The Future of Work in the Next 10 Years?

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The world of work is always changing. Every year, new technology, changing attitudes, and global events shape the way we work. But what will the next decade bring? Let’s dive into the future of work and see what predictions we’re hearing already for the next 10 years.

1. More Remote Work

One thing we’ve learnt recently is that many jobs can be done from home. Thanks to the internet and tools like video calls, many of us can work from anywhere. Regarding the future of work in the next 10 years, experts reckon that even more of us will be working from home or from other places, not just the office.

2. Learning all the Time

With new tech and tools coming out all the time, we’ll all need to keep learning. This means that ongoing training will be a big part of most jobs. So, get ready to be a student for life as the future of work changes.

3. Well-being at Work

People are understanding more and more that happy workers do better work. Companies will focus on making sure their staff are happy, healthy, and feel good at work. This could mean more breaks, better workspaces, or even things like yoga classes.

4. Green Jobs

As we all try to look after our planet better, there’ll be more jobs in green industries in the future of work. This could be things like making clean energy, designing eco-friendly products, or helping companies be greener.

5. Robots and People Working Together

Some people worry that robots will take all the jobs. But many experts think that robots will work alongside us. This means we might work with machines, using them to help us do our jobs better.

6. Flexibility will be Key

The 9-to-5 workday might become a thing of the past. More companies will let people choose when and where they work. This is great news for people who like to work at different times or in different places.

7. More Teamwork

In the future, many of us will work in teams more often. This means we’ll need to be good at working with other people, understanding their ideas, and sharing our own.

To Wrap Up

The future of work sounds exciting, right? There’ll be challenges, of course, but also loads of new opportunities. One thing is for sure – the world of work will keep changing, and we’ll all need to be ready to change with it.

Looking for more insights into the world of work? Keep an eye on our blogs and posts for the latest news and trends.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

How to Best Find a New Job in Leadership

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Whether you’re an experienced leader or someone eager to climb the corporate ladder, finding a new job in a leadership role is a journey. It requires the right mix of introspection, strategy, and action. This guide will walk you through the steps to help you land that coveted leadership role.

1. Knowing when the time is right to move on

It’s essential to recognise when it’s time to move on from your current position. Here are some signs that you may need a new job in leadership

  • You’ve outgrown your current role.
  • There’s limited room for growth or new challenges.
  • You feel undervalued or unsatisfied with your work environment.

Trust your instincts. If you consistently feel like it’s time for a change, it likely is.

2. Searching for a new job in leadership

There are various platforms to find a new job in leadership:

  • Job boards: Sites like LinkedIn, Indeed, and Reed.co.uk often have a plethora of leadership roles.
  • Networking: Join professional groups and associations related to your industry.
  • Recruitment agencies: Many specialise in senior roles and leadership positions.

Before diving in, take these preparatory steps:

  • Update your CV: Highlight achievements, leadership roles, and significant projects.
  • LinkedIn: Ensure your profile is updated, professional, and mirrors your CV.
  • Research: Understand the current market, industry trends, and the skills in demand.

4. Choosing the right companies to apply for a new job in leadership

Not all companies will align with your values or career goals. Research each potential employer by:

  • Reviewing their website and mission statement.
  • Checking employee reviews on platforms like Glassdoor.
  • Understanding the company culture and growth potential.

5. How to best prepare for an interview

Once you’ve landed an interview, preparation is key:

  • Research the company: Know its history, challenges, competitors, and up-to-date news.
  • Practice common leadership interview questions: This will help you articulate your thoughts clearly.
  • Plan your outfit: Dressing professionally makes a positive first impression.

6. How to stand out for the job in a new job in leadership

Standing out is more than just having the required skills:

  • Show passion: Be enthusiastic about the role and the company.
  • Showcase achievements: Quantify results whenever possible.
  • Ask thoughtful questions: This demonstrates your genuine interest and thorough preparation.

7. Knowing if a company is the right fit for you

Securing a job offer is exciting, but it’s equally essential to ensure the company is a good fit:

  • Company culture: Does the environment align with your values?
  • Growth opportunities: Will there be room for professional advancement?
  • Work-life balance: Does the company promote a healthy balance or expect constant overtime?

Remember, an interview is as much about them getting to know you as it is about you getting to know them.

Conclusion

Finding a new leadership role requires time, patience, and strategy. By knowing when it’s time to move on, searching in the right places, preparing thoroughly, and ensuring a company aligns with your goals, you can find a job that not only matches your skills but also brings joy and satisfaction. Happy job hunting!

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

How to Create your Company Culture?

