change isn’t just about rolling out new systems or processes—it’s about ensuring that people within the organisation are ready, willing, and able to embrace these changes.

Key Arguments for Hiring a Business Change Professional:

  1. Bridging the Gap Between Strategy and Execution:

Business Change professionals have the expertise to translate high-level strategies into actionable plans. They work closely with stakeholders at all levels to ensure that everyone is aligned with the goals of the change programme. This alignment is crucial for minimising resistance and ensuring smooth implementation.

  1. Enhancing Communication and Engagement:

Effective communication is at the heart of any successful change initiative. A Business Change professional ensures that communication is clear, consistent, and reaches all relevant parties. They create engagement strategies that help employees understand the benefits of the change and how it will affect their daily work. This, in turn, reduces resistance and fosters a culture of cooperation.

  1. Managing Resistance:

Change naturally breeds resistance. People are often comfortable with the status quo, and even positive changes can be met with hesitation. A Business Change professional is skilled in identifying potential areas of resistance and addressing them proactively. They work to understand the concerns of employees and provide the necessary support to ease the transition.

  1. Ensuring Sustainable Change:

It’s not enough to implement a change programme; the changes need to be sustainable. Business Change professionals focus on embedding new practices into the organisation’s culture, ensuring that the benefits of the change are realised long after the initial implementation phase. They also provide training and development to ensure that employees have the skills and knowledge to adapt to new systems or processes.

Case Study: Transforming HR and Finance Systems

At re:find, we’ve witnessed the difference a skilled Business Change professional can make. In one of our recent projects, a client was facing the challenge of overhauling their HR and Finance systems. The project was ambitious, with the potential to greatly improve efficiency and accuracy across the organisation. However, the success of this transformation depended on how well the new systems were adopted by the end users.

We brought in a Business Change professional who not only had the technical know-how but also the people skills to drive user adoption. This individual worked closely with both leadership and employees, ensuring that everyone was on board with the changes. The result was a seamless transition, with minimal disruption and a high level of engagement from staff. The new systems were fully adopted, leading to significant improvements in the organisation’s operations.

This case underscores the importance of having the right expertise on hand when managing complex change initiatives. The success of this project was not just due to the new technology, but to the careful management of the human side of change.

My Thoughts

In any change programme, the difference between success and failure often comes down to user adoption. By hiring a Business Change professional, organisations can significantly increase their chances of a successful outcome. These professionals bring the skills, experience, and insight needed to manage both the technical and human aspects of change, ensuring that new initiatives are embraced and sustained over the long term.

At re:find, we specialise in identifying and placing Business Change professionals who can make a real impact on your organisation. Whether you’re planning a major transformation or a smaller-scale change, we’re here to help you achieve your goals.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Transform Your Organisation: A Comprehensive Guide to Getting it Right

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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.

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

Putting People First: How Renaming HR Is Improving Company Culture

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Renaming HR: 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 Renaming 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 about Renaming HR

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.

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

What Do Interim Management Agencies Do?

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Interim management agencies specialise in rapidly placing interim managers and executives across diverse industries. When you need to hire an interim manager or project team, mistakes can be costly and detrimental to your business’s projects and transformation efforts.

Our agency’s process ensures that you find the right talent quickly. We have long-standing relationships with many of our associates and know who consistently delivers effective results. When sourcing niche skills, we proactively approach candidates who have the specific expertise needed, ensuring a better match for your requirements.

What Does an Interim Manager Do?

Interim managers are brought in to lead change or transformation programs, fill urgent gaps in senior leadership, address skill shortages, or strengthen an existing project team. They are usually hired for a set period to achieve specific objectives. With an outside perspective and freedom from internal politics, interim managers provide objective insights that are invaluable for driving organisational change.

When Should You Use an Interim Manager?

Interim managers are ideal for short-term situations, such as during periods of change, transition, or growth—like opening a new market or acquiring a subsidiary. They are also effective in managing one-off projects or bridging the gap between a departing manager and their permanent replacement.

