Why “Culture Fit” Might Be Limiting Your Organisation’s Potential

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The hiring practices that once supported operational stability are now constraining growth.
At the core of this challenge is a longstanding hiring model: culture fit.

While traditionally viewed as a path to team cohesion and alignment, hiring for culture fit can limit your organisation’s capacity to evolve. In environments that demand innovation, agility, and forward-thinking leadership, the focus must shift toward what your culture needs next—not what it already has.

When familiarity becomes a ceiling

Culture fit aligns individuals with established behaviours, norms, and team dynamics. It creates consistency, but over time, that consistency can constrain adaptability.

As your organisation scales or enters new markets, culture fit can narrow the candidate pool. It often prioritises familiarity over strategic differentiation—reducing the potential for bold thinking and innovation.

Put simply, the very cohesion it aims to protect may limit the diversity of thought and leadership your business needs to grow.

The new imperative: culture add

High-growth organisations are now shifting focus from “fit” to “add.”

Culture add is about intentionally bringing in leaders who:

  • offer distinct viewpoints
  • challenge assumptions constructively
  • expand the cultural and strategic DNA of your organisation

It’s not a rejection of shared values—it’s an evolution of them. This approach invites growth through diversity, elevating both thinking and execution.

Leadership agility: the defining competency

The most valuable leadership trait is agility. It’s the capacity to navigate ambiguity, respond to rapid shifts, and lead high-impact change.

Hiring for agility ensures your leadership pipeline includes individuals who:

  • accelerate organisational development
  • manage transformation through structured resilience
  • build cross-functional alignment without relying on sameness

This mindset is particularly critical in HR transformation roles, where leaders must:

  • redesign operating models
  • deliver inclusive, future-facing workforce strategies
  • serve as change partners to the executive team
How strategic leaders can lead the shift

As a CEO or CFO, your role in shaping hiring philosophy is pivotal. Moving from culture fit to culture contribution requires a deliberate shift in mindset and structure.

1. Define the culture you’re building

Culture isn’t a preservation exercise. It’s a blueprint for growth. Redefine your cultural narrative based on where your organisation is heading.

2. Enable HR to drive organisational change

Your HR leaders must be equipped to attract and integrate diverse leadership profiles. Create conditions that support long-range people strategies.

3. Reframe interview success metrics

Update your hiring frameworks to identify complementary skill sets and perspectives. Prioritise outcomes over chemistry.

4. Make adaptability a non-negotiable

In high-change environments, adaptability isn’t optional. Assess it as rigorously as technical skill and experience.

Leading through culture contribution

Hiring for culture fit is familiar and proven—but familiarity shouldn’t be mistaken for forward-thinking. To compete and thrive, organisations must grow beyond alignment and into evolution.

Leaders who bring culture add and demonstrate leadership agility will accelerate your organisation’s trajectory. The future belongs to those who evolve with intention.

Let’s chat about what your next hire needs to bring. Get in touch and book a consultation.

The hidden power of a search partner who’s all in on your success

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When building high-performing HR functions, the quality of your leadership appointments sets the tone for transformation, innovation, and long-term organisational growth. That’s why the most forward-looking businesses partner with executive search specialists who are fully aligned to their goals.

A search partner who is deeply committed to your success brings far more than shortlists. they bring clarity, rigour, and a trusted lens into the leadership, qualities that create measurable value.

Why retained search drives strategic outcomes

When you engage a retained partner, you’re not procuring a service; you’re gaining a long-term advisor who aligns talent decisions with business direction.

What sets this approach apart?

  • focus and depth: we work on a select number of mandates, ensuring your assignment receives undivided attention and market depth
  • executive alignment: we support you in defining the leadership profile needed to deliver on transformation, culture, and commercial goals
  • market insight: you gain access to tailored intelligence, real-time trends, peer benchmarks, and leadership data that inform decisions beyond hiring
  • reputation stewardship: senior appointments often take place in competitive or confidential contexts. a retained model ensures discretion and care throughout
Strengthening business performance through partnership

The right HR leaders shape the business, from designing transformation strategies to embedding values across the organisation, the quality of these appointments has a direct link to operational success.

Working with a retained partner ensures:

  • consistency of process and evaluation
  • deeper engagement with senior talent
  • alignment between candidate potential and organisational trajectory

It’s not about replacing one approach with another, you’re elevating the process to match the significance of the decision.

What “all in” looks like with re:find

We don’t see ourselves as suppliers, we act as an embedded extension of your leadership team.

That means:

  • immersing ourselves in your business, culture, and strategic aims
  • supporting conversations around role evolution, succession planning, and transformation
  • representing your organisation to the market with authenticity and care

Our focus on HR transformation, organisational development, and leadership recruitment ensures we bring specialist insight that translates into meaningful outcomes.

