Demystifying automation: Incredible Secrets to Getting Automation Right Every Time

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Demystifying automation

Our featured blog this week is from Francesca Valli – enterprise transformation delivery expert. She owns and runs a management consultancy called Chrys, helping organisations to change – without all the complexity. She has helped organisations deliver the transformation and secure multi-£m returns on IT investment. In this article we discuss Demystifying automation, change projects and specifically demystifying it.

So, tell us about your expertise in demystifying automation?

Recently, I have obtained certification from the London School of Economics and Political Science on ‘automation: implementation in business’. The course of studies explored the strategic deployment of automation technologies in order to secure business value. What I have learnt on the course aligns with my experience and two of the key teachings are – the implementation of automation must be aligned to business strategy and change management is essential for implementation and adoption. Both messages were supported, in the course, by a theoretical framework punctuated by the interventions of business leaders whose automation experience warned of the perils of disregarding both.

What do you mean when you say, demystifying automation?

Automation technology is beneficial and inevitable, as digital increasingly drives economic growth and societal transformation – demystifying automation is important but in the final analysis, it is just that… technology. I will describe its key features in a simple way. Demystifying automation and change is brought about by the collaboration between people, in projects, IT, business operations, with a common objective, supported by shared tools and practices that drive alignment and delivery. I will point, here, to those tools and practices that foster the collaboration making the path to change infinitely smoother. We make change so difficult. It isn’t and it shouldn’t be. Automation does not change this.

The automation technology world

The ‘automation of knowledge work’ is a technological development gathering speed under our eyes. It refers to the use of computers to perform tasks that require expertise previously belonging exclusively to humans.

Whilst we are familiar with the automation of assembly lines, with its futuristic robots populating manufacturing plants, what I describe here is not the automation of production but the automation of services. 

There are two service automation technologies available to the enterprise:

  1. Robotic Process Automation
  2. Cognitive Automation.

Artificial intelligence, specifically the so-called ‘strong’ AI, a technology aimed at achieving parity with humans, in all its complexity of awareness, understanding, reasoning, decision, action, is not present in the enterprise and we may be decades away from it – if we were ever to get there. This is not just a theoretical debate. Amongst other things, knowing the difference between RPA, CA, AI brings the CXO to a level playing discussion-field with software vendors – and it enables them to support leadership and teams along the automation journey.

Robotic Process Automation (PRA)

RPA is the use of software to automate processes and tasks, in the enterprise, previously performed by employees. It is suited to high volumes of transactions of a low complexity calibre. It is the most appropriate – and fastest – at repetitive tasks.

‘Desktop’, ‘Enterprise’ ‘Cloud’ are the various types of RPA deployed according to enterprise scale and requirements. A ‘desktop’ RPA can be configured by an able user, its technology non-invasive and easily mastered. ‘Enterprise’ RPA needs to be configured and installed by IT professionals, given its likely interfacing within an existing IT infrastructure. ‘Cloud’ RPA is easier to deploy, maintain and scale, in line with cloud technology, plus, it can ‘learn’ from the other robots in the cloud.

From a data perspective, RPA uses, as input, ‘structured’, ‘labelled’, data (think data in a spreadsheet) and, according to pre-set rules, processes that data to produce an expected outcome (‘given A, then B’).

RPA is typically deployed in a back-office context. Think accounts departments’ employees checking payable or receivable balances and transferring the information thus retrieved to a different application. Think insurance employees processing premium renewals. All these repetitive activities, when not complicated by exceptions, can be processed by RPA. An RPA ‘robot’ then is nothing other than the software license needed to carry out these activities, nothing fanciful – or intelligent, in a human sense, there. Seen in this light, RPA technology frees employees to carry out added-value activities, whilst the robot carries out the repetitive, mindless ones, effectively ‘taking the robot out of the human’).

Cognitive Automation (CA)

 CA is the use of software to automate complex processes and tasks also previously performed exclusively by employees. Unlike RPA, CA is more appropriately suited to complex, low volume transactions. Demystifying automation:

From a technology perspective, CA uses algorithms, intelligent instructions to process both ‘structured’ or ‘unstructured’ data (images, voice) to produce probabilistic outcomes (‘B is more likely given A’). The main CA tools are computer vision (including image processing), natural language processing (NLP) – and more, by the day, digital development and imagination knowing very few boundaries. CA is suited to finding patterns among large volumes of data. Because of ‘machine learning’ capabilities built into the software, CA can ‘learn’ by comparing expectations to results, improving performance over time. However, whilst CA does interact, intelligently, with rules in order to interpret data and complete tasks, CA is still not an artificial intelligence system.

CA typical deployment context is the front-office. Think chatbot assistants deployed in those customer-facing environments we are familiar with, from our own online retail – or banking – experience, all underpinned by CA. Think the virtual agents, such as IBM Watson, Expert System Cogito, IPsoft Amelia, used to engage with customers and employees and that can respond to chats, adapt to detected emotions and execute tasks identified during the chat itself, thanks to memory capabilities (unlike Siri, our phone-residing assistant, who can only respond to simple requests (input) with simple responses (outputs), having no memory or understanding of context).

Where is automation in business heading?

In 2018, the combined service automation market was estimated at US$ 4.1bn, with a predicted rise to US$ 46.5bn in 2024 (8). In a Sep 2020 press release, Gartner predicts that, despite the economic pressures due to COVID-19, the RPA market is expected to grow at double-digit rates through 2024. Indeed, COVID-19 and the ensuing global recession have increased interest in RPA with 90% of large organisations having adopted RPA by 2022, as they look to ‘digitally empower critical processes through resilience and scalability while recalibrating human labour and manual effort’. CA is still a somewhat new technology, with organisations needing to make relatively novel decisions as to its applicability and role within the enterprise. A positive outlook on CA investment comes from IPsoft Amelia’s AI-Powered Telco report on how the telecom industry is using automation to transform operations, forecasting a market size of US$ 36.7bn, annually, by 2025.

And how do you avoid costly mistakes?

For an organisation demystifying automation is important to prosper in digital times, a CEO must put in place the two success elements for the implementation of automation, namely, strategy alignment and change management.