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Creating a company culture in today’s world involves thoughtful planning, intentional actions, and a focus on fostering an inclusive, positive, and purpose-driven environment. Here’s a step-by-step guide to help you get started:

1. Define Your Values and Mission:

  • Clarify Core Values: Identify the values that will guide your company. These are the principles that define your organisation’s character and serve as the foundation for your culture.
  • Craft a Mission Statement: Develop a concise and inspiring mission statement that communicates the purpose and goals of your company.

2. Leadership Commitment:

  • Lead by Example: Ensure that company leaders embody and exemplify the desired culture. Leadership commitment is crucial for establishing a cultural tone and influencing employee behaviour.

3. Involve Employees in the Process of Creating the Company Culture:

  • Collect Feedback: Solicit input from employees at all levels. Understand their perspectives on the current culture and gather ideas for the desired culture.
  • Co-create Values: Involve employees in the process of defining or refining the company’s values. This builds a sense of ownership and commitment.

4. Communication and Transparency:

  • Transparent Communication: Foster open and transparent communication. Keep employees informed about company goals, challenges, and successes.
  • Regular Updates: Regularly share updates on the company’s performance, achievements, and any changes that may impact employees.

5. Employee Recognition and Appreciation:

  • Recognition Programs: Implement employee recognition programs to acknowledge and reward behaviours that align with the company culture.
  • Celebrate Achievements: When we recognise our individual and team achievements, we are reinforcing the importance of contributions to the overall culture.

6. Establish Rituals and Traditions for Culture:

  • Team Building Activities: Organise regular team-building activities to strengthen relationships and create a sense of unity.
  • Cultural Traditions: Introduce rituals or traditions that reflect and reinforce the desired cultural attributes.

7. Provide Opportunities for Professional Growth within the Company Culture

  • Training and Development: Invest in training and development programs that align with the company’s values. This not only enhances skills but also communicates a commitment to employee growth.
  • Mentorship Programs: Establish mentorship programs to facilitate knowledge transfer and personal development.

8. Promote Work-Life Balance:

  • Flexible Work Arrangements: Consider offering flexible work arrangements to support employees’ work-life balance.
  • Wellness Initiatives: Implement wellness programs that address physical and mental well-being.

9. Diversity, Equity, and Inclusion:

  • Diversity Initiatives: Foster a diverse and inclusive workplace by implementing diversity initiatives and ensuring equal opportunities for all employees.
  • Training on Inclusion: Provide training on inclusivity and create an environment where all employees feel valued and respected.

10. Measure and Adjust:

  • Employee Surveys: Conduct regular surveys to gauge employee satisfaction, engagement, and alignment with the company culture.
  • Feedback Loops: Establish mechanisms for ongoing feedback to identify areas for improvement and adjustment.

11. Adapt to Change your Culture:

  • Agility: In today’s rapidly changing world, be adaptable. A flexible culture can better navigate challenges and seize opportunities.

By incorporating these steps into your strategy, you’ll be on the path to creating a company culture that not only aligns with your values but also inspires and engages your employees in today’s dynamic business environment.

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.

Creating strong team culture in remote and hybrid teams

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In today’s dynamic work landscape where remote and hybrid work models have become the new norm, fostering a strong team culture is more crucial than ever.

As teams navigate through virtual spaces, the traditional methods of team building may seem outdated. But, with intentional efforts and creative strategies, building a resilient team culture in remote or hybrid work environments is not only possible but essential for organisational success. This blog explores effective tips and innovative ideas to strengthen your team’s cohesion, collaboration, and camaraderie in the digital era.

Introduction: Navigating the Challenges of Remote and Hybrid Team Building

As organisations embrace flexible work arrangements, the need for effective remote team building has never been more evident. Despite the physical distance, creating a sense of unity and shared purpose among team members is a goal that leaders can achieve with the right strategies. In this blog, we delve into practical tips and creative ideas to foster a robust team culture that thrives in virtual or hybrid work settings.

Understanding the Foundations: Clear Communication and Shared Goals

It’s essential to lay down the foundations for remote and hybrid team building. We should make clear communication and shared goals serve as the bedrock for a cohesive team culture even when members are miles apart. Establishing these foundations ensures that everyone is on the same page, fostering a sense of unity.

Tip 1: Establishing Open Lines of Communication

In a remote and hybrid environment, communication becomes the lifeline of a team. Encourage regular check-ins, video meetings, and the use of collaborative communication tools. Emphasise the importance of transparent and honest communication to build trust among team members.

Tip 2: Define and Communicate Clear Goals

Clearly defined goals provide the team with a sense of purpose and direction. Ensure that every team member understands their role in achieving these goals. Regularly revisit and reassess objectives to adapt to the evolving nature of work.

