Strategies to Eliminate Toxicity in the Workplace

Written by

A toxic workplace is characterised by a culture steeped in negativity, unhealthy competition, and a general lack of respect and empathy among colleagues. Explicitly, this blog delves into effective strategies to cleanse and eliminate such toxicity from the workplace, fostering a healthier, more positive environment conducive to both personal well-being and professional growth.

1. Identifying Toxicity

Identifying toxicity in the workplace is crucial for maintaining a healthy and productive work environment. Toxicity can manifest in various ways, some subtle and others more overt. Here are key indicators to help identify a toxic workplace:

Poor Communication:

A lack of clear and open communication can lead to misunderstandings and a culture of secrecy and mistrust. If employees are frequently left out of the loop or if there is a pervasive atmosphere of fear surrounding communication, these are red flags.

High Staff Turnover:

A high rate of employee turnover can be indicative of an underlying issue with the work environment. If employees frequently leave or express dissatisfaction with the workplace, it could point to a toxic culture.

Negative Atmosphere:

A general air of negativity, where criticism, pessimism, and cynicism are rampant, can be a sign of toxicity.

Cliques and Exclusionary Behaviour:

The presence of cliques, where certain groups are favoured over others, or where there is a clear divide between different teams or departments, can be toxic. This kind of exclusionary behaviour can lead to a lack of cooperation and a hostile work environment.

Lack of Work-Life Balance:

If employees are regularly expected to work long hours, sacrifice personal time, or if there is a culture of guilt surrounding taking time off, this can be indicative of a toxic environment.

Bullying and Harassment:

Any instances of bullying, harassment, or inappropriate behaviour are clear signs of a toxic workplace. And, subtler forms of manipulation, intimidation, or belittling, are signs of bullying and harrassment too.

Poor Leadership:

Leadership sets the tone for the workplace. If leaders engage in or tolerate unethical practices, show favouritism, lack empathy, or fail to address issues, they contribute to a toxic environment.

Low Morale and Engagement:

General employee disengagement, lack of enthusiasm, and low morale are signs that the work environment may be toxic. If employees seem apathetic, uninterested in collaboration, or are not committed to their work, these can be symptoms of deeper issues.

Lack of Recognition or Appreciation:

A workplace where employees feel undervalued, where their achievements are not recognised, or where there is an unequal distribution of rewards can lead to feelings of resentment and dissatisfaction.

Health Complaints:

An increase in physical and mental health complaints among employees can be a sign of a toxic work environment. This includes stress-related illnesses, burnout, anxiety, and depression.

Fear of Retribution:

When employees are afraid to speak up, raise concerns, or challenge the status quo due to fear of retribution.

2. Fostering Open Communication to Eliminate Toxicity

    Open communication is the cornerstone of a healthy workplace. Encouraging an environment where employees feel comfortable voicing their concerns without fear of retribution is paramount. This can be facilitated through regular meetings, anonymous feedback systems, and fostering a culture where all opinions are valued and respected.

    3. Establishing Clear Policies and Expectations

    A clear set of policies regarding workplace behaviour is essential. These policies should outline acceptable and unacceptable behaviours, and there should be a transparent process for dealing with infractions. Ensuring these policies are communicated effectively and adhered to consistently is key in maintaining a respectful workplace.

    4. Promoting a Positive Work Culture to Eliminate Toxicity

    Cultivating a positive work culture is vital in counteracting toxicity. This involves recognising and rewarding positive behaviours, encouraging teamwork and collaboration, and promoting a work-life balance.

    And so activities that bolster team spirit and a sense of community can also be instrumental in building a positive culture for your workplace.

    5. Leading by Example to Eliminate Toxicity

    Leadership plays a critical role in setting the tone of the workplace. Leaders who exhibit respect, empathy, and integrity in their dealings set a powerful example for their team. They should be approachable and lead not just by words but through their actions.