Interim Management vs. Management Consultants: Key Differences

While both interim managers and management consultants offer expertise in guiding organizations through complex situations, there are key differences:

  1. Accountability and Motivation: Interim managers are hired directly by businesses based on their reputation and skills. This motivates them to quickly deliver cost-effective solutions, unlike management consultants, who may have a conflict of interest as they often recommend additional services from their agencies.

  2. Specialisation and Expertise: Interim managers are typically specialists with deep industry knowledge, whereas management consultants tend to be more generalist. This means interim managers often have the specific experience needed to succeed in a given role.

  3. Value and Preference: Many organisations now prefer interim managers. A recent study found that 78% of senior directors favor interim managers over management consultants for their flexibility, speed, and effectiveness.

Difference Between Interim and Executive Search

Executive Search focuses on recruiting permanent, highly skilled senior executives who can drive long-term business goals. In contrast, Interim Executives are temporary, bringing specialized skills to navigate a period of change without being on your payroll.

What Day Rate Should an Interim Be Paid?

Determining the right day rate for an interim role can be complex. Unlike permanent positions, which are benchmarked to market rates, interim management day rates are more flexible. The standard calculation is based on 220 working days per year plus an additional 30% to cover benefits that permanent employees typically receive.

Advantages of Using Interim Management

1. Immediate Impact:

  • Interims are available immediately and are often overqualified, ensuring rapid results.
  • They offer a cost-effective alternative to hiring management consultants from major firms.

2. Cost Savings:

  • No employment or administrative costs, no benefits or training expenses, and no sickness/absence costs.
  • You only pay for the specific skills and knowledge you need.

3. Flexibility:

  • Scale staffing levels up or down based on business needs.
  • The hiring process is faster, and it’s easy to terminate or extend contracts as needed.

4. Performance and Fit:

  • Interims offer a “try before you buy” model, allowing for quick remedial action if needed.
  • You can assess performance and cultural fit with minimal risk.

5. Management Support:

  • HR and problem resolution support often comes from the interim provider.
  • Interims are agents of change, bringing fresh perspectives and best practices to your organization.

Key Qualities of a Good Interim Executive

  1. Leadership: Able to navigate unforeseen challenges and drive positive change.
  2. Knowledge and Experience: Brings deep industry insight and commercial acumen.
  3. Transformation and Turnaround: Implements change quickly without compromising long-term stability.
  4. Legacy: Leaves the business in a stronger position with sustainable improvements.

How to Hire the Right Interim Manager

To hire the right interim manager, consider these points:

  • Do they listen, understand, and effectively respond to your needs?
  • Do they offer a clear process or roadmap for achieving your goals?
  • Have they demonstrated success in similar roles, and do they provide strong references?

Thinking of Becoming an Interim?

If you’re considering becoming an interim manager, assess whether your skillset is in demand and if you can build a strong network. Be prepared for the challenges of working independently and dealing with potential gaps between assignments. Watch our video “Can I Become an Interim?” for more insights.

Current Trends in the Interim Management Market

The interim management market has faced challenges with Brexit, IR35 changes, and the pandemic. However, as businesses adapt to new regulations, the demand for skilled interim professionals is rising. To learn more, check out our full blog here.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Unlocking Employee Motivation: A Key to Retail Success

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Unlocking Employee Motivation: A Key to Retail Success

Employee motivation is a critical driver of success in the retail industry. When employees feel motivated, they bring more energy, dedication, and passion to their roles, directly impacting the customer experience. In retail, where providing exceptional customer service is paramount, motivated employees can truly make a difference. They are more likely to go above and beyond, contributing to higher sales, increased customer loyalty, and a stronger brand reputation.

The Business Case for Employee Motivation

In an industry characterised by high turnover rates and intense competition, the benefits of a motivated workforce are clear. Research shows that companies with highly engaged employees outperform their peers by 147% in earnings per share. Additionally, motivated employees are 21% more productive and 40% more likely to stay with their company, reducing turnover costs, which can amount to 16-20% of an employee’s salary for every new hire in retail.