Building a Virtual Watercooler: Nurturing Social Connections in Remote and Hybrid Teams

One of the challenges of remote and hybrid work is the absence of casual interactions that occur naturally in an office setting. To recreate the camaraderie of a physical workplace, leaders must proactively create opportunities for social connections.

Tip 3: Virtual Coffee Breaks and Informal Chats

Schedule virtual coffee breaks or informal chat sessions where team members can discuss non-work-related topics. This simulates the spontaneous interactions that happen around the office watercooler, fostering a sense of community.

Tip 4: Team-Building Icebreaker Activities

Incorporate fun and interactive icebreaker activities into virtual meetings. This could include virtual games, quizzes, or team challenges that encourage collaboration and create a relaxed atmosphere.

Acknowledging Achievements: Virtual Recognition and Appreciation in Remote and Hybrid Teams

In a remote and hybrid setting, it’s crucial to celebrate successes and recognise individual and collective achievements. Acknowledging accomplishments boosts morale and creates a positive team culture.

Tip 5: Virtual Recognition Platforms

Implement virtual recognition platforms where team members can give shout-outs or recognitions to their colleagues. This not only highlights achievements but also reinforces a culture of appreciation.

Tip 6: Celebratory Virtual Events

Organise virtual events to celebrate milestones, birthdays, or team anniversaries. This could include virtual parties, themed events, or team-building exercises tailored to the remote setting.

Developing Trust in a Digital Space: Team Bonding Activities

Trust is the cornerstone of any successful team, and building and maintaining trust in a remote setting requires intentional effort.

Tip 7: Team-Building Workshops

Host virtual team-building workshops that focus on trust-building exercises. These can include activities that encourage vulnerability, effective communication, and understanding each other’s strengths and weaknesses.

Tip 8: Cross-Functional Collaboration

Encourage cross-functional collaboration by creating opportunities for team members from different departments to work together on projects. Resulting in not only enhanceing the skills but also strengthening interdepartmental relationships.

Ensuring Inclusivity: Remote and Hybrid Team Building for Everyone

In a dispersed work environment, it’s essential to ensure that remote and hybrid team-building activities are inclusive and cater to the diverse needs of team members.

Tip 9: Flexible Scheduling for Global Teams

If your team spans different time zones, consider rotating meeting times to accommodate everyone. This ensures that team members from various locations can actively participate in team-building activities.

Tip 10: Inclusive Virtual Events

Also, when planning virtual events, consider cultural sensitivities and preferences. Ensure that activities are inclusive and respectful of diverse backgrounds, fostering a sense of belonging for every team member.

Conclusion: Nurturing a Sustainable Remote and Hybrid Team Culture

Building a strong team culture in remote or hybrid work environments requires ongoing dedication and adaptability. By prioritising clear communication, social connections, recognition, trust-building, and inclusivity, leaders can create a resilient team culture that not only survives but thrives in the digital era. As the workplace continues to evolve, embracing innovative approaches to remote team building will be the key to fostering a collaborative and motivated remote workforce.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

New Year, New Me? New Year Resolutions for Businesses

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The start of a new year often heralds a period of reflection and reinvention, and New Year Resolutions.

For individuals, this might translate into personal commitments and aspirations. However, businesses are not exempt from this ritual. In fact, as the calendar year nears its end, many companies are already asking, “New Year, New Me?”.

Here we delve into the trend of businesses making New Years Resolutions:

The Tradition of New Year Resolutions

Historically, New Year Resolutions date back to the Babylonians, who made promises to their gods at the start of each year. These promises often revolved around returning borrowed items and paying off debts. In today’s age, tradition has evolved but the essence remains: setting goals for positive change.

Why Businesses Can’t Ignore New Year Resolutions

Just as individuals pledge to eat healthier or read more books, companies might decide to enhance customer relations, increase profitability, or launch a new product line. The principle remains the same: improvement and progress.

  1. Growth and Expansion: For businesses looking to scale, the new year could mark the beginning of tapping into new markets, exploring diverse product lines, or even mergers and acquisitions.
  2. Strengthening Customer Relations: Modern businesses understand the importance of a loyal customer base. Thus, the new year is an opportunity to roll out loyalty programmes, enhance customer service, or introduce community engagement initiatives.
  3. Sustainability: With rising awareness about environmental issues, many businesses are opting for sustainable practices. Come 2024, we could see more firms vowing to reduce their carbon footprint or eliminate plastic from their operations.

