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.

How to Manage Conflict in the Workplace as a Senior Leader

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Conflict in the workplace is an inevitable part of any professional setting and there are several reasons that conflict may arise.

Perhaps the conflict arises because of differences in opinions, or varying work styles, or competing interests. And as Senior Leaders, effectively managing conflict becomes paramount.

Lets take a look at how to prevent it, how to handle it, and how to communicate about it, as well as what companies can do to foster a more harmonious work environment.

What Do We Mean by Conflict in the Workplace?

Let’s define what we mean by “conflict” in the context of the workplace. Workplace conflict refers to any situation in which employees or team members have disagreements, disputes, or differences that disrupt the smooth flow of work or cause tension among colleagues.

Conflict in the workplace can manifest in various forms:

  • Interpersonal Conflict: Conflicts between individual employees due to personal differences or misunderstandings.
  • Task-Related Conflict: Disagreements about work assignments, deadlines, or project decisions.
  • Role Conflict: Conflicts arising from unclear job roles or overlapping responsibilities.
  • Organisational Conflict: Conflicts related to policies, procedures, or resource allocation within the company.

How to Prevent Conflict in the Workplace

Preventing conflict in the workplace in a senior leadership role starts with proactive measures. Here are some strategies to minimise the likelihood of conflicts arising:

1. Clear Communication: Ensure that all team members have a clear understanding of their roles, responsibilities, and project expectations. Miscommunications are a common trigger for conflicts.

2. Establish Clear Policies: Implementing clear policies and procedures that address potential sources of conflict, such as performance evaluations, promotions, or resource allocation.

3. Promote Team Building: Encourage team-building activities to foster better working relationships among employees. A cohesive team is less likely to engage in conflicts.

4. Conflict Resolution Training: Provide training in conflict resolution for your team. Equip them with the skills to address and resolve conflicts constructively.

5. Lead by Example: As a senior leader, model conflict resolution behavior by managing your conflicts professionally and with transparency.

How to Handle Conflict in the Workplace

Even when we have preventive measures in place, conflict in the workplace can still arise. And so effective conflict management is essential. Here’s how to handle workplace conflicts efficiently:

1. Stay Calm and Neutral: As a senior leader, it’s crucial to remain calm and unbiased when conflicts surface. We should avoid taking sides and maintain an impartial stance.

2. Listen Actively: Listen to all parties involved in the conflict, allowing them to express their concerns and feelings. Active listening can de-escalate tensions.

3. Identify the Root Cause: Get to the core of the issue by identifying the underlying causes of the conflict. This may require open dialogue and questioning.

4. Explore Solutions: Collaboratively explore potential solutions with the involved parties. Encourage compromise and negotiate a resolution that addresses everyone’s concerns.

5. Implement a Resolution Plan: When a solution is agreed upon, you can put it into action and monitor its effectiveness to ensure that any agreements are followed through.

How to Communicate About Conflict

Open and effective communication is crucial in addressing and resolving workplace conflicts. Here are some communication strategies:

1. Choose the Right Time and Place: Find a suitable time and private setting to discuss the conflict with the involved parties.

2. Be Direct and Specific: Address the conflict directly, avoiding vague or ambiguous language. State the issue clearly.

3. Use “I” Statements: Encourage the use of “I” statements to express feelings and perspectives, promoting a non-confrontational tone.

4. Active Listening: Encourage active listening among those involved. Ensure that all parties have the opportunity to express themselves fully.

5. Document the Conversation: Keep a record of the discussions, agreements, and resolutions for future reference.

What Can Companies Do Better to Prevent and Handle Conflict?

Companies can take several proactive steps to prevent and manage conflicts effectively:

1. Establish a Conflict Resolution Policy: Develop and communicate a company-wide conflict resolution policy that outlines the procedures for addressing conflicts.

2. Offer Conflict Mediation Services: You can offer access to trained conflict mediators who can facilitate discussions and negotiations when conflicts arise.

3. Promote a Culture of Openness: Encourage employees to speak up about issues without fear of retaliation. Make it clear that conflicts can be addressed constructively.

4. Regular Training: Provide ongoing training and resources to employees and leaders on conflict resolution, communication, and interpersonal skills.

5. Feedback Mechanisms: Create avenues for employees to provide feedback and raise concerns anonymously if necessary. This can help identify potential issues early.

In conclusion, managing conflict in senior leadership roles is not just about resolving disputes; it’s also about fostering a harmonious workplace culture. By understanding the nature of workplace conflict, preventing conflicts through clear communication and policies, effectively handling disputes, and promoting open communication and conflict resolution, senior leaders can create a positive work environment where conflicts are opportunities for growth and collaboration, rather than obstacles. Companies that prioritise conflict management and prevention benefit from higher employee morale, productivity, and a healthier organisational culture. By implementing these strategies, senior leaders can navigate conflicts with confidence and contribute to a more harmonious workplace.

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.

All you need to know about AI, VR and tech in HR

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All you need to know about AI, VR and tech in HR

With rapid advancements in tech in HR, it’s natural to wonder how these innovations will impact our roles. Let’s explore some of the hottest trends shaping the future of HR.

Revolutionising Recruitment with Technology

As tech in HR evolves, so does the recruitment landscape. Modern recruitment management systems are now essential tools. According to HR Toolbox, “Companies can no longer afford to use outdated strategies to discover, engage, and nurture top talent.”