It is my profound belief, developed in two decades at the coalface, that change – of the extensive type brought about by a new target operating model, a new ERP, a new enterprise architecture – is ultimately about the collaboration between people, in projects, IT, business operations, aimed at a common objective, supported by common tools and practices that form a coherent structure aimed at achieving the transformation.

Out of the universe of change methodologies, I have come up with a combination of business-focused tools and practices, based on my best work. These tools and practices, practical, scalable, easily embedded in a project delivery structure, give the business operations teams a voice and create a collaborative, dynamic culture which, not least, will facilitate the understanding of the benefits and the useful application of automation. It is within this collaborative culture that people can be educated to operate in an environment where automation may be the norm and where people’s fears of losing their jobs to machines can be addressed.

About us

Francesca helps organisations navigate change – she believes projects of transformation fail because business change practices are inexistent, governance is weak and the mechanics of the delivery malfunctioning. She has many years’ experience in transformation, so if you’d like to speak to her, contact her here.

For a deeper exploration of tools and practices for effective business transformation, download the playbook Demystifying Change.

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

Everything you need to know about resilience

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Our feature blog this week is from Fran Costello, she runs a business called Aha Moment. Fran is an organisational psychologist and resilience expert, here she gives us her advice on resilience and what it is in reality.

Is the word resilience overused?

As resilience has no operationalised definition it’s difficult to say categorically what it is, but it’s recognised as dynamic process between risk and protective factors, i.e. the ability to bounce back from adversity and maintain normal functioning in adverse conditions. Through the enhancement of protective factors, individual cognitive and emotional ability can be strengthened to mitigate trauma and can have a huge impact on subjective wellbeing, psychosocial ability and performance energy levels.

What are protective factors?

Change agility

In developing greater workforce agility or adaptive capacity, organisations can manage both moderate and rapid change and experience competitive advantage. Modern organisations require a flexible base that can adapt quickly to customer need and organisational change. In understanding change readiness, by sharing understanding and knowledge that prevents individual agility, organisations can deal with change in a more positive way.

Physical Energy

The enhancement of physical resilience falls into three categories: sleep, nutrition and exercise.

  • Sleep

Chronic sleep deprivation creates increased blood pressure, cortisol, insulin and proinflammatory cytokines leading to depressive symptoms affecting mood and wellbeing. A direct correlation has been found between improved sleep and physical and emotional wellbeing, achieving rapid eye movement sleep increases the ability to recover from stress and trauma. The loss of just one night’s sleep can result in compromised emotional regulation.

  • Nutrition

Nutrition affects both physical and cognitive performance, resilient people have healthier dietary habits including eating more fruit, vegetables, fish and dietary fibre than those who have lower resilience levels. Diets rich in saturated fats, refined sugars, animal products, low vegetable and fruit consumption have a negative impact on cortisol levels, micronutrient interventions which include greens, beans, fruit, protein foods, seafood and plant proteins, fatty acids and refined grains are found to reduce stress and anxiety in positively affecting cortisol levels.

  • Exercise

Active people have greater resilience than those who lead a sedentary life, have less stress and improved mental health. Physical exercise is a protective factor with an effect on overall resilience, research shows that exercising just once a week has an outcome of decreased emotional stress, and has a neurotrophic factor protecting the neurons in the striatum and hippocampus.

Emotional

Emotional intelligence (EQ) is the ability to perceive, access and generate emotion, have clarity in thinking and regulate and reflect upon emotions allowing motivational and intellectual growth. Emotional intelligence is highly correlated with individual advancement within organisations and individuals with highly developed emotional intelligence are found to have higher resilience and motivation levels when under pressure

Multitasking

Multitasking has been found to have a direct negative influence on the retention of information and working memory (WM) and this has been found to be greater in older adults, (those over 30) integration recovery failure manifests in the inability to dynamically switch between functional brain networks, losing approximately twenty minutes  each time we try to change tasks. In focusing on key tasks and staying with them until competition our mental resilience builds as perceived work overload decreases.

Inner Voice

Our inner voice, inner speech or verbal thoughts are essential to thinking, self-awareness, self-regulation, problem solving, motivation, calculation, memory and cognitive tasks occupying a quarter of humans waking life. However, this internal commentary or dysfunction of inner speech is identified as a risk factor for depression, anxiety and mental resilience levels.

A direct link has been found between increased executive functioning and self-regulation of thoughts, negative inner speech impairing performance and controlled inner speech enhancing mental resilience.

Purpose in Life

An association can be found between individuals understanding their purpose in life and reduction of age-related conditions such as stroke, disability, and cardiovascular events. Purpose in life is also regarded as a protective factor against biological risks such as inflammatory markers, cognitive aging and dementia. Higher purpose in life scores correlate positively with increased executive function, memory and cognitive performance across the full adult population acting as a protective factor against stress.

Recovery

Recovery in all dimensions, agility, physical, emotional, mental, spiritual and recovery are dependent on the creation of new individual habits. Habits are defined as actions that are triggered in response to contextual cues associated with performance. Making one small change can increase overall resilience, whether focusing on how we feel during change, getting the right information and help, moving towards a better diet, exercising more, sleeping well, stopping multi-tasking and controlling the voice in our head, choosing to use our respons(ability) (EQ), or thinking about our purpose in life, can have a significant impact on protective factors that enhance our overall resilience.

Fran Costello is an organisational psychologist and resilience expert, she works worldwide delivering resilience and behavioural change programmes increasing personal and organisational performance, diagnosing, designing, delivering and embedding organisational change. You can find out more about what she does on her website.

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

EVP V Brand: which one wins?

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EVP V’s Brand: EVP stands for Employee Value Proposition, while brand refers to a company’s overall reputation and identity. Although there is some overlap between the two concepts, they focus on different aspects of an organisation.

EVP refers to the unique set of benefits and rewards that an employer offers to its employees in exchange for their skills, capabilities, and contributions. It encompasses the value an employee receives from working at a particular organisation. EVP includes factors such as remuneration, benefits, work-life balance, career development opportunities, company culture, and the overall employee experience. It is primarily targeted at existing and potential employees and aims to attract, engage, and retain talent within the organisation.