    6. Providing Training and Development Opportunities

    Investing in training and development can significantly reduce workplace toxicity. Such programmes should not only focus on skill enhancement but also on areas like communication, emotional intelligence, and conflict resolution. Empowering employees with these skills can lead to a more harmonious workplace.

    7. Addressing Issues Promptly and Fairly

    When issues of toxicity arise, they should be addressed promptly and fairly. Ignoring such issues can lead to them festering and growing, potentially causing even greater harm. A fair and objective approach in resolving conflicts and dealing with and eliminating Toxicity is essential.

    8. Supporting Employee Well-being

    Employee well-being should be at the forefront of any strategy to combat eliminating toxicity in the workplace. This includes providing support for mental health, ensuring manageable workloads, and creating an environment where employees feel valued and supported.

    Conclusion

    Eliminating Toxicity from the workplace is not an overnight task. It requires a sustained effort and commitment from all levels of the organisation. By fostering open communication, establishing clear policies, promoting a positive culture, and supporting employee well-being, businesses can create an environment where employees thrive and negativity is minimised. As we navigate the complexities of the modern workplace, let us commit to these principles, creating workplaces that are not just productive but also nurturing and inclusive.

    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.

    When and how to Set Strategic Objectives

    Written by

    Setting objectives is a fundamental aspect of effective leadership, providing a roadmap for organisations and individuals to achieve their goals. In this comprehensive guide, we will delve into the essence of objectives, exploring their significance, benefits, and the strategic considerations behind their formulation. If you are steering a business or seeking personal development, understanding how to articulate, assess, and align objectives is key to your success.

    Understanding Objectives: What Are They and Why Do We Have Them?

    Objectives are specific, measurable, achievable, relevant, and time-bound (SMART) targets that guide actions and decisions. Those objectives will then serve as the building blocks of success, offering clarity and direction to both leaders and their teams.

    1. Clarity of Purpose: Objectives articulate the purpose and direction of an organisation or individual. They answer the fundamental question: “What are we trying to achieve?”
    2. Motivation and Focus: Clear objectives motivate individuals by providing a focal point for their efforts. This helps everyone understand their role in achieving a common goal, collective motivation and focus increase.
    3. Measurement and Evaluation: Objectives offer a measurable framework for evaluating progress. They provide benchmarks against which performance can be assessed, aiding in the identification of strengths and areas for improvement.

    The Benefits of Setting Objectives

    Setting objectives yields a plethora of benefits for leaders, teams, and individuals alike. Let’s explore these advantages:

    1. Alignment of Efforts: Objectives align everyone towards a shared purpose, fostering collaboration and synergy within the team or organisation.
    2. Enhanced Decision-Making: Clear objectives provide a basis for informed decision-making. Leaders can assess options against established goals, ensuring choices are in line with the overarching strategy.
    3. Improved Performance: Objectives set performance expectations, motivating individuals to achieve their best. Regular assessment against objectives helps identify and address performance gaps.
    4. Adaptability: If we plan well-structured objectives, this allows for adaptability in a dynamic environment and helps leaders to pivot their strategies while ensuring alignment with the ultimate goals.

    Strategic Objectives: The Backbone of Organisational Success

    Strategic objectives form the backbone of organisational success, guiding long-term planning and decision-making. Here’s how leaders can develop and articulate strategic objectives effectively:

    1. Alignment with Mission and Vision: Strategic objectives should align seamlessly with the organisation’s mission and vision, ensuring a cohesive and purpose-driven approach.
    2. SMART Criteria: Apply the SMART criteria to strategic objectives, ensuring they are Specific, Measurable, Achievable, Relevant, and Time-bound. This ensures clarity and accountability.
    3. Prioritisation: Prioritise objectives based on their impact on the overall strategy. This ensures that resources are allocated efficiently to achieve the most critical goals.
    4. Stakeholder Involvement: Involve key stakeholders in the development of strategic objectives to gather diverse perspectives and foster a sense of ownership among the team.