Why top HR talent engages differently with retained search

Senior HR leaders are highly selective. they engage best when the process is structured, strategic, and rooted in long-term value.

Through a retained model, you’re offering:

  • a thoughtful, transparent process
  • a clear narrative around business vision and leadership opportunity
  • a strong alignment between their ambition and your growth strategy

This not only attracts exceptional individuals—it sets the tone for long-term commitment and cultural integration.

Investing in what matters most

When it comes to hiring the right leaders, process matters. trust matters. partnership matters.

As a CEO or CFO, you know that every senior appointment contributes to enterprise value. a retained search partner who’s all in on your success enables you to move with clarity, confidence, and strategic alignment.

It’s about building leadership capability with intention—and setting the stage for transformation that lasts.

Looking to make a key HR leadership hire?

Book a consultation with re:find and let’s talk about how we can help you find the HR leader who can take you where you need to go.

What Sets Future-Ready HR Leaders Apart And How to Hire Them with Confidence

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HR isn’t what it used to be. It’s no longer just a back-office function, it’s at the forefront of driving strategy, change, and culture. And with the pace of transformation today, getting the right HR leader on board is more critical than ever.

At re:find, we’ve spent years working closely alongside companies undergoing everything from quiet restructures to full-scale reinventions. We’ve seen what works and what absolutely doesn’t when it comes to hiring HR leaders who can thrive in uncertainty and actually create meaningful impact.

What Makes Modern HR Leaders Stand Out?

Modern HR leaders juggle multiple critical roles:

  • They lead workforce transformation with clear vision.
  • They shape organisational culture in real time.
  • And they partner with the C-suite to make strategy happen.

But it’s not just about the job title. It’s about how they show up when the pressure’s on, when the brief is loose, and when the organisation itself is in flux.

The Traits That Truly Matter

Over the years, we’ve noticed some consistent traits in the leaders who really deliver:

1. Contextual Intelligence

They don’t just follow a playbook. They read the room, understand the politics, and know how to make things happen in their unique environment.

2. Resilience Over Prestige

A fancy CV is great, but it doesn’t always mean they can fix what’s broken. We value people who’ve rolled up their sleeves and led through the messy middle.

3. Grit + Gravitas

The best HR leaders aren’t just charismatic in a boardroom—they know how to build trust, navigate conflict, and get people moving in the right direction.

4. Strategic Humility

They’re confident but never arrogant. They know the answers sometimes come from listening, not leading.

Where Traditional Hiring Falls Short

Common mistakes include:

  • Rushing the brief and skipping stakeholder alignment
  • Getting dazzled by slick interviews over real substance
  • Overlooking the cultural and political fit

This is where we come in.

How re:find Does It Differently

Our approach isn’t about speed. It’s about precision. Here’s how we make sure you get it right:

1. Discovery That Goes Deep

We take the time to talk to your people. Not just the hiring manager, but key influencers across the business. We unpack the politics, the blockers, and the untold truths.

2. Evaluation Built for Change

We don’t just ask “What have you done?” We ask, “What did you learn? How did it feel?” It’s about how they think, not just what they’ve done.

3. A Top-Tier Candidate Experience

The best candidates are being courted by multiple firms. We make sure your process stands out—with professionalism, consistency, and zero ghosting.

4. Real Partnership

This isn’t a transaction for us. We’re in it with you. We challenge your assumptions and help you refine what “great” looks like.

The Impact of Getting It Right

When you get the right HR leader in post, things move:

  • Transformation gathers momentum
  • Teams regain focus and energy
  • The board sees results, not just reports
Ready to Find the One?

If you’re in the middle of a transformation, about to scale, or dealing with legacy systems that need overhauling, this isn’t just a hire—it’s a strategic move.

Let’s make it count.

Book a consultation with re:find and let’s talk about how we can help you find the HR leader who can take you where you need to go.

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AI in HR: is this the end for HR?

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In today’s rapidly evolving digital landscape, artificial intelligence (AI) has emerged as a game-changer in numerous industries. It is revolutionising the way we work, communicate, and make decisions. AI in HR is making significant strides and transforming traditional HR practices. It’s paving the way for a more efficient and data-driven approach to managing talent.

Gone are the days when HR departments were bogged down by paperwork, manual processes, and repetitive administrative tasks. With the advent of AI, HR professionals now have powerful tools at their disposal. This allows them to streamline operations, enhance productivity, and make more informed decisions.

AI does have the potential to impact certain job roles within the HR field. As AI technologies advance, there is a possibility of automation replacing repetitive and administrative tasks traditionally performed by HR professionals. This could include tasks such as screening CVs, data entry, scheduling interviews, and answering routine employee inquiries.