Brand represents the overall perception and image of a company or product in the minds of its target audience, including customers, employees, investors, and the general public. It encompasses various elements such as the company’s mission, values, reputation, visual identity (logo, design, and branding materials), messaging, and customer experience. A strong brand establishes trust, communicates differentiation, and influences purchasing decisions. Branding efforts are focused on creating a distinct and recognisable identity that resonates with the target market.

The key difference lies in the target audience and the focus of each concept. Both EVP and brand are essential components in building a successful organisation, as they contribute to attracting top talent and establishing a positive reputation.

Why do EVP and brand sometimes cause confusion?

EVP V Brand: EVP and brand can sometimes be confused or intertwined because they both play a role in shaping the perception of an organisation. Here are a few reasons why they might get confused:

  • Shared elements: they can have common elements, such as company culture and values. They both need to align with the organisation’s mission and values to create a consistent and authentic image. For example, if a company claims to value work-life balance in its brand messaging but does not offer flexible working arrangements as part of its EVP, there would be a disconnect.
  • Employee as brand ambassadors: Employees are an integral part of a company’s brand. Their experiences and perceptions of the organisation can influence how they represent the brand externally. A positive EVP that fosters employee satisfaction and engagement can lead to employees being enthusiastic brand ambassadors. Conversely, a negative EVP can result in disgruntled employees who may not promote the brand positively.
  • Employer brand: Employer branding focuses on positioning the organisation as an attractive employer and creating a positive reputation in the job market. It encompasses both the EVP and the external perception of the company as an employer. The EVP plays a crucial role in shaping the employer brand by defining the unique benefits and value proposition for employees.

EVP V Brand: Why is EVP important?

In today’s competitive job market, organisations need to differentiate themselves to attract and retain skilled and high-performing employees. A compelling EVP helps to showcase the unique benefits, opportunities, and overall value that an organisation offers to its employees. It gives potential candidates a reason to choose one company over another and can increase employee loyalty and commitment.

A strong EVP contributes to higher levels of employee engagement and satisfaction. When employees feel that their needs, expectations, and aspirations are met by the organisation, they are more likely to be motivated, productive, and committed to their work. A well-crafted EVP can help create a positive work environment, foster a sense of belonging, and align employees’ values with those of the organisation.

As we’ve already mentioned, EVP is closely tied to the employer brand, which refers to the reputation and perception of an organisation as an employer. A strong EVP helps create a positive employer brand, which can attract top talent, enhance the company’s image, and differentiate it from competitors. A positive employer brand can also lead to increased interest from potential candidates and improved retention rates.

EVP plays a role in shaping and reinforcing the organisational culture. When the EVP aligns with the company’s mission, values, and culture, it helps attract individuals who are a good fit for the organisation. This alignment contributes to a positive work environment, collaboration, and higher performance levels.

EVP V Brand: How to go about creating an EVP

Creating an effective Employee Value Proposition (EVP) involves a strategic and thoughtful approach. Here are some steps to guide you through the process:

  1. Understand your organisation: Begin by gaining a deep understanding of your organisation’s mission, values, culture, and strategic goals. Identify what sets your company apart from competitors and what makes it an attractive place to work. Consider your company’s strengths, unique selling points, and the value it offers to employees.
  2. Conduct research: Gather insights from various sources to understand the needs, expectations, and preferences of your target employee audience. This can include employee surveys, focus groups, interviews, and benchmarking against industry standards. Explore what motivates and engages employees and what they value in their work environment.
  3. Define your EVP components: Based on the research and organisational analysis, identify the key components of your EVP. These components should reflect the benefits, rewards, and experiences that differentiate your organisation as an employer. Common EVP components include remuneration, benefits, career development opportunities, work-life balance, company culture, meaningful work, and a supportive work environment.
  4. Craft the EVP messaging: Develop clear, concise, and compelling messaging that communicates your EVP to current and potential employees. The messaging should highlight the unique value proposition your organisation offers and resonate with the target audience. Use authentic and employee-centric language to convey the benefits and experiences employees can expect.
  5. Align with organisational brand: Ensure that your EVP aligns with your organisation’s overall brand and values. Consistency between your EVP and the external brand messaging is essential to create a cohesive and authentic employer brand. The EVP should reflect and reinforce the brand promises made to both customers and employees.
  6. Communicate and promote the EVP: Effectively communicate the EVP throughout the organisation and in your recruitment efforts. Share the EVP messaging with current employees to create awareness and engagement. Incorporate it into your job descriptions, career websites, social media channels, and recruitment materials to attract potential candidates. Use various communication channels to consistently promote the EVP internally and externally.
  7. Evaluate and adapt: Regularly review and evaluate the effectiveness of your EVP. Seek feedback from employees and track relevant metrics such as employee satisfaction, retention rates, and candidate attraction. Make adjustments and improvements based on feedback and changes in the external and internal environment.

Why is your brand important?

  • Recognition and differentiation: A strong brand helps a business stand out in a crowded market. It creates a unique identity that customers can recognise and remember. A well-established brand helps differentiate a business from its competitors.
  • A strong brand builds customer loyalty and trust. When customers have positive experiences with a brand, they are more likely to become repeat buyers and recommend the brand to others. Customers are often willing to pay more for products from brands they perceive as high quality, reliable, and reputable. Brands can create emotional connections with customers and a well-crafted brand can evoke certain emotions or feelings, leading to a deeper connection between the brand and its customers.
  • Market positioning: branding helps a business position itself in the market. It allows a business to target a specific audience and communicate its unique value proposition effectively. If a brand is already well-established and trusted, introducing new products becomes easier. Customers are more likely to try new offerings from a brand they already know and love.
  • Long-term business growth: A strong brand contributes to long-term business growth. It helps create a sustainable competitive advantage and can lead to increased market share and expansion opportunities.

A strong brand can boost employee morale and pride. Employees often feel a sense of belonging and purpose when working for a reputable and recognisable brand, but this is different from your EVP. Both EVP and brand are important to business, but, in essence, EVP is about the value a company offers to its employees, while brand encompasses the overall perception and identity that the company projects to the external world. Both EVP and brand are essential for a company’s success, contributing to talent attraction, employee satisfaction, customer loyalty, and market positioning.