Planning is Key

The allure of the New Year is strong, but successful resolutions are built on foresight and preparation. Here’s why and how businesses should start planning their resolutions well in advance:

  1. Market Analysis: Before setting any goals, businesses need to have their fingers on the pulse of the market. Understanding evolving consumer behaviours, emerging trends, and potential disruptors can guide goal setting.
  2. Feedback Integration: End-of-year feedback from clients, stakeholders, and employees can provide invaluable insights. Harnessing this information can shape the resolutions for the coming year.
  3. Resource Allocation: Whether it’s hiring new talent, purchasing equipment, or investing in training, businesses need to ensure they have the necessary resources to fulfil their resolutions.

Personal Resolutions Within a Professional Framework

New Year’s resolutions aren’t exclusive to business entities. Employees, irrespective of their designation or role, can draft their own set of professional resolutions. By aligning personal goals with organisational objectives, employees can find a harmonious blend of personal and professional growth.

  1. Skill Development: With industries constantly evolving, employees might resolve to learn a new skill, attend workshops, or pursue further education.
  2. Networking: Building a robust professional network can open doors to opportunities. Attending more industry events or joining professional organisations might be on the cards for many.
  3. Wellness and Work-life Balance: Burnout is a real concern. Employees could aim for a healthier work-life balance, integrating wellness routines into their daily life.

Case Studies: Resolutions That Transformed Businesses

Let’s delve into some real-life examples where resolutions have made a noticeable difference:

  1. Company A’s Green Pledge: Starting 2022, Company A, a renowned beverage manufacturer, pledged to go plastic-free. Through extensive planning in 2021, they rolled out glass bottles in 2022. Not only did this move enhance their brand image, but it also led to increased sales.
  2. Company B’s Focus on Mental Health: Recognising the rising concerns around mental health, Company B, a tech giant, introduced mandatory wellness breaks and counselling sessions for employees in 2023. This boosted employee morale, reduced sick leaves, and enhanced overall productivity.

In Conclusion

New Year’s resolutions for businesses aren’t just a trend. They’re an essential introspection tool, guiding companies towards sustainable growth. While 2024 awaits with its set of challenges and opportunities, preparedness, backed by resolutions, can set the stage for a prosperous year ahead.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

 

How to have Productive Leadership Meetings

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Productive leadership meetings are the linchpin of organisational success. To help you plan for that success, we delve into the nuances of how to have productive leadership meetings, and exploring strategies to enhance collaboration, decision-making, and overall team productivity.

Setting the Stage for Success: Planning and Preparation

Successful leadership meetings start with meticulous planning and preparation. As part of that preparation, it is important to ensure that the agenda is clear, concise, and aligned with the overarching goals of the organisation.

A well-structured agenda ensures that the meeting stays focused on crucial topics, enhancing the chances of productive discussions.

Engaging Leadership: Fostering Participation and Inclusivity

The meetings are not one-sided conversations. Encouraging active participation from all team members fosters a culture of inclusivity and collaboration.

Encouraging Participation for Success in Productive Leadership Meetings

Leaders should create an environment where team members feel comfortable expressing their opinions and ideas, contributing to a diverse range of perspectives.

Utilising Technology for Seamless Collaboration in Productive Leadership Meetings

Technology plays a pivotal role in fostering seamless collaboration during meetings. So think about technologies such as video conferencing tools, collaborative platforms, and real-time document sharing enhance communication and decision-making.

Effective Decision-Making: From Discussion to Action

It’s not just about talking; it’s about making decisions that drive the organisation forward. A structured decision-making process ensures that outcomes are clear, actionable, and aligned with strategic goals.

Decisive Leadership: Turning Discussions into Actionable Outcomes during Productive Leadership Meetings

Leaders should guide the team through a logical decision-making process, considering all relevant factors and ensuring that decisions are communicated effectively.

Time Management for Productive Leadership Meetings

In the fast-paced business environment, time is a precious commodity. Successful leadership meetings are well-paced, ensuring that discussions are thorough without unnecessary delays.

Leaders should be mindful of the agenda, allocate time effectively, and keep the meeting on track to respect everyone’s time.

Encouraging Innovation: Creating a Culture of Creative Exchange

Leadership meetings provide a platform for fostering innovation and creative thinking. Encouraging team members to share innovative ideas contributes to continuous improvement and adaptability.

Building Relationships: The Human Element

Beyond the business agenda, successful leadership meetings recognise the importance of building strong interpersonal relationships. Team-building exercises, casual conversations, and acknowledging achievements contribute to a positive team dynamic.

Relationship-Driven Leadership: Nurturing Bonds in Meetings

Leaders should invest time in cultivating a positive team culture, promoting camaraderie and mutual respect.

