New Year, New Me? New Year Resolutions for Businesses

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

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

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

The Tradition of New Year Resolutions

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

Why Businesses Can’t Ignore New Year Resolutions

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

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

Planning is Key

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

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

Personal Resolutions Within a Professional Framework

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

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

Case Studies: Resolutions That Transformed Businesses

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

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

In Conclusion

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

HR Focus on Resilience in Business

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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’

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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.

Red Flags in Recruitment: How to Identify and Respond to Potential Issues During the Hiring Process

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Recruiting the right people for your team is essential. However, during the hiring process, you might come across some warning signs, or ‘red flags’, that suggest a candidate might not be a suitable fit. Recognising and addressing these red flags can save a lot of time, money, and potential issues down the line. In my blog, we will explore some of the most common red flags to look out for and how you can respond to them effectively.

1. The Importance of a Sound Recruitment Process

Before diving into the specifics, it’s worth noting why having a good recruitment process is so crucial. Every new hire represents not just a financial investment but also a potential addition to your company culture and the overall dynamic of your team. A mismatch can disrupt the workflow, affect team morale, and result in a waste of resources.

2. Common Red Flags During Recruitment

a. CV Inconsistencies: Always check for inconsistencies or gaps in employment on a CV. While it’s common to have short breaks, exceptionally long gaps might need further probing unless they are adequately explained.

b. Vague Responses: If a candidate is evasive or gives vague answers to direct questions, it’s a cause for concern. You want employees who are transparent and straightforward.

c. Lack of Preparation: A candidate who doesn’t know much about your company or the role they’re applying for might not be genuinely interested in the position.

d. Negative Talk About Previous Employers: Everyone might have had a job or boss they didn’t particularly like, but openly bad-mouthing them in an interview is unprofessional.

e. Frequent Job Hopping: While some movement between jobs can be a sign of ambition or seeking better opportunities, frequent job changes can indicate a lack of commitment or persistence.

3. How to Address These Red Flags

a. Open Communication: If something on a CV or in an interview doesn’t add up, ask about it. Sometimes there’s a valid explanation that might not be immediately apparent.

b. Reference Checks: Always check references. Past employers or colleagues can provide invaluable insights into the candidate’s work habits, strengths, and areas of improvement.

c. Trial Periods: Consider offering a short-term contract or probation period. This can allow both the company and the candidate to evaluate if it’s a good fit.

4. Using Technology to Aid Recruitment

In the digital age, there are numerous tools and platforms that can help identify potential red flags:

a. Background Check Platforms: Websites like ‘The Background Checker’ can provide a quick overview of a candidate’s past, including any potential legal issues. And of course, a Criminal Records Check if appropriate.

b. Social Media Screening: While it’s essential to respect privacy, a candidate’s public social media profiles can give an insight into their character and professionalism.

c. Video Interviews: Platforms like Zoom or Skype can be invaluable, especially if you’re recruiting remotely. They offer more personal interaction than a phone call.

5. The Balance Between Trust and Caution

While it’s crucial to be vigilant, it’s equally important not to become overly suspicious. Everyone can have an off day or a job they regret. The key is to find a balance between trusting your instincts and giving candidates a fair chance.

6. Conclusion

Recruitment is never an exact science. However, by being aware of potential red flags and having strategies in place to address them, you can significantly increase the chances of finding the perfect fit for your team.

Remember, it’s not just about qualifications and experience. Company culture, team dynamics, and personal attributes play a massive role in determining the right candidate. It’s always better to spend a little more time during the recruitment process than to rush and regret later.

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.

Candidate Experience: Why it matters and how to improve it.

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The job market’s competitive landscape has taken on a fresh dynamic in the UK. With businesses vying for the crème de la crème of talent, the recruitment process has been thrust into the spotlight. At the centre of this process is a term that’s creating quite the stir: candidate experience. So, why is this experience so crucial, and how can companies refine it?

Understanding Candidate Experience

Before diving into its importance, let’s define what we mean by ‘candidate experience’. It refers to the perceptions, feelings, and reactions a job seeker has about an employer, based on their interaction from job posting to the interview process and even post-application feedback.

Why Does Candidate Experience Matter?

  1. Branding and Reputation: In an age dominated by social media and online reviews, a candidate’s poor experience can quickly become a public relations nightmare. A business’s employer brand is often shaped by past candidates’ shared experiences.
  2. Attract and Retain Quality Talent: Candidates who experience a streamlined and respectful application process will likely view the company in a favourable light. This positive perception ensures that high-calibre talent is both attracted to and retained by your organisation.
  3. Economic Impacts: A prolonged and inefficient hiring process can be costly. Furthermore, vacancies can cause operational disruptions. Enhancing the candidate experience often means a quicker hiring turnaround.