    Crafting Effective Objectives: The Art of Wording

    The language used in articulating objectives plays a crucial role in their effectiveness. Here are some tips for crafting objectives with precision and impact:

    1. Use Action Verbs: Begin objectives with action verbs that clearly convey the intended outcome. An example of this when talking about improving on the Market Share, we could say “Increase market share by 10%” which is more impactful than “Improve market share.”
    2. Be Specific and Concrete: Avoid vague language. Specify exactly what needs to be achieved and provide quantifiable metrics for success.
    3. Consider Stakeholder Perspectives: Craft objectives that resonate with stakeholders. Understand their priorities and concerns, tailoring objectives to address shared goals.
    4. Ensure Clarity: Objectives should be easily understood by all stakeholders. Ambiguity can lead to confusion and hinder progress.

    Assessing Objectives: Monitoring Progress and Driving Improvement

    The journey towards achieving objectives doesn’t end with their formulation. Regular assessment and adaptation are critical components of successful objective management:

    1. Establish Key Performance Indicators (KPIs): Define KPIs aligned with each objective to quantitatively measure progress. These indicators serve as benchmarks for success.
    2. Frequent Evaluation: Regularly assess progress against objectives. This can involve weekly check-ins, monthly reviews, or other cadences, depending on the nature of the objectives.
    3. Adaptability: Be prepared to adapt objectives in response to changing circumstances. Flexibility is essential for overcoming unforeseen challenges.
    4. Celebrate Achievements: Acknowledge and celebrate milestones and achievements along the way. This fosters a positive work culture and motivates individuals to persist in their efforts.

    Business Objectives vs Employee Objectives: Bridging the Gap

    While business and employee objectives may seem distinct, aligning them is crucial for overall success. Here’s how leaders can bridge the gap:

    1. Clear Communication: Clearly communicate how individual employee objectives contribute to broader business goals. This enhances understanding and motivation.
    2. Alignment of Incentives: Align incentives to ensure that achieving individual objectives aligns with the success of the business. This creates a mutually beneficial relationship.
    3. Regular Feedback: Provide regular feedback to employees on their performance against objectives. This helps them understand their impact on the organisation and course-correct if necessary.
    4. Encourage Collaboration: Foster a collaborative environment where employees can see how their contributions fit into the larger organisational picture. This enhances teamwork and collective success.

    Conclusion: Empowering Leadership Through Effective Objective Setting

    In conclusion, effective leadership involves mastering the art of objective setting. Whether guiding a business or personal development, the ability to articulate, assess, and align objectives is paramount. By understanding the significance of objectives, embracing strategic thinking, and fostering adaptability, leaders can steer their teams towards success. Objectives serve not only as a roadmap but as a source of motivation and collective purpose, propelling individuals and organisations towards their fullest potential.

    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.

    Empowering Success: The Indispensable Role of Employee Training and Development in Business Growth

    Written by

    The success of an organisation hinges not only on its products or services but, critically, on the capabilities of its workforce.

    Employee training stands as a cornerstone in fostering a skilled and adaptable team. It is ready to navigate the challenges of the modern workplace.

    This blog explores the multifaceted aspects of employee training, delving into its definition. And, the necessity of a comprehensive training plan. We will also make considerations for a training budget, the myriad benefits of training, consequences of neglecting this crucial aspect. Also covered is the role of technology in training management, and the growing trend of employee self-service.

    Defining Employee Training: A Foundation for Growth

    Employee training encompasses a spectrum of activities designed to enhance an individual’s skills, knowledge, and competencies within their role. It goes beyond initial onboarding, extending throughout an employee’s tenure to ensure continuous development and alignment with evolving industry standards. This could include technical skills development, soft skills enhancement, and staying updated on industry-specific trends.

    Crafting a Training Plan: Navigating the Path to Success via Employee Training

    A structured and well-thought-out training plan serves as the compass for organisational growth. It outlines the specific training needs of employees. And it aligns these needs with organisational goals, and charts a roadmap for skill development. This not only aids in employee satisfaction but also enhances productivity and overall company performance.