Automation and advanced software are transforming recruitment teams, allowing them to automate time-consuming tasks and streamline candidate searches. This results in faster, more precise hiring processes that uncover the best talent more efficiently.

HR Toolbox further notes, “The process will be optimised from start to finish, enabling HR teams to refine and perfect their onboarding processes with minimal variation.” The rise of machine learning and AI is also noteworthy, with chatbots and similar technologies taking over routine tasks like scheduling and basic inquiries. This shift allows HR professionals to focus more on building meaningful relationships with candidates.

AI: A Partner, Not a Threat

A significant trend of tech in HR, is the growing acceptance of AI as a partner in the workplace rather than a threat. HR Dive highlights a notable shift in attitudes over the past few years:

“Waletzke observed a radical change in discussions about technology. In 2017, there was widespread fear that robots would take our jobs. Now, there’s a growing embrace of technology. We’re exploring how AI and machine learning can automate the talent acquisition process, allowing for deeper, one-on-one candidate interactions.”

Virtual Reality Meets HR

Virtual reality (VR) is emerging as a game-changer in HR tech, and it’s here to stay. VR creates immersive 3D environments, enabling users to interact with scenarios that feel real. This technology has the potential to revolutionise recruitment and training.

Sympa’s blog offers a compelling example: “The British Army successfully uses VR to tackle recruitment challenges. They developed four VR experiences—based on combat training, adventure training, tank training, and parachute training—and posted them on YouTube 360 as part of their recruitment strategy. The results were impressive, with a 65% increase in applications in the first month and a 41% increase in the second month.”

VR can be a powerful tool in interview processes, allowing candidates to demonstrate their skills, and in training, offering realistic, hands-on experiences.

Other Tech in HR

Blockchain: Revolutionising HR Data Management

Blockchain technology is making its mark tech in HR by providing a secure and transparent way to manage sensitive employee data. This decentralized ledger system ensures that records such as credentials, employment history, and payroll data are accurate and immutable. By using blockchain, HR departments can significantly reduce the risk of fraud and data breaches, streamline background checks, and simplify the verification process. This technology also facilitates smart contracts, automating everything from contract management to salary payments, ensuring timely and accurate transactions without the need for intermediaries.

People Analytics: Data-Driven Decision Making

People analytics is becoming a critical tool for HR leaders looking to make more informed decisions. By leveraging big data, HR teams can analyse employee behaviour, performance, and engagement levels to predict trends and address issues before they escalate. This data-driven approach helps in identifying high-potential employees, reducing turnover, and enhancing overall workforce productivity. Companies that invest in people analytics are better equipped to align their HR strategies with business objectives, ultimately driving growth and success.

Employee Experience Platforms: Enhancing Engagement

The shift towards remote and hybrid work models has accelerated the adoption of employee experience platforms. These platforms integrate various tech in HR functions—such as communication, performance management, and well-being programs—into a single, user-friendly interface. They enable HR teams to monitor employee engagement, gather feedback, and provide personalized support, fostering a more connected and satisfied workforce. By enhancing the employee experience, companies can improve retention rates and attract top talent in a competitive market.

Gamification: Transforming Learning and Development

Gamification is increasingly being used in HR to make learning and development more engaging. By incorporating game-like elements such as leaderboards, badges, and rewards into training programs, organizations can motivate employees to participate actively and complete courses. This approach not only makes learning fun but also enhances knowledge retention and application. Gamified learning platforms can be tailored to individual learning styles, helping employees develop new skills more effectively and at their own pace.

Augmented Reality (AR): Innovating Training and Onboarding

Augmented Reality (AR) is another exciting technology that’s being integrated into HR practices. AR overlays digital information onto the physical world, providing an interactive experience that can be incredibly useful for training and onboarding. For example, AR can guide new employees through complex machinery operations or provide real-time instructions during tasks. This immersive learning experience accelerates skill acquisition and reduces the time it takes for new hires to become fully productive.

Are you tapping into these trends? If you’d like to discuss how these innovations could benefit your organisation, feel free to reach out to me at James@refind.co.uk.

Learn more about James Cumming, our change and business transformation specialist,

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.

What is HR? Understanding its Key Functions and Importance

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What is HR For? Understanding the Role of Human Resources

What is HR for? Human Resources (HR) is often misunderstood as just the department that handles hiring, firing, and payroll. However, the role of HR is far more dynamic and strategic, playing a critical part in shaping a company’s success and culture. Let’s explore what HR is really for and the diverse functions it performs within an organization.

What Does HR Do? The Core Functions of HR

HR is responsible for much more than just administrative tasks. But what is HR really? Here are the key roles and responsibilities of HR that drive business success:

  1. Talent Acquisition and Recruitment: HR’s first responsibility is to attract and hire the right talent. This involves defining job roles, sourcing candidates, managing interviews, and overseeing the onboarding process. A strong recruitment strategy is essential to building a workforce that aligns with the company’s culture and strategic goals.
  2. Employee Development and Training: HR ensures that employees continue to grow and develop by offering training programs, workshops, and mentorship opportunities. These initiatives help employees acquire new skills, advance in their careers, and stay motivated. A focus on continuous development also boosts employee retention and job satisfaction.
  3. Performance Management: Performance management involves setting clear goals, providing regular feedback, and evaluating employee performance. HR develops and maintains appraisal systems that align individual performance with the organization’s objectives, ensuring that all team members contribute effectively.
  4. Compensation and Benefits: HR is responsible for designing and managing compensation packages, including salaries, bonuses, health insurance, pensions, and other perks. A competitive compensation package is crucial for attracting and retaining top talent, while also keeping employees motivated and satisfied.
  5. Employee Relations: One of HR’s key functions is to foster a positive work environment. This includes mediating conflicts, ensuring fair treatment, and maintaining strong communication between employees and management. HR helps to build a culture of trust, transparency, and collaboration.
  6. Compliance and Legal Responsibilities: HR ensures that the company complies with labor laws and regulations, such as health and safety standards, anti-discrimination laws, and employee rights. They also handle employment contracts, disciplinary actions, and terminations to minimize legal risks and maintain ethical standards.
  7. Strategic Planning and Organizational Development: Modern HR is a strategic partner in business growth. HR contributes to organizational development by aligning workforce planning with business goals, managing change initiatives, and fostering an agile and adaptable culture. HR’s involvement in strategic planning ensures that the company has the right people in place to achieve its objectives.
  8. Diversity, Equity, and Inclusion (DEI): HR plays a critical role in promoting diversity, equity, and inclusion within the workplace. This involves developing policies and practices that encourage a diverse workforce, foster an inclusive environment, and eliminate biases. DEI initiatives contribute to innovation, employee engagement, and overall business success.

What is HR and Why is HR Important?

What is HR and why is it essential for any organisation:

  • Builds and maintains the workforce: HR attracts, hires, and retains talent, ensuring the business has the skills and capabilities needed to succeed.
  • Drives employee engagement and productivity: By focusing on development, recognition, and a positive work environment, HR helps keep employees motivated and productive.
  • Mitigates risks: HR helps protect the company from legal issues and maintains compliance with employment laws and regulations.
  • Supports strategic growth: HR aligns human capital strategies with business objectives, driving organizational growth and transformation.

The Evolving Role of HR: From Administrative to Strategic Partner

In the past, HR was often seen as a purely administrative function. However, today’s HR professionals are strategic partners in business success. They work closely with senior leadership to develop strategies that align with business goals, manage organizational change, and create a culture that attracts and retains top talent.

What is HR? HR is also increasingly focused on employee experience, recognizing that a positive and inclusive workplace culture is key to innovation and growth. As businesses navigate a rapidly changing landscape, HR’s role in driving adaptability, resilience, and agility has never been more crucial.

Conclusion: HR as a Catalyst for Business Success

HR is much more than just a department that handles paperwork. It is a vital function that plays a central role in shaping company culture, driving performance, and supporting strategic growth. As businesses evolve, the importance of HR as a catalyst for change and success will continue to grow.

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.

UK Universities response to COVID 19

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The last year has been a rollercoaster of emotions for most of us.  COVID-19 has changed our personal and professional lives in a whole host of ways. 86% of people now working from home do so because of the COVID-19 pandemic.  But the pandemic has not only changed the approach to working from home, it has also had many other knock-on implications that have changed our working environment. No more so than the education sector and in particular in universities. So what has been universities response to Covid 19? We spoke to HR directors at some of the leading universities in the UK to find out how they have adapted – and continue to do so – in light of the pandemic.

There are many areas that have been affected at UK universities including switching to home working and the challenges faced around that, all kinds of financial strains, IT and cybersecurity, the student experience, and the organisation of mass COVID testing for students, to name a few.

Magi Hoppitt, Chief People Officer at Coventry University highlighted some of the challenges they have faced over the past 10 months including the response to COVID, the impact of the changing external environment on finances, future planning, and staff and student welfare. COVID-19 has had a number of wider implications including, “an increased focus on staff and student safety, remote working, environmental issues to support returning to campus, development of blended learning, increased workload across the organisation, reduced opportunities for collaboration and innovation and changing government requirements”.

Richard Billingham, Executive Director of HR and OD at Aston University said, “there is a myriad of challenges that we are facing now that we didn’t even see coming 12 months ago. Some are a direct result of coronavirus and some are trends that have been significantly accelerated during the past 10 months. Most obviously, looking outwards are the challenges of the market presented by the impact of Covid. In November 2019, we had a relatively stable financial picture and were able to plan with a degree of certainty to develop new markets and consolidate in areas of strength. 12 months on all those assumptions have had to be challenged and the degree of certainty has diminished significantly.”

Richard also went on to highlight key issues around staff, digital challenges, workplace challenges, and wider societal change:

  •  “Resilience of staff: We have deployed volumes of advice and guidance around mental health and wellbeing but everyone’s starting place is very different. Mental health and wellbeing of employees remains a significant challenge and there is a more fundamental need to have a conversation about what the organisation’s responsibility is for individual’s wellbeing beyond job design, workplace design and management style and processes.
  • Digital – the acceleration of digital by default, the pace of adoption of digital tools and disruption to fundamental conceptions about service delivery and even what constitutes a University’s front door have all presented challenges and will continue to do so. The pace of adoption of digital tools, e.g. MS Teams, digital teaching and learning, etc, has been phenomenal and for me is a case study in change. Effectively being forced to adopt these tools and learn initially through trial and error has rapidly introduced new ways of working demonstrating what I have learnt through many previous change and transformation programmes that people act into a new way of thinking, they don’t think into a new way of acting.
  • Workplace: Some institutions are encouraging or mandating the return of all staff but from my perspective pandora’s box has been opened and we will be missing an enormous opportunity if we simply try to close the lid and return to a pre-March 2020 way of working. In surveying staff, a consistent message coming through loud and clear is that people like the flexibility that remote working has offered, the fact that it enables them to maximise time spent with their families and that in many cases they have been more productive. Sure, there are also many issues to overcome such as effective collaboration, coordination of people and communication but the future of work is certainly a hybrid approach where many people work in spaces that suit the nature of the work they are doing at any one time. This will mean people dividing their time between home and office whereby the balance varies according to the nature of roles.
  • Societal change – during the pandemic and increasingly, as the economic fallout increases, there have been some significant societal disruptions that have required universities to challenge themselves. The killing of George Floyd and the subsequent ‘Black Lives Matter’ movement have impacted all universities and required leadership teams to look hard and honestly at themselves, their practices and the staff and student communities they serve. It feels like this, finally, is a shift in how we work to truly address inclusion and ensure diversity is fundamental to how we operate as opposed to a set of criteria that need to be seen to be done.“

