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.

Managing a Team when you do not have their Skills

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Managing a Team when you do not have their Skills

Managing a team whose expertise lies outside your own skill set can seem daunting. Yet, it presents a unique opportunity to lead in a way that values collaboration, learning, and mutual respect. You can easily use your strengths as a leader, even when you lack the technical skills or knowledge of your team – by following some of these simple steps:

1. Managing a Team: Emphasise Leadership Qualities Over Technical Skills:

Effective team management is less about technical know-how and more about leadership qualities. Furthermore, leadership qualities such as communication, empathy, problem-solving, and strategic thinking are absolutely critical to your role. Focus on developing those universal leadership skills. Your role is to guide your team towards a common goal, not necessarily to be the expert in the room. Managing without knowledge of the products or team tasks is normal and happens within many companies.

2. Foster a Culture of Open Communication:

Encourage open, two-way communication. Create an environment where team members feel comfortable sharing ideas and concerns. Regular team meetings and one-on-one sessions are great ways to stay connected with your team’s work and challenges. Know that by listening actively and respectfully to your team’s insights you can significantly compensate for your lack of technical knowledge.

3. Leverage the Expertise of Your Team when managing without knowledge

Acknowledge the expertise within your team. Delegate tasks to those with the most relevant skills and trust their judgement. This not only empowers your team members but also ensures tasks are handled efficiently. Recognise and appreciate their contributions, and don’t shy away from asking for their input on technical matters. Mangaging without the specific product knowledge can be an advantage sometimes too!

4. Commit to Continuous Learning:

You don’t need to be an expert, but having a basic understanding of your team’s work can be immensely helpful. Dedicate time to learn about the key aspects of their roles and the challenges they face. This shows your commitment to the team and helps you make more informed decisions.

5. Cultivate Collaboration and Teamwork:

Promote a collaborative environment where the team can work together to solve problems. Encourage team members to share knowledge and support each other. As a manager, your role is to facilitate this collaboration and ensure that everyone is working cohesively towards shared objectives.

6. Focus on the Big Picture and don’t only focus on managing without specific product knowledge

Your primary role is to align the team’s efforts with the broader goals of the organisation. Keep the focus on these overarching objectives and guide your team in understanding how their work contributes to the bigger picture. This helps in prioritising tasks and making strategic decisions.

7. Provide Clear Goals and Expectations:

To manage a team. Set clear, achievable goals for your team. Clearly articulate your expectations and how success will be measured. This clarity helps team members understand their responsibilities and work more autonomously, reducing the need for you to understand every technical detail and making managing without knowledge less of a worry.

8. Be a Facilitator and Advocate:

Your job is to remove obstacles that hinder your team’s progress and to advocate for their needs. This might include securing resources, providing training opportunities, or helping navigate organisational challenges. By focusing on these aspects, you can add significant value to your team.

Conclusion:

Being an effective team manager without having the specific skills or knowledge of the team is entirely feasible. It requires focusing on your strengths as a leader, fostering a collaborative and open environment, and continuously learning. By doing so, you can guide your team to success, all while growing and developing your own leadership skills.

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.

Exec Search Secrets: How to Perfectly Streamline Your Hiring Journey

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Having worked in the executive search industry for nearly 20 years, I have recruited for a countless number of hiring organisation’s and their application and onboarding processes have varied significantly. Here we give away some of our Exec Search secrets and our top tips for success to Streamline Your Hiring Journey. 

As the hiring process is a complex process between employers and potential employees. With so many things happening in the hiring process, it’s essential to ensure that every step is streamlined for efficiency and clarity. Let’s explore how to make this journey smoother for everyone involved.

The Application Phase: Making a Good First Impression In You Hiring  Journey

When a potential candidate comes across your job posting or is contacted by your talent acquisition team or search partner, their first interaction with your brand begins. This phase is your golden opportunity to put your best foot forward, enticing the right candidates to engage. Here’s how to make that first impression a lasting and positive one.

Clear Job Descriptions will help to Streamline Your Hiring Journey

Your job advertisement is not just a list of tasks or qualifications – it is your company’s handshake with the potential employee. Imagine entering a room and greeting someone for the first time; that’s what your job description does.

When managing an Exec Search campaign our preference is to produce a candidate pack that fully outlines the role, the businesses strategy, the culture of the organisation and any other information that might be relevant for a particular campaign or to build an emotional connection with prospective applicants.

Detail Matters in Your Hiring Journey

Every job role has its nuances, and while you don’t want an overly lengthy description, you shouldn’t be too vague either. A clear understanding of what’s expected, where this role can have an impact and an understanding of relevant spans of control, can paint a vivid picture of the day-to-day role.