    The Strategic Art of Budgeting for Training

    Allocating resources to training is an investment in the future of the organisation. A carefully crafted training budget considers the needs of various departments, and the costs associated with different training methods. But also the anticipated returns on this investment. It ensures that training initiatives are not only effective but also financially sustainable.

    Unveiling the Why: Benefits of Employee Training

    The benefits of employee training are manifold. It enhances job satisfaction and employee morale, leading to increased productivity. Moreover, a skilled workforce is better equipped to adapt to changes, fostering innovation and resilience. Training also plays a pivotal role in talent retention. Employees are more likely to stay with an organisation that invests in their professional growth.

    The Domino Effect: Impacts of Neglecting Training

    Conversely, the absence of a robust training program can have severe consequences. It may result in a stagnant workforce that struggles to keep pace with industry advancements. In turn, leading to decreased efficiency and competitiveness. Moreover, employees may feel undervalued, negatively impacting morale and potentially causing an exodus of talent.

    Technological Integration: Managing Training with Precision

    The advent of technology has revolutionised the way training is managed. From booking training sessions to recording progress, specialised software streamlines the entire process. The question arises: should organisations embrace employee self-service in this realm? Allowing employees to take control of their training schedules fosters autonomy and can lead to increased engagement and motivation.

    Empowering Employees: The Role of Online Content

    In an era dominated by digital transformation, having a repository of online content is instrumental in facilitating continuous learning. Accessible at any time, this content can cover a wide array of topics, from technical skills to industry trends. However, the sheer volume of content necessitates a discerning approach to curate material that is relevant, engaging, and aligns with organisational objectives.

    Conclusion: Investing in People, Investing in Success

    Employee training is not a mere checkbox on a to-do list; it is an ongoing commitment to the growth and success of an organisation. From defining what constitutes training to embracing technological advancements, every aspect plays a crucial role. As we navigate the complex landscape of the modern workplace, one thing remains clear: organisations that invest in their employees through comprehensive training are not just preparing for the future; they are actively shaping it.

    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

    Written by

    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

    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

    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

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

    Time Management

    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

    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 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.

    HR Focus on Resilience in Business

    Written by

    In our fast, changing business spaces, resilience 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, workplace resilience 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 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: 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.

    The Rise of ‘People Analytics’

    Written by

    In the sprawling digital landscape we inhabit, it’s become evident that data is the currency of success. Whether it’s deciding your next purchase or predicting market trends, data has seeped into every nook and cranny of our lives. But did you know data is also transforming the way businesses manage their most valuable asset – their people? Enter People Analytics: the new titan of HR decision-making.

    Understanding People Analytics

    At its core, People Analytics is the method of collecting, analysing, and acting upon data centred around people to make informed HR decisions. Instead of traditional guesswork or instinct-led choices, HR professionals now have a tool to craft evidence-based strategies.

    Why the Shift?

    The digital age has gifted us tools to measure nearly every aspect of our lives. So, why shouldn’t businesses benefit too? With a growing emphasis on performance metrics and outcomes, businesses recognised the need to shift from intuition to data-driven HR practices.

    The Transformative Powers of People Analytics

    The potential of People Analytics is vast. Let’s dive into the arenas it’s revolutionising:

    1. Recruitment: Remember sifting through a heap of CVs, relying on interviews and a sprinkle of gut feelings? No more. People Analytics dives into a sea of data – from previous job performances, qualifications, and even social media activities – to identify the perfect fit for a role.
    2. Employee Wellbeing: A happy employee is a productive one. By utilising feedback, survey data, and even daily work habits, companies can gain insights into their team’s well-being. This paves the way for proactive measures ensuring contentment and productivity.
    3. Tailored Training & Development: Gone are the days of one-size-fits-all training. With the clarity that data provides, training modules can now be crafted to cater to individual needs, amplifying strengths and addressing weaknesses.
    4. Anticipating Turnover: Through data, it’s possible to discern patterns that hint at an employee’s intention to leave. This allows for preemptive action, which could be anything from a conversation to a change in role, saving companies the heavy cost of recruitment and training.

