Unlocking The Secrets Of Strategic Org Design For Business Leaders

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Org design is super important for business leaders if you want your company to do well, in this article we talk about unlocking the secrets of strategic org design and share them with you. It’s all about making sure your structure, processes, systems, and culture all work together to help you achieve your goals.

Nowadays, companies that innovate do well, and businesses need to be able to keep up.

To do that, you need to have a good plan for your organisational design that fits with what you’re trying to do and what the competition is up to.

By learning about the best ways to design your organisation, you can make smart choices that will help you succeed and make everyone happy.

In this piece, we’ll talk about the most important things you need to know to design your organisation well, and give you loads of tips and ideas to help you get it right.

If you’re a CEO, HR person, or consultant, or someone looking to develop in the Org Design space this should be for you!

What is Org Design

Organisational design refers to the process of structuring an organisation’s systems, processes, roles, and responsibilities to achieve its goals and objectives effectively. It involves analysing an organisation’s current structure, identifying any gaps or inefficiencies, and developing a new structure or plan to optimise performance.

Organisational design typically includes determining the organisation’s hierarchy, identifying reporting relationships, defining roles and responsibilities, establishing communication and decision-making processes, and aligning resources and systems to support the organisation’s objectives. The goal is to create a structure that supports the organisation’s strategy and enables it to achieve its goals efficiently and effectively. Organisational design is often an iterative process that involves ongoing evaluation and adjustment to ensure that the organisation remains aligned with its objectives and adapts to changes in the environment.

How is org design related to organisational development?

Organisational design and organisational development are closely related concepts, as both aim to improve the performance of an organisation. However, they differ in their approach and focus.

Org design (OD) focuses on the structural aspects of an organisation, such as its hierarchy, roles, and reporting relationships. Its goal is to create a structure that supports the organisation’s strategy and enables it to achieve its objectives efficiently and effectively.

On the other hand, organisational development (OD) focuses on the people and culture of an organisation. OD aims to improve the effectiveness of the organisation by enhancing its culture, leadership, communication, and collaboration. It involves interventions that target the human side of the organisation to improve performance.

Organisational design and organisational development often go hand-in-hand. For example, if an organisation is implementing a new strategy, it may need to restructure its hierarchy and roles to align with the new direction.

At the same time, it may also need to work on improving its culture and leadership to ensure that the new structure is effective. Therefore, organisational design and organisational development are often used together to create a holistic approach to improving an organisation’s performance.

How can org design fit in to an overall hr transformation programme?

Organisational design can play a crucial role in an overall HR transformation program. HR transformation typically involves changing the way an organisation manages its human resources to improve its performance and create value.

Organisational design is an essential component of this process, as it can help align the organisation’s structure, roles, and processes with its HR strategy.

Here are some ways that organisational design can fit into an overall HR transformation program:

  • Aligning structure with strategy: Organisational design can help align the structure of the organisation with its HR strategy. For example, if the organisation’s strategy is to focus on innovation, the structure should be designed to facilitate collaboration and knowledge sharing.
  • Streamlining processes: Organisational design can help streamline HR processes, such as recruitment, performance management, and talent development. By designing efficient processes that eliminate redundancies and improve communication, HR can be more effective in achieving its objectives.
  • Redefining roles and responsibilities: Organisational design can help redefine roles and responsibilities to align with the organisation’s HR strategy. This can include creating new roles, eliminating redundant roles, or merging roles to create more efficient and effective HR functions.
  • Implementing new HR technologies: Organisational design can also help facilitate the implementation of new HR technologies, such as HR information systems, talent management software, and e-learning platforms. By designing a structure that supports the use of these technologies, HR can more effectively leverage them to achieve its objectives.