Transparency is Key During Your Hiring Journey

Being open about job prerequisites from the start saves time on both ends. If a role requires certain certifications or a specific number of years in a particular domain, make it known. This ensures only qualified candidates move forward, reducing the screening burden.

Intuitive Design is key when we thinking how to Streamline Your Hiring Journey

Ensure your application platform’s layout is intuitive. Candidates shouldn’t have to play detective to find where they need to click next. Clearly labeled buttons, a progress bar indicating how much of the application is left, and concise instructions can guide candidates smoothly.

Mobile Optimisation

A significant portion of job seekers uses mobile devices to explore opportunities. If your application platform isn’t optimized for mobile, you might be inadvertently turning away potential talent. Ensure the mobile experience is as seamless as the desktop one.

Multi-format Submissions

Everyone has their preferred way of showcasing their achievements. Some prefer traditional CVs, while others might want to link to online portfolios or LinkedIn profiles. Offering flexibility in submission formats ensures you don’t miss out on talent due to platform restrictions.

Save and Resume

Life happens. Sometimes an applicant might get interrupted mid-way. Having a ‘save and resume later’ option ensures they don’t have to start from scratch, making the process less daunting.

Immediate Acknowledgment

Senior peole are busy, when managing an Executive ssearch campaign it is paramount that once a candidate submits their application, a simple acknowledgment, like an automated email, can go a long way. It assures the candidate that their application has been received and sets the tone for future interactions.

Specificity is Key in Exec Search

Instead of merely stating that you want a “qualified” individual, what does “qualified” mean for this particular role? If it’s a managerial position, perhaps you’re looking for someone with a certain amount of team leadership experience or someone who can demonstrate having built a team previously or restructured an organisation.

For a technical role, maybe familiarity with a specific software is a must or maybe not? Sometimes you can think someone might need technical expertise but maybe you are precluding better candidates by asking for system experience when it could be learnt or maybe there are more technical team members that manage the detail.

Flexibility Matters in Your Hiring Journey

While the criteria act as a guide, it’s essential to be flexible. Some candidates might not tick every box but bring other valuable assets to the table. For instance, a candidate might lack a specific certification but has hands-on experience that can prove to be invaluable.

The Human Touch

While these tools are invaluable in handling the volume, it’s essential to recognize that a resume is a nuanced document. It narrates a person’s professional journey, their challenges, growth, and achievements. Some of these intricacies might get lost if we rely solely on automated tools.

Look Beyond Keywords in Your Hiring Journey

A candidate might not have used the exact keyword you’re searching for, but they might still possess the desired skill or experience. For instance, instead of the term “project management,” a candidate might mention they “oversaw a team to deliver a project.” The essence remains the same, even if the wording differs.

Story over Structure

Some candidates might have unconventional resume structures, or they might come from diverse backgrounds where the traditional resume format differs. Instead of discarding these at first glance, take a moment to understand the story they’re telling.

For a senior appointment you might expect that the prospective appointee will be totally at ease, however, both parties will come with hopes in interview, expectations, and a dash of nerves. The interview for any Exec Search campaign needs to be thorough.

Although it’s the company’s opportunity to get to know the candidate, it is worth bearing in mind that this is a 2 way process, and given the current challenges for sourcing talent. In my mind it is worth building in an informal meeting stage early on in th hiring process to build a relationship and to engage with any prospective candidates. This stage can be decisive, making or breaking the deal for both sides…

Structured Interviews as Part of You Hiring Journey

Just as a builder wouldn’t construct a house without a blueprint, interviewers should approach this process with a clear plan. Enter structured interviews, the blueprint of effective hiring.

Leveling the Playing Field: When every candidate is posed the same questions, it ensures consistency and fairness. It negates the possibility of biases creeping in based on a candidate’s background, appearance, or other unrelated factors.

Reliability: Research has shown that structured interviews have a better track record of predicting job performance. This is because they focus on competencies and skills directly related to the role at hand.

Comparability: As all candidates answer the same questions, it becomes easier for the hiring team to compare and contrast their responses. This ensures that decisions are made based on merit and fit rather than random factors.

Multi-tiered Approach

Think of the interview process as a funnel. At the top, you have a wide array of candidates, and as you progress through the stages, you narrow down to those who align best with the company’s needs.

Preliminary Screening: Initiating the process with a phone or video interview can be a time-saver. It provides an opportunity to assess basic qualifications, communication skills, and motivation. This ensures that only genuinely potential candidates progress further.