 

Dr Sally Jackson, Chief People Officer at Sheffield Hallam University agrees with the points made. She said, “The COVID-19 crisis produced two responses in the university. The first was to put in place an effective crisis management structure to enable incident management over the immediate to short term. This was based on a networked-teams approach, including strong cross-professional and cross-functional working and very regularly incident management meetings at both ‘gold’ and ‘silver’ level. We have deployed project managers and business analysts into many of the workstreams to ensure timely delivery. In managing the crisis, we have worked in close partnership with the other major organisations in the city, including the hospitals and public health team.

The second response was to put in place a ‘Future Strategy Group’ which worked in an agile way, meeting weekly from April to September 2020, to drive the analysis, commission work, and produce the horizon scanning and forward-thinking needed to re-set the strategic priorities for the next 2 -3 years. Through the associated delivery programme structure, we will ensure joined-up, timely and coherent organisational adaption and development.”

 

Challenges

 

Richard’s big challenge at Aston University has been to “support the changes brought about by lockdown and subsequent restrictions while being subject to them. HR and OD delivery pivoted to online delivery literally overnight and have since been developing a process to enable them to better be completed online. For instance, we have moved from a physical reception to online bookings and begun implementation of a service desk solution. “

Transitioning to remote working has been a huge challenge for many businesses and was the case for Magi Hoppitt at Coventry University. “Our response included increased cross-organisational working and emergency planning, regular, increased communication, a focus on staff wellbeing and significant policy development to adapt to the changing requirements. Being remote brings about so many issues that need dealing with – and the physical distance within teams causes extra strain.”

Most agree it would have been difficult to have anticipated the scale or duration of the crisis back in March, it was completely unprecedented, so you do have to learn as you go. “With hindsight we would have taken longer to think things through as we undertook a number of activities/initiatives that we had to either redo or were wasted effort due to government changes – but we couldn’t have known that at the time.” Magi Hoppitt

“In terms of what we would do differently I will say ‘nothing’. The reason for saying this is not that we’ve done everything perfectly, but what we have done well is learn, iterate fast and be agile. This period of time has presented a range of adaptive challenges where we haven’t been able to pull ready-made solutions off a shelf. Instead, we have had to work collaboratively, within and outside HR, to understand what is happening and move quickly to implement solutions while being sufficiently fleet-of-foot to learn and change direction based on the learning.” Richard Billingham.

The general consensus from all universities is that timely and clear government decisions making would have made the crisis management easier. IT and infrastructure are also a big concern to give time to plan and transfer to online, remote working.

At Sheffield Hallam, the good resilience from IT infrastructure made the transition to remote working, teaching, and learning much easier than it could have been. Sally Jackson, “If we had been slightly further ahead with our rollout of laptops for staff before the crisis begun, this would have eased the very immediate pressure in March – however this was overcome with time. We have been frustrated at times by the limitations of an estate not built for social distancing. We have also been frustrated by changing or very late government guidance. Timely and clear government decision making would have made the crisis management easier. Equally, an earlier understanding on the part of the government of the realities of universities who have a high proportion of commuter students, would have made things easier.”

 

Big changes

 

Peter Brook is an experienced HR Director who has been interim HRD at two universities in the past year. He thinks that “the biggest change for us is a permanent change in mindset towards home-based and remote working and an investment in hardware and systems to ensure that staff have the best possible tools for remote working. The reduced time spent commuting is a real benefit that should not be lost in the future. 

We have prepared a new flexible working policy ready to go in the new year which will mean that roles will be designated as either fully or partly available for home working, with the expectation that most roles will be delivered by a fairly even mix of office and home-based working.  Some roles will still need to be on campus all the time but, overall, this should relieve pressure on office space and enable campus facilities to be focused on the needs of students who continue to expect campus delivery of teaching and key services.

Another key change of course, is to make every one of us aware of our health and safety responsibilities and the need for a Covid-safe office and teaching environment.”

At Sheffield Hallam there has been a similar change in the last 8 months. Sally explains, “we have accelerated work already underway to move away from paper processes – from moving to fully online enrolment to virtual examination boards, from adapting our approach to extenuating circumstances to invoicing. Much of this change will be permanently adopted – some of this is unsurprising and in line with an already well-established direction of travel, but other aspects have been less expected, although welcome.

Assessment practice is perhaps one of the areas that has seen surprising successes in terms of digital practices, improving experience and efficiency alike. We have successfully revised – even transformed – a range of our “traditional” examination type assessments into new and innovative types of assessment that robustly maintain our standards while also enhancing our students’ abilities to demonstrate their learning.  This is very exciting for us and we are focused on ensuring this momentum and innovation, and not “reverting” to what are increasingly seen as more limited and limiting models of assessment.