Here are some of the challenges organisations face with regards to poor organisational design:

  1. Overlapping roles and responsibilities: When there are multiple individuals or departments responsible for the same function or task, it can lead to confusion, duplication of efforts, and inefficiencies.
  2. Hierarchies that are too complex: When an organisation has too many layers of management or too many reporting lines, decision-making can become slow and bureaucratic. This can lead to delays, missed opportunities, and a lack of agility.
  3. Siloed departments: When departments or teams work in isolation, it can result in poor communication, lack of collaboration, and a lack of knowledge-sharing. This can lead to missed opportunities and hinder innovation.
  4. Lack of alignment with strategy: When an organisation’s structure, roles, and processes are not aligned with its strategic objectives, it can lead to confusion and a lack of focus. This can make it difficult to achieve the organisation’s goals and objectives.
  5. Inefficient workflows: When workflows are poorly designed or not optimised, it can lead to bottlenecks, delays, and missed deadlines. This can negatively impact the organisation’s performance and lead to frustration among employees.
  6. Poor communication: When communication channels are unclear or ineffective, it can lead to misunderstandings, missed deadlines, and a lack of coordination. This can negatively impact productivity and the quality of work.

Which companies have suffered from poor strategic org design?

  1. Enron: Enron was an energy company that collapsed in 2001 due to a range of factors, including poor organisational design. The company had a complex structure with multiple subsidiaries, which made it difficult to understand the company’s finances. Additionally, the company had a culture of excessive risk-taking and unethical behaviour, which ultimately led to its downfall.
  2. Blockbuster: Blockbuster was a video rental company that was once a dominant player in the industry. However, the company failed to adapt to changing consumer behaviour, such as the rise of streaming services like Netflix. Blockbuster’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.
  3. Kodak: Kodak was a leader in the photography industry for many years, but the company struggled to adapt to the rise of digital photography. Kodak’s organisational design was slow to respond to changes in the industry, which ultimately led to its decline.

How can a company think strategically about org design?

The first step is to define the company’s strategy, which should include the mission, vision, values, and goals. As well as the competitive landscape and market trends.

The strategy should be communicated throughout the organisation, so that everyone understands the direction in which the company is headed.

To think strategically about organisational design, a company can take the following steps:

  1. Analyse the current organisational structure: The next step is to analyse the company’s current organisational structure, including roles and responsibilities, reporting lines, and decision-making processes. This analysis can help identify areas of inefficiency, duplication of effort, or misalignment with the business strategy.
  2. Define the desired outcomes: Based on the analysis, the company can define the desired outcomes of the organisational design process. This includes identifying the key objectives, such as improving efficiency, increasing agility, or enhancing collaboration.
  3. Develop a plan: With the desired outcomes in mind, the company can develop a plan for the organisational design process. This includes defining the new structure, roles, and responsibilities, as well as the process for implementing the changes.
  4. Communicate the changes: It is important to communicate the changes to all stakeholders, including employees, customers, and partners. This can help ensure that everyone understands the rationale for the changes and is aligned with the new organisational structure.
  5. Monitor and adjust: Finally, the company should monitor the effectiveness of the new organisational design and make adjustments as needed. This includes tracking key performance metrics, soliciting feedback from employees and customers, and making changes to the structure or processes as needed.

How can I develop my career in to specialising in org design?

Developing a career in organisational design can be a rewarding and challenging path. Here are some steps you can take to specialise in organisational design:

  1. Gain education and training: Pursuing a degree in organisational design, organisational development, or a related field can provide you with a solid foundation of knowledge and skills.
  2. Get hands-on experience: Seek out opportunities to gain practical experience in organisational design. This can include internships, volunteer work, or positions in HR, consulting, or related fields.
  3. Build a network: Networking is an essential component of any career. Attend industry events, join professional organisations, and connect with experts in the field to build relationships and gain insights.
  4. Develop key skills: Successful organisational designers typically have a combination of skills, including strategic thinking, problem-solving, communication, and project management. Continuously developing and honing these skills can help you succeed in this field.
  5. Stay up-to-date: Organisational design is a constantly evolving field, and it is essential to stay up-to-date on the latest trends and best practices. Read industry publications, attend conferences and webinars, and participate in professional development opportunities.
  6. Consider certification: Earning a certification in organisational design or a related field can demonstrate your expertise and commitment to the profession. Examples include the Diploma in Organisational Development and the business schools such as Henley and Roffey Park both offer specific Org Design certifications.

What is the potential career path as an organisation design professional?