Continuous Improvement: Learning from Past Meetings

Post-meeting evaluations are crucial for ongoing success. Leaders should gather feedback, assess what worked well and what can be improved, and implement changes for future meetings.

Key Phrase: Evolving Leadership Meetings: The Power of Continuous Improvement

Related Blog: How to Conduct Effective Post-Meeting Evaluations

Overcoming Challenges: Common Hurdles in Leadership Meetings

By addressing common issues such as lack of engagement, conflicting opinions, or technology glitches, you will be showing proactive leadership and effective problem-solving.

Leaders should be prepared to address challenges promptly, maintaining the flow and productivity of the meeting.

Remote Leadership Meetings: Bridging the Distance Effectively during Productive Leadership Meetings

In an increasingly remote working landscape, leadership meetings often take place virtually. Leaders must adapt their strategies to ensure that remote meetings are as effective as those held in person.

Conclusion: A Blueprint for Success in Productive Leadership Meetings

Our conclusion? Successful leadership meetings are a strategic imperative for organisational growth and cohesion. By meticulously planning agendas, fostering participation, leveraging technology, making informed decisions, and continuously improving, leaders can transform meetings into powerful drivers of success.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Mastering the Craft: The Keys to Successful Organisational Development

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In today’s rapidly changing business environment, organisations must be able to adapt quickly to remain competitive. To achieve this, they must constantly strive to improve their processes, systems, and culture. Organisational development is a systematic approach to change management that aims to enhance an organisation’s overall effectiveness and performance. It involves a range of interventions, such as team building, leadership development, change management, and performance management, that are designed to help individuals, teams, and the organisation as a whole to work more effectively, efficiently, and cohesively.

Mastering the craft of organisational development is essential for any organisation seeking to achieve sustained success. By developing a deep understanding of the principles and practices of organisational development, leaders can create a culture of continuous learning and improvement that enables their organisation to adapt and thrive in a rapidly changing business environment.

In this blog, we’ll explore the keys to successful organisational development, including the principles and practices that underpin it, and the benefits it can bring to your organisation. Whether you’re a business leader, a human resources professional, or an organisational development practitioner, this blog will provide you with valuable insights and practical tips for mastering the craft of organisational development. So, let’s get started!

What is organisational development?

Organisational development (OD) is a planned, systematic process of change that helps organisations improve their effectiveness. It involves the use of behavioural science knowledge and techniques to diagnose organisational problems and to develop and implement strategies that will lead to improved organisational performance.

OD can be broad ranging, including changes to an organisation’s structure, culture, leadership, systems, and processes. The ultimate goal of OD is to help organisations become more adaptable, innovative, and responsive to the changing needs of their customers, employees, and other stakeholders.

OD is often used by a company to solve issues, such as low employee morale, high turnover rates, or ineffective communication. OD practitioners collaborate closely with organisational leaders and staff to identify the root causes of these issues and create solutions that are tailored to the unique needs of the organisation.

Overall, the goal of OD is to create a healthy and productive work environment that supports the achievement of organisational goals while also promoting the well-being and development of employees.

OD strategy for your business

Organisational development (OD) can be used to support and enhance business strategy in several ways. Some of the key ways that OD can be used for business strategy are:

  1. Aligning the organisation’s structure with its strategy: OD practitioners can help businesses to design their organisational structure to better support their strategic goals. This can involve creating new departments or teams, redefining roles and responsibilities, or streamlining processes to increase efficiency and effectiveness.
  2. Building a high-performance culture: OD an be used to create a culture of high performance that supports the achievement of business goals. This can involve developing leadership skills, promoting teamwork, and establishing a set of shared values and behaviours that support the organisation’s strategic objectives.
  3. Developing talent: OD can be used to identify and develop the skills and capabilities that are required to execute the organisation’s business strategy. This may involve implementing training and development programs, coaching and mentoring, or succession planning to ensure that the organisation has the talent it needs to achieve its goals.
  4. Improving communication and collaboration: OD interventions can help to improve communication and collaboration within the organisation, which is essential for successful execution of business strategy. This can involve improving internal communication channels, implementing team-building initiatives, and promoting a culture of transparency and openness.

WHAT ARE SOME OF THE CHALLENGES ORGANISATIONS FACE WITH REGARDS TO ORGANISATIONAL DEVELOPMENT?

