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.

How to Navigate the Complexities of Global Workforce Management

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Elevate Your HR Game: How to Navigate the Complexities of Global Workforce Management

 

In today’s globalised world, businesses are no longer confined by geographical boundaries. Companies, whether large or small, are increasingly operating on a global scale, employing talent from different parts of the world. This trend, while exciting, brings with it a unique set of challenges for Human Resources (HR) professionals. Managing a global workforce requires more than just understanding the basics of HR; it demands a deep knowledge of diverse cultures, legal regulations, and the ability to create a cohesive organisational culture that transcends borders.

Understanding Cultural Diversity

Cultural diversity is one of the most significant challenges in global workforce management. Employees from different countries bring unique perspectives, work ethics, and communication styles. For HR professionals, understanding and respecting these differences is crucial.

Cultural sensitivity training is a powerful tool that can help bridge gaps in understanding. It enables employees to appreciate different cultural norms and work more effectively with colleagues from diverse backgrounds. HR leaders should also encourage open communication and create platforms where employees can share their experiences and insights, fostering a more inclusive work environment.

Navigating Legal and Compliance Issues

Each country has its own set of employment laws and regulations. These can range from differences in labour laws, tax obligations, and employee benefits, to specific requirements regarding data protection and privacy. Navigating these legal complexities requires meticulous attention to detail.

HR professionals need to stay informed about the local labour laws in each country where their company operates. This might involve working closely with legal experts or consulting local HR professionals who understand the regional laws and customs. Compliance is not just about avoiding legal penalties; it’s about building a reputation as a fair and trustworthy employer in every market where your company operates.

Developing a Global Compensation Strategy

Creating a fair and competitive compensation strategy for a global workforce is another challenge. What might be considered a generous package in one country could be insufficient in another. Currency fluctuations, cost of living differences, and varying tax rates all play a role in determining appropriate compensation.

HR professionals must develop a compensation strategy that is both equitable and competitive. This often involves conducting regular market research to understand salary trends in different regions and ensuring that the compensation packages offered are attractive to top talent globally.

Building a Unified Company Culture

A strong, unified company culture is the backbone of any successful global enterprise. However, building such a culture across different regions is no small feat. Employees in different locations may have varying expectations and interpretations of what the company culture should be.

HR’s role is to define and communicate a clear, consistent set of values that align with the company’s mission and goals, yet are flexible enough to accommodate regional differences. This might involve creating global initiatives that promote company values, such as diversity and inclusion programs, or organising events that bring together employees from different regions to foster a sense of unity.

Leveraging Technology for Global HR Management

Technology is a vital tool in managing a global workforce management. From HR software that automates payroll and benefits administration to communication platforms that connect employees across the globe, technology can simplify many aspects of global HR management.

Investing in a robust HR Information System (HRIS) that can handle the complexities of managing a global workforce is essential. Such a system can help streamline processes, ensure compliance, and provide valuable insights through data analytics. Additionally, tools like video conferencing and collaboration software can help bridge the physical distance between teams, promoting better communication and teamwork.

My Thoughts

Navigating the complexities of global workforce management is no easy task. It requires a blend of cultural sensitivity, legal expertise, strategic thinking, and technological know-how. By understanding the unique challenges of managing a global workforce and implementing strategies to address them, HR professionals can elevate their game, ensuring that their company not only survives but thrives in the global marketplace.

As businesses continue to expand their global reach, the role of HR will become even more critical. By staying informed, adaptable, and proactive, HR leaders can successfully navigate the complexities of global workforce management and contribute to the long-term success of their organisations.

 

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.

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Merger & acquisitions: What should HR consider?

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Merger & acquisitions: What should HR consider?

Mergers & acquisitions (M&A) are major events in the life of any company, bringing about significant changes that can impact every aspect of the business. While financials and legalities often take center stage, the role of Human Resources (HR) is equally critical in ensuring the success of the merger or acquisition. HR’s involvement can make or break the integration process, affecting employee morale, retention, and overall organisational performance.

Here are some key considerations HR should focus on during mergers & acquisitions:

  1. Mergers & Acquisitions: Cultural Integration

One of the most challenging aspects of any maergers & acquisitions is merging two distinct corporate cultures. Differences in values, communication styles, and workplace norms can lead to friction and reduce the effectiveness of the integration. HR must assess the cultural fit between the two organisations early on and develop strategies to bridge gaps. This may involve aligning company values, conducting cultural assessments, and facilitating open dialogues between employees from both organisations.

  1. Employee Communication and Engagement

Clear and transparent communication is crucial during an M&A. Employees often feel anxious about their job security, changes in roles, and how the merger or acquisition will impact their day-to-day work. HR should develop a comprehensive communication plan that keeps employees informed at every stage of the process. Regular updates, town hall meetings, and Q&A sessions can help address concerns and keep employees engaged. Ensuring that leaders are accessible and approachable is also key to maintaining trust.