However, it’s important to note that AI is more likely to augment HR roles rather than completely replace them. While AI can automate certain tasks, there are critical aspects of HR that require human skills and judgment. This includes employee relations, strategic decision-making, managing complex interpersonal dynamics, and understanding the nuances of human behaviour and emotions.

Here are some of the areas of HR that can be improved with the use of AI.

Talent Acquisition

AI can automate and optimise the recruitment process by using machine learning algorithms to analyse CVs, screen candidates, and identify the best fit for a position. AI-powered chatbots can engage with candidates, answer their queries, and schedule interviews, providing a more efficient and engaging candidate experience.

Employee Onboarding

AI can assist in the onboarding process by providing personalised training programmes, onboarding materials, and interactive modules to help new employees quickly familiarise themselves with company policies, procedures, and culture.

Employee Engagement

 Chatbots or virtual assistants powered by AI can act as a resource for employees, providing quick access to information about company policies, benefits, and HR-related inquiries. AI can also analyse employee sentiment through surveys, feedback forms, or even facial recognition to assess engagement levels and proactively identify areas that need attention.

Performance Management

AI can facilitate performance evaluations by analysing various data points such as employee feedback, project outcomes, and individual metrics. This analysis can provide managers with insights and recommendations for effective performance management and personalised development plans.

Training and Development

AI can personalise employee training and development programmes based on individual needs and learning styles. It can recommend relevant courses, resources, and learning paths, thereby enhancing the learning experience, and fostering continuous growth.

HR Analytics

AI can analyse large volumes of HR data, such as employee demographics, performance data, and attrition rates, to identify patterns, correlations, and predictive insights. This information can help HR professionals make data-driven decisions related to workforce planning, talent retention, succession planning, and diversity and inclusion initiatives.

Employee Wellbeing

Monitoring employee wellbeing can be assisted by AI, by analysing data from wearable devices or sentiment analysis of communication channels. It can identify signs of stress, burnout, or other mental health concerns, allowing HR to intervene and provide the necessary support.

Compliance and Risk Management

AI can assist HR in ensuring compliance with relevant laws and regulations by analysing policies, documents, and contracts to identify potential risks, discrepancies, or non-compliance issues.

Instead of viewing AI as a threat, HR professionals can embrace it as a tool to enhance their efficiency and effectiveness. By offloading repetitive tasks to AI systems, HR professionals can focus more on strategic initiatives, employee development, fostering company culture, and addressing complex people-related challenges.

Additionally, the introduction of AI in HR can create new job opportunities. Organisations may require HR professionals with skills in managing AI systems, analysing AI-generated insights, and ensuring the ethical and responsible use of AI technologies. HR roles may evolve to emphasize human-centric skills, such as empathy, emotional intelligence, and relationship-building, which are vital in understanding and addressing the needs of employees.

It’s important to note that while AI can automate and enhance many HR processes, it should complement human judgment and ethical considerations. The human touch remains essential for empathy, complex decision-making, and building strong relationships within an organisation.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on re:find please get in contact with our Managing Director, James Cumming.

Wellbeing in the workplace

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Wellbeing in the workplace is fast becoming just as important, if not more so, than salary or career progression. One issue at the forefront of this is mental health in the workplace. We are all aware of the importance of wellbeing, but could we be doing more?

 

Surveys over recent years have shown the true impact of poor mental health:

  • 1 in 6.8 people experience mental health problems in the workplace (14.7%) 
  • Evidence suggests that 12.7% of all sickness absence days in the UK can be attributed to mental health conditions.
  • Deloitte says poor mental health in the workplace is equivalent to almost 2% of UK GDP (in 2016).
  • 89% of workers with mental health problems report an impact on their working life.
  • Just 13% of employees would be comfortable talking about mental illness at work.
  • Last year, poor employee mental health cost UK employers £42bn.
  • The return on investment of workplace mental health interventions is overwhelmingly positive, with an average ROI of 4:1.

 

We found that: 

  • Kindness and wellbeing have a significant impact on culture and the engagement of colleagues.
  • Our brain is our most powerful tool, yet we are not taught how we can manage it to get the best out of it. This needs to change. 
  • The fear of failure and constantly striving for perfection are massive contributors to poor mental health – but is in our control if we are aware of it.

 

So what can employers do to support an employee with their mental health and wellbeing?

 

Discuss
Ensure that you create an environment that is open, that encourages staff to discuss their challenges and problems. Have a culture of openness that allows you to go beyond a person’s workload, instead, it delves deeper into their role responsibilities and the opportunities that they would like to see appear. We know that 13% of employers would feel comfortable talking about their mental health and that percentage needs to be much higher!

