Create a Learning Culture for Continuous Professional Development

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Building a learning culture for ongoing professional development isn’t a luxury; it’s a must have for modern companies. It demands committed leaders and agreement that learning is an ongoing journey, not merely a stop gap. This type of outlook will hugely benefit an company’s resilience, adaptability, and sustained growth.

Benefits of a Robust Learning Culture:

  • Adapting to Change: With updated technology these days, and changing market dynamics, your approach to change becomes so important. Your learning culture should allow your staff to continually update their skills.
  • Attracting and Retaining Talent: Modern workers, notably millennials and Gen-Z, value personal growth. Learning-centric companies are more attractive to top talent.
  • Boosting Innovation: Encouraging employees to learn and explore can introduce fresh ideas, creating innovation.
  • Enhancing Performance: Ongoing learning will boost employees’ skills and knowledge, increasing productivity, and performance.

Components of a Learning Culture:

  • Openness to New Ideas: A true learning culture fosters curiosity, letting employees voice innovative ideas without fear.
  • Encouraging Failure: Embracing failure, as odd as it sounds, is crucial. Fear-free employees tend to take risks and find more innovative solutions.
  • Continuous Feedback: Constructive feedback helps staff recognise development areas. Frequent feedback blends the learning into daily workflows.
  • Learning Resources: Provide online courses, training sessions, books, or meetings, to support the learning objective.
  • Rewarding Learning: Recognising those keen to learn and grow, be it through promotions, bonuses, or simple appreciation, is powerful.

Cultivating a Learning Culture:

  • Leadership Role: Leaders set the tone. Their engagement in learning marks its significance.
  • Defined Objectives: Setting clear goals, be it driving innovation or upskilling staff, can steer your approach.
  • Diverse Learning Resources: Cater to unique employee needs, offering a mix of online courses and meetings.
  • Psychological Safety: Staff should feel secure stating their opinions and making mistakes.
  • Collaboration: Group learning or brainstorming can deepen understanding through diverse perspectives.
  • Daily Learning: Integrate learning into everyday routines, from short breaks to dedicated skill exploration sessions.
  • Measuring Impact: Use feedback and metrics to gauge your strategy’s success, adjusting as needed.
  • Sense of Purpose: Learning lets employees grasp their role’s ‘why’, boosting engagement.
  • Empowerment: Knowledge arms staff to tackle challenges, elevating their participation.
  • Variety: Continuous learning breaks monotony, keeping roles exciting.
  • Personal Growth: Continuous learning equips employees with new skills, from mastering software to understanding market trends adding to the success of the learning culture.
  • Ownership and Autonomy: Engaged employees, seeing personal growth, are likelier to own their learning journeys.
  • Peer Influence: Engaged staff can inspire colleagues to start their learning paths.
  • Collaboration and Networking: Continuous learning can foster networking and collaboration.

Strategies for Continuous Learning:

  • Personalised Learning Paths: Align learning with individual goals and organisational objectives.
  • Blend of Formal and Informal Learning: Promote formal, and informal, courses and mentorship programmes as part of your learning culture
  • Recognition and Rewards: Celebrate employees’ learning achievements.
  • Feedback Loops: Regular feedback aligns learning initiatives with needs.

Conclusion:

In today’s evolving corporate landscape, continuous learning stands at the crossroads of employee engagement and growth. it’s about cultivating an environment where employees contribute effectively to organisational successes. Investing in continuous learning is an investment in employees’ aspirations and future, fostering a virtuous cycle of success and evolution.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

We have been in Executive Search for over 20 years and take pride in building enduring relationships with our clients, consistently providing ongoing support and advice to help them find and retain the best talent for their organisation.

We offer bespoke recruitment solutions tailored to cater to the specific needs of each client because every organisation possesses unique characteristics.

Do you need assistance with a single hire? Do you need support for a comprehensive recruitment campaign? We stand ready to assist.

For more information on our executive search practice and our CCS framework please contact our Managing Director, James Cumming.