  1. Talent Retention

Mergers & acquisitions can lead to a talent exodus if not managed properly. Key employees may leave due to uncertainty, fear of change, or better opportunities elsewhere. HR needs to identify critical talent early in the process and implement retention strategies such as stay bonuses, career development opportunities, and clear career pathing within the new organisation. Maintaining a focus on employee well-being and providing support during the transition is also essential to retaining top talent.

  1. Organisational Structure and Role Alignment

An M&A often necessitates changes in organisational structure, with potential redundancies or the creation of new roles. HR must carefully evaluate the existing structures and determine how best to integrate teams, align roles, and eliminate redundancies. This process should be handled with sensitivity and fairness, ensuring that affected employees are supported through outplacement services, retraining, or redeployment where possible.

  1. Compensation and Benefits Harmonisation

Differences in compensation, benefits, and reward structures can be a source of tension during an M&A. HR should conduct a thorough review of the compensation and benefits packages of both organisations to identify discrepancies and determine the best approach for harmonisation. This may involve levelling up benefits to match the more generous package or offering a phased approach to alignment. Clear communication about any changes and how they will impact employees is crucial to avoiding dissatisfaction and unrest.

  1. Legal and Compliance Considerations

HR must ensure that the merger or acquisition complies with all relevant labour laws, regulations, and M&A contractual obligations. This includes understanding the legal implications of redundancies, changes in employment terms, and the transfer of employees from one organisation to another. HR should work closely with legal teams to navigate these complexities and ensure that all actions are compliant and defensible.

  1. Change Management

Mergers & acquisitions are significant change events that require careful management. HR should take the lead in developing a change management strategy that addresses the human side of the integration. This involves preparing employees for the change, providing support throughout the transition, and fostering a culture of adaptability and resilience. Effective change management can help minimise disruption and ensure a smoother integration process.

Our Thoughts

Mergers and acquisitions are complex processes that require careful planning and execution, especially from an HR perspective. By focusing on cultural integration, communication, talent retention, organisational alignment, compensation harmonisation, legal compliance, and change management, HR can play a pivotal role in ensuring the success of the merger or acquisition.

In today’s competitive market, the companies that excel in these areas will be better positioned to thrive post-merger, creating a unified, engaged, and productive workforce.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Craft a Winning CV: How to Captivate Recruiters

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Craft a Winning CV: How to Captivate Recruiters

When you’re applying for jobs, one size definitely does not fit all—especially when it comes to your CV. Tailoring your CV for each job you apply to is not just a good idea; it’s crucial if you want to stand out and get noticed by recruiters and hiring managers.

Here’s how to do it effectively, without spending hours on each application.

  1. Start with a Strong Foundation

Before you dive into customisation, make sure your base CV is in good shape. This means it should be clear, concise, and highlight your key skills and achievements. Think of your CV as your professional story—make sure it’s one you’re proud to tell. This foundation will make tailoring for specific roles much quicker and easier.

It is a good idea to have a master copy that you then use as a starting point for each role.

  1. Study the Job Description

This might seem obvious, but it’s the most important step. Carefully read the job description and pick out the key skills, experiences, and qualifications the employer is looking for. These are your clues. They tell you what the employer values most and what you need to emphasise on your CV.

  1. Mirror the Language in Your CV

Employers often use specific terms and phrases that resonate within their industry or even their company culture. By mirroring this language in your CV, you’re not only showing that you understand the role, but you’re also likely to get past any applicant tracking systems (ATS) that are scanning for these keywords. For example, if the job description mentions “project management,” make sure that exact phrase appears in your CV, if it’s relevant to your experience.

  1. Highlight Relevant Experience First

Your CV should be a living document, always changing to suit the job at hand. This means that you might need to rearrange your bullet points or even whole sections to make sure the most relevant information appears first. If you’re applying for a marketing role, lead with your marketing experience—even if it’s further down in your career history. The goal is to make the recruiter’s job easier by putting the most relevant info front and centre.

  1. Showcase Your Achievements

Instead of just listing your duties from previous roles, focus on what you achieved. Quantifiable results—like “increased sales by 20%” or “managed a project with a budget of £500,000”—carry a lot more weight than vague descriptions of your responsibilities. When tailoring your CV, pick the achievements that align with the job you’re applying for and emphasise those.

  1. Be Selective About What You Include

It might be tempting to throw everything you’ve ever done onto your CV, but this can dilute your impact. Instead, be selective. Choose experiences, skills, and achievements that are directly relevant to the job. If you’ve had a long career with diverse experiences, consider creating a “Key Achievements” section where you can highlight the most relevant successes without overwhelming the reader with too much information.

  1. Update Your Professional Summary

Your professional summary is the first thing most recruiters will read, so make it count. Customise this section for each job application, focusing on how your skills and experience align with the role. Keep it brief, punchy, and tailored to the job at hand.