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 our central government executive search practice and our CCS framework please get in touch with our Managing Director, James Cumming.

Never underestimate the need to plan effectively

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Successful projects don’t just happen. They need to be managed effectively.

John Hardie, is an experienced programme, project, transformation, and change manager. Here he gives us his insights into what makes a successful programme.

A Great Business Case

Any project or programme undertaken in this climate needs to demonstrate clear business value and align with the incumbent’s vision and goals.

Benefits can be described quite simply using the IRACIS model:

  • How will this project improve our revenue, IR?
  • How will this project help us avoid costs, AC?
  • How will this project help us improve our service, IS?

Projects that fail to address these 3 simple metrics, in whichever form, suffer from a lack of purpose, leading to subdued, if any, support, from the senior team.

Great Communications

 

At the heart of every good project is a great communication plan. Everyone can draw up a standard comms model, yet it is the execution that differentiates the great from the amateur.

Mapping out benefits early, allowing the story to evolve and be heard, is key, especially on those tougher projects where staff may lose out to automation, or similar. A great comms plan will mitigate against those types of scenarios and will make delivery and your relationships reap many more benefits.

Having conversations with people, understanding their thoughts and feeling, building rapport is key to building bridges. Bringing teams, colleagues and suppliers together so they are included in the changes around them. Honest and transparent communications will break down barriers, and raise questions and answers which is how we all evolve.  And listening will help us to understand how the reader or user likes to receive their communications.

Communicating a single story that’s consistently communicated from top to bottom, avoids the trap doors that could materialise in the project.

Super Sponsors

Having great sponsors can be the ‘make or break’ for any project, and it’s key that they are invested in the project, that they are engaged for the duration, and have multiple channels where their input can be gathered, outside of any scheduled meeting. They will have significant pressures on their time, and if you can lighten the load in any way, it will be appreciated.

It’s worth remembering it’s the sponsors who give the project the authority to act, keeping them close is essential, allow them their voice, they will act as ambassadors, and be honest, good or bad, the sponsors are senior members of the business team for good reason, experience, and it’s a well that you can drink from in the time of need.

With sponsors, it’s key to remember the old adage. ‘You’ve got two ears and one mouth, try to use them in that proportion.

Positive Business Engagement

Having clear objectives, a great communications plan, and super sponsors allow the project to engage with the business, providing a baseline for positive engagement.

Tell people what you’re doing, and why you’re doing it, your kick-off meeting should include as many people impacted as possible.

The more people you engage with, the greater the empathy and understanding between teams and about the project. The hope is that this means less friction along the way.  Good leadership is always shown by example.

And, don’t forget, in order to build rapport and strengthen relationships, stay in touch and build consistent interactions to gain trust with those involved.  Remember the trust equation – the three formulas that build trust are credibility, reliability, intimacy = Trust.

So trust the message, listen carefully, understand concerns, help where you can, even when it’s not directly connected to the projects, one of the benefits of building a trusted relationship is that people will come to you to assist in items outside the direct scope, look upon this as an opportunity, not a chore, embrace it, and you’ll reap the rewards.

Embrace Supplier as Partners

I find this all too obvious, a large client and a small supplier can cost the small supplier money, with unplanned delays. Equally a larger supplier and a small business can leave the smaller company out on a limb, as other larger clients demand resources.

Unfortunately, I have seen too many projects fail when size is not taken into consideration. Small suppliers are required for their innovation, equally larger suppliers are required for the maturity of their products, and if this difference is recognized and a partnership model is embraced, things can thrive.  Clearly, these differentials must be recognised and addressed and held in place, if need be, with SLA’s for both parties to sign-up for and to.

The key is honesty, recognise the respective sizes and how best form a relationship, smaller suppliers will sometimes require support, while larger suppliers, through no fault of the staff on the ground, may have burdensome processes to follow. Recognising, this disparity and having mechanisms in place, that allow peer-to-peer relationships to build, which will then become partnerships.

A Clear Set of Objectives

Having a scope document, or PID, Charter, Mandate, whatever you choose to call it, is key. It needs to be challenged, using the benefits model, IRACIS, to ensure you’re doing work that has value and adds value to the business.

Further, the scope document needs to have an agreed phasing. if you’re in an iterative process, these could be Sprints in the Agile world, then it must include measurable and attributable outputs for each phase: e.g. the new infrastructure will support the extended commercial footprint, moving from 1000 users to 2500 users.  For example, we have an early test case, in fact, the Scope document should be the place from where the test cases are generated.

Change Management

Every project will deal with change management.  Put simply, there must be a mechanism to control and manage change, with teams on the ground, stakeholders and suppliers.  And even manage cost-cutting across projects if need be. Remember, when engaging with suppliers, their commercial health depends on a reasonable and fair approach to change management.

Too many companies try to adhere completely to the legalese within a contract, to bind a supplier. Hopefully, most sensible suppliers would walk away from these entrapments.  It’s a good idea to adopt the ‘is this reasonable’ approach, and can we work together to overcome this difficulty.  Sometimes when time is pressing, we must ask ‘what can I leave out?’.

Change will happen, perhaps a change in priority, a funding cut, a key resource leaves the project, pressure on the schedule. One thing is sure, and change is inevitable, agree how these changes will be handled, try to avoid onerous, multi-level approval protocols, empower the PM with support from the PMO to authorise local changes, but be ready to deal with it.

Planning

One assumes you have a working plan, which appears achievable at the outset, too many projects suffer from ‘Heroic Failure’ syndrome.

Plans need to be honest, practicable, resourced correctly, have their dependencies and assumptions built into the schedule.  They must be able to accommodate the arrival of risks, both known and unknown, and schedule time for issue resolution, which will come up, like it or not. Mitigation is key, alternate pathways are essential, a plan B, so to speak.

False optimism has killed and derailed many well-intentioned projects. Too many plans are based on optimism and hope, and not based on the reality of the work ahead. Again, to paraphrase ‘Plan for the worst, and Hope for the Best’, make sure you have it covered. Don’t commit to schedules that don’t make sense, when resources are stretched. You will end up defending an ever-tightening noose.