    Challenges in the World of People Analytics

    It’s not all smooth sailing in the sea of People Analytics:

    • Data Privacy: In an age where data breaches are frequent headlines, there’s a pressing need to secure and maintain the privacy of employee data.
    • Data Quality: Garbage in, garbage out. The accuracy of the data being fed into systems is paramount. Inaccurate data can lead to misleading insights, which can be detrimental.

    Embracing the Future of HR

    Imagine an HR realm where decisions are not based on limited observations but on a plethora of data points. This isn’t a distant dream but a rapidly forming reality. As businesses globally embrace People Analytics, HR processes are poised to be more streamlined, efficient, and effective.

    Case in Point

    Consider a leading tech firm, TechSolutions Inc. With branches globally and a team of over 10,000, managing HR decisions was always a challenge. But by adopting People Analytics, they reported a 30% increase in recruitment efficiency, a 15% boost in overall employee satisfaction, and a noticeable drop in turnover rates in just two years.

    Stepping into a Data-driven HR World

    The wave of People Analytics is here. It promises a future of precise, efficient, and impactful HR decisions. Whether it’s moulding the next star performer or ensuring the team’s morale stays buoyant, the answers lie in the data.

    For businesses on the fence, it’s time to pose a question: In a world steered by data, can you afford to rely solely on instincts?

    Conclusion

    As we gaze into the future of HR, one thing stands clear: data is the North Star guiding decisions. The rise of People Analytics isn’t just a trend; it’s a fundamental shift in the HR landscape. And as businesses anchor their strategies on solid data, the future of HR looks not just bright but precision-driven.

    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 increase commercial awareness

    Written by

    Over the last few years, you may have noticed more companies are advertising for commercial awareness when hiring prospective new employees.

    I can tell you from personal experience, that lack of commercial awareness is one of the key reasons that good candidates are rejected at interview stage. “They were really great, but just lacked the commercial edge we were looking for.”


    So what exactly is commercial awareness and knowledge, and is it something that you can learn?

    First of all, yes, anyone can learn commercial awareness and knowledge. It does, however, take hard work and dedication to become good at it. It should be noted that commercial knowledge isn’t the same as general knowledge.

    Commercial knowledge refers to a sound understanding of what a business does, how it makes its money, the market in which it operates and how you and your role can fit into it. Often this means considering things such as, how you can increase revenue or market share, customer service levels, improved productivity levels, a better and more efficient team environment, great levels of quality assurance, less waste – I think you get my drift here!


    If you want to actively increase your commercial knowledge you can consider these top tips to help you get it right:

    • You must understand what a business does and have a good understanding of its competitor environment.
    • Do your research and look at their online presence e.g. Glassdoor, LinkedIn groups, Twitter, Feefo. These can give indicators of customer service levels and employee satisfaction rates.
    • Look out for important events. Are there any future projects a company is about to begin working on? What have they done in the past?
    • Be aware of how economics can affect that business.
    • Think about the challenges that a business could be facing and formulate ideas on how you can help solve them.
    • If you’re at an interview, a great way to demonstrate your commercial knowledge is to have a couple of ready-made questions prepared.

    There is no quick fix for getting commercial awareness but by putting the effort in, potential employers will give you kudos for trying, even if you don’t get it 100% right! Good luck.


    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.

    Achieving business goals

    Written by

    Achieving business goals, whether they’re personal or professional, can be tough. We’ve all got our own personal mountain tops. The goals that we set ourselves that, from the outset, seem nearly impossible to conquer. So how do we overcome this and allow ourselves to reach those goals?