Organisations that fail to invest in effective organisational development may face a range of challenges that can impact their performance and sustainability. Here are some of the challenges that poor organisational development can create:

  1. Lack of Adaptability: Poor organisational development can lead to a lack of adaptability, making it difficult for organisations to respond to changes in the business environment. This can result in lost opportunities, decreased competitiveness, and even business failure.
  2. Low Employee Engagement: Poor organisational development can lead to low levels of employee engagement and motivation, which can result in reduced productivity, high turnover rates, and difficulties in attracting and retaining talent.
  3. Ineffective Leadership: Poor organisational development can result in ineffective leadership, as leaders may not have the skills and knowledge to effectively manage and develop their teams. This can result in poor decision-making, low morale, and a lack of direction within the organisation.
  4. Inefficient Processes: Poor organisational development can lead to inefficient processes, as teams may not be structured in an optimal way or have the necessary skills to perform their roles effectively. This can result in delays, errors, and increased costs.
  5. Poor Company Culture: Poor organisational development can also result in a negative company culture, where employees do not feel valued or supported, and there is a lack of trust and collaboration within the organisation. This can result in high levels of absenteeism, low job satisfaction, and difficulties in retaining talent.

HOW CAN ORG DEVELOPMENT FIT IN TO AN OVERALL HR TRANSFORMATION PROGRAMME?

Organisational development (OD) can play a critical role in an overall HR transformation programme, as it focuses on enhancing the performance and effectiveness of the organisation as a whole. Here are some ways that OD can fit into an HR transformation programme:

  1. Alignment with HR Strategy: Organisational development initiatives should align with the broader HR strategy of the organisation. By doing so, they can support the organisation’s overall goals and contribute to a comprehensive HR transformation programme.
  2. Cultural Transformation: Organisational development can play a key role in driving cultural transformation. By promoting a culture of continuous learning and improvement, OD can help to foster a growth mindset and promote innovation, which are essential for success in today’s fast-paced business environment.
  3. Talent Management: Organisational development can help organisations to develop their talent management practices, including recruitment, training, and development. By focusing on the development of people, OD can help to create a more engaged and productive workforce.
  4. Change Management: Organisational development can provide a framework for managing change effectively. By using OD techniques, organisations can help their employees to adapt to change and ensure that the changes they implement are sustained over the long term.
  5. Leadership Development: Organisational development can play a key role in developing leadership capability within an organisation. By focusing on leadership development, OD can help to create a strong pipeline of talent and ensure that the organisation is well-equipped to deal with future challenges.

OD career options

Typically, a career journey in OD involves the following stages:

  1. Entry-level OD roles: Individuals may begin their OD career as an OD coordinator, analyst, or assistant. In these roles, they would support the implementation of OD interventions, analyze data, and assist with communication and stakeholder engagement.
  2. OD specialist: As individuals gain experience and expertise in OD, they may advance to a specialist role where they lead specific OD interventions or projects. This may include designing and implementing change management initiatives, developing leadership development programs, or conducting organisational assessments.
  3. OD consultant: Experienced OD professionals can move in to consulting where they work with external clients to provide OD advice and support. They may work for a consulting firm such as one of the big 4 (PWC, KPMG, Deloitte or EY) or as an independent consultant. They will provide a wide range of OD services, including strategic planning, leadership development, and team-building.
  4. OD manager/director: Some people decide to progress they may move into a management or director-level role where they oversee the OD function within an organisation. In this role, they would be responsible for developing and implementing the OD strategy, managing a team of OD professionals, and working closely with senior leaders to align OD initiatives with business goals.
  5. Executive-level OD roles: In some cases, experienced OD professionals may advance to an executive-level role within an organisation, such as Chief People Officer or Chief Human Resources Officer. In these roles, they would drive the overall people strategy for the organisation, which includes OD initiatives aimed at improving organisational effectiveness and driving business results
Our focus on long-term partnerships

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

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

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

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

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

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

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

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

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

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

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

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

2. Create a compelling vision to move forward

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

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

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

4. Align Systems with Processes

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

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

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

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

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

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

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

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

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

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

7. Change Management is Key

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

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

8. Rule of 8: communicate, communicate, communicate

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

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

9. Think of knowledge transfer as a joint project team

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

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

10. Go-Live is just the start!

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

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

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

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

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

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

The Impact of a New Labour Government Changes on Business

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With the Labour Party back in power, businesses across the UK are gearing up for changes.

Those changes could shake up the economic and regulatory landscape. In this blog, we’ll dive into what these changes might mean for businesses, particularly in recruitment and leadership roles.

Looking Back: What Happened Last Time Labour Was in Charge?

The last time Labour was in government (1997-2010) under Tony Blair and Gordon Brown, we saw some big shifts:

  1. National Minimum Wage: Introduced to tackle low pay. It was great for workers but meant higher costs for businesses, especially smaller ones.
  2. Workers’ Rights: Labour boosted rights with better maternity and paternity leave and capped working hours with the Working Time Directive.
  3. Education and Skills: They poured money into education and skills training, which eventually helped create a more skilled workforce.