If you are given an unreasonable schedule, then use the MVP model, or minimum viable product or delivery, as the initial goal, using a work prioritisation key to determine any future stages.

John Hardie brings 30 years of experience across a range of industries from software development to large scale transformational change​ focussing on business outcomes, delivering value-based benefits using empirical evidence as a baseline, with the programme, change and transformation experience delivering effectively in complex and demanding environments with teams across the UK and internationally

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

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

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Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale, a catchy title? But, how many times have you been on the receiving end of a fabulous new ‘global initiative’ created by your US colleagues? It’s rolled out with lots of enthusiastic fanfare only for it to be received badly over here in Europe, as they haven’t taken into consideration cultural implications, the legal framework, consultation with works councils, translation into local languages or all of the above?

Frustrating, isn’t it? How can you Transform Your HR Strategy?

I’m certain all senior HR professionals that work in multinational companies parented in the US will be familiar with the stereotype of US leaders imposing global programmes and change initiatives with a one size fits all approach, on the rest of the world. (Incidentally, Donald Trump isn’t doing much to dispel this myth about US culture at the moment!). This can obviously cause a lot of frustration for non-US HR leaders and can result in failed initiatives and disengaged employees that feel their employer doesn’t understand their needs.

When you find yourself on the receiving end of the latest great idea, it is easy to feel that your stateside colleagues are wrong to roll out programmes without understanding the local markets and that they just don’t understand the complexity of employment law outside of the US (or indeed they just enjoy making your job more difficult!).

However, as HR leaders operating in increasingly global markets, it is incumbent upon us to work together with our colleagues not only in the US but across the globe. It’s only by working in this way that we can overcome cultural, technical, legal and process challenges in different jurisdictions to deliver lasting change. I would suggest we need to take a closer look at our role in that rather than directing a few choice words across the pond.

In my experience, US leaders in US parented companies often just can’t comprehend the complexity in other jurisdictions. They are simply are not familiar with the industrial relations framework and employment law landscape outside of their own country. When they learn about it, they are often disbelieving of how complex some jurisdictions can be in relation to the US.

It is absolutely true that some jurisdictions are substantially more complex from an industrial relations and employment law perspective than others. There is a spectrum of employee-centric to employer-centric employment law frameworks in different parts of the world – the US is at one end of that spectrum with it being very employer friendly, with little employment law restrictions (except in the state of California – known as the ‘France of the US’) and therefore it allows US organisations to drive change quickly and at a reasonable financial cost.

The real France, for example, is at the other end of the spectrum where the labour code, derived from a long standing socialist culture is firmly in favour of protecting employees’ rights – any kind of organisational change that will impact employees can take months of negotiation with the works councils and comparatively be much more expensive to implement than it would have been in the US. The UK lies somewhere in the middle on this spectrum with a healthy employment law framework to protect the rights of employees but with enough flexibility to enable organisations to move forward with their plans without debilitating legal hurdles or cost.

So how can we avoid these pitfalls to become more effective at rolling out global initiatives, locally?

If you have a senior team of collaborative HR and business leaders, global organisations are able to celebrate and take the best from each culture. There are some very easy ways to do this; making sure that all geographies and cultures are represented on change teams is an obvious first step; taking the right amount of time to test with a global audience new initiatives before a roll out helps to refine the end product and ensure it can meet the needs of the whole workforce. Frequent, open and honest dialogue in an environment that listens to others perspectives is the key to ensuring all voices are heard and all corners of the globe are represented.

It’s not helpful to US colleagues to continuously hear that they can’t do something because of the ‘law’ in a specific jurisdiction as often that’s simply not true. Due to this non-US HR leaders need to be solutions focussed and explain how something can be achieved within the boundaries of the legal frameworks in different jurisdictions. Never say never – just tell them how it can be done even if it will take time and cost more!

Finally, my advice to any senior HR professionals that want to transform your HR strategy and are working in a multi-national company is to embrace – as a core part of their role – the need to educate, educate, educate US colleagues to ensure that enough time is planned in advance to manage the legal requirements to consult and the needs of local markets when making any kind of organisational change. Have a ‘summary of employment law outside of the US’ presentation in your back pocket ready to be adapted and shared with your US colleagues when the occasion presents itself.

Working in a global environment can be challenging but it is so rewarding when an organisation takes the right steps to ensure that its people initiatives do meet the needs of a global workforce and HR leaders play a vital and exciting role in making that happen.

This is a guest article, written by Coleen Highfield, who is Vice President of HR (Europe and Africa) at MoneyGram International. You can get in touch with her via LinkedIn by following this link…

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.

The Future of HR Management in a Tech-Driven World

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The Future of HR Management in a Tech-Driven World

 

The future of HR is uncertain, although the traditional role of Human Resources (HR) has long been a cornerstone of organisational structure, tasked with hiring, training, employee relations, and compliance. However, with rapid advancements in technology, the rise of data-driven decision-making, and shifting workplace dynamics, many argue that the HR function, as we know it, may be on the brink of obsolescence. Here’s a comprehensive argument for why there might be no need for HR in the future.

1. Automation and Artificial Intelligence (AI) Will Replace Traditional HR Tasks

Many of HR’s fundamental functions—recruitment, onboarding, performance management, and payroll—are increasingly being automated. AI-driven tools can screen resumes, conduct preliminary interviews, and even assess candidate fit based on data patterns and predictive analytics. These tools are not only faster but can also mitigate unconscious biases that human HR professionals might inadvertently introduce.

AI chatbots and virtual assistants can handle routine employee inquiries, reducing the need for a dedicated HR representative to manage day-to-day administrative tasks. Furthermore, machine learning algorithms can analyse employee performance data, provide feedback, and recommend development pathways, removing the need for traditional performance reviews led by HR.

2. Future of HR: Decentralisation of HR Functions Across the Organisation

The trend towards more agile, flat organisational structures is challenging the need for a centralised HR department. In many companies, HR responsibilities are increasingly being decentralised, with managers and team leaders taking on HR-related tasks. They are empowered to make hiring decisions, manage team dynamics, and foster a positive culture within their own teams.