    If you haven’t read  ‘The One Thing’ by Gary Keller, then you absolutely should. The premise is: what is the ‘one thing’ that you need to do that will subsequently make everything else fall into place and become easier? “The surprisingly simple truth behind extraordinary results.”

    In the book, Keller talks about breaking down your goals into long and short term, and how by doing this you can turn them into more manageable and less intimidating tasks.

    Once you’ve broken them down, you can then consistently go back to that one thing and ask yourself if what you’re about to do is going to add to your progress and keep you on track with achieving business goals.


    The process

    This process works in two parts. The first is about finding the right direction, and the second part is about chasing the right action.

    For the first part, think about the big picture and identify what your overall goal is: what is the one thing that you want to do or achieve. This can be anything from your career goals to a personal ambition that you have.

    The second part of this process is more short-term and practical. You have to ask yourself questions that provide you with a small focus on what you can do right now to help you get to where you want. You can break it down into what you’re going to do today, this week and this month to achieve that one thing. By always going back to your one thing, you ensure that everything you are doing is helping you to progress forward with that goal and increases the chances of you achieving it. 


    Stay on track

    By repeatedly asking yourself these more focused and short-term questions, you will not only keep on target to your overall goal, but you will also find yourself taking actionable steps that all build on one another and provide you with the momentum to finally reach your mountaintop!

    Once you break it down, it’s so much easier to achieve those goals.

    1. Define goals
      It’s important to clearly define your business goal, so you know exactly what it is you want to achieve and where you are aiming.
    2. Be specific
      Being specific is important – understand exactly what you are aiming for and why – what will this goal mean for you? It’s a lot easier to stay on track when you know the benefits.
    3. Keep going back to the one thing
      Make sure everything you do is going to helo you reach that goal.
    4. Stay committed and motivated
      Commit to your goals – write them down, share them with colleagues, friends and family so they can hold you to account. Give yourself a deadline to keep you motivated and pushing forward.

    Don’t forget to celebrate and reward yourself for achieving those goals or reaching a milestone and share the progress with everyone around you to keep you motivated.


    To have a chat about your goals contact me at carl@refind.co.uk.

    Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch

    Want to hear more about our senior HR professionals golf society? Sign up here.

    Start with why

    Written by

    I absolutely love Simon Sinek’s famous Ted talk, ‘Start with why’, which examines why some companies achieve things that completely exceed our expectations and defy our assumptions of what’s possible, whilst others simply don’t.

     

    After re-watching this talk, I started to think about how it applies to the recruitment industry, which leads me to this; many people think that all recruitment agencies are the same and that there is no difference. They all just fill jobs, right?

     

    What

    Everyone knows what a recruitment agency is and what they do, or at least they think that they do.

    All recruitment agencies (should) have this one essential thing in common, which is that they aim to place people into jobs.

    Whilst this may sound contradictory, the majority of recruitment firms aren’t in the business to fill your jobs… they are in the business to make money.

     

    How

    Most recruitment firms don’t proactively search for candidates for your jobs, which may sound strange but hear me out…

    A lot of firms are extremely passive, they run a number of roles and simply move their connections around multiple job roles (instead of proactively searching for new candidates whose skills meet the needs of the current client).

    The fill ratio of most large recruitment firms is 20%, that’s 1 in 5 roles, and if they are any good then this may even be 1 in 4.

     

    Why

    A lot of this comes down to why firms do business, and their ‘why’ is normally quite internally focused. They have goals and targets they need to hit in order to please internal shareholders at the recruitment agency. Which I can tell you often doesn’t help the end client…

    My advice is that you should understand what you want from your recruitment supply chain.

    Are you after CVs or do you want them to fill the role?

    If you want them to fill the role, are you incentivising them to do that successfully?

    (I’ll give a quick tip here – sending jobs out to more agencies doesn’t get you better candidates… it gets you who they can get their hands on the quickest.)

     

    Our Why

    Our why is pretty simple. We believe in challenging the status quo, we believe in creative solutions and we believe in working together with people.