Educate
Know what to do if a mental health problem arises within your workplace, such as where to direct the employees if they require specialist help. Also, educate yourself and staff on various mental health problems, so you can see the trigger. Always remember to be sensitive.

Be clear
The groundwork can be set from the minute a new recruit starts, just by letting them know that if any problem arises, big or small, that they can discuss it. It doesn’t take much to make an employee feel supported or to create a culture of openness, especially if it means it decreases the chances of mental health problems in the workplace. You could create a wellbeing policy with relevant support links and contact details, which is always available to employees. 

We have recently become a ‘Mindful Employer’ – we recognise that in the UK, people experiencing mental ill-health continue to report stigma and discrimination at work. Having signed the ‘Charter for Employers Positive about Mental Health’, we are committed to creating a supportive and open culture, where colleagues feel able to talk about mental health confidently, and aspire to appropriately support the mental wellbeing of all staff.

 

As an employer, we have made an on-going commitment to:

 

  • Provide non-judgemental and proactive support to staff experiencing mental ill-health.
  • Not make assumptions about a person with a mental health condition and their ability to work.
  • Be positive and enabling all employees and job applicants with a mental health condition.
  • Support line managers in managing mental health in the workplace.
  • Ensure we are fair in the recruitment of new staff in accordance with the Equality Act (2010).
  • Make it clear that people who have experienced mental ill-health will not be discriminated against, and that disclosure of a mental health problem will enable both the employee and employer to assess and provide the right level of support or adjustment.

 

 It’s so important to make sure you have a balance between your work and home life – we’re big advocates of it here.

If you’re struggling with your mental health at work or in general – mental health charity MIND can offer lots of help and support. Here are tips for staying well at work. 

 

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

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

How to stand out from the crowd with a commercial and impactful CV

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So, how do you stand out from the crowd with a commercial and impactful CV? Given there are over 400 applicants to each job advertised, I wanted to rehash one of my old blogs to give some updated tips…

There are lots of differing opinions out there on how to write a CV. It’s up to you to make your own mind up on what works for the role you are applying for – but the thing is, you need to have impact and quickly.

Writing a killer CV is all about selling your experience better than everyone else who sits in that pile on the recruiter or hiring managers desk! How do you expect to differentiate between yourself and all the other applicants who have all likely done a similar role to you?

The past 5 years of experience are typically the most relevant, this is the experience that employers will want to discuss and should form the bulk of the CV:

Focus on outcomes rather than inputs

Every project manager manages key stakeholders, but a great project manager influences them to ensure delivery of the project on time and within budget.

Great people make a difference in their role

Yes, businesses hire people to do a job, but what gives you the edge? Having an impactful CV is important. Think through what have you done in past roles that has added value? Use business metrics to quantify the impact and to demonstrate your commercial understanding.

Tailor your CV for the role

Make sure you have read the job description for the role you’re applying for and highlight relevant areas of your experience that match this (yes this is basic stuff, but it often gets missed). You can do this in a cover letter (I don’t think many people read them these days) so my advice is to ensure you put it in the CV (it is okay to have more than one CV that focuses on different aspects of your experience).

Get someone senior to critique your CV

Before you send it anywhere, get someone more senior than you to read your CV, would they hire you based upon it? Make sure you allow them to be critical. If not, why not? What’s missing?

A CV is not a job description

Don’t just copy and paste it in there, people can tell!

Do not write recruitment clichés

No one likes cliches so leave them out of your personal statement i.e. team player/can multitask.

Be conscious of the length of your CV

2 pages is a myth but any longer than 4 pages is a bit much… if you’ve only been working for a few years it doesn’t need to be very long (remember less is often more) and if you’re an interim with multiple contracts or have a long career history – limit yourself to the past 5 years (and summarise the rest in one-liners).

Finally, get yourself out there

There is no point writing a killer CV if no one’s going to see it. A lot of the best jobs on the market aren’t advertised, ensure you are tapping up your network and people you ahev worked with previously (LinkedIn) is an awesome non-intrusive tool for this)

To discuss further or to get help with your impactful CV you can email me on James@refind.co.uk.

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

Reducing Stress in the Workplace: A Comprehensive Guide

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In today’s fast-paced world, Reducing Workplace Stress is paramount to organisations. It’s no secret that workplaces can often be hubs of tension and anxiety. As the demands of our jobs rise, so do our stress levels. But why is it so important to tackle this issue head-on to reduce stress in the workplace, and how can we ensure our work environment promotes well-being and productivity? Let’s delve into the world of ‘reducing stress in the workplace’.