Like many organisations, our working styles and digital skills are likely to change permanently – with a greater “normalisation” of working remotely as well as in the office. The exact balance will need further time and thought to work through; we have work underway to look at this.” 

The nature of the pandemic and ever-changing rules and regulations has enabled universities to adapt and become more agile when it comes to decision making and this has resulted in better outcomes. It has become more swift and less reliant on committee structures and communication from the Executive has become better.

At Coventry University, the introduction of the “Leadership Response Group – twice weekly tactical meetings have enabled timely responses to the changing circumstances and effective decision making.” Magi Hoppitt

 

So what have we learnt?

 

Whilst whole organisations transitioned to remote working overnight, there were gaps in knowledge and skill – particularly in technology areas. Confidence of all academic staff with online platforms and delivery was low and is still being developed. This is an area that may need further resourcing. Also, management competencies in supporting staff and managing performance effectively has been highlighted and if this situation were to continue for a much longer period, leaders and managers may need to develop additional skills sets.   

The COVID crisis continues, but positives that have been bought about include the realisation of the benefits that have come from working from home, the importance of support for wellbeing, the need to ensure digital technology is up to date and colleagues are equipped to handle it. Engagement is key to delivering a strategy and the epidemic has highlighted the huge importance, more than ever to engage and communicate – whether this is just a simple check in call with colleagues and friends or a more formalised team catch up or one to one.

How employers have supported staff over the last 10 months is something that many people are now considering and those that have been supported have a greater feeling of loyalty, whilst those that a have experienced increased pressure, without the adequate support are questioning whether they want to stay long term with their current employer.

The next few months will continue to be challenging in many ways, but there is real sense of resilience and a feeling that we are moving clear to a new dawn and the future which will look and feel much brighter.

If you would like to find out more about re:find and how we can support you and your business through these challenges then please get in touch.

James Cumming is our MD, Interim and Transformation Search specialist. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn.

This is the time for an Agile approach to the Mobility of Talent

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In our featured blog this week, Kevin Lyons shares his views on the Mobility of Talent and having an agile approach... Kevin is a senior HR professional at FTSE learning business Pearson, he has a career spanning Human Resources in leading companies and is a regular voice in media communicating his views regarding Human Resources trends and topics.

 

A fast changing and rapidly altering business reality and global economy, with shorter term challenges added to the mix, and a landscape of digital transformation, mean that all organisations must face the requirement for a workforce that is both agile and flexible. In addition, this requirement encompasses a workforce with the ability to mobilise to quickly meet business and marketplace needs, while also being able to develop the skills and capabilities that will future proof the organisation.

Talent mobility enables a business to rapidly meet requirements, and move key skills across areas and provide the routes for the talent to develop  So more than ever organisations will need to blend talent mobility with an agile approach. But how can they best do that?

At Pearson, where I work, the world’s learning company, we have developed a highly successful talent mobility programme. Based on short term secondments, we can move employees quickly across teams and divisions to meet resourcing needs, but also provide a key opportunity to develop talent, and break down silos by the sharing of knowledge and skills across the company

The programme is called Wave, and every employee that goes on a short term secondment, called a Wave, is a surfer, and joins the ranks of Wave surfers. This combination of achievement and recognition, blended with the experience of working in the new role, is developmental, and motivational and engaging. The Wave programme is also light on administration and highly agile and flexible.

This programme indicates a key direction of travel in the way that organisations meet the challenges of the evolving society and marketplace.

Traditional structures of talent acquisition and workforce planning are not rapid or nimble enough to meet today’s rapidly evolving business needs and the changing requirement for skills and capabilities. Equally traditional forms of development must be replaced by a greater emphasis towards learning through experience instead of seeing learning purely through the lens of training.

We are moving to an agile mobile approach to Talent that is fast and highly flexible, and so be prepared and ready!

 

Kevin Lyons is a Senior HR Manager for Pearson PLC. Kevin’s passion is Talent, and what he sees as the key pillars of inclusive Talent Management, Diversity & Inclusion combined with Learning & Development and Wellbeing. Kevin is also fascinated by the impact of technology on HR, organisations and wider society, and believes strongly in evidence based management. 

 

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

 

Empowering Success: The Indispensable Role of Employee Training and Development in Business Growth

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Employee Training: The success of an organisation hinges not only on its products or services but, critically, on the capabilities of its workforce.

Employee training stands as a cornerstone in fostering a skilled and adaptable team. It is ready to navigate the challenges of the modern workplace.

This blog explores the multifaceted aspects of employee training, delving into its definition. And, the necessity of a comprehensive training plan. We will also make considerations for a training budget, the myriad benefits of training, consequences of neglecting this crucial aspect. Also covered is the role of technology in training management, and the growing trend of employee self-service.

Defining Employee Training: A Foundation for Growth

Employee training encompasses a spectrum of activities designed to enhance an individual’s skills, knowledge, and competencies within their role. It goes beyond initial onboarding, extending throughout an employee’s tenure to ensure continuous development and alignment with evolving industry standards. This could include technical skills development, soft skills enhancement, and staying updated on industry-specific trends.

Crafting a Training Plan: Navigating the Path to Success via Employee Training

A structured and well-thought-out training plan serves as the compass for organisational growth. It outlines the specific training needs of employees. And it aligns these needs with organisational goals, and charts a roadmap for skill development. This not only aids in employee satisfaction but also enhances productivity and overall company performance.