     

    Our How

    We do this by sourcing proactively for talent, by engaging people on a personal level and by adapting our model to suit our client’s needs.

     

    Our What

    We just so happen to want to fill your jobs…

     

    We prefer to let our results talk for themselves, so rather than blow our own trumpets, you can check out some of our case studies here.

    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.

    Top Ten Tips for Transformation Go-Live Success

    Written by

    Our featured blog this week is from Simon Brown, of Simon Brown Associates. He has 20 years of experience in transformation and has been involved in six end to end transformation programs, including the merger planning to create the new GlaxoSmithKline company, which was the world’s largest merger at the time and set a trend for the Pharma sector to follow. Here he gives his top 10 tips to make sure your transformation project is a success.

    As a veteran of six end to end Transformation and Shared Services Programs since 1996, together with consulting for numerous other clients since 2010, I often get asked: what works best, what are your key learnings, what advice would you give?

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

    My own experience to date is with these 6 global companies:

    • SmithKline Beecham 1996-2000,
    • GlaxoSmithKline (GSK) 2001-2,
    • The Coca-Cola Company 2007- 2010,
    • NCR Corporation 2011-13,
    • Carlson Wagonlit Travel (CWT) 2014-2016,
    • Becton Dickinson (BD) 2016-2018

    *My views below are based on my personal experience and personal views over 20 years and are not specifically assigned to as representing or reflecting the above organisations.

    My primary focus has been with Human Resources Transformation, plus a dose of Global Business Services (integrating IT, Finance and HR back-office functions), and yet the journey to ‘go-live’ success is a similar one whichever function you are transforming.  So where I have referenced HR in this article please substitute the name of your own function in transformation as needed to suit.

    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 exactly like when you open your 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.

      One of Stephen R. Covey’s Seven Habits!
      Think future state. Know your goals.

    Establish a visual blueprint of your future organisation, your Target Operating Model. Be clear on the deliverables, and desired outcomes: the measures of success in terms of operational effectiveness, customer satisfaction and cost-efficiency. Define and agree on these upfront and together with your key stakeholders. Plan ahead and get answers to these points before you get sucked into the doing mode.

    1. Create a Compelling Vision to move forward

      Draw your own ‘Big Picture’.

    By working together on the design and actually articulating the vision by physically drawing a tableau (“Big Picture”) to describe your future state (and at the same time to confirm why the current state is unsatisfactory) 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 dialogue for change. Like in a good art gallery, it provokes a response, 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, to become part of.  It is a kind of journey map with key milestones worth reaching, and a pot of gold or treasured place to be on the horizon, at the sun-rise, on the other side of the mountain. The compelling vision and the story that goes with it will particularly for senior managers have both a clear business case and like all good stories be capable to win hearts and minds, especially when good things come to those who take up and stay true to the journey. We all remember story-books where there are challenges to overcome, tangible outcomes and people as role models we can relate to.

    Do share real stories from other companies who have already had successful journeys: they survived and thrived after all!  Provide real case studies, real people with real roles in the new model. Describe “A day in the life of…” for each of the key roles in your future state organisation.

    1. Engage your key stakeholders early

      Enlist business “change champions”.
      Obtain the voice of the customer.

    Before you start to implement your new ways of working, be sure to get real supporters from the business on your side. Convert spectators into participants of your team, on the pitch, helping you to win.  Identify and enlist “change champions” who can talk positively about the benefits of self-service, portal and system technology, freeing up true HR business partners to actually spend more time supporting the business agenda and less time as a pair of hands-on administration.

    Change champions are leaders, role models (walking the talk), who are well respected by other managers and thus engender and enable peer and cascade credibility to the transformation story. Their enthusiasm, business savvy and effective communication style will help the transformation to become a business transformation, a new way of working, not just something for and on behalf of HR (or another back-office function).