Tips to Improve the Candidate Experience

  1. Transparent Communication: Keep candidates in the loop. Whether it’s about expected response times or the next steps in the application, clear communication can set their minds at ease.
  2. User-friendly Application Platforms: Nothing deters a potential candidate faster than a cumbersome application system. Ensure that your online platforms are intuitive, mobile-friendly, and efficient.
  3. Prompt Feedback: Candidates appreciate timely feedback, even if it’s negative. It shows respect for the time and effort they’ve invested in the application.
  4. Set Clear Expectations: From the job advert to the interview process, clarity about what’s expected helps candidates feel at ease and allows them to better showcase their strengths.
  5. Humanise the Process: Remember, candidates are humans, not just CVs. Whether it’s through personable emails or a friendly interview atmosphere, make them feel valued.
  6. Consistent Experience for All: Whether you’re hiring for an entry-level position or a top executive role, the process’s consistency ensures fairness and keeps biases at bay.

The Long Game

Improving the candidate experience isn’t just a one-off effort. It’s an ongoing strategy that evolves as the job market and candidate expectations change. Businesses should periodically review and tweak their recruitment processes to ensure they’re offering an experience that resonates with current job seekers.

In Conclusion

In the hustle and bustle of the UK’s competitive job market, the candidate experience is a game-changer. It’s more than just an HR trend; it’s the foundation for a robust recruitment strategy. By focusing on the candidate’s journey and experience, businesses can not only find the right fit faster but also promote a company culture that values each individual, right from the first interaction.

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.

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.

Creating a People Experience Function: How to Improve Employee Engagement and Drive Business Success

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A lot of clients I am talking to are thinking of creating a people experience function… but what is it? And should you consider one for yourself?

People Experience (PX), is the sum of all interactions that employees have with an organisation. It encompasses everything from the recruiting process to onboarding, training and development, performance management, and offboarding. A positive PX can lead to higher employee engagement, better retention, and increased productivity.

The different between People Experience (or Employee Experience) and Engagement, is that engagement is what can typically be measured as an outcome of the experience people have had within an organisation.

Here we dive in to the potential benefits of creating a PX team and explore some of the companies that have done this successfully.

The Business Case for Creating a People Experience Function:

A strong people experience function can help the company attract and retain top talent, improve customer satisfaction, and increase overall productivity. By investing in the employee experience, the company can create a positive culture that attracts and retains high-performing employees.

Overview:

In today’s competitive business environment, companies need to focus on creating a positive and engaging employee experience to attract and retain top talent. By creating a PX function, your company can really focus on improving employee engagement, increase retention rates, and drive overall business success.

Objectives:

  • Improve employee engagement and satisfaction
  • Increase retention rates
  • Enhance the overall quality of the employee experience
  • Drive business success through increased productivity, innovation, and customer satisfaction

Potential problems

If your company is currently experiencing high turnover rates and low employee engagement scores. This is negatively impacting productivity, innovation, and customer satisfaction.

Additionally, in order to remain competitive and to drive business success, your company needs to focus on creating a positive and engaging employee experience.

Proposed Solution:

By creating a dedicated People Experience (PX) function, your company can focus on designing and delivering an engaging experience for employees across the entire employee lifecycle.

The PX function will be responsible for a range of activities, including onboarding, training, ongoing support, and community building. Further more, the function will also leverage data and feedback from employees to continuously improve and refine the employee experience.

Expected Benefits:

  • Improved employee engagement and satisfaction: By creating a more engaging and positive employee experience, your company can improve employee engagement and satisfaction, which will lead to higher productivity, innovation, and customer satisfaction.
  • Increased retention rates: By creating a more engaging and positive employee experience, your company can increase retention rates and reduce turnover costs.
  • Enhanced overall quality of the employee experience: By focusing on the employee experience, your company can create a more positive and supportive work environment, which will enhance the overall quality of the employee experience.
  • Drive business success: By improving employee engagement, satisfaction, and retention rates, your company can drive business success through increased productivity, innovation, and customer satisfaction.
Time for a Change of Leadership?