  • Entry-level positions: Entry-level positions in organisational design may include roles such as organisational development coordinator or analyst. These positions typically involve supporting more senior team members in conducting research, analysing data, and developing recommendations for organisational design changes.
  • Mid-level positions: Mid-level positions in organisational design may include roles such as organisational design manager or consultant. These positions typically involve leading projects to develop and implement new organisational structures, processes, and systems. Mid-level professionals may also be responsible for managing project teams and collaborating with other departments and stakeholders.
  • Senior-level positions: Senior-level positions in organisational design may include roles such as chief organisational design officer or executive director of organisational effectiveness. These positions typically involve leading the design and implementation of organisational strategies, and providing guidance and support to other departments and leaders. Senior-level professionals may also be responsible for developing and managing budgets, overseeing multiple projects, and providing strategic advice to the executive team.
  • Independent consultant: Experienced organisational design professionals may choose to work as independent consultants. This may involve working with multiple clients, developing customised solutions to meet their needs, and managing their own business operations.

Which consulting firms provide organisation design services?

  • McKinsey & Company: McKinsey & Company is a global management consulting firm that offers organisational design services as part of its organisational and business model transformation practice.
  • Bain & Company: Bain & Company is a global management consulting firm that offers organisational design services as part of its organisation practice.
  • Boston Consulting Group (BCG): BCG is a global management consulting firm that offers organisational design services as part of its organisational transformation practice.
  • Deloitte: Deloitte is a global consulting firm that offers organisational design services as part of its human capital practice.
  • Korn Ferry: Korn Ferry is a global organisational consulting firm that offers organisational design services as part of its organisational strategy practice.
  • PwC: PwC is a global professional services firm that offers organisational design services as part of its organisational effectiveness practice.
  • Accenture: Accenture is a global consulting firm that offers organisational design services as part of its organisation and talent practice.

There are also many smaller specialist boutique consultancies based in the UK that offer organisational design services. Some examples include:

  • Q5 is an organisational design consultancy. It is a global management consulting firm that specialises in organisational strategy, design, and transformation.
  • LACE Partners: LACE Partners was founded by Aaron Alburey and Cathy Acratopulo, who wanted to create a business that could provide a full-service consultancy for HR professionals.  
  • On the Mark: OTM is a leader in collaborative organisation design and operating model modernisations.
  • Chaucer: Chaucer is a London-based consultancy that specialises in organisational design, change management, and program management.

Here are some top tips to effectively land an org design project:

  • Understand the client’s needs: Before pitching an org design project, it’s important to understand the client’s specific needs, goals, and challenges. Conduct research on the organisation, its industry, and its competitive landscape, and use this information to tailor your proposal to the client’s specific situation.
  • Develop a clear value proposition: In your proposal, clearly articulate the value proposition of your organisational design services and explain how they will help the client achieve their objectives. Use case studies or examples of previous successful projects to illustrate the benefits of your approach.
  • Demonstrate expertise and experience: To build credibility with the client, demonstrate your expertise and experience in organisational design. Highlight your qualifications, certifications, and relevant experience, and provide references from previous clients or colleagues who can attest to your skills and capabilities.
  • Build a strong project team: Org design projects require a multidisciplinary team with expertise in areas such as change management, human resources, and technology. Assemble a strong project team with a range of skills and experiences, and clearly outline the roles and responsibilities of each team member in your proposal.
  • Develop a detailed project plan: In your proposal, develop a detailed project plan that outlines the scope of the project, the timeline, and the deliverables. Be sure to include regular check-ins and progress reports to ensure that the project stays on track and that the client’s needs are met.
  • Communicate regularly with the client: Throughout the project, maintain regular communication so they are updated on progress. Being responsive and proactive in your communication can help build trust and strengthen the client relationship.

OUR FOCUS ON LONG-TERM PARTNERSHIPS


At re:find Executive Search we are specialists in HR transformation. We believe that recruitment is not a one-off transaction but rather a long-term partnership. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

Every organisation is unique and we feel that there is no one-size-fits-all solution when it comes to recruitment. re:find offer bespoke recruitment solutions, that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

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

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

Charting Your Course To Becoming a Chief People Officer: The Exact Skills You Need to Become a Successful CPO

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For many HR professionals, becoming a Chief People Officer (CPO), Chief HR Officer (CHRO), or Group HRD is a pinnacle career goal. These roles place you on the executive leadership team, requiring a unique combination of HR expertise, commercial acumen, and strategic leadership. Here’s a user-friendly roadmap to guide you on your journey.