    The line manager then becomes a People Manager who has more ownership of hiring, onboarding, managing performance and engagement of their team. They become responsible also for initiating system transactions for and on behalf of their teams. Good People Managers will show by example to their colleagues and direct reports on what to do.

    1.  Align

      Systems with Processes, Projects with work-streams, Portal with People, to ensure the most frequently asked employee questions = content answers.

    Generally, alignment is the keyword. Alignment of activities, sub-projects, work-streams etc. are key to the successful implementation and 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 land 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 (have you got five minutes…?) 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.

    1. 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 (for spans of 12 people +). The mistaken belief is 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. Select those who are change agents, good at stakeholder engagement and employee relations, and particularly strong on 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, 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!

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

    Answer the “what’s in it for me” (w-i-i-f-m) question honestly.
    Have a clear, transparent, and fair selection process.
    Give guidance on the transition and the project opportunities.
    Be honest about the exit process and financial and career support for leavers. 

    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 – and 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.

    1. Change Management is key – win over HR

    From all my transformation experiences in the last 20 years this is the one common theme for them all:  

    HR is often more resistant to letting go of the current state than managers or employees are.

    Take time to get HR on-board with change – actively listen to their hopes, fears, and concerns.
    With them on-board you have a salesforce for the new way of working!

    Don’t underestimate change management or the time it takes. Give quality time to this.
    Behaviours don’t change on paper or after a single slide deck presentation. You are promoting a new concept (well not that new since Dave Ulrich first promoted the new HR Model back in the mid 1990s) 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.
    • There is some change for employees – to do some of their own self-service system transactions.
    • There is even more change for HR -changing roles, changing organisation structure, headcount, new skills to learn, old skills to let go.

    Of all the stakeholders in the change mix, my experience is that HR is often more resistant to letting go of the current state than managers or employees are. They have more skin in the game and they perceive they have more to lose. Have the courage to spend time with HR to help them through their personal transition. First, they need to accept that the change must come from them.

    1. Rule of 8: communicate, communicate, communicate

    In times of significant change, research shows the same messages need to be repeated up to 8 times before they are heard, understood, and internalised.

    (Price Pritchett: Business as Unusual).

    I attended a seminar back in 2000 and read the book. At that time, I was involved in the merger planning to create the new GlaxoSmithKline company. It was the world’s largest merger at the time and set a trend for the Pharma sector to follow. A huge change was taking place and Price Pritchett taught us the “rule of 8 “for communications. In turbulent times of change, you can never over-communicate. As we have all experienced in 2020 with the Covid19 pandemic.

    When the game is changing, and the old rules and framework is not the same any more 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 eight times like a beat in slightly different ways but actually with the same core message. At 8 times or more nearly everyone hears it, internalises it and recognises it as their new terms of reference.

    1. Do knowledge transfer as a Joint Project Team:

    Country HR working together with the HR Shared Services Centre.
    Aim for a “one team together” mindset. HR Services team and Country HR team working together. Transferring knowledge of process, policy and transaction and legislation from each country to the new HR Service Centre is a big full-on project, not just a short task.

    Create a project management team mindset with a clear charter and purpose: we are doing this together and we will do it well. It’s about collaboration, it’s about not wanting to let employees in that country down. This approach sets up conditions for success.

    Spend time and budget to do 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 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” – these set an unhealthy atmosphere for the project and must be confronted early if they arise.

    1. Go-Live is just the start!

    When you “go live” it is not the end of the project – it is just the tangible beginning of the new way of working.
    Stay close for the first 3-6 months to create habits for the Service Delivery Model.
    Keep the score to record early successes, and encourage improvements.

    Don’t disband the project team just yet. Check first that the new roles, systems and processes are working and working underneath the surface. Ensure that people are trained for their new roles and that they have actually made the behavioural transition from the old state model to new state new model and new actions. Invest time to institutionalise the new ways of working.

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

    Do 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 offers bespoke HR solutions to match your business needs, to deliver effective Human Resources outcomes. You can find more about what his company does on his website.

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