Costs:

The costs of creating a PX function will depend on the size and scope of the function. Key cost considerations include:

  • Hiring and training PX team members
  • Developing and implementing PX initiatives and programs
  • Investing in technology and tools to support PX initiatives

Return on Investment:

The return on investment (ROI) of creating a PX function will depend on the specific goals and objectives of your company. Some potential ROI metrics include:

  • Increased employee engagement and satisfaction scores
  • Reduced turnover rates and costs
  • Increased productivity, innovation, and customer satisfaction
  • Improved overall business performance and profitability

Examples of businesses that have done this successfully:

  • Sony Music Entertainment: in 2022 Sony Music announced they were moving to a PX Model “we are reimagining the role Human Resources has served and will play in our business. Sony Music Entertainment is there for every step of our artists’ creative journey—and our People Experience teams do the same thing for our employees at work”
  • Cisco: Cisco has a PX function that is focused on delivering a positive experience for employees across the entire employee lifecycle. The team uses a range of tools and techniques, including design thinking and user research, to identify areas for improvement and develop solutions that meet the needs of employees. Through its PX initiatives, Cisco has been able to improve employee engagement, reduce turnover rates, and enhance the overall quality of the employee experience.
  • HubSpot: HubSpot has a dedicated Employee Experience team that focuses on creating a positive experience for employees and customers alike. The team is responsible for a range of activities, including onboarding, training, and ongoing support. Through its PX initiatives, HubSpot has been able to increase employee engagement, improve customer satisfaction, and drive overall business success.

How might I approach creating a PX product?

  • Define the problem and objectives: The first step in creating a PX product is to clearly define the problem that you are trying to solve and the objectives that you hope to achieve. This might involve conducting research and gathering data on employee engagement, turnover rates, and other key metrics. You should also identify any pain points or challenges that employees are facing in their day-to-day work.
  • Conduct user research: To create a successful PX product, you need to understand the needs, preferences, and behaviours of your target audience. This might involve conducting focus groups, surveys, or interviews with employees to gather feedback and insights.
  • Develop a prototype: Once you have a clear understanding of the problem and user needs, you can begin to develop a prototype of your PX product. This might involve creating wireframes, mock-ups, or a minimum viable product (MVP) that you can test with a small group of users.
  • Test and iterate: After developing your prototype, you should test it with a group of users to gather feedback and identify areas for improvement. Use this feedback to iterate on your product and refine it until it meets the needs of your target audience.
  • Launch and measure success: Once you have a final version of your PX product, you can launch it to a wider audience and measure its success using key metrics such as engagement, retention, and productivity. Use this data to continuously improve and refine your PX product over time.
  • Monitor and adapt: The final step in creating a successful PX product is to continuously monitor and adapt to changing user needs and preferences. Keep gathering feedback and data, and use this information to make ongoing improvements to your product to ensure that it remains relevant and effective.

Conclusion:

In conclusion, we believe that by creating a dedicated PX function, you can improve employee engagement, increase retention rates, and drive overall business success. While there are costs associated with this, the potential benefits and ROI make it a worthwhile investment.

Our focus on long-term partnerships

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

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

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

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

Putting People First: How Renaming HR Is Improving Company Culture

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If you’re a Chief People Officer or just someone interested in HR, you may have noticed a trend of companies using the term “People” instead of “HR” to describe their HR department. But is this just a trendy new name, or is there something deeper going on here? Let’s dive into the pros and cons of calling HR “People”.

The human resources department is an essential part of any organisation, responsible for managing the workforce and ensuring that employees are satisfied and productive. However, the terminology used to describe this department has been a matter of debate for some time.

Background

The term “human resources” has been in use for several decades and has become widely accepted as a way of describing the department responsible for managing a companies workforce. However, some have argued that the term can be dehumanising and reduces employees to the status of a resource or commodity.

In contrast, the term “People” is seen as more inclusive and humanising, acknowledging the unique needs and aspirations of the individual employees.

Arguments for “HR”

One of the primary arguments in favour of using “HR” is that it is a well-established term that is widely recognised in the business world.

According to data from Google Trends, searches for the term “HR” have been consistently higher than searches for “People” over the past five years, indicating that the term is more commonly used and understood.

Another argument for “HR” is that it accurately reflects the department’s role in managing the workforce as a resource. This can be especially important in industries such as retail, manufacturing or construction, where labour is a critical input and needs to be managed efficiently to ensure productivity.

According to a survey of HR professionals conducted by the Society for Human Resource Management (SHRM), 62% of respondents felt that the term “HR” accurately reflected their department’s role in managing human capital.