Layered Depth: Subsequent rounds can then delve deeper into technical prowess, cultural fit, and problem-solving abilities. This step-wise progression ensures a comprehensive evaluation without overwhelming either side.

Feedback at Every Stage: After every round, it’s considerate to provide feedback to the candidate. Even if they don’t progress further, constructive feedback can be invaluable for their professional journey.

Transparent Communication

Transparency is the cornerstone of any meaningful relationship, and the employer-candidate relationship is no different in any exec search hiring proces.

Set Clear Expectations: At the start of the interview, let candidates know the structure of the process, how many rounds they might expect, and the anticipated timeline.

Honesty is the Best Policy: If a candidate is no longer in the running, it’s more respectful to let them know rather than leaving them in the dark. This not only brings closure for the candidate but also upholds the company’s reputation.

The Offer: Sealing the Deal

The culmination of the entire hiring process rests on the offer phase. It’s the grand gesture, the moment of truth. How it’s presented can be the deciding factor for many candidates.

Quick Turnaround

In Exec Search, time is of the essence. Once you’ve zeroed in on your ideal candidate, it’s essential to act swiftly.

The longer a candidate waits for an offer, the more time they have to second-guess their decision, or worse, be wooed away by another opportunity. Swift actions not only increase acceptance rates but also show candidates that you value and prioritize them.

An offer letter is not the place for vague statements. Salary details, job responsibilities, start dates, work hours, benefits, and other essential details should be clearly spelled out. This not only sets clear expectations but also fosters trust from the get-go.

Onboarding Process

The real journey begins after the offer is accepted. Onboarding is akin to rolling out the red carpet for the new hire, ensuring they transition smoothly into their new role and environment.

Afte an Exec Search campaign completes and before a new hire steps into the office, providing them with resources can drastically reduce their first-day impact. By sending over company handbooks, access to necessary software, or even a welcome video message from the team, new hires can get a sense of belonging even before day one. It’s the equivalent of reading up on a destination before embarking on a journey.

Our top tips for onboaring success

Structured First Week

The initial days of a new job can be difficult. A structured first week can make this easier to manage. Meet, Greet, Repeat: Introduce the new hire to their colleagues, not just as a formality but to foster genuine connections. Follow this with training sessions that equip them with the skills and knowledge they’ll need in their role.

Mentorship Programs

Walking into a new workspace can feel like being the new kid at school. Having a designated mentor or buddy is like having a trusted schoolyard friend showing you the ropes.

A mentor can be the go-to person for any queries or concerns, ensuring that the new hire never feels lost or isolated. Moreover, the onboarding process is always evolving. Setting up channels for new hires to provide feedback ensures this evolution is in the right direction.

Finally, by encouraging new employees to share their onboarding experiences, you’re not only refining the process for future hires but also emphasizing that their opinions matter. It’s a simple yet effective way to cultivate a culture of openness and continuous improvement.

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.

Shared Services vs. BPO – who will survive?

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Shared Services vs. BPO: There has long been an argument between Shared Services and Business Process Outsourcing (BPO) – is one better than the other? There are many factors to take into account including the business objectives, the budget available and the speed that is required for the project.

BPO is the process of engaging a third-party vendor with the right skills and resources, to carry out work on your behalf.

Shared Services relates to the creation of an autonomous business unit, based on-site, which carries out these processes for multiple functions within an organisation (HR, Finance, procurement).

The services that BPO and Shared Services provide is generally to remove manual, operational and often repetitive tasks from your everyday work.

 

Shared Services vs. BPO: Business Process Outsourcing

 

BPO is often thought to be more efficient, due to it having better systems and processes. It is frequently based offshore, so labour costs and overheads can be significantly lower than having this service in-house.

Outsourcing can often be implemented quickly and more effectively, due to the experience of the resource within these companies. The transition to an outsourced model may not offset the savings you make and the increase in the quality of the work you receive.

Feedback is often that ‘BPO can be seen as ‘faceless’ or lacking the human approach’ that people sometimes want from these services and in a world where employee engagement and experience is paramount, this can cause real issues.

Shared Services vs. BPO: Shared Services

 

Shared services can be a better solution if your needs are bespoke. BPO can often be one size fits all, and if you have requirements that are specific and processes that aren’t bog standard, then a shared services model may be the best choice.

However, the implementation of a shared services function within a business can be slow and painful. More often than not this is due to lack of experience internally to deliver this and if systems, processes and data are not clean and efficient, the service will fail.

If the service fails, it can be hugely damaging to employee engagement and if people aren’t engaged to use the service, then they will revert to old habits, rendering the service useless.