What Does a Chief People Officer Do?

A CPO oversees all aspects of human resources within an organisation, including:

They also act as strategic partners, aligning HR initiatives with broader business goals.

Some Ideas to Support Your Jouney to Becoming a Chief People Officer

Becoming a Chief People Officer isn’t easy or for the faint hearted, it is a role that demands resilience, adaptability, and a commitment to continuous growth. The CPO role operates at the intersection of people and business strategy. It’s not just about managing HR processes but about influencing the organisation’s future.

1. Build Broad HR Experience

A successful Chief People Officer (CPO) is a well-rounded leader with expertise across the full spectrum of HR functions. Developing broad HR experience is critical to preparing for this role, as it equips you with the knowledge, skills, and perspective needed to tackle complex challenges and align HR with business strategy.

Why Broad HR Experience Matters When Becoming a Chief People Officer

  1. Versatility: A CPO must understand the interplay between different HR disciplines—talent acquisition, reward, employee relations, and organisational development—to design cohesive strategies.
  2. Credibility: Exposure to various HR functions builds credibility with senior leaders, as they see you as a holistic thinker who understands the bigger picture.
  3. Adaptability: Breadth of experience prepares you to handle diverse challenges, from cultural transformation to managing crises.
  4. Leadership Development: Working across HR functions enhances your ability to lead multidisciplinary teams.

Key Areas of HR to Develop Experience In if you are Becoming a Chief People Officer

Talent Acquisition and Workforce Planning

  • What to Learn:
    Develop strategies to attract, recruit, and onboard top talent while aligning hiring plans with business needs.
  • Success Looks Like:
    ✅ Decreasing time-to-fill and cost-per-hire metrics.
    ✅ Building talent pipelines for critical roles.
    ✅ Leading diversity-focused hiring initiatives.

Reward and Compensation

  • What to Learn:
    Understand how to design competitive compensation packages, incentive plans, and employee benefits that drive performance and retention.
  • Success Looks Like:
    ✅ Creating a reward strategy that improves employee satisfaction and retention rates.
    ✅ Ensuring pay equity through data-driven analysis.
    ✅ Designing performance-linked bonuses or recognition programs.

Organisational Development (OD)

  • What to Learn:
    Gain expertise in shaping organisational structures, improving team dynamics, and driving change initiatives.
  • Success Looks Like:
    ✅ Delivering a successful restructuring or team realignment project.
    ✅ Rolling out training programs to upskill employees.
    ✅ Implementing succession planning frameworks.

Employee Relations (ER)

  • What to Learn:
    Handle complex employee relations issues, from conflict resolution to legal compliance, while maintaining a positive culture.
  • Success Looks Like:
    ✅ Successfully navigating high-stakes ER cases with minimal risk.
    ✅ Establishing policies that foster fairness and consistency.
    ✅ Enhancing employee trust through transparent communication.

Learning and Development (L&D)

  • What to Learn:
    Design and implement training programs that align with business goals and develop future leaders.
  • Success Looks Like:
    ✅ Launching leadership development programs with measurable outcomes (e.g., internal promotions).
    ✅ Increasing participation in training programs by 20% or more.
    ✅ Demonstrating ROI on L&D investments.

HR Operations and Technology

  • What to Learn:
    Understand the systems and processes that drive HR efficiency, from payroll to HRIS platforms.
  • Success Looks Like:
    ✅ Implementing a new HRIS system that improves reporting and workflow efficiency.
    ✅ Streamlining HR processes to save time and reduce costs.
    ✅ Leading HR’s digital transformation efforts.

Action Plan:

  • Rotate through core HR functions (e.g., talent acquisition, OD, reward, HR operations).
  • Volunteer for cross-functional projects to gain diverse exposure.
  • Broad exposure can be important when becoming a chief people officer

What Success Looks Like:
✅ A CV showcasing 5–7 years of progressive HR experience across key disciplines.
✅ Evidence of managing teams, projects, or budgets in at least two specialist areas.
✅ Tangible outcomes like improved recruitment metrics, successful change initiatives, or revamped compensation frameworks.