Finally, a number of people argue that “HR” is a more professional-sounding term that may help to establish the department’s credibility and authority within the organisation. This can be important when dealing with senior management or other stakeholders who may be sceptical of the department’s role or importance.

According to a survey of HR professionals conducted by the HR Certification Institute (HRCI), 82% of respondents felt that the term “HR” conveyed a sense of professionalism and expertise.

Arguments for “People”

One of the main arguments in favour of using “People” is that it is a more inclusive term that acknowledges the individuality of employees.

According to a survey conducted by the software company BambooHR, 70% of employees felt that the term “People” was more humanising than “HR.”

Another argument for “People” is that it is less objectifying than “HR” and may help to create a more collaborative and cooperative relationship between the department and employees.

According to a survey conducted by the consulting firm Deloitte, 73% of employees felt that the term “People” conveyed a sense of partnership and collaboration.

By the same token, a final argument for “People” is that it reflects the changing nature of work and the role of employees in the organisation. As more companies embrace flexible work arrangements and remote work, the role of the HR department is evolving to focus more on supporting the needs and aspirations of individual employees.

According to a survey conducted by the consulting firm McKinsey & Company, 67% of employees felt that the term “People” was more aligned with their own values and priorities than “HR.”

Our opinion

Based on the data presented and out own personal experiences, we recommend using the term “People” to describe the HR department.

While “HR” may be more well-established and specific, we believe that “People” better reflects the changing nature of work and the importance of creating a supportive and inclusive culture.

Our focus on long-term partnerships

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

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

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

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

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

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

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The career path to becoming a Chief People Officer (CPO), Chief HR Officer (CHRO) or Group HRD is a career goal that requires a combination of experience, education, and skill development. CPOs typically form part of the executive leadership team of a business, with a broad commercial role to play, as well, as a specialist area of expertise.

Chief People Officers are also responsible for managing all aspects of human resources within an organisation, including talent acquisition, employee engagement, retention, training and development, performance management, and compensation and benefits.

Gain the relevant experience:

To become a CPO, you need to have extensive experience in human resources or people operations. This can be gained through a variety of positions such as senior HR Generalist roles, Head of Talent, Head of OD, or Head of HR operations.

As I reflect on the candidates who have swiftly progressed in their careers. It is evident that those who have a good breadth of experience get there the quickest, this is typically by taking rotational roles in to an area of expertise such as Reward or Talent Management.

Advice: Start by building a strong foundation in HR, take on challenging roles that offer exposure to different aspects of the HR function. Seek out opportunities to lead cross-functional projects that give you a broader view of the business.

Here are some other experience areas to consider developing as part of your career path to Chief HR Officer or Chief People Officer:
Business acumen:

A CPO must have a deep understanding of the business they are working in, including its strategy, operations, financials, and industry. This understanding enables the CPO to develop HR strategies that are aligned with the business goals and contribute to the organisation’s success.

Advice: Seek out opportunities to learn about the business by attending leadership meetings, working closely with business leaders, and participating in cross-functional projects.

Talent management:

A CPO must have a strong background in talent management, including recruiting, developing, and retaining top talent. This involves creating effective recruiting strategies, developing training and development programs, and implementing performance management systems.

Advice: Take on projects that focus on improving the talent management function within your organisation. Consider developing new programs to attract and retain top talent, such as employee referral programs or leadership development programs.

Employee engagement:

A CPO must have a deep understanding of employee engagement and be able to develop programs that promote a positive workplace culture. This includes creating programs that improve employee morale, increase employee satisfaction, and reduce turnover.

Advice: Take on projects that focus on improving employee engagement, such as developing employee recognition programs or employee surveys to gather relevant feedback and data points that can influence senior leadership within your business.

Change management:

A CPO must have experience in change management, including the ability to lead and manage change initiatives effectively. This involves developing communication plans, assessing the impact of change on employees, and implementing change management best practices.

Advice: Seek out opportunities to lead change initiatives within your organisation. Consider developing a change management plan for a new initiative or leading a cross-functional team to implement a new HR program.

Data analysis:

A CPO must have a strong background in data analysis, including the ability to analyse HR metrics and use data to make informed decisions. By developing HR metrics, workforce trends, and using data to identify areas for improvement.

Advice: Develop your data analysis skills by taking courses or attending workshops on data analytics. Use can use HR analytics tools to analyse HR metrics within your organisation; such as turnover rates, employee engagement scores, or training and development ROI.

Check our our article on Data Driven HR!