The Strategic Art of Budgeting for Training

Allocating resources to training is an investment in the future of the organisation. A carefully crafted training budget considers the needs of various departments, and the costs associated with different training methods. But also the anticipated returns on this investment. It ensures that training initiatives are not only effective but also financially sustainable.

Unveiling the Why: Benefits of Employee Training

The benefits of employee training are manifold. It enhances job satisfaction and employee morale, leading to increased productivity. Moreover, a skilled workforce is better equipped to adapt to changes, fostering innovation and resilience. Training also plays a pivotal role in talent retention. Employees are more likely to stay with an organisation that invests in their professional growth.

The Domino Effect: Impacts of Neglecting Employee Training

Conversely, the absence of a robust training program can have severe consequences. It may result in a stagnant workforce that struggles to keep pace with industry advancements. In turn, leading to decreased efficiency and competitiveness. Moreover, employees may feel undervalued, negatively impacting morale and potentially causing an exodus of talent.

Technological Integration: Managing Training with Precision

The advent of technology has revolutionised the way training is managed. From booking training sessions to recording progress, specialised software streamlines the entire process. The question arises: should organisations embrace employee self-service in this realm? Allowing employees to take control of their training schedules fosters autonomy and can lead to increased engagement and motivation.

Empowering Employees: The Role of Online Content

In an era dominated by digital transformation, having a repository of online content is instrumental in facilitating continuous learning. Accessible at any time, this content can cover a wide array of topics, from technical skills to industry trends. However, the sheer volume of content necessitates a discerning approach to curate material that is relevant, engaging, and aligns with organisational objectives.

Conclusion: Investing in People, Investing in Success

Employee training is not a mere checkbox on a to-do list; it is an ongoing commitment to the growth and success of an organisation. From defining what constitutes training to embracing technological advancements, every aspect plays a crucial role. As we navigate the complex landscape of the modern workplace, one thing remains clear: organisations that invest in their employees through comprehensive training are not just preparing for the future; they are actively shaping it.

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.

Optimising team performance

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For our featured blog this week, we caught up with Dani Bacon and Garin Rouch about their new ‘distinction podcast’ series, where they are aiming to bridge the gap between academic research and management practice. The series is based on leadership and remote working and this particular podcast is on ‘optimising team performance’.

Dani was Director of People and Business services at Investors in People, but this year has set up her own consultancy business to help organisations take a more strategic approach with their people and to make their organisations more effective and human.

Garin is an organisation development consultant, he’s been running his own practice for 10 years, but has been an OD consultant for 15 years.

There are a lot of myths around leadership practice. But there is also an enormous amount of good high-quality academic research that leaders could be using in their day-to-day practice. And that HR professionals could be advising their managers to implement on a day-to-day basis as well.

In this podcast they’re looking at teams, and what leaders can do to maximise performance. Dani and Garin have identified five specific actions that you can take away to apply to your work in optimising team performance.

 

https://www.youtube.com/watch?v=GJ18v6fCT-0

 

 

If you’d like to chat with Dani and Garin more about optimising team performance, you can contact them here.

If you would like to find out more about re:find and how we can support you and your business then please get in touch.

James Cumming is our MD, Interim and Transformation Search specialist. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn.

Unlocking Opportunities: Exploring HR Jobs Near Me

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Unlocking Opportunities: Exploring HR Jobs Near Me

Why is it so hard to find HR jobs near me these days? I have been in the HR recruitment market for nearly 20 years, and this is often the first question people seem to ask me.

Whether you’re a seasoned HR professional looking to take the next step in your career or someone considering a move into this dynamic field, finding the right HR job can open up a world of opportunities.

But where do you start? In this guide, we’ll explore the ins and outs of searching for HR jobs near you, offering practical advice, insider tips, and real-life examples to help you land the role that’s perfect for you.

From understanding the different roles in HR to tailoring your application for success, we’ve got you covered.

Overview of the HR Field

Given, that in today’s ever-evolving job market, the role of Human Resources (HR) has never been more critical. Human Resources (HR) is a critical function in any organisation, responsible for managing the employee lifecycle—from recruitment and onboarding to development, retention, and offboarding.

The field has evolved significantly, with HR professionals now playing a strategic role in shaping company culture and driving business results.

Why HR is a Lucrative Career Path

HR roles offer a variety of career paths, from generalist roles to specialised positions in areas such as talent management, employee relations, or organisational development. Additionally, the rise of HR technology and data-driven decision-making has made the field even more dynamic and rewarding.

Understanding the HR Landscape and How to Find HR Jobs Near Me

Different Roles in HR

– HR Generalist: Handles a wide range of HR tasks, including recruitment, employee relations, and compliance.

– HR Business Partner (HRBP): Works closely with senior leadership to align HR strategies with business goals.

– Talent Acquisition Specialist: Focuses on sourcing, interviewing, and hiring candidates.

– Compensation and Benefits Specialist: Manages employee compensation, benefits programs, and job evaluations.

– Learning and Development (L&D) Manager: Responsible for employee training programs and career development.

– Employee Relations Specialist: Focuses on managing relationships between the company and its employees, often dealing with conflict resolution.

– Example for HR jobs near me: At companies like AstraZeneca, HR roles are clearly delineated, allowing professionals to specialise and advance in their careers.

  Required Skills and Qualifications

– Key skills include strong communication, interpersonal skills, problem-solving, and an understanding of employment law. Qualifications such as a degree in HR, Business Administration, or certifications like CIPD (Chartered Institute of Personnel and Development) are often essential.