Moreover, this shift allows HR functions to be more aligned with specific business needs, creating a more integrated approach where people management becomes a core competency of all leaders, rather than the domain of a separate HR department.

3. Data-Driven Decision-Making and People Analytics is the Future of HR

The rise of people analytics means that data, not HR professionals, will drive decision-making around hiring, employee engagement, retention, and development. Companies can now use data to predict which employees are most likely to succeed, identify flight risks, and pinpoint the most effective training programs.

This data-centric approach reduces reliance on traditional HR roles by providing more objective, real-time insights that managers across the organisation can use directly. As these capabilities evolve, the need for an HR function to interpret or manage these insights diminishes.

4. Shift Towards Employee Self-Service Models

The modern workforce increasingly values autonomy and self-service. Employees now expect direct access to tools and platforms that allow them to manage their own HR-related tasks—like updating personal information, selecting benefits, managing time off, and tracking performance goals.

Advanced Employee Self-Service (ESS) portals and platforms provide a user-friendly, seamless experience that empowers employees to manage their own careers without needing HR as an intermediary. As these platforms become more sophisticated and widely adopted, the need for an HR function to manage these processes is significantly reduced.

5. Enhanced Focus on Employee Experience and Engagement could be the Future of HR

While traditional HR has often been seen as an enforcer of policies and procedures, the future or HR in the workplace is likely to prioritise employee experience and engagement. This shift could see the rise of dedicated “Employee Experience” teams that are more closely aligned with marketing, customer experience, or organisational development functions.

These teams would focus on designing and implementing experiences that drive engagement, innovation, and performance rather than managing compliance and administrative tasks. As a result, the traditional HR role, focused on rules and regulations, could become redundant in favour of a more integrated, holistic approach to people management.

6. Outsourcing of HR Functions to Specialists

Another trend supporting the argument that HR may become obsolete is the outsourcing of HR functions to specialist firms. Many businesses already outsource payroll, benefits administration, and compliance tasks. In the future of HR, more companies might look to outsource the remaining elements of HR to firms that can provide these services more efficiently and cost-effectively.

Specialised providers bring expertise, technology, and economies of scale that internal HR departments often lack. As companies strive for greater efficiency, they may find it easier and more effective to outsource HR functions rather than maintain an in-house department.

7. Cultural and Generational Shifts in the Workplace

The new generations entering the workforce—Millennials and Gen Z—have different expectations regarding work culture, flexibility, and career development. They tend to prefer flat hierarchies, autonomy, and purpose-driven work. In such environments, the role of HR as a gatekeeper or policy enforcer may seem increasingly irrelevant.

Instead, there may be a greater emphasis on peer-to-peer networks, collaborative decision-making, and community-building initiatives that don’t require a traditional HR function. Companies may focus more on creating environments where employees drive culture and engagement organically, rather than relying on a centralised HR team to manage these aspects.

8. Emergence of New Technologies and Platforms

The explosion of HR tech platforms has revolutionised how organisations manage their people. From recruitment to employee engagement and learning and development, new platforms provide tools that are more efficient, data-driven, and tailored to individual needs. These technologies make many of the traditional HR roles redundant, as they enable real-time feedback, agile learning, and continuous performance management.

As these platforms become more advanced, the need for human intervention diminishes. Instead, organisations can rely on technology to handle the entire employee lifecycle more effectively than a human HR department could.

A Redefinition, Not an End

While these arguments suggest that many traditional HR functions could become obsolete, it doesn’t necessarily mean the end of HR entirely. Instead, it points to a significant redefinition of the HR role. The HR professional of the future may focus less on administration and compliance and more on strategic initiatives that align people with business goals.

They may take on roles as data analysts, organisational designers, or culture architects, leveraging technology and data to drive strategic decision-making. However, as technology and workplace dynamics evolve, it’s clear that the traditional HR department, in its current form, may no longer be necessary.

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.

10 things you need to get right when launching a new business

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Lesley Allman is an internal communication and employee engagement expert. She has run her own consultancy for many years, here she shares her tips on how to get it right when considering launching a new business.

If you’re facing restructuring, redundancy or simply having a career rethink and are considering setting up on your own, here is some of the great advice I got from friends and colleagues when I was starting out.

  1. Decide at the outset what type of business you want

Is it a lifestyle business i.e. one that provides you with a decent income and relies solely on your skills, personality and efforts?

Or is it a one that can function and grow without you in it and that ultimately you can sell on?

This will inform what sort of legal entity you set up and what funds and infrastructure you will need.

  1. Don’t over complicate the naming and branding process

If you’ve established a good reputation in your field, use your name.  Otherwise, think of something straightforward that is easy to spell and no one else is using and get a logo designed Then just get yourself on Facebook, LinkedIn, Twitter etc and start communicating.  Having a great story is more important than having a great name or brand, so get it written and get it out there.

  1. However much marketing you think you’ll need to do – you’ll need to do more

To misquote Field of Dreams, just because you build it, doesn’t mean they’ll come.  As a start up, you really need to get yourself and your story out there. Tap into all your networks, post stories and comments on all your social media platforms, join industry bodies, offer to judge awards, speak at (virtual) events, etc. Think about where your target customers are, and make sure you’re there too.

  1. When it comes to clients, you are what you eat

Think about the types of businesses you want to work with and target them. If your first client is a metal basher in the Black Country, then your subsequent clients are likely to be similar. Great if that’s the market you’re after, but don’t be scared to turn down the wrong sort of work.

  1. When it comes to prices, you can’t ski uphill

Don’t undervalue yourself.  See what competitors are charging, consider what the client can afford, think about what value you’re adding and be bold.  It’s better to go in high and be able to come down, than to try to do the opposite.  Focus on the outcomes the client is getting for their investment (value based, solution selling), rather than the inputs you’re providing (day rates).

  1. Spend time working on the business as well as in it

When you win your first client, and there’s only you in the busines, it’s tempting to spend all your time and energy on them.  But don’t forget that your primary focus is building your business, not theirs.  Making them happy is a means to that end.