Education:

Although it is not a perquisite, most CPO’s I know have a CIPD qualification, a degree in HR, Business Administration, or a related field is typically as the minimum requirement for most HR roles in the UK.

However, to become a CPO, you may need to pursue advanced education such as a Master’s degree in HR, MBA or a related field. An advanced degree provides the knowledge and skills needed to develop HR strategies that align with the business goals.

Advice: Pursue a relevant degree or certification that aligns with your career goals such as an MBA, a Master’s degree in HR, or CIPD.

Develop your leadership skills:

As a CPO, you will be responsible for leading a team of HR professionals and influencing the organisation’s leadership team. Developing leadership skills is crucial to becoming a CPO. This includes the ability to communicate effectively, inspire and motivate others, and lead with empathy and emotional intelligence.

Advice: Look for opportunities to lead teams or projects, attend leadership development programs or conferences. It is important to seek out external guidance either in the form of mentorship from experienced HR leaders or finding a professional coach.

The HR market is constantly changing, and staying informed about industry trends is essential to being a successful CPO. This includes keeping up with changes in employment laws, emerging technologies, and evolving best practices in talent management.

Advice: Join professional HR organisations, attend industry conferences, and read industry publications and blogs.

Build a strong network:

Building a strong network of professional contacts is important in HR. This includes building relationships with other HR professionals, industry experts, and business leaders.

Advice: Attend networking events, join HR-related groups on LinkedIn, and seek out coaching from experienced HR leaders.

  1. Access to Opportunities: Networking opens doors to various opportunities that may not be advertised. Many senior positions, including CPO roles, are often filled through referrals and personal connections. Being well-connected in the industry increases your chances of hearing about these opportunities and being recommended for them.
  2. Knowledge and Learning: Through networking, you can gain valuable insights, information, and knowledge from experienced professionals and industry leaders. This can help you stay updated on the latest trends.
  3. Mentorship and Guidance: Building relationships with senior HR leaders can provide you with support as you progress in your career. Learning from their experiences and receiving advice can be helpful in your journey towards becoming a CPO.
  4. Influence and Collaboration: A strong network allows you to collaborate with other people in your industry. As you climb the corporate ladder, its important to have a strong support system. As well as having people who respect your opinion and who can be advocates for your career growth.
  5. Building Trust and Credibility: Networking allows you to show your skills, knowledge, and achievements to a wider audience. As people get to know you and your work, it helps build trust and credibility, which are vital traits for a CPO who needs to gain buy-in from employees and senior management alike.
  6. Opportunities for Personal Development: Engaging with diverse professionals through networking can expose you to different perspectives, cultures, and leadership styles. This exposure can aid in your personal development and make you a well-rounded HR leader.

How to build a strong network of professional contacts:

  1. Attend Industry Events: Participate in conferences, events, workshops, and HR-related events where you can meet with like-minded professionals.
  2. Join Professional Associations: Become a member of HR-related associations. These groups offer networking events and opportunities to connect with HR leaders.
  3. Utilize Social Media: Platforms like LinkedIn can be powerful tools for expanding your professional network. Connect with colleagues, attend virtual networking events, and engage in discussions and industry groups.
  4. Attend Informal Gatherings: This can be an excellent way to meet people in a more relaxed setting and to form relationships.
  5. Provide Value: Networking is a two-way street. Be willing to offer assistance, share knowledge, and help others in your network. Building genuine relationships based on mutual respect is crucial.
  6. Maintain Relationships: Building a network is not a one-time event. It requires consistent effort and nurturing. Stay in touch with your contacts, congratulate them on their achievements, and be genuinely interested in their success.

Remember that networking is about building meaningful connections, not just collecting business cards. Invest time and effort in fostering authentic relationships…

Over time, your network will become a valuable asset in your journey to becoming a successful CPO.

Our view:

The path to becoming a CPO is a challenging yet rewarding journey that requires a blend of experience, education, and skill development. Aspiring HR leaders must build a strong foundation in human resources.

By taking on diverse and challenging roles that provide exposure to various aspects of the HR function.

Staying informed about industry trends and by building a strong network of professional contacts, HR professionals gain access to various opportunities, mentorship, and valuable insights that contribute to their personal and career growth.

Our focus on long-term partnerships

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

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

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

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

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

Mastering the Craft: The Keys to Successful Organisational Development

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

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

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

What is organisational development?

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

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

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

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

OD strategy for your business

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

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

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

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

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

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

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

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

OD career options

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

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

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

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

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

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