Is there a place for both when considering Shared Services vs. BPO? 

 

General consensus seems to be that in the long term, only one will survive. I think there is a place for both: if you have a high volume of standard processes which need carrying out without the knowledge of internal factors or processes, then BPO is probably for you. However, if you have unique processes and you have the time, money and resources to do this properly, then shared services is the best option.

Before you decide whether to implement a BPO or Shared Services model, it’s a good idea to do a thorough diagnostic of your business and ask yourself the following questions:

  • What is the end goal is for your organisation in changing to a new service delivery model?
  • Do you have management engagement and support?
  • Are your systems, processes and data fit for purpose?

Once you have the answers to all of these questions, you should be able to make an informed decision.

 

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 guide to our Shared Services executive search please get in contact with our Managing Director, James Cumming.

 

 

How to Navigate the Complexities of Global Workforce Management

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Elevate Your HR Game: How to Navigate the Complexities of Global Workforce Management

 

In today’s globalised world, businesses are no longer confined by geographical boundaries. Companies, whether large or small, are increasingly operating on a global scale, employing talent from different parts of the world. This trend, while exciting, brings with it a unique set of challenges for Human Resources (HR) professionals. Managing a global workforce requires more than just understanding the basics of HR; it demands a deep knowledge of diverse cultures, legal regulations, and the ability to create a cohesive organisational culture that transcends borders.

Understanding Cultural Diversity

Cultural diversity is one of the most significant challenges in global workforce management. Employees from different countries bring unique perspectives, work ethics, and communication styles. For HR professionals, understanding and respecting these differences is crucial.

Cultural sensitivity training is a powerful tool that can help bridge gaps in understanding. It enables employees to appreciate different cultural norms and work more effectively with colleagues from diverse backgrounds. HR leaders should also encourage open communication and create platforms where employees can share their experiences and insights, fostering a more inclusive work environment.

Navigating Legal and Compliance Issues

Each country has its own set of employment laws and regulations. These can range from differences in labour laws, tax obligations, and employee benefits, to specific requirements regarding data protection and privacy. Navigating these legal complexities requires meticulous attention to detail.

HR professionals need to stay informed about the local labour laws in each country where their company operates. This might involve working closely with legal experts or consulting local HR professionals who understand the regional laws and customs. Compliance is not just about avoiding legal penalties; it’s about building a reputation as a fair and trustworthy employer in every market where your company operates.

Developing a Global Compensation Strategy

Creating a fair and competitive compensation strategy for a global workforce is another challenge. What might be considered a generous package in one country could be insufficient in another. Currency fluctuations, cost of living differences, and varying tax rates all play a role in determining appropriate compensation.

HR professionals must develop a compensation strategy that is both equitable and competitive. This often involves conducting regular market research to understand salary trends in different regions and ensuring that the compensation packages offered are attractive to top talent globally.

Building a Unified Company Culture

A strong, unified company culture is the backbone of any successful global enterprise. However, building such a culture across different regions is no small feat. Employees in different locations may have varying expectations and interpretations of what the company culture should be.

HR’s role is to define and communicate a clear, consistent set of values that align with the company’s mission and goals, yet are flexible enough to accommodate regional differences. This might involve creating global initiatives that promote company values, such as diversity and inclusion programs, or organising events that bring together employees from different regions to foster a sense of unity.

Leveraging Technology for Global HR Management

Technology is a vital tool in managing a global workforce management. From HR software that automates payroll and benefits administration to communication platforms that connect employees across the globe, technology can simplify many aspects of global HR management.

Investing in a robust HR Information System (HRIS) that can handle the complexities of managing a global workforce is essential. Such a system can help streamline processes, ensure compliance, and provide valuable insights through data analytics. Additionally, tools like video conferencing and collaboration software can help bridge the physical distance between teams, promoting better communication and teamwork.

My Thoughts

Navigating the complexities of global workforce management is no easy task. It requires a blend of cultural sensitivity, legal expertise, strategic thinking, and technological know-how. By understanding the unique challenges of managing a global workforce and implementing strategies to address them, HR professionals can elevate their game, ensuring that their company not only survives but thrives in the global marketplace.

As businesses continue to expand their global reach, the role of HR will become even more critical. By staying informed, adaptable, and proactive, HR leaders can successfully navigate the complexities of global workforce management and contribute to the long-term success of their organisations.

 

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.

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Merger & acquisitions: What should HR consider?

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Merger & acquisitions: What should HR consider?