  1. Your first employee is a 100% increase in your headcount

Another key decision point is when you’re too busy to look after your business and your clients on your own and you have to decide how to grow your team.  If you’re building a sellable business, you’ll need to recruit an in-house team, people who will eventually be able to run the busines without you in it.  However, for a lifestyle business you may decide it’s better to create a virtual team of freelancers, so you avoid on-going overheads and can match skills exactly to client requirements.

  1. Do your housekeeping

It’s dull but vital to keep receipts, send out your invoices, pay your suppliers, pay your taxes, pay your employees and get an expert advisor to make sure you’re doing those things right.  And don’t forget, your clients are unlikely to pay you for at least 60 days, some as long as 120 days, so you’ll need to keep a careful eye on your cashflow.

  1. Ask for help

People you know, and many you don’t know, will want you to succeed.  They’ll be keen to help you and willing to share their expertise and advice.  Don’t expect them to come to you though.  They may think your doing fine and don’t need their help.  So make sure you ask for it.

  1. And finally…

Whatever your venture is, make sure it is something you love and are passionate about.  Not forgetting that it is something that enough people actually want and are willing to pay for.

Now, the most important piece of advice.  Just get on and do it!

 

Lesley Allman is an internal communication and employee engagement expert. As an independent consultant, she has provided expertise to leadership teams at companies including Carlsberg UK, Kuehne + Nagel, Evergreen Garden Care, Pukka Pies, Domestic & General, Hovis and PepsiCo. She previously held senior communication roles at Premier Foods and Coors Brewers. She is an IoIC Fellow.

www.allmancommunication.co.uk

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

Finding the Right HR Jobs Birmingham: A Guide to Navigating the Market

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Finding the Right HR Jobs Birmingham: A Guide to Navigating the Market

If you’re on the hunt for HR jobs Birmingham, you’re not alone. The city’s dynamic business landscape offers numerous opportunities, but knowing where to start and how to navigate the market can feel overwhelming. Here’s a roadmap to help you find the right HR role while solving common challenges job seekers face.

1. Understand the Market for HR Jobs Birmingham

HR jobs Birmingham; The local HR market is thriving due to its diverse industry presence. Here are key sectors and examples of local employers actively hiring for HR roles:

  • Finance: Companies like HSBC, Deutsche Bank, Lloyds Banking Group, Wesleyan, and Zurich Insurance.
  • Healthcare: University Hospitals Birmingham NHS Foundation Trust, Bupa, Spire Healthcare, Priory Group, and Circle Health Group.
  • Technology: SCC, Advanced, Intercity Technology, Xoserve, and Rimini Street.
  • Manufacturing: Jaguar Land Rover, Cadbury (Mondelez International), IMI Precision Engineering, Aston Martin Lagonda, and GKN Automotive.
  • Public Sector: Birmingham City Council, West Midlands Combined Authority, HM Revenue and Customs, National Health Service (NHS), and the University of Birmingham.

These sectors offer a range of opportunities, from HR generalist roles to more specialised positions in talent management, employee relations, and HR analytics​.

2. Tailor Your CV and Online Presence

Beyond the basics of tailoring your CV, highlight any experience that aligns with the specific needs of these sectors. For example, if applying to a technology firm, showcase experience in change management or digital HR tools.

3. Engage with Local HR Communities for HR Jobs Birmingham

Birmingham has a vibrant HR community. Here are some resources and events to help you network for HR jobs Birmingham:

  • CIPD Birmingham Branch: Offers regular networking events and workshops for HR professionals.
  • DisruptHR Birmingham: A unique platform where professionals share innovative ideas on HR. You can find more details on upcoming events on their website.
  • Birmingham HR Forum: A local community where HR leaders share best practices and discuss trends. Contact James Cumming – james@refind.co.uk

Connecting with these groups can help you access unadvertised opportunities and build valuable relationships in the industry.

4. Leverage Recruitment Agencies for HR Jobs Birmingham

Several specialist recruitment agencies can help you find HR roles in Birmingham:

  • re:find Executive Search: Known for its expertise in HR transformation and executive search, particularly in the Midlands region.
  • Macmillan Davies: A leading HR recruitment consultancy with a strong presence in Birmingham, offering roles across various sectors including finance, healthcare, and technology. You can explore more here.
  • Oakleaf Partnership: Focuses on HR roles across all levels, from entry-level to senior positions, and works with ambitious companies across Birmingham. More information is available on their website.
  • SF Recruitment: Offers a variety of HR roles and has a strong local presence.

These agencies can provide tailored support, from job matching to interview coaching.

5. Explore Flexible Work Options

Many companies in Birmingham are now offering flexible or hybrid working arrangements. Employers like PwC, Deloitte, and NatWest Group are known for their flexible work policies, which can provide more work-life balance or accommodate part-time arrangements.

6. Upskill and Stay Relevant

Look into courses and certifications that align with the current trends in HR, such as diversity and inclusion or HR analytics. Websites like Coursera, LinkedIn Learning, and CIPD offer relevant courses that can help enhance your profile.

7. Prepare for Interviews with Confidence

Research the companies you’re applying to and understand their HR challenges. For example, Birmingham City Council might focus on public sector HR needs, while Jaguar Land Rover might be interested in talent acquisition for engineering roles.

Our Thoughts

Finding an HR job in Birmingham involves more than just applying to openings—it’s about building a network, leveraging local resources, and continuously upskilling. By engaging with local HR communities, tailoring your approach, and using the right recruitment agencies, you can strategically position yourself for the best opportunities.

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.

Onboarding Success: Key Strategies for a Smooth Transition

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Ensure Your New Senior Executive’s Onboarding Success: Key Strategies for a Smooth Transition

Bringing a new senior executive into your organisation is a critical moment that can significantly impact your business’s success. Effective onboarding is essential—not just for the new leader, but also for the team they will manage and the wider organisation. Here’s how you can ensure a smooth and successful onboarding process for your new senior executive.

1. Start Before Day One: Pre-Onboarding Essentials

The onboarding process should begin well before the executive’s first day. Provide them with key materials, such as the company’s strategic plan, financial reports, organisational charts, and any other relevant documents. Arrange meetings with key stakeholders, including the board, direct reports, and other members of the senior leadership team. This early engagement helps the new executive start building relationships and understanding the company’s culture and dynamics before they officially begin.