Recruiting in the age of a Skill Shortage: Strategies and Solutions

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Quite often we experience times in our business where we have a skill shortage within a department, or some very niche skills are missing, or even sometimes companywide skillsets are missing.

This will happen now, and in the future. It’s part of business. However, there are considerations we can make to minimise this and look at many ways of upskilling, finding skills and nurturing skills.

Here are some of my thoughts on how we can best tackle this challenge.

Skill shortage is more than just a buzzword. It represents a widespread challenge affecting businesses and the entire economy. But what does it mean when the demand for certain skills outpaces their supply in the workforce? And how can businesses adapt?

We can attribute skill shortage to several interconnected reasons:

Technological Surge

Rapid technological advancements this century require businesses to seek experts in emerging fields. However, there’s a lag in education, leading to a skills gap.

Changing Industry Dynamics

With industries constantly evolving, the skill sets they demand also undergo transformations. For instance, with the green revolution in energy, there’s a burgeoning demand for solar technology experts – a demand that was comparatively muted two decades back.

The education landscape might sometimes focus on certain areas, believing them to be more market relevant. This inadvertently leads to an abundance of some skills and a deficiency in others.

The repercussions of these intertwined factors are palpable. Companies often find themselves allocating more resources to talent acquisition. But this risks settling for employees who may not necessarily align with their precise needs. Such compromises can, in turn, impact operational effectiveness.

Building Employer Brand

Far from being a fleeting trend, the employer brand stands as a linchpin in a company’s talent acquisition strategy. Think of it as the company’s persona in the vast job market. It’s what makes a prospective employee think, “This is where I want to be.”

A potent employer brand doesn’t just garner interest; it attracts the right kind of interest. Candidates who find alignment with the company’s ethos, its culture, and its outlook are naturally more inclined to apply. This synergy usually results in better role compatibility and diminishes employee attrition.

To nurture such a brand, here are some strategies:

Employee Voices: Nothing speaks louder about a company than the voices of its own employees. Authentic testimonials from them, especially when showcased on platforms like LinkedIn or the company’s official portal, can offer a realistic glimpse into the company’s culture. Often, these authentic insights overshadow even the most polished marketing campaigns.

Narratives of Growth: Stories highlighting an employee’s evolution within a company can be incredibly influential. Be it an account of swift upward mobility or a tale of role transition and skill acquisition, such narratives spotlight the myriad growth avenues within the enterprise.

Engage in Community Initiatives: A company’s active involvement in community or philanthropic endeavours not only adds to its goodwill but also amplifies its brand image. Such gestures accentuate the company’s commitment beyond profits, resonating with a large pool of potential employees.

Rethinking Job Requirements

In the modern job market, focusing primarily on degrees and years of experience seems increasingly outmoded. The problem with this method is its inherent narrowness. Many prospective candidates get overlooked merely because their credentials don’t fit the brief.

Here’s how businesses can pivot:

Highlight Transferable Skills

Not all skills are industry specific. For instance, a project manager in the tech world might be well-versed in skills like team leadership, efficient time management, and juggling multiple tasks — skills that are just as crucial in, say, a healthcare setting. By recognising and valuing these adaptable skills, companies can access a more varied talent base and fix all skill shortages.

Value Potential Over Pedigree

It’s high time companies moved past an over-reliance on qualifications and past job titles. Instead, the emphasis should be on evaluating a candidate’s potential. Attributes such as inquisitiveness, enthusiasm, and a keenness to learn often give a better sense of how an individual will adapt and flourish in a role. Some, if not most, of the required attributes can easily be honed to fix the skill shortage.

Broaden Skill Perspectives

While technical expertise is undoubtedly essential, soft skills shouldn’t be sidelined. Qualities like efficient communication, analytical thinking, and a capacity to adapt are often paramount, especially in roles that require collaboration or direct consumer engagement. Recognising the significance of these skills can lead to better team cohesion and improved client relationships.

Collaborations with Education Partners to fix the skill shortage gap

An innovative way to bridge the skills gap is for businesses to join hands with educational bodies. By fostering collaborations with universities, colleges, or vocational schools, companies can play an active role in shaping the curriculum to mirror industry requisites. This alliance also opens doors for real-world experiences for students through internships, workshops, and guest sessions, enabling them to gain a better grasp of market demands.