– Example for HR jobs near me: Many HR professionals in the UK pursue CIPD accreditation to enhance their credentials and career prospects but this is not a prerequisite outside of the public sector.

Emerging Trends in HR

– The adoption of HR technology, such as Applicant Tracking Systems (ATS) like Workday, and HR analytics are transforming how companies recruit and manage talent. Additionally, the shift towards remote work has led to new challenges and opportunities in managing distributed teams.

– Example for HR Jobs Near Me: Companies like Vodafone have embraced HR technology to manage their global workforce efficiently, leveraging tools like SAP SuccessFactors.

Preparing for an HR Career

  1. Educational Pathways

– A degree in Human Resource Management, Business Administration, or Psychology is often recommended. Postgraduate qualifications and professional certifications like those from CIPD or SHRM (Society for Human Resource Management) can also be beneficial.

– Example for HR Jobs Near Me: The University of Warwick and Aston University offer specialised HR courses that are well-regarded in the industry.

  1. Building Relevant Experience

– Gaining experience through internships, part-time jobs, or volunteering is crucial. Many professionals start in administrative roles or as HR assistants to build their understanding of HR operations.

– Example for HR Jobs Near Me: A student might intern at a company like BT in their HR department, gaining hands-on experience with recruitment and employee engagement.

  1. Developing a Personal Brand

– Building an online presence is essential. Maintaining a professional LinkedIn profile, participating in HR-related discussions, and showcasing expertise through articles or blogs can help you stand out.

– Example for HR Jobs Near Me: Following HR influencers like David Green or Lucy Adams on LinkedIn and engaging with their content can increase visibility.

  1. Finding HR Jobs Near Me

– Local vs. National Job Search

– Searching locally can offer the benefit of proximity and potentially better knowledge of the job market. National searches might open more opportunities but could require relocation.

– Example for HR Jobs Near Me: Someone based in Manchester might focus on local opportunities with companies like Co-op or BAE Systems while also considering nationwide positions advertised by firms like Amazon.

 Utilising Job Boards and Search Engines

Popular UK job boards for HR roles include:

– Indeed: A global job board with extensive HR job listings in the UK. https://uk.indeed.com/

– LinkedIn Jobs: A platform that not only lists jobs but also allows for networking with HR professionals. https://www.linkedin.com/jobs/

– HR Ninjas: Part of the HR community across the UK. https://jobs.thehrninjas.co.uk/

Personnel Today Jobs

– Overview: A leading job board for HR professionals, offering a wide range of job listings across various sectors.

– Website: https://www.personneltoday.com/hr-jobs

– Specialties: HR Generalists, L&D, Talent Acquisition

CIPD Career Hub

– Overview: The official job board of the Chartered Institute of Personnel and Development (CIPD), focusing on HR roles for CIPD members and beyond.

– Website: https://pmjobs.cipd.co.uk/

– Specialties: HR Generalists, HR Business Partners, Learning & Development

The HR Director Magazine

– Overview: A specialist HR job board and career advice platform, Changeboard offers listings for HR roles and insights into HR career development.

– Website: https://www.thehrdirector.com/hr-jobs/

– Specialties: HR Managers, L&D, Talent Acquisition

Simply HR Jobs

– Overview: A job board focused exclusively on HR roles, offering listings across a range of industries and job levels.

– Website: https://www.simplyhrjobs.co.uk

– Specialties: HR Administrators, HR Generalists, HR Business Partners

Networking and Referrals

– Networking is crucial in HR. Attending industry events like the CIPD Annual Conference, participating in local HR meetups (such as Disrupt HR – which we help support), and joining LinkedIn groups can help you connect with potential employers and peers.

Working with Recruitment Agencies

Below is an extensive list categorized by specialisation, including general HR recruitment firms, executive search firms, and those with a niche focus.

Executive Search Firms Specialising in HR

These firms focus on placing senior-level HR professionals and executives.

Spencer Stuart

– Overview: A global executive search firm with a strong focus on HR leadership roles. Spencer Stuart is known for placing top-tier HR executives in FTSE 100 companies.

– Website: https://www.spencerstuart.com

Egon Zehnder

– Overview: Another global leader in executive search, Egon Zehnder has a dedicated HR practice that places senior HR professionals in leadership roles.

– Website: https://www.egonzehnder.com

Odgers Berndtson

– Overview: This executive search firm has a dedicated HR practice, placing senior HR professionals in strategic roles across various industries.

– Website: https://www.odgersberndtson.com

Korn Ferry

– Overview: A global consultancy offering executive search services, Korn Ferry specializes in placing HR leaders in top companies.

– Website: https://www.kornferry.com

Russell Reynolds Associates

– Overview: A leading executive search firm with a strong HR practice, Russell Reynolds places senior HR professionals in top leadership roles.

– Website: https://www.russellreynolds.com

General HR Recruitment Firms

These firms specialise in recruiting for a wide range of HR roles across various industries and levels.

Henlee Resourcing

– Overview: A niche HR recruitment firm focusing on interim and permanent HR roles across the South West and Midlands.

– Website: https://www.henlee.co.uk

Annapurna Recruitment

– Overview: Specialising in HR, Digital, and IT recruitment.

– Website: https://www.annapurnarecruitment.com

Oakleaf Partnership

– Overview: A specialist HR recruitment agency that focuses on mid to senior-level HR roles.