2. Develop Strong Business Acumen is Key to Becoming a Chief People Officer

Action Plan:

  • Attend executive meetings to understand business strategy.
  • Partner with finance or operations teams to learn financial metrics and business drivers.
  • Shadow senior leaders to observe decision-making in action.

What Success Looks Like:
✅ Ability to articulate your company’s strategy and financial position confidently.
✅ Successful completion of a business-critical HR project, such as a workforce restructuring aligned with cost-saving goals.
✅ Recognition from senior leaders for your commercial insights.

3. Excel in Talent Management

Action Plan:

  • Lead initiatives to improve recruitment, development, and retention strategies.
  • Implement leadership development programs for high-potential employees.

What Success Looks Like:
✅ Reduced turnover rates (e.g., from 20% to 10% within two years).
✅ Measurable improvements in time-to-hire or quality-of-hire metrics.
✅ Positive feedback from leadership development participants, with some promoted to senior roles.

4. Drive Employee Engagement

Action Plan:

  • Conduct employee engagement surveys and analyse results.
  • Create and implement programs that address identified engagement gaps.

What Success Could Look Like:
✅ A 10–20% increase in employee engagement scores within 12–18 months.
✅ Introduction of successful initiatives, such as recognition programs, mentoring schemes, or wellbeing support.
✅ Reduction in voluntary attrition within the first year of implementing engagement strategies.

5. Becoming a Chief People Officer Means Gaining Expertise in Change Management

Change is inevitable in any organisation, and as a Chief People Officer (CPO), your ability to manage and lead change effectively will define your success. From restructuring to cultural transformation, the CPO is a central figure in aligning people with the business’s evolving needs. Here’s why mastering change management is essential on your journey to becoming a CPO.

  • Leading Organisational Transformation

The CPO often spearheads significant transformation efforts, such as mergers, restructures, or adopting new ways of working. Expertise in change management enables you to:

  • Design structured approaches to complex change initiatives.
  • Minimise disruption and resistance within the workforce.
  • Ensure alignment between organisational goals and employee outcomes.

Example:
During a merger, a skilled CPO can integrate two distinct cultures, ensuring a smooth transition while retaining top talent and maintaining morale.

  • Balancing Strategy and People

Change initiatives often focus on achieving strategic goals, but they fail without the buy-in of the people affected. As a CPO, you’ll need to:

  • Communicate the “why” behind the change to foster understanding and commitment.
  • Balance business priorities with the emotional and cultural impact on employees.
  • Act as the bridge between leadership and the wider workforce.

Why this matters:
Employees are more likely to embrace change when they see clear benefits and feel supported throughout the process.

  • Managing Resistance

Resistance to change is natural and one of the biggest challenges in any transformation. A CPO with change management expertise can:

  • Identify sources of resistance early through engagement and feedback.
  • Develop strategies to address concerns, such as tailored communication plans or training initiatives.
  • Foster a culture where change is seen as an opportunity rather than a threat.

Impact:
Overcoming resistance ensures smoother implementation and helps maintain productivity and morale during transitions.

  • Driving Cultural Change

Cultural transformation is a key responsibility of the CPO. Whether it’s improving diversity and inclusion, fostering innovation, or shifting mindsets, change management expertise is critical.

  • Establish clear goals and metrics for cultural change.
  • Engage leaders and employees at all levels to embed new behaviours and values.
  • Reinforce progress with ongoing communication and recognition.

Example:
Implementing a new culture of collaboration might involve redesigning team structures, rolling out training programs, and celebrating early wins to encourage adoption.

  • Enhancing Communication and Engagement

Effective communication is at the heart of successful change management. As a CPO, you’ll need to:

  • Develop tailored communication plans for different stakeholders.
  • Use storytelling to inspire and engage employees.
  • Create feedback loops to ensure employees feel heard and valued during transitions.

Why this matters:
Transparent, empathetic communication builds trust, making employees more receptive to change.