Mergers & acquisitions (M&A) are major events in the life of any company, bringing about significant changes that can impact every aspect of the business. While financials and legalities often take center stage, the role of Human Resources (HR) is equally critical in ensuring the success of the merger or acquisition. HR’s involvement can make or break the integration process, affecting employee morale, retention, and overall organisational performance.

Here are some key considerations HR should focus on during mergers & acquisitions:

  1. Mergers & Acquisitions: Cultural Integration

One of the most challenging aspects of any maergers & acquisitions is merging two distinct corporate cultures. Differences in values, communication styles, and workplace norms can lead to friction and reduce the effectiveness of the integration. HR must assess the cultural fit between the two organisations early on and develop strategies to bridge gaps. This may involve aligning company values, conducting cultural assessments, and facilitating open dialogues between employees from both organisations.

  1. Employee Communication and Engagement

Clear and transparent communication is crucial during an M&A. Employees often feel anxious about their job security, changes in roles, and how the merger or acquisition will impact their day-to-day work. HR should develop a comprehensive communication plan that keeps employees informed at every stage of the process. Regular updates, town hall meetings, and Q&A sessions can help address concerns and keep employees engaged. Ensuring that leaders are accessible and approachable is also key to maintaining trust.

  1. Talent Retention

Mergers & acquisitions can lead to a talent exodus if not managed properly. Key employees may leave due to uncertainty, fear of change, or better opportunities elsewhere. HR needs to identify critical talent early in the process and implement retention strategies such as stay bonuses, career development opportunities, and clear career pathing within the new organisation. Maintaining a focus on employee well-being and providing support during the transition is also essential to retaining top talent.

  1. Organisational Structure and Role Alignment

An M&A often necessitates changes in organisational structure, with potential redundancies or the creation of new roles. HR must carefully evaluate the existing structures and determine how best to integrate teams, align roles, and eliminate redundancies. This process should be handled with sensitivity and fairness, ensuring that affected employees are supported through outplacement services, retraining, or redeployment where possible.

  1. Compensation and Benefits Harmonisation

Differences in compensation, benefits, and reward structures can be a source of tension during an M&A. HR should conduct a thorough review of the compensation and benefits packages of both organisations to identify discrepancies and determine the best approach for harmonisation. This may involve levelling up benefits to match the more generous package or offering a phased approach to alignment. Clear communication about any changes and how they will impact employees is crucial to avoiding dissatisfaction and unrest.

  1. Legal and Compliance Considerations

HR must ensure that the merger or acquisition complies with all relevant labour laws, regulations, and M&A contractual obligations. This includes understanding the legal implications of redundancies, changes in employment terms, and the transfer of employees from one organisation to another. HR should work closely with legal teams to navigate these complexities and ensure that all actions are compliant and defensible.

  1. Change Management

Mergers & acquisitions are significant change events that require careful management. HR should take the lead in developing a change management strategy that addresses the human side of the integration. This involves preparing employees for the change, providing support throughout the transition, and fostering a culture of adaptability and resilience. Effective change management can help minimise disruption and ensure a smoother integration process.

Our Thoughts

Mergers and acquisitions are complex processes that require careful planning and execution, especially from an HR perspective. By focusing on cultural integration, communication, talent retention, organisational alignment, compensation harmonisation, legal compliance, and change management, HR can play a pivotal role in ensuring the success of the merger or acquisition.

In today’s competitive market, the companies that excel in these areas will be better positioned to thrive post-merger, creating a unified, engaged, and productive workforce.

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.

Unlocking the Secrets to Identifying, Attracting, and Recruiting top HR Talent

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In today’s fast-paced business landscape, the hunt for recruiting top HR talent has become an intricate dance between companies vying for the best candidates and candidates seeking the most rewarding opportunities.

For many HR directors, it is as equally challenging to find the right talent for their own team as it is to solve the talent challenges within their respective businesses. This has been even more pronounced in the face of skill scarcity of recent years.

In industries grappling with skill shortages, finding and keeping the right talent is a formidable task. However, by embracing innovative talent acquisition strategies, you can not only rise above the competition but also secure a sustainable pipeline of skilled professionals.

Understanding the Landscape: The Skill Scarcity Conundrum

According to a recent report by the Office for National Statistics, the UK is facing an acute skills shortage across various sectors, including technology, healthcare, and engineering. This scarcity is attributed to a multitude of factors, including rapid technological advancements, changing job requirements, and demographic shifts.

 

Want to be a Chief People Officer?

Check our our essential guide to managing your career path to becoming a CPO.

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Unveiling Innovative Talent Identification

1. Skill Mapping and Predictive Analytics

Leveraging technology to its fullest, skill mapping and predictive analytics can be potent tools. Platforms like LinkedIn Talent Insights enable HR directors to map skills supply and demand in real time.