Workplaces: A Breeding Ground for Stress

Some industries and professions are naturally more stressful than others. Let’s explore a few ways of Reducing Workplace Stress:

  1. Healthcare: Medical professionals, be it doctors, nurses, or paramedics, face high-pressure situations daily. Dealing with life and death scenarios can take its toll.
  2. Law Enforcement: Police officers and detectives often encounter dangerous situations and must make split-second decisions that can have long-lasting impacts.
  3. Financial Services: Stockbrokers, for example, deal with vast amounts of money and need to make rapid decisions in a fluctuating market.
  4. Journalism: Deadlines, the hunt for a breaking story, and navigating through challenging terrains can be stressful for journalists.

Why Reducing Workplace Stress in the Workplace is Crucial

Stress isn’t just an individual’s problem; it’s an organisational concern. Here’s why reducing workplace stress is essential:

  1. Health Implications: Chronic stress is linked to numerous health issues, including heart disease, insomnia, and weakened immune systems.
  2. Productivity: Excessive stress can lead to decreased concentration and mistakes. This impacts both individual performance and the company’s bottom line.
  3. Retention Rates: High-stress levels lead to increased staff turnover, with companies facing the additional cost of hiring and training new employees.

Effective Strategies for Reducing Workplace Stress

Knowing the problem is only half the battle. Implementing solutions is key. Here are some strategies that organisations can employ:

  1. Flexible Working Hours: This allows employees to manage their time effectively, balancing work and personal commitments.
  2. Breaks: Encourage regular breaks. Even a short 5-minute walk can help in resetting and refreshing one’s mind.
  3. Open Communication Channels: Staff should feel they can talk about their concerns or challenges without fear of retribution.
  4. Professional Development: Training programmes that equip employees with the skills they need can reduce task-related stress.

Assessing and Reducing Workplace Stress Levels

It’s crucial to understand the stress levels within an organisation. Here’s how to gauge:

  1. Surveys: Anonymous employee surveys can help gauge the overall mood and stress levels.
  2. Open Door Policy: When employees know they can speak freely with managers or HR, it’s easier to understand and address underlying issues.
  3. Monitor Absenteeism: Frequent sick leaves can be an indicator of high stress or burnout.
  4. Feedback Sessions: Regular feedback sessions can provide insights into areas causing undue stress.

Case Study: The XYZ Company Transformation

XYZ Company, a tech startup, was facing a high employee turnover rate in 2020. An internal survey revealed that 70% of the staff were experiencing high stress, mainly due to unrealistic deadlines and lack of clear communication from the management.

In 2021, the company implemented changes, such as flexible work hours, professional training sessions, and regular team-building activities. By mid-2022, not only did the turnover rate decrease by 40%, but the company also witnessed a 25% increase in overall productivity.

The Bright Side: Benefits of a Stress-free Workplace

A workplace that actively works to reduce stress enjoys numerous benefits:

  1. Higher Productivity: A stress-free employee is more likely to be focused, motivated, and efficient.
  2. Better Team Dynamics: Reduced stress levels often lead to improved collaboration and teamwork.
  3. Increased Loyalty: Employees are more likely to stay with a company that values their well-being.
  4. Enhanced Reputation: In the age of reviews and online forums, a company’s reputation as an employer matters. A stress-free environment can be a significant draw for top talent.

Conclusion

Stress in the workplace isn’t just an employee’s concern; it affects the very fabric of an organisation. Recognising the signs and actively implementing measures to counteract stress is not just a ‘nice-to-have’ but a necessity in today’s corporate landscape. As the case study demonstrates, the transformation from a high-stress environment to a supportive and understanding one can yield tangible, positive results. Reducing stress in the workplace isn’t a choice; it’s imperative.

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 Prepare for a Senior Leadership Interview

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Preparing for a senior leadership interview is pivotal if you’ve ever aspired to climb the corporate ladder and secure a senior leadership role. You’ll know that the journey isn’t just about meeting the qualifications on paper. It also involves acing the interview that can make or break your career. The process of preparing for a senior leadership role interview requires meticulous planning, self-assessment, and a clear understanding of what’s expected from you in such a high-stakes situation. In this blog, we’ll delve into the intricacies of interview preparation, offering guidance on how to excel and secure your dream leadership position.

The Importance of Preparation for a Leadership Interview

Why Preparation Helps

A key part of the preparation process is understanding why it’s so crucial. Adequate preparation not only boosts your confidence but also demonstrates your commitment to the role. When you enter the interview room well-prepared, you send a clear message to the interviewers that you’re serious about the position and have the skills necessary to excel in it.

Internalise the Job Description

One of the first steps in your interview preparation journey is to thoroughly understand the job description. Ensure that you can align your skills, experience, and personal attributes with the specific requirements of the role. By doing so, you’ll be better equipped to showcase how you are the perfect fit for the job.