Conversely, the cost of disengaged employees can be staggering. Unmotivated employees are less productive and may provide subpar customer service, harming the brand’s reputation. Worse still, they may engage in negative behaviours, such as theft or workplace conflict, which can further damage a business’s bottom line. Gallup estimates that disengaged employees cost the global economy around £6.9 trillion annually due to lost productivity. Therefore, prioritising employee motivation isn’t just a nice-to-have—it’s a necessity for retail businesses looking to thrive.

Key Strategies for Boosting Employee Motivation

So, how can HR directors in the retail sector effectively motivate their employees? Here are some targeted strategies to help foster a motivated, engaged, and loyal workforce:

1. Incentives and Rewards

Offering meaningful incentives and rewards is one of the most effective ways to boost employee motivation. Monetary rewards, such as bonuses or commission, can drive performance. However, non-monetary incentives, such as gift cards, additional time off, or exclusive perks, can also be powerful motivators. For example, a retail chain might implement a program where employees who exceed their sales targets receive a quarterly bonus or are entered into a draw for a major prize.

Implementing a tiered reward system for achieving various milestones or goals creates a culture of healthy competition and recognition. According to a study by the Incentive Research Foundation, companies using incentive programs reported a 79% success rate in achieving their goals when compared to those without.

2. Opportunities for Career Development

Career growth is a powerful motivator, especially for retail employees who may feel stuck in entry-level positions. HR directors can encourage motivation by providing clear career progression paths and investing in employee development through training programs, leadership development courses, or mentorship opportunities.

A 2022 LinkedIn study found that 94% of employees would stay at a company longer if it invested in their careers. Creating tailored development plans and offering regular feedback sessions can help employees feel valued and see a future within the organisation. For instance, a retail company might create an in-house leadership academy to identify and nurture future store managers from its existing talent pool.

3. Fostering a Positive Workplace Culture

A positive workplace culture can significantly impact employee motivation. Retail environments can be stressful, especially during peak periods. HR directors should focus on creating a supportive and inclusive culture that fosters collaboration, recognition, and well-being.

Regular team-building activities, mental health support initiatives, or company-wide events can promote a sense of community and belonging. Retailers such as John Lewis have seen success by fostering a culture of employee ownership, where employees are treated as partners and have a direct stake in the company’s success. This approach has led to higher engagement, lower turnover, and better overall performance.

4. Recognition and Celebration of Achievements

Everyone likes to feel appreciated, and retail employees are no exception. Regular recognition, whether through formal programs like “Employee of the Month” or informal shout-outs during team meetings, can go a long way in boosting morale and motivation. Celebrating both small wins and major milestones helps employees feel valued and reinforces positive behaviours.

Recognition doesn’t always have to be financial; a simple thank-you note, a public acknowledgement, or a personalised gesture can be just as effective. According to a study by O.C. Tanner, employees who feel appreciated are 63% more likely to stay with their employer for longer.

5. Flexibility and Autonomy

Retail roles are often perceived as rigid, with fixed shifts and limited autonomy. By offering more flexible working arrangements, such as adjustable shifts, remote work options where feasible (e.g., for administrative tasks), or more control over how tasks are performed, employees feel a greater sense of ownership and satisfaction in their roles.

Retailers can use technology to implement flexible scheduling systems, allowing employees to swap shifts easily or request time off. According to a study by Deloitte, 94% of employees reported that they would benefit from flexible work arrangements, and companies that provide such options see a 30% increase in employee satisfaction.

Our Thoughts

Employee motivation is not just a soft skill but a critical business strategy that can significantly impact a retailer’s success. By investing in strategies like incentives, career development, a positive culture, recognition, and flexibility, HR directors can build a motivated workforce that drives sales, reduces turnover, and strengthens customer loyalty. In a competitive retail landscape, a motivated and engaged team is a true differentiator that can elevate a brand above its competitors.