By anticipating skills shortages, you can proactively tailor your recruitment efforts.

We recently wrote an article on data analytics which gives some tips and advice which you can find HERE

2. Reskilling programs

Initiate reskilling programs for employees whose roles might be impacted by automation or technology shifts. By identifying transferable skills and guiding employees into new roles, you can prevent skill obsolescence and employee displacement.

Clearly defined career pathways that outline growth opportunities within the business can also attract top talent, knowing that their development is a priority.

3. Build your own:

Investing in the development of your current workforce is crucial. Identify high-potential employees and provide them with times for upskilling and cross-training. Not only does this fill immediate skill gaps but also boosts employee morale, engagement, and loyalty.

Offering continuous learning sends a message that your business values growth and invests in its employees’ futures.

Therefore, you could also consider collaborating with educational institutions to develop specialised training programs can help bridge the skills gap. By tailoring education to industry demands, you can ensure that graduates possess the skills necessary for immediate employment. Initiatives like apprenticeships, internships, and partnerships with universities can create a pipeline of skilled workers who are ready to contribute from day one.

Navigating the Attraction Odyssey

1. Personalised Employer Branding

Similarily, when recruiting for HR talent, crafting a compelling employer brand that resonates with your target talent pool. To confirm this, a study by Glassdoor revealed that job seekers are 3.5 times more likely to apply for a job at a company with a strong employer brand. Showcase your company’s culture, values, and career growth through story telling.

2. Flexible Work Arrangements

The pandemic has underscored the value of flexible work arrangements. A survey by McKinsey & Company found that 58% of employees consider flexibility as a top consideration when job hunting. Offering hybrid or remote work options can attract top talent seeking a work-life balance.

Anchoring Talent: Retention in Skill-Scarce Environments

1. Continuous Learning Ecosystems

Investing in continuous learning opportunities, can foster employee growth and loyalty. Establish mentorship programs, provide access to online courses, and encourage skill development to combat skill obsolescence.

In addition, when recruiting for HR talent, most great candidates will have multiple offers and will want to join the business that gives them the most opportunity to learn and develop.

2. Inclusive Work Cultures

Diversity and inclusion go hand in hand with talent retention. A study by Deloitte found that inclusive companies are 1.7 times more likely to be innovative leaders. Prioritize an environment where all voices are heard and ideas are valued, creating a sense of belonging.

Final Thoughts about Recruiting Top HR Talent

As an HR director, the path to overcoming skill scarcity and thriving in a competitive job market is not a solitary journey. By embracing a holistic approach that combines education, training, remote work, and inclusivity, companies can pave the way for a brighter future.

However, we recognise that this can take time to implement, especially when searching for top-tier professionals in highly competitive talent markets. This is where our expertise at re:find steps in. With a proven track record of successfully identifying, attracting, and placing exceptional candidates in skill-short industries, we understand the challenges of talent acquisition.

Our dedicated team possess the insights and connections necessary to navigate the ever-evolving landscape of executive search. Leveraging our extensive network and industry knowledge, we excel at uncovering the hidden gems, the HR superstars who possess the unique blend of skills, experience, and cultural fit that your organisation requires.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been hiring HR talent 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 central government executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Workplace Flexibility: Is It Worth the Effort?

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Workplace Flexibility: Is It Worth the Effort?

In today’s evolving work environment, many companies have embraced flexibility as a core component of their employee experience. However, some organisations have been slower to adopt these practices, raising the question: Is workplace flexibility truly beneficial, or does it create more challenges than it’s worth?

What Is Workplace Flexibility?

Flexible working refers to any work arrangement that allows employees to tailor their work schedules or environments to better suit their needs. This could mean working from home, having flexible start and finish times, or even job-sharing.

Despite its growing popularity, research highlights a disparity in how flexible working is implemented. For instance, a recent HR Magazine article revealed that men typically enjoy six hours of flexible working per week, while women only receive three. This discrepancy raises concerns about equality in the workplace and highlights the need for more inclusive policies.