– Website: https://www.oakleafpartnership.com

Morgan Law

– Overview: Specializing in public sector and not-for-profit HR recruitment, Morgan Law offers both interim and permanent placements.

– Website: https://www.morgan-law.com

Totum Partners

– Overview: A specialist in HR recruitment within professional services, Totum Partners focuses on HR roles in legal and accountancy firms.

– Website: https://www.totumpartners.com

HR Heads

– Overview: A boutique HR recruitment firm focusing on senior HR roles in the South East and London.

– Website: https://www.hrheads.co.uk

Elliot Scott HR

– Overview: A global HR recruitment firm with a strong presence in the UK, Elliot Scott HR focuses on HR roles in various sectors, including financial services and technology.

– Website: https://www.elliottscotthr.com

Hays Human Resources

– Overview: One of the largest recruitment firms in the UK, Hays offers extensive HR recruitment services, covering roles from entry-level to senior positions.

– Website: https://www.hays.co.uk

Reed HR

– Overview: Part of the Reed Group, Reed HR specialises in HR recruitment across the UK, offering both temporary and permanent positions.

– Website: https://www.reed.co.uk/jobs/hr-recruitment

Michael Page Human Resources

– Overview: A well-known recruitment agency with a dedicated HR division, Michael Page places HR professionals in various industries.

– Website: https://www.michaelpage.co.uk

Macmillan Davies

– Overview: Specialising in HR recruitment for over 40 years, Macmillan Davies is a leading firm known for placing HR professionals.

– Website: https://www.macmillandavies.co.uk

Frazer Jones

– Overview: A global HR recruitment specialist, Frazer Jones has a strong presence in the UK, placing candidates in various HR roles.

– Website: https://www.frazerjones.com

Portfolio HR & Reward

– Overview: Specialising in HR and Reward, this firm focuses on recruiting professionals for HR and compensation roles.

– Website: https://www.portfoliohrreward.com

  1. Tailoring Your Application

Crafting a Compelling CV

– A well-tailored CV should highlight relevant HR experience, skills like employee engagement, and specific achievements such as implementing a new HR system. Quantify results where possible (e.g., “Reduced employee turnover by 15% through improved onboarding processes”).

Writing a Standout Cover Letter

– Your cover letter should be customised for each application, addressing the specific requirements of the role and how your background makes you the ideal candidate. Mention any unique experiences or certifications, like managing HR projects or holding a CIPD qualification.

– Example for HR Jobs Near You: When applying for an HR Business Partner role, discuss your experience working closely with senior management and driving strategic HR initiatives.

Preparing for Interviews

– Prepare for common HR interview questions such as “How do you handle employee conflicts?” or “Describe a time you implemented a new HR process.” Use the STAR method (Situation, Task, Action, Result) to structure your responses.

– Example for HR Jobs Near You: For a Learning and Development Manager role, you might discuss a successful training program you implemented, detailing the positive feedback and increased employee productivity as a result.

  1. Navigating the HR Job Market

  Understanding Salary Expectations

– Research salary ranges for different HR roles in your area using resources like Glassdoor, Payscale, or the CIPD Salary Guide. Be prepared to negotiate based on your experience and the responsibilities of the role.

– Example for HR Jobs Near Me: In London, an HR Director might expect to earn between £120,000 and £250,000 annually, depending on the industry and company size. Whereas, in the Midlands it might vary considerably.

  Remote Work Opportunities

– The COVID-19 pandemic has accelerated the availability of remote HR roles. Use job boards like Remote.co, FlexJobs, or LinkedIn to find these positions. Highlight your experience with remote team management or HR software that supports virtual work.

– Example for HR jobs Near Me: Companies like Salesforce and Buffer offer fully remote HR roles, often with a global scope.

 Industry-Specific HR Roles

– HR roles can vary significantly across industries. For example, HR in the tech industry might focus more on rapid recruitment and onboarding, while in healthcare, there might be a stronger emphasis on compliance and employee well-being.

– Example: A HR role in the hospitality industry with companies like Whitbread would likely focus on high-volume recruitment and employee engagement in a fast-paced environment.

  1. Beyond the Job Search

  Continuous Professional Development

– Stay updated with HR trends through continuous learning. Attend workshops, webinars, or complete online courses on platforms like Coursera or LinkedIn Learning. Consider certifications like CIPD or SHRM for ongoing professional development.

– Example: Regularly attending CIPD webinars can help HR professionals stay current with changes in employment law or the latest HR technology.

  Career Growth and Progression

– HR offers clear pathways for progression. Starting as an HR Assistant can lead to roles such as HR Advisor, HR Manager, and eventually, HR Director or Chief HR Officer (CHRO). Specializing in areas like compensation or L&D can also lead to senior roles.

– Example: A professional might start as an HR Administrator at John Lewis, progress to an HR Manager role, and eventually become an HR Director. There has been some well documented examples of this.

 Building a Long-Term Career Strategy

– Plan your career by setting short-term and long-term goals. This could include gaining specific experience, earning certifications, or moving into a leadership role. Regularly review and adjust your strategy based on industry trends and personal aspirations.

– Example: An HR professional might set a goal to become a CHRO within 15 years, outlining steps like earning a master’s degree, gaining international experience, and developing leadership skills.

  1. Final Tips of Encouragement

It is important to be persistent, focus on networking, and continuous learning in finding and excelling in HR roles. Take proactive steps, such as updating their CV or reaching out to their network.

– The job search can be challenging but staying focused and leveraging resources like your network can significantly increase your chances 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.