Research the Company

Studying the company’s history, culture, and recent achievements is another vital aspect of preparation. Demonstrating knowledge about the company and its values will highlight your genuine interest and commitment.

How to Prepare for a Leadership Interview

Now that you understand the importance of preparation, let’s move on to the “how.” Effective preparation for a senior leadership role interview involves several key steps:

  • Self-Reflection

Before diving into the interview preparation process, take a moment to reflect on your career journey and your personal leadership style. What are your strengths, weaknesses, and values? Understanding yourself is essential to articulating your unique leadership approach during the interview.

  • Set Clear Objectives

Define your goals for the interview. What impression do you want to leave on the interviewers? What key points do you want to emphasise? Setting clear objectives will help you stay focused during the interview.

  • Practice, Practice, Practice

One of the most effective ways to prepare is by practicing your responses to potential interview questions. Seek out a trusted friend or colleague who can conduct a mock interview, providing you with valuable feedback.

  • Dress the Part

Don’t underestimate the power of appearance. Ensure you dress professionally and appropriately for the position you’re interviewing for. First impressions matter, and dressing the part is a step toward making a strong initial impact.

Ways of Preparing

While there are several ways to prepare for a senior leadership role interview, it’s essential to choose the methods that work best for you. Here are some common approaches:

  • Online Resources

Numerous online resources offer valuable insights into interview preparation. Websites like Indeed, LinkedIn, and Glassdoor provide information on common leadership interview questions and tips on how to answer them.

  • Books

Consider reading books on leadership and interview techniques. “The Art of Possibility” by Rosamund Stone Zander and Benjamin Zander and “Leaders Eat Last” by Simon Sinek are great options to expand your leadership knowledge.

If you’re seeking personalised guidance, you might benefit from hiring a professional interview coach. They can provide targeted feedback and help you refine your interview skills.

Examples of Leadership Interview Questions

In any interview, you should be prepared to answer a variety of questions. For a senior leadership role interview, questions may revolve around your experience, leadership style, and decision-making abilities. Here are some common examples:

  1. Tell us about your leadership experience.
  2. How do you handle conflict within your team?
  3. Describe a challenging decision you’ve made and its outcome?
  4. What is your vision for the company, and how will you implement it?

It’s essential to anticipate these questions and formulate thoughtful, concise responses that highlight your qualifications and suitability for the role.

How to Give the Best Answers in a Leadership Interview

Nailing the interview isn’t just about what questions you’re asked; it’s also about how you answer them. Here are some tips for providing the best responses:

STAR Method

When answering behavioral questions, consider using the STAR method:

  • Situation: Describe the context or situation.
  • Task: Explain the specific task or challenge you faced.
  • Action: Describe the actions you took.
  • Result: Share the outcomes and results of your actions.

This structured approach helps you provide comprehensive answers.

  • Be Specific

Use concrete examples from your past experiences to support your claims. Specifics make your answers more convincing and memorable.

  • Stay Positive

Even when discussing challenges or failures, maintain a positive tone. Emphasise what you learned from those experiences and how they’ve made you a stronger leader.

What If You Struggle with Questions?

Interviews can be nerve-wracking, and it’s not uncommon to struggle with certain questions. Here’s what to do if you find yourself stumped:

  • Pause and Think

Don’t rush to answer a question. Take a moment to collect your thoughts and structure your response. A brief pause is much better than an incomplete or unclear answer.

  • Seek Clarification

If you don’t fully understand a question, don’t hesitate to ask for clarification. It’s better to ensure you’re answering the right question than to give an off-topic response.

  • Practice Active Listening

Active listening during the interview is crucial. Make sure you fully understand the question before you respond. If you’re unsure, repeat the question or ask for confirmation.

How to Stand Out

To stand out in a senior leadership role interview, you need to leave a lasting impression. Here are some strategies to help you shine:

  • Share Unique Insights

Offer fresh, original perspectives on industry trends, challenges, and opportunities. Interviewers appreciate candidates who bring innovative ideas to the table.

  • Emphasise Cultural Fit

Highlight your alignment with the company’s culture and values. Showcase your ability to seamlessly integrate into the existing team.

  • Showcase Emotional Intelligence

Demonstrate your emotional intelligence by showing empathy, self-awareness, and the ability to build strong relationships. These soft skills are highly valued in leadership positions.

Tips for Success

Achieving success in interviews involves a combination of factors. Here are some additional tips to ensure you make the most of your opportunity:

  • Confidence and Humility

Strike a balance between confidence and humility. You should exude confidence in your abilities while remaining open to learning and collaboration.