The Case for Flexible Working

With the rise of Generation Y, who prioritise work-life balance and value working to live rather than living to work, the demand for flexible working arrangements has increased. Here are some of the key benefits:

  • Increased Productivity: Employees often perform better when they have control over their schedules.
  • Improved Morale: Flexibility can boost employee satisfaction and happiness at work.
  • Enhanced Work Enjoyment: Employees are more likely to enjoy their work when it fits around their personal lives.
  • Better Work-Life Balance: Flexibility allows employees to manage their personal and professional responsibilities more effectively.
  • Reduced Tardiness: Employees can start work at a time that suits them, leading to fewer late arrivals.
  • Stronger Employee Loyalty: Companies offering flexibility are likely to see greater loyalty and commitment from their employees.
  • Lower Employee Turnover: Flexibility can reduce the risk of employees leaving for more accommodating employers.
  • Reduced Burnout: Flexible arrangements can help prevent employee burnout by allowing for better stress management.
  • Decreased Commuting Stress: Less time spent commuting reduces fuel costs and stress, leading to happier, more focused employees.
  • Lower Office Costs: With fewer employees needing to be in the office, companies can save on fixed office expenses.

The Drawbacks of Flexible Working

However, flexible working is not without its challenges:

  • Not Suitable for Everyone: Some employees may struggle with the lack of structure.
  • Managerial Challenges: Managers may find it difficult to adjust to or monitor flexible working arrangements.
  • Blurred Work-Home Boundaries: Employees might find it hard to separate work from personal life when working from home.
  • Monitoring Work Output: It can be challenging to ensure that employees are actually working when they’re not in the office.
  • Potential for Abuse: Some employees might take advantage of the flexibility, leading to decreased productivity.
  • System Limitations: Businesses must ensure they have the right systems in place to manage a remote or flexible workforce effectively.

The Future of Workplace Flexibility

At first glance, the benefits of flexible working seem to outweigh the drawbacks, which explains why many forward-thinking companies have already adopted this approach. However, for organisations that have yet to embrace flexibility, the transition can be daunting. Resistance to change and a preference for traditional work practices are common barriers.

Nonetheless, the tide is turning. As older generations retire and younger, more flexibility-driven employees enter the workforce, the adoption of flexible working is likely to increase. Companies that adapt quickly to this shift will position themselves as employers of choice, attracting top talent in a competitive market.

In the emerging ‘gig economy,’ the businesses that thrive will be those that understand and implement workplace flexibility effectively. These organisations will not only win the war for talent but will also build a resilient, future-ready workforce.

If you’d like to explore how flexible working could benefit your organisation, feel free to reach out to me at James@refind.co.uk.

For more information about James Cumming, our change and business transformation specialist, click here.

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

There is no single “cut and paste” solution for go-live success since each company has its own culture, its own spend budget and change readiness agility. There are certainly some common factors if applied with the correct level of dedication and follow-through, which can make a great difference to the speed of implementation and effectiveness of your transformation.

In this installment of In:site we speak to Simon Brown.

Simon is a veteran of six end-to-end Transformation and Shared Services Programmes (since 1996). Simon often gets asked: what works best, what advice would you give?

However, Go-Live is that high profile moment when you turn all the thinking, planning, blood, sweat and tears of knowledge transfer, including the processes which you lift and shift or lift and transform, into a new operational model. A model which the customers can see, feel, touch and truly experience. It’s similar to opening a store or restaurant and suddenly your customers are ready to consume your products and services and give you feedback on what they did or didn’t like.

So here are my 10 top tips for Transformation Go-Live Success:

1. Begin with the end in mind for go-live success

Establish a visual blueprint of your future organisation, your Target Operating Model, otherwise it will be difficult to achieve go-live success. Be clear on the deliverables and desired outcomes. As well as the measures of success in terms of operational effectiveness, customer satisfaction and cost efficiency. Define and agree these upfront with your key stakeholders. Plan ahead and get answers to these points before you get sucked into the doing mode.

2. Create a compelling vision to move forward

By working together on the design team and actually articulating the vision by physically drawing a tableau to describe your future state, you are creating something which you can show and share with others to get them involved and engaged. A picture is worth a thousand words: it draws people in, starts a conversation, creates meaning and a dialogue for change. Hopefully, it also provokes a response and creates an emotional reaction. So to gain momentum to move forward we need to create a compelling vision, a good story, something to believe in, to follow and to become part of.

3. Engage your key stakeholders early and enlist business “change champions”

Before you start to implement your new ways of working, be sure to get real supporters from the business on your side. Change champions are leaders and role models. They are well respected by other managers and thus engender + enable peer and cascade credibility to the transformation story. Identify and enlist “change champions” who can talk positively about the benefits of self-service, portal and system technology. This will allow HR business partners to actually spend more time supporting the business agenda and less time as a pair of hands on administration.

4. Align Systems with Processes

Generally, alignment is the key word. Alignment of activities, sub-projects and work-streams are key to the successful implementation + end user digestion of the transformation and changes to the ways of working. Having a clearly coordinated and well-structured Project Management Office with a well-bundled communications plan can really help to present the transformation as one initiative, not a thousand unrelated busy tasks. Just like the air traffic controller the role is to ensure that planes take off and lands safely at the right time in the right place.