  • Strengthening Leadership Alignment

Leaders across the business must be united during periods of change. A CPO with strong change management skills can:

  • Equip leaders with the tools and messaging they need to drive change in their teams.
  • Facilitate workshops or coaching sessions to align leadership behaviours with organisational goals.
  • Act as a trusted advisor, helping leaders navigate the challenges of transformation.

Outcome:
A cohesive leadership team that models and reinforces the desired change.

  • Measuring and Sustaining Change

Change doesn’t end once a new initiative is launched. Sustaining it requires ongoing effort and monitoring. Expertise in change management ensures you can:

  • Define success metrics and track progress (e.g., adoption rates, engagement levels, or business outcomes).
  • Identify and address barriers that arise post-implementation.
  • Embed changes into the organisation’s processes and culture for lasting impact.

Example:
After introducing a flexible working policy, a CPO might measure adoption rates and employee satisfaction, refining the approach based on feedback.

How to Build Change Management Expertise

  1. Take Courses: Certifications like Prosci Change Management or CIPD’s organisational development programs can enhance your skills.
  2. Lead Projects: Volunteer to lead or support change initiatives within your organisation, such as system rollouts or restructuring efforts.
  3. Learn from Leaders: Partner with experienced change managers to observe best practices in action.
  4. Study Case Studies: Analyse real-world examples of successful and failed change initiatives to understand key success factors.

What Success Could Look Like:
✅ Successful implementation of a change project, measured by on-time delivery and minimal disruption.
✅ Positive feedback from impacted employees and stakeholders.
✅ Documentation of a repeatable change management framework you can use for future initiatives.

6. Master Data Analytics

Data-driven decision-making is essential for senior leaders, including the Chief People Officer (CPO). Mastering data analytics not only elevates your strategic value but also helps you drive impactful HR initiatives aligned with business goals. Here’s why it’s a critical skill on the path to becoming a CPO:

  • Turning HR into a Strategic Business Partner

To gain a seat at the executive table, HR leaders must prove their value in driving business outcomes. Data analytics enables you to:

  • Link HR initiatives directly to business performance (e.g., the impact of engagement on productivity).
  • Demonstrate the ROI of HR programs like leadership development or DE&I initiatives.
  • Build data-backed strategies that align with broader organisational goals.

Example:
Using analytics to show how a reduction in turnover saves millions in hiring and training costs positions HR as a revenue-protecting function rather than a cost centre.

  • Predictive Decision-Making

Analytics can shift HR from reactive to proactive. By leveraging predictive data, a future-focused CPO can anticipate challenges and opportunities, such as:

  • Identifying high-risk employees likely to leave.
  • Forecasting future talent needs based on business growth.
  • Spotting trends in workforce engagement before they impact performance.

Why it matters:
In today’s competitive landscape, being ahead of the curve is a key differentiator for effective leadership.

  • Building Credibility with Stakeholders

Executives rely on numbers to make decisions. To gain credibility and influence, you must speak the language of data. Analytics equips you to:

  • Present evidence-based recommendations at leadership meetings.
  • Align HR metrics with financial and operational KPIs.
  • Create dashboards that visualise HR’s impact in terms that resonate with CEOs and CFOs.

Impact:
CPOs with strong analytical skills gain the trust and buy-in of the C-suite, making them key advisors in strategic decision-making.

By analysing employee data, you can craft strategies that directly improve the workforce experience. For instance:

  • Using engagement survey results to address specific pain points.
  • Monitoring training program outcomes to refine development initiatives.
  • Leveraging pulse surveys to assess the impact of workplace changes in real-time.

The result:
A happier, more engaged workforce that drives organisational success.

  • Driving Organisational Change

Change initiatives often fail due to a lack of data-driven insights. Mastering analytics helps you:

  • Assess the readiness for change across the workforce.
  • Track the success of transformation efforts.
  • Identify resistance early and adapt strategies accordingly.

Example:
When rolling out a new HRIS system, analytics can show how quickly employees adapt and identify departments that need additional training or support. Becoming a Chief People Officer is all about using what you have available to showcase business results.

  • Elevating DE&I Efforts

Data analytics plays a pivotal role in creating equitable workplaces. By analysing data, you can:

  • Identify diversity gaps across levels and functions.
  • Measure the effectiveness of inclusion initiatives.
  • Ensure pay equity through compensation benchmarking.