  • Elevator Pitch

Prepare a concise and compelling elevator pitch that highlights your strengths, values, and what sets you apart as a leader.

  • Ask Questions

Towards the end of the interview, be prepared to ask insightful questions about the role and the company. This shows your genuine interest and engagement.

  • Staying Calm Under Pressure

Maintaining composure during a senior leadership role interview can be challenging. Here’s how to stay calm under pressure:

  • Practice Relaxation Techniques

Before the interview, engage in relaxation techniques like deep breathing and visualisation to calm your nerves.

  • Mindfulness

Practice mindfulness to stay present during the interview. Focus on the questions and your responses without getting overwhelmed by anxiety.

Positive Self-Talk

Replace negative self-talk with positive affirmations. Remind yourself of your qualifications and your value to the organisation.

Correcting Errors or Answers in a Leadership Interview

If you make a mistake or feel you could have answered a question better, don’t be afraid to correct it:

  • Acknowledge the Mistake

If you recognise an error in your response, acknowledge it and clarify your intended answer.

  • Maintain Confidence

Correcting an answer doesn’t have to diminish your confidence. It can actually demonstrate your commitment to providing accurate and well-thought-out responses.

View any errors as learning opportunities. Use them to refine your interview skills and improve for future interviews.

In conclusion, preparing for a senior leadership role interview is a multi-faceted process that demands dedication and self-reflection. By understanding the importance of preparation, learning how to prepare effectively, and mastering the art of answering interview questions, you can increase your chances of securing your desired leadership position. Remember, success in interviews is not just about showcasing your qualifications but also about demonstrating your leadership potential and your ability to thrive in a senior role. With these tips and strategies, you can confidently embark on your journey to becoming a senior leader in your organisation. Good luck!

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.

Can You Give a Bad Reference Without Being Sued? A Comprehensive Guide

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Can You Give a Bad Reference Without Being Sued?

Giving a reference for a former employee can feel like walking a tightrope. You want to be fair and honest, but there’s always the fear of potential legal repercussions. Many employers now stick to giving “neutral” references — only confirming dates of employment and job title. This policy is legally safe and helps avoid disputes, particularly with difficult employees. But is there a way to be more transparent while still staying on the right side of the law? Absolutely. Let’s explore how you can manage this delicate balance with a few practical insights and case studies.

The Rise of the “Neutral” Reference (Rather than a Bad Reference)

Rather than give a bad reference, a neutral reference is often the safest route. It provides only the most basic information: dates of employment and job title. Many businesses adopt this policy to mitigate risks, especially in cases where they might have concerns about an employee’s past performance. This approach is legally sound and prevents claims of defamation or discrimination. However, for recruiters and hiring managers, a neutral reference can raise red flags, potentially costing candidates job opportunities.

Case Study: The Impact of Neutral References

A few years ago, a mid-sized tech company in London, facing a wave of litigation threats over giving a bad reference, switched to a strict neutral reference policy. This initially seemed like a good move — the legal department was relieved, and managers avoided difficult conversations. However, the unintended consequence was that it became harder for the company to support its high-performing alumni. Talented employees who had left for new opportunities found it challenging to secure their next roles without the backing of a strong reference. This policy also negatively impacted the company’s reputation as a good employer. Eventually, the company revised its policy to allow more detailed references under controlled conditions, balancing legal safety with fairness.

So, how can you stay transparent while avoiding legal trouble? Here are five ways:

1. Be Honest from the Outset and Don’t See it as a Bad Reference

If you can’t, in good conscience, recommend an employee for a new role, it’s best to be upfront with them. Inform them directly that you’re unable to provide a positive reference (giving a bad reference is probably not a good idea). This gives the employee the chance to seek another reference and prevents any surprises. A case in point is a large retailer in Birmingham that adopted this policy. By having an honest conversation with departing employees, they reduced the number of disputes and set clear expectations, which led to fewer legal claims and smoother exits.

2. Cite Time as a Factor

If the employee worked for you several years ago, you could decline to provide a detailed reference on the grounds that it was too long ago to remember specifics accurately. Many organisations use this approach, citing concerns about providing outdated or potentially misleading information. For example, a financial services firm was once sued for defamation based on an outdated reference. They now refuse all references older than five years, which has successfully shielded them from further legal trouble.

3. Stick to Your Company’s Reference Policy

If you choose to give a neutral reference, be prepared to clarify if this is the company’s standard policy or specific to the individual. In a recent survey by Refind, over 60% of HR professionals reported that reference checkers often asked why a reference was neutral. This demonstrates the importance of consistency. One healthcare organisation found that explaining its neutral reference policy upfront built trust and helped avoid any legal ambiguity.