These changes give us a clue about how Labour might steer the ship this time around.

Labour’s Current Plans: What’s on the Horizon?

Labour’s manifesto is packed with plans that could impact businesses. Here are a few key points:

  1. Green New Deal: A big push towards a green economy. This could open up opportunities in renewable energy and green tech. But, might also mean more costs for traditional industries due to stricter environmental rules.
  2. Workers’ Rights and Pay: Raising the minimum wage to £15 per hour and beefing up workers’ rights. This could hike up wage bills. On the flip side, happier workers could mean higher productivity.
  3. Tax Reforms: Increasing corporate tax rates and introducing a financial transactions tax might hit profits. However, more public investment in infrastructure and services could drive economic growth.

What This Means for Recruitment

The recruitment sector is likely to see a few shifts due to Labour’s policies:

  1. Demand for Green Jobs: The Green New Deal is expected to create a boom in jobs. These will be related to renewable energy, sustainability, and environmental management. Recruitment agencies will need to tap into these new areas.
  2. Fair Employment Practices: With a stronger focus on workers’ rights, there’ll be more emphasis on fair recruitment practices, which might mean stricter compliance and more transparent hiring processes.
  3. Skills Development: Labour’s push for better education and training means a more skilled workforce. Recruitment agencies will have a larger pool of qualified candidates but will need to stay on top of new qualifications and training programs.

Leadership Roles: What’s Changing?

Leadership roles will also need to adapt to the new government’s direction:

  1. Ethical Leadership: With Labour’s focus on social justice and equality, there’ll be more pressure on business leaders to show ethical leadership and corporate social responsibility.
  2. Adaptability and Change Management: Leaders will need to be good at handling change as businesses navigate new regulations, tax reforms, and shifts in the labour market. Building a culture of resilience and adaptability will be key.
  3. Sustainability Focus: Executives will need to make sustainability a priority in their strategies, aligning their business practices with the government’s environmental goals.

How It Could All Go Wrong for Labour

While Labour’s plans are ambitious, there are potential pitfalls:

  1. Economic Slowdown: Higher corporate taxes and increased regulations could slow down economic growth, leading to lower business investment and job creation.
  2. Implementation Challenges: Implementing wide-ranging reforms is complex and could face bureaucratic delays, mismanagement, or resistance from various sectors.
  3. Political Instability: Internal party conflicts or a lack of support from key stakeholders could derail Labour’s agenda, leading to policy reversals or watered-down reforms.

How Long Will It Take to See Changes?

Change doesn’t happen overnight, and the timeline for Labour’s policies to take effect will vary:

  1. Short-Term: Some changes, like increases in the minimum wage, might be implemented quickly but could also lead to immediate cost pressures on businesses.
  2. Medium-Term: Tax reforms and investments in infrastructure and public services might take a few years to roll out and start showing benefits.
  3. Long-Term: Initiatives like the Green New Deal and education reforms could take a decade or more to fully materialise and impact the economy.

London skyline with Big Ben. Using this image to accompany a blog about the new UK Government Labour.

How Can Businesses Best Prepare?

Preparation is key to navigating the upcoming changes:

  1. Stay Informed: Keep up to date with government announcements and understand how new policies might affect your industry.
  2. Invest in Skills: Focus on training and upskilling your workforce to meet new industry demands, particularly in green technologies and sustainable practices.
  3. Adaptability: Build a flexible business model that can quickly adapt to regulatory changes and economic shifts.
  4. Engage in Dialogue: Participate in industry associations and engage with policymakers to voice concerns and suggestions, helping shape the implementation of new policies.
  5. Sustainability Practices: Integrate sustainability into your business strategy to align with the government’s environmental goals and appeal to increasingly eco-conscious consumers.

Wrapping Up

Labour’s return to power is set to bring significant changes to the UK business scene. While there are challenges ahead, like higher operational costs and more regulations, there are also plenty of opportunities, especially in green industries and through a more skilled workforce. For the recruitment sector, staying adaptable will be crucial to helping businesses find the talent they need. And for business leaders, focusing on ethical practices, adaptability, and sustainability will be more important than ever. By preparing for these changes, businesses can set themselves up for success in this new political and economic landscape.

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 Head of Interim, Sam Dyde. 

Please visit our website to see more of our knowledge hub: https://refind.co.uk/

Higher education: a revolutionary transformation journey

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Higher education: a revolutionary transformation journey

Higher Education: For our featured blog this week, Sarah spoke to Sravan Banerjee, Organisation Design and Change Management professional, who shared his insightful experience of a recent large scale change and transformation project that he led in the Higher Education sector, with a leading UK University.