HR leaders in retail must therefore take an active role in understanding what drives their employees and continuously refining their motivation strategies to create an environment where employees are not only satisfied but also inspired to achieve excellence every day.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Mastering the Craft: The Keys to Successful Organisational Development

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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:

  1. 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.
  2. 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.
  3. 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.
  4. 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:

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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:

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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:

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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.

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

Fueling Growth: Succession Planning in public sector organisations

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Succession planning in public sector organisations is vital to ensure continuity, sustainability, and smooth transitions of leadership within their ranks. It involves identifying and developing internal talent to fill key positions in the future.

By implementing a robust succession plan, companies can mitigate the risks associated with unexpected departures, retirements, or other disruptions in leadership. Such planning allows organisations to proactively groom and prepare potential successors, providing them with the necessary skills, knowledge, and experience to seamlessly step into critical roles.

The first step is identifying critical positions, which needs a meticulous evaluation process aimed at determining key roles that are essential to the effective functioning and service delivery of governmental organisations. This involves undertaking comprehensive assessments of job responsibilities, examining the impact of potential vacancies on public services, and considering the strategic significance of certain positions in achieving organisational objectives. Factors such as specialised knowledge, leadership responsibilities, scarce expertise, and decision-making authority are carefully weighed, while also considering the potential consequences of a position remaining unfilled or being temporarily vacant. Such rigorous analysis aids in identifying critical positions that require focused attention and resource allocation to ensure the uninterrupted provision of vital public services.

Talent assessment

 

Talent assessment and development form a crucial process in the realm of human resource management, particularly in the public sector. It involves systematically evaluating the skills, capabilities, and potential of individuals within an organisation to identify and nurture their talents. Through various methods such as performance appraisals, competency assessments, and aptitude tests, the strengths and areas for improvement of employees are identified. This information is then utilised to design targeted training and development programs aimed at enhancing their skills, knowledge, and professional growth. By investing in talent assessment and development, public sector organizations can foster a culture of continuous improvement, effectively aligning employee capabilities with strategic goals, and ensuring the provision of high-quality public services.

Succession planning strategies

 

Succession planning strategies, while important in both the public and private sectors, can differ in their approach due to the unique characteristics of each sector. In the public sector, where stability and continuity of services are paramount, succession planning focuses on identifying and developing potential leaders who possess the necessary expertise, knowledge of public policies, and the ability to navigate complex political environments. The public sector also places emphasis on promoting diversity and ensuring representation in leadership positions to reflect the communities they serve. Additionally, public sector succession planning often involves a longer-term perspective, considering the longevity of government policies and the need for seamless transitions in political leadership. In contrast, private sector succession planning may prioritise commercial goals, shareholder interests, and profit generation, often involving a more competitive approach to identify and groom high-potential individuals for leadership roles.

Knowledge transfer initiatives in the public sector facilitate the exchange and utilisation of knowledge within and between government organisations. They aim to improve decision-making, policy development, and service delivery by sharing and leveraging knowledge. This involves capturing and documenting relevant knowledge, establishing platforms for knowledge sharing, promoting communities of practice, implementing training and mentoring programmes, fostering collaboration and partnerships, and evaluating the effectiveness of knowledge transfer efforts. By harnessing knowledge, public sector organisations enhance their efficiency and effectiveness in serving the public interest.

Succession planning holds significant importance for public sector organisations in the United Kingdom. It ensures the smooth transition of leadership and critical roles within these organisations, safeguarding their continuity and effectiveness. By identifying and developing potential successors, public sector organisations can mitigate the risks associated with talent gaps and knowledge loss. It promotes employee engagement and retention, as individuals see clear paths for growth and development within the company. It fosters a culture of learning and advancement, attracting top talent and nurturing a pipeline of capable leaders who are well-versed in the organisation’s goals, values, and strategies. Ultimately, effective succession planning contributes to long-term stability, strategic agility, and sustained success for businesses in an ever-evolving landscape.

 

OUR FOCUS ON LONG-TERM PARTNERSHIPS

 

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

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

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

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