4. Be Factual and Objective

If you do decide to give a reference that includes feedback, ensure that you stick strictly to facts. Focus on observable behaviour and documented outcomes. For instance, rather than saying, “They were a poor performer,” specify, “They did not meet their sales targets for three consecutive quarters.” An example from a large law firm illustrates this point: after a lawsuit over a subjective reference, they trained their managers to provide only fact-based information, which significantly reduced legal risks.

5. Communicate Performance Regularly

Make sure employees are aware of where they stand regarding their performance well before they leave. If performance issues are addressed regularly, an employee will know what to expect from a reference. A global engineering firm found that by integrating performance feedback into quarterly reviews and keeping records, they were better prepared to provide accurate references. This practice has helped them avoid contentious disputes and maintained their reputation.

Key Takeaways

Navigating references can indeed feel like a minefield, but sticking to these strategies can help you stay clear of legal trouble while remaining honest and transparent:

  • Be upfront and clear with employees about their potential reference.
  • Use time as a justification to avoid referencing older employees.
  • Consistently apply a neutral policy or make clear the context of neutrality.
  • Stick to facts and documented evidence to avoid subjective assessments.
  • Maintain regular performance communications to set expectations clearly.

By balancing transparency with caution, you protect your organisation from unnecessary legal risk while supporting both past and future employees effectively. In the end, being a good employer isn’t just about avoiding lawsuits — it’s also about maintaining trust and integrity in every step of the employment relationship.

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.

HR Focus on Resilience in Business

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In our fast, changing business spaces, Resilience in Business has emerged as the building block of a successful business. What does it truly mean for a business to be resilient? And how does HR play a pivotal role in creating such a business? Let’s delve in.

Understanding Resilience in the Workplace

At its essence, Resilience in Business refers to a company’s ability to cope, adapt to, and recover from challenges, be they economic downturns, technology issues, or even a global crisis.

If we think about it like this:

For employees, resilience means they can continue during the tough times, adapt to change, and emerge stronger and have new skills and information. But, for a business, it means to sustain, grow, and have long-term success.

Why is Resilience in Business Needed Now More Than Ever?

  • Rapid Technological Changes: We live in a world where technological changes can render a business model unfit – overnight!
  • Economic Uncertainties: From global recessions to localised economic challenges, a business needs to be prepared to weather any storm.
  • Global Crises: The COVID-19 pandemic shows the importance of resilience

Benefits of a Resilient Business

  1. Sustained Business Growth: To start with, resilient companies will ride the waves during tough times, and, consequently, they demonstrate that their business continues uninterrupted.
  2. Improved Employee Morale: It’s evident that a culture of resilience fosters positivity, especially when the going gets tough.
  3. Greater Competitive Advantage: For instance, when competitors are struggling, resilient companies can subsequently capitalise on opportunities.
  4. Attracting Talent: Top talents are drawn to businesses that display stability and promise, even amidst chaos.

Fostering Resilience in Business: HR at the Helm

1. Recruitment: Building from the Ground Up

  • Hiring for Resilience: HR should seek candidates that display adaptability, problem-solving skills, and a growth mindset. Tools like behavioural interviews and situational judgement tests can help.
  • Diversity and Inclusion: Diverse teams bring a range of perspectives and solutions, enhancing company resilience.
  • Cultural Fit: Employees who align with company values and culture are more likely to handle challenges in line with the company’s mission and vision.

2. Leadership: The Lighthouse in a Storm

  • Lead by Example: Leaders need to lead with resilience, showing their teams how to handle challenges with grace and determination.
  • Open Communication: Transparent dialogue fosters trust and helps teams understand and align with the company’s resilience strategies.
  • Continuous Learning: Encourage leaders to invest in their personal and professional growth. Resilient leaders are often always learning.

Ensuring Business Resilience: Key Strategies

  • Employee Well-being Programmes: A content and supported employee is more likely to show resilience. HR should provide wellness initiatives that focus on mental, physical, and emotional health.
  • Continuous Training: Equip employees with the skills needed to adapt to changing business landscapes.
  • Flexible Work Models: It is proven that flexibility will significantly enhance resilience.
  • Feedback Mechanisms: Regular feedback ensures everyone is aligned and any issues are dealt with promptly.

Conclusion

In a world of uncertainty, resilience stands as the bedrock of thriving businesses. As the guardians of organisational culture and talent, HR plays an instrumental role in weaving resilience into the fabric of companies. By focusing on resilience during recruitment and nurturing resilient leadership, HR not only secures an organisation’s present but also fortifies its future.

Remember, in the words of Hara Estroff Marano, “Resilience is not what happens to you. It’s how you react to, respond to, and recover from what happens to you.”

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.