Furthermore, these ties facilitate early identification of burgeoning talent. Companies can potentially scout and secure promising candidates even before they step into the professional world, ensuring a steady influx of adept talent.

Internal Talent Development

The quest for talent need not always be outward. Sometimes, the solution lies within. Especially when the sought-after skills are so specialised that the external talent landscape is barren, it makes more sense for companies to focus on upscaling their current team.

By initiating consistent training programs, workshops, or even courses, businesses can ensure their teams are always abreast of the latest trends and techniques. This not only bridges the prevailing skill void but also improves employee morale. When employees see their organisation actively investing in their progression, it fosters loyalty. And, if you have people already working for you that can solve the skill shortage why wouldn’t you use that talent first?

Benefits of Remote Work

The digital revolution has redefined traditional work paradigms. A substantial chunk of jobs today can be executed remotely, effectively erasing geographical constraints. For businesses, this means an opportunity to tap into a global talent reservoir. This becomes particularly invaluable when a specific skill set is scanty locally but plentiful elsewhere.

Apart from the evident advantage of a broader talent spectrum, the remote working model also brings along other rewards. These include notable savings on operational overheads and heightened employee contentment, as the autonomy and flexibility associated with remote work are highly prized by many professionals today.

Redefining Compensation Packages

When it comes to hiring and retaining top talent, the power of compensation cannot be overstated. Yet, compensation is not merely about the salary number that appears on the monthly pay cheque. In the modern workplace, it embodies a comprehensive package that includes base salary, performance bonuses, and a range of benefits. These can range from health insurance to retirement savings plans, and even extend to intangibles like work-life balance and growth opportunities.

Let’s talk specifics: a competitive salary can be the initial magnet that attracts talent. But what keeps employees anchored are the additional perks. Think of health insurance not just as a box to tick, but as a signal to the employee (and their family) that their well-being is a priority. Similarly, a retirement savings plan goes beyond current compensation—it symbolises an investment in the employee’s long-term prosperity.

Additionally, making room for professional development—like offering workshops, courses, or tuition reimbursement—shows employees that their growth and the company’s growth are aligned. This embodies a sense of loyalty and reduces turnover, positioning the company as an employer of choice for professionals who are ambitious about their career path.

 

Harnessing Tech in Recruitment

The impact of technology on talent acquisition is both deep and wide-ranging. Platforms such as LinkedIn, Glassdoor, and industry-specific job boards have forever changed the dynamics between employers and job seekers. These platforms are more than just digital billboards for job openings; they are dynamic ecosystems rich in data, analytics, and network connections.

However, leveraging these platforms effectively requires nuance. A job posting should not just be a laundry list of responsibilities and requirements. It should also be a narrative that gives potential candidates a glimpse into the company’s culture and values. A well-crafted job description will attract not just applicants, but the right kind of applicants.

Further, technology offers analytical tools that can scrutinise hiring metrics, revealing trends and efficiencies—or lack thereof. Armed with these insights, companies can refine their recruitment strategies, enhance their targeting precision, and even predict future hiring needs. This is an opportunity not to be missed to help you with your skill shortage.

The Role of Employee Referrals

Employees are more than just cogs in the company machine; they are ambassadors who carry a deep understanding of the company’s strengths and weaknesses. They have a firsthand understanding of the work culture, what it takes to succeed, and what areas might need a little sprucing up. Given this, who is better to recommend other candidates than current employees?

Employee referral programs essentially incentivise this process. They turn employees into scouts on the lookout for new talent within their own networks. By offering incentives for successful hires, companies not only enrich their talent pool but also increase engagement and satisfaction among existing staff.

This strategy tends to offer three main benefits: faster hiring cycles, because candidates come pre-vetted to some extent; reduced hiring costs, as companies can sidestep at least some advertising and screening expenses; and a more harmonious work environment, as new hires often integrate more smoothly when they have a pre-existing relationship with current employees.

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 contact our Managing Director, James Cumming.

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.