Align Process + System
System design and implementation and process design and implementation need to happen in parallel, to be aligned. You can’t implement a system without a clear and consistent set of global processes, and global processes will only work if the system enables the necessary transactions.
Roles and workflows must be defined and aligned. One without the other = an unholy and costly mess and lots of re-work.

Align Portal with People
Think about what is relevant for the end user when designing your intranet portal. Ensure navigation and access to information is simple and easy. Use a search engine with keyword enquiry. The most frequently asked questions that employees normally ask are the ones to ensure you have written good content answers for on the portal. Keep these answers up to date, relevant and fresh and you will save everyone time.

5. Hire an HR Shared Services Team Director and Team Leader EARLY

Sadly, all too often companies make the mistake of leaving it until their new HR Service Centre is up and running before hiring the HR Service Director, and team leaders this can have a major impact on go-live success. It is a mistaken belief that it is costly to hire these roles early. Particularly if they are an additional cost to a headcount not yet saved elsewhere in the organisation.

My counter proposal is to hire these pivotal roles early. Go-live success if pivotal to select those who are change agents, good at stakeholder engagement + employee relations, and particularly strong on the delivery of customer service satisfaction: the most important metric there is! Make them part of your pre Go-Live project team, conducting knowledge transfer, engaging early with key stakeholders and hiring the team. If they are involved in this it will build a stronger psychological contract and a vested interest to build the best team, the best processes, lay the best foundations for the new house right from the start. That’s actually cost effective!

6. Be clear on HR roles for the new HR Model

The HR Community will have one question on their mind as you announce your HR Transformation program: What’s in it for me? Behind that question lies their hierarchy of needs: What happens to me, when, what are the opportunities/options for me, and what if there are no opportunities for me? Don’t pretend that these questions can remain unanswered. Don’t leave the elephant in the room unannounced. Don’t lose trust. Acknowledge that their questions are relevant and real. Be honest.

You may not have all the answers yet but do your best to outline the road-map and the 3 routes to be taken:
a – you can be selected for a role in the new model,
b – you can grow your CV in change and project management,
c – there is no clear role yet defined that we can see for you.

However, if you stay and help with knowledge transfer, a fair and respectful package and support will be there for you if ultimately no suitable roles match for you.

7. Change Management is Key

Don’t underestimate change management or the time it takes for go-live success. Give quality time to this. Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept and at first, it seems just a concept, a rather uncomfortable concept. Until people see how it works for them. There is a change for line managers to become more empowered and empowering as People Managers.

Have the courage to spend time with HR to help them through their personal transition. They need to accept that the change must come from them.

8. Rule of 8: communicate, communicate, communicate

In turbulent change, you can never over communicate, especially if you want consistent go-live success.

When the game is changing, the old rules and framework will not be the same anymore, this is where you have to help the team to take it all in and to adjust to the changing environment. People often don’t hear, and sometimes don’t want to hear, the first message of change. They just don’t take it in. So say it again and again and again but with the same core message. Repeat it 8 times or more, nearly everyone will hear it, internalises it and recognises it as their new terms of reference.

9. Think of knowledge transfer as a joint project team

For go-live success, create a project management team mindset with a clear charter and purpose. It’s about collaboration, it’s not about wanting to let employees in that country down. This approach sets up conditions for success.
Spend time and money doing as much face-to-face/voice-to-voice knowledge transfer and training as you can. It’s about giving and receiving the gift of knowledge and it can actually be a reward for an employee to get the opportunity go to another country to do this.

Steer clear of any connotations of “taking over”, “raiding their brains”, “us and them”. They set an unhealthy atmosphere for the project and must be confronted early if they arise.

10. Go-Live is just the start!

Check that the new roles, systems and processes are working, especially beneath the surface. Ensure that people are trained for their new roles and that they have actually made the behavioural transition from old state model to new state new model and new actions.

Actions are everything. Read verbal and non-verbal signs. Praise adoption and good examples of the new ways of working. Encourage customer feedback on the service and be quick to improve the service where needed. Nip the bad habits in the bud and the signs of old ways of working via firm, constructive feedback with SMART examples.

Take time to positively celebrate Go-Live day with a drink and a cake as a milestone achieved. It marks the end of the beginning; the start of a new life-cycle of continuous operational excellence.

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

To discuss further, you can email me on James@refind.co.uk.

You can view more about James Cumming our change and business transformation specialist here.