Transformation – a word often used, maybe overused, that has numerous connotations on its own. It means different things to different organisations and even within the same organisation, there are multiple versions floating around.

However, the meaning of the word has never rung truer than during this unprecedented crisis we find ourselves in globally. Organisations today are battling challenges on multiple fronts not the least of which is how to stay operationally viable in the short term, but also take a long hard look at their longer-term operating model.

This challenge is sector agnostic and be it private or public most business leaders face similar challenges. The Higher Education sector interestingly has perhaps remained the last bastion – largely unchallenged in its ways of working and perhaps not feeling the need to challenge the status quo as much as other sectors.  

But with Brexit looming, the unrelenting onslaught of the pandemic and mounting operational pressures, the Higher Education (HE) sector faces venturing into the unchartered territory of transformation not only at the operational level but at a more fundamental level around its model and ways of working.

I was fortunate enough to have worked for a world-renowned client in the HE Sector who, while remaining one of the crown jewels of the Higher Education, realised early on the need to change. They embarked on a transformation journey that would fundamentally change their operating model to set up a revolutionary Shared Service Centre which would allow them to drive scale and be operationally efficient through extensive use of technology. This would ensure the enabling functions were true Centres of Excellence offering specialist advice and were true partners to the schools and colleges. Equally, this allowed the schools and colleges to focus their energy on academic pursuits and excellence and avoid duplication of accountabilities and capabilities – thus making them more outward focused.

The engagement was a learning experience like few others, as this was a ‘first off the blocks’ journey, both in terms of the scale of operation, as well as the mindset change.

The key takeaways for me are as follows:

  • Acknowledge the problem

The first step to fixing a problem is recognising there is one. My client was cognisant enough to recognise the challenges they faced in the coming years if they did not transform – hence felt the urgency to change. The critical takeaway for me here was how the senior figures within the University (including the Provost and Vice Provost) were starting to get behind the need to change. For me, that is one of the critical indicators of a successful change journey – the leadership recognising the problem and talking about it openly. Through that simple step, we had already started to make vital inroads into the change journey.

  • Treat everyone as a customer

An interesting lesson I learnt was how the client shifted its focus to a more customer-centric model. What I mean by that is:

-The academic fraternity looking at their corporate partners driving research grants, as customers and slowly moving to a more commercially focused and outcome-driven partnership with them.
-The University treating its existing and incoming students as customers and changing the ‘Customer/Student Experience Journey’ by identifying the various touchpoints for a student, reducing the number of interactions, and making each interaction meaningful.
-The enabling functions treating the schools and colleges as their customers and getting into ‘providing a superlative advisory service’ mindset.

Change is not a dark room exercise where we go into a tunnel and magically emerge with a solution that works for everyone. It is painful, it is hard, and it takes courage. Most importantly it takes engagement with the right set of people to take them along on the journey. My client realised this early on in the process and set up numerous avenues to engage and interact with people (surveys, learning cafes, Communities of Practice) to ensure colleagues felt ‘they were doing it’ instead of ‘it being done to them’. It was not always easy. It did feel at times that we were regressing but carrying on the engagement process in the spirit it was started was ultimately the difference between success and failure.

  • A shift in ways of working and mindset

Perhaps the single largest piece of the puzzle was the internal shift – not only in ways of working but what that meant for the operational mindset within the University. Of course, Op Model and Org Design helped translate strategy into ways of working and provided clear roles and accountabilities. But implementing that design required a broad change narrative around ‘the why’ and more importantly required the schools and colleges to be comfortable with the fact that some capabilities would not be dedicated/siloed into their structures. The critical message to get across was ‘they were not losing a capability’ but rather ‘gaining a multitude of specialist services’ that would free up their time to focus on what they love doing most. This was the key message we iterated again and again (and again) with our academic stakeholders. This open channel of communication was critical for success with my client and went a long way to support the implementation of the change journey.

  • Eye of the prize

Lastly, one of the key things that my client did consistently well, was to keep their focus on the desired outcomes for the change. When kicking off a major transformation piece, it is very easy for it to snowball into something else entirely and before you know it, it has grown arms and legs and is an industry on its own. To prevent this from happening, my client had a set of 4/5 desired outcomes which were agreed at the very onset of the programme and from which they never wavered. This helped contain the scope of the Transformation piece effectively and just as importantly allowed us to iterate and re-iterate a set of key messages which ultimately became the engine for the change journey.

Sravan offers Organisation Design and Change Management services. You can find more about what Sravan on LinkedIn here.