2. Clarify Roles, Responsibilities, and Expectations

For any new executive, clarity is critical. Clearly outline their role, responsibilities, and the performance expectations set by the board and the CEO. Ensure they understand both the immediate goals and long-term objectives they are expected to achieve. This transparency sets the stage for mutual understanding and reduces the risk of misalignment down the road.

3. Facilitate Key Relationships During Onboarding

Relationships are at the heart of effective leadership. Facilitate connections with key internal and external stakeholders, including direct reports, peers, clients, partners, and suppliers. Encourage one-on-one meetings, informal get-togethers, and team-building activities to help the new executive build trust and rapport quickly. These relationships will be essential for their success and the success of the organisation.

4. Integrate with Company Culture

Understanding and adapting to the company culture is vital for any new leader. Provide them with insights into the company’s values, unwritten rules, and decision-making processes. Assign a cultural mentor—someone who has a deep understanding of the organisation and can help the new executive navigate cultural nuances and avoid common pitfalls.

5. Support Their Learning Curve

Even the most experienced executives face a learning curve when joining a new organisation. Offer tailored support to help them get up to speed quickly. This might include access to training resources, executive coaching, or dedicated time to shadow other senior leaders. Encourage them to ask questions and seek clarification to deepen their understanding of the business.

6. Set Up Regular Check-Ins

Regular check-ins during the first few months are crucial to ensuring a smooth onboarding process. These meetings should focus on the executive’s integration, progress against initial goals, and any challenges they might be facing. Providing ongoing feedback and support will help address any issues early on and build confidence in the new leader.

7. Encourage Early Wins

Identifying opportunities for early wins is key to building momentum and establishing credibility. Encourage the new executive to focus on a few impactful initiatives where they can quickly demonstrate their value. These early successes can help build trust with the team and boost the executive’s confidence in their new role.

8. Provide Continuous Feedback and Support

Onboarding doesn’t end after the first few weeks or months. Continue to provide feedback, resources, and support as the executive settles into their role. Keep communication lines open and foster a culture where the new executive feels comfortable seeking guidance and offering their own insights.

9. Review and Reflect On your Onboarding Process

After the first 90 days, conduct a formal review of the onboarding process. Discuss what went well, what could be improved, and how the new executive feels about their integration. Use this feedback to refine your onboarding strategy for future hires, ensuring continuous improvement.

Our Thoughts

Onboarding a new senior executive is more than just a checklist; it’s a strategic process that requires thoughtful planning and execution. By investing time and effort into a comprehensive onboarding plan, you can set the stage for your new executive’s success and, in turn, drive the organisation towards achieving its strategic goals.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Workplace transformation – how to setup for success

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I recently caught up with Change and Transformation consultant, Janey Thomas.

We discussed how businesses might adapt as people return to work and Janey’s experience of managing the change workstream for Deloitte’s Workplace transformation programme. Here are her thoughts on how to setup for success.

 

Workplace transformation – setting up for success

If I’d been asked to share my ‘change top tips’ for a successful workplace transformation three months ago, how different would they have been?

Three months ago, a ‘normal’ workplace was very different. While many organisations embraced home working and some more aspirational organisations had transformed the way they worked through their physical environments, this wasn’t by any means the norm.

But since the end of March 2020, most people across the UK have shifted to working from home and the reality is that there isn’t any urgency to return to a physical space as health and safety challenges remain. And nor should there be.

Entire industries now question quite rightly whether their old ways of working serve them post-Covid-19 and into the future. But against what ‘new normal’? The fact is ‘normal’ no longer exists. COVID-19 has provided the ultimate lesson in the constant unpredictability of our world.

Rather than trying to achieve the impossible task of predicting the future, organisations should instead focus on building adaptability and flexibility into their workplace (behavioural, physical and technological) environments. Return-to-workplace strategies and basic decisions about how many spaces to open and how to open them should be planned very carefully. Workplace transformation is no longer only for aspirational organisations – it is essential for every organisation.

So, what workplace transformation ‘change top tips’ would I promote today?

  1. Lead from the top. More so than ever, leaders must fully and authentically support and coach their people through any workplace transformation. They shouldn’t underestimate the current volume and impact of change on their teams, and it will keep rising, necessitating them to focus on building resilience in their teams. Successful transformation not only requires an inspiring and honest change story (the why) and vision (the what) of the unclear future from leaders but a certainty of process, with clear, simple steps and timetables.
  2. Provide a sense of safety and security – a human need and the foundation of adaptability. Many people have recently experienced a sudden drop in job security, increasing stress, workloads and the inability to ‘carry on’. Losing the security of physically working with colleagues adds another layer of stress for many. To stop people relying on ownership of their environment, actively create and sustain their connection to the organisation through other inherent activities which maintain a foundation of trust and belonging.
  3. Give flexibility and choice in where and how people work. This is more important than ever. Change interferes with autonomy and can make people feel that they’ve lost control over their territory. Smart leaders leave room for those affected by change to make choices and involve them in planning, giving them ownership. They’ll not only be equipped to be higher performing; crucially they’re more adaptive to future disruption.

What next?

Is there anything new here? No, but the priorities are highlighted against the backdrop of the unchartered volume and flexibility of change that people are already experiencing as a result of the COVID-19 disruption. There is however a huge opportunity for positive change ahead of us. I have often found that organisations struggle with defining a clear and compelling change story and vision that engages people to want to embark on change and be part of it – the ‘burning platform’ ie. Why jump now? If ever there was a more compelling reason for workplace change it has to be now. ‘Let’s embrace this opportunity.

Janey Thomas is a highly experienced people change and transformation consultant with a strong track record of supporting global blue-chip organisations, including Deloitte, Heathrow airport, Eurostar and SABMiller on a variety of culture, workplace and business strategy change programmes. Some of her most recent experience includes nearly 3 years managing the change workstream for Deloitte’s North West European HQ transformation programme in London, 1 New Street Square.

 

THINKING OF HIRING AN INTERIM EXECUTIVE? YOU NEED TO GET IT RIGHT! DISCOVER THE 8 STEP PROCESS YOU SHOULD FOLLOW, BY DOWNLOADING OUR FREE EBOOK HERE.

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