Why this matters:
CPOs are increasingly expected to lead on DE&I, and analytics provides the foundation for meaningful progress.

  • Building Resilience in Uncertain Times

In volatile markets or during crises, HR leaders with strong analytics skills can quickly adapt to changing circumstances. For example:

  • Workforce data can guide cost-cutting measures without compromising key talent.
  • Analytics can predict workforce demand in post-crisis recovery.

Case in point:
During the pandemic, CPOs who leveraged data to plan for remote work transitions and forecast burnout were better equipped to navigate uncertainty.

How to Master Data Analytics as an HR Leader

  1. Learn the Tools: Get familiar with HRIS systems, analytics platforms (e.g., Tableau, Power BI), and workforce analytics tools.
  2. Upskill: Take courses or certifications in data analytics for HR. Many are designed for non-technical professionals.
  3. Start Small: Begin by analysing key HR metrics like turnover, engagement, or time-to-hire. Use these insights to make data-backed decisions.
  4. Collaborate: Work closely with your finance or operations teams to understand how they approach data.

What Success Could Look Like:
✅ Consistently delivering data-backed insights that inform strategic decisions.
✅ A track record of improving metrics (e.g., reducing absenteeism by analysing and addressing root causes).
✅ Confidence in presenting HR data to the executive team in a compelling and actionable way.

7. Invest in Education and Certifications

Action Plan:

  • Complete relevant qualifications such as CIPD Level 7 or an MBA with a focus on HR leadership.
  • Attend workshops, webinars, and HR leadership programs.

What Success Looks Like:
✅ Completion of a recognised qualification, such as a CIPD diploma or MBA.
✅ Application of new learning to your current role, leading to measurable improvements (e.g., more effective talent strategies or improved HR-business alignment).
✅ Enhanced credibility among peers and senior leaders, reflected in increased responsibilities or promotions.

8. Sharpen Leadership Skills

Action Plan:

  • Take on leadership roles in projects and within your team.
  • Seek mentorship or coaching from senior HR leaders.
  • Attend leadership development programs focused on emotional intelligence, communication, and influencing.

What Success Looks Like:
✅ Positive feedback from your team, reflected in employee satisfaction or engagement surveys.
✅ Successful delivery of complex projects involving cross-functional collaboration.
✅ Recognition as a trusted advisor to senior leadership.

9. Stay Informed and Adapt to Trends

Action Plan:

  • Regularly read industry blogs, whitepapers, and HR research.
  • Attend at least two HR conferences or events per year.

What Success Looks Like:
✅ Implementation of at least one new trend or technology in your organisation (e.g., introducing AI-based recruitment tools or remote work policies).
✅ Recognition as a forward-thinking HR professional by peers or leaders.
✅ Invitations to speak at events or contribute to industry publications.

10. Build a Strong Network

Action Plan:

  • Attend HR networking events and participate in industry groups on LinkedIn.
  • Maintain regular contact with mentors, peers, and industry leaders.

What Success Looks Like:
✅ Referrals or recommendations from your network leading to career advancement opportunities.
✅ Inclusion in exclusive HR circles or communities that discuss strategy and trends.
✅ A diverse network of contacts across industries, providing insights and opportunities.

Final Outcome: Becoming a Chief People Officer

This plan isn’t just about reaching the title but becoming a chief people officer and leader who makes a real difference. Success at every stage of this journey builds toward that ultimate goal, ensuring you have the skills, insights, and reputation to excel when you get there.

What ultimate success looks like:

  • You are appointed to an executive HR role with a seat at the leadership table.
  • You oversee HR strategy for an organisation, influencing its culture, talent, and future direction.
  • Your leadership and expertise are recognised externally, through awards, thought leadership contributions, or industry accolades.

 

Our focus on long-term partnerships

At re:find Executive Search we believe that recruitment is not a one-off transaction but rather a long-term partnership. By building long-term relationships with our clients, we help them to find and retain the best talent for their organisation.

Every organisation is unique. We feel that there is no one-size-fits-all solution when it comes to recruitment.

re:find offer bespoke recruitment solutions, that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

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

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

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.