  1. Proofread and Get Feedback

Once you’ve tailored your CV, don’t forget to proofread it thoroughly. Typos and grammatical errors can be a big turn-off for employers. It’s also worth asking a friend or colleague to take a look—fresh eyes can often spot things you’ve missed.

  1. Keep It Updated

Lastly, don’t wait until you’re actively job hunting to update your CV. Make it a habit to regularly update your CV with new skills, experiences, and achievements. This way, when the perfect job comes along, you’re ready to tailor and apply without scrambling to remember everything you’ve done over the past few years.

Final Thoughts

Tailoring your CV for each job might seem like extra work, but it’s an investment that can pay off big time. By carefully matching your experience and skills to the job description, you’ll not only make it through the initial screening process, but you’ll also stand out as the perfect fit for the role. Remember, your CV is your personal marketing document—make sure it’s working as hard as you are.

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 Director Carl Hinett

Workplace Flexibility: Is It Worth the Effort?

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Workplace Flexibility: Is It Worth the Effort?

In today’s evolving work environment, many companies have embraced flexibility as a core component of their employee experience. However, some organisations have been slower to adopt these practices, raising the question: Is workplace flexibility truly beneficial, or does it create more challenges than it’s worth?

What Is Workplace Flexibility?

Flexible working refers to any work arrangement that allows employees to tailor their work schedules or environments to better suit their needs. This could mean working from home, having flexible start and finish times, or even job-sharing.

Despite its growing popularity, research highlights a disparity in how flexible working is implemented. For instance, a recent HR Magazine article revealed that men typically enjoy six hours of flexible working per week, while women only receive three. This discrepancy raises concerns about equality in the workplace and highlights the need for more inclusive policies.

The Case for Flexible Working

With the rise of Generation Y, who prioritise work-life balance and value working to live rather than living to work, the demand for flexible working arrangements has increased. Here are some of the key benefits:

  • Increased Productivity: Employees often perform better when they have control over their schedules.
  • Improved Morale: Flexibility can boost employee satisfaction and happiness at work.
  • Enhanced Work Enjoyment: Employees are more likely to enjoy their work when it fits around their personal lives.
  • Better Work-Life Balance: Flexibility allows employees to manage their personal and professional responsibilities more effectively.
  • Reduced Tardiness: Employees can start work at a time that suits them, leading to fewer late arrivals.
  • Stronger Employee Loyalty: Companies offering flexibility are likely to see greater loyalty and commitment from their employees.
  • Lower Employee Turnover: Flexibility can reduce the risk of employees leaving for more accommodating employers.
  • Reduced Burnout: Flexible arrangements can help prevent employee burnout by allowing for better stress management.
  • Decreased Commuting Stress: Less time spent commuting reduces fuel costs and stress, leading to happier, more focused employees.
  • Lower Office Costs: With fewer employees needing to be in the office, companies can save on fixed office expenses.

The Drawbacks of Flexible Working

However, flexible working is not without its challenges:

  • Not Suitable for Everyone: Some employees may struggle with the lack of structure.
  • Managerial Challenges: Managers may find it difficult to adjust to or monitor flexible working arrangements.
  • Blurred Work-Home Boundaries: Employees might find it hard to separate work from personal life when working from home.
  • Monitoring Work Output: It can be challenging to ensure that employees are actually working when they’re not in the office.
  • Potential for Abuse: Some employees might take advantage of the flexibility, leading to decreased productivity.
  • System Limitations: Businesses must ensure they have the right systems in place to manage a remote or flexible workforce effectively.

The Future of Workplace Flexibility

At first glance, the benefits of flexible working seem to outweigh the drawbacks, which explains why many forward-thinking companies have already adopted this approach. However, for organisations that have yet to embrace flexibility, the transition can be daunting. Resistance to change and a preference for traditional work practices are common barriers.

Nonetheless, the tide is turning. As older generations retire and younger, more flexibility-driven employees enter the workforce, the adoption of flexible working is likely to increase. Companies that adapt quickly to this shift will position themselves as employers of choice, attracting top talent in a competitive market.

In the emerging ‘gig economy,’ the businesses that thrive will be those that understand and implement workplace flexibility effectively. These organisations will not only win the war for talent but will also build a resilient, future-ready workforce.

If you’d like to explore how flexible working could benefit your organisation, feel free to reach out to me at James@refind.co.uk.

For more information about James Cumming, our change and business transformation specialist, click here.

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

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

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

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

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

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

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

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

2. Create a compelling vision to move forward

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

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

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

4. Align Systems with Processes

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

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

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

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

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

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

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

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

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

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

7. Change Management is Key

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

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

8. Rule of 8: communicate, communicate, communicate

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

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

9. Think of knowledge transfer as a joint project team

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

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

10. Go-Live is just the start!

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

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

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

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

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

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

The Balance of Leadership: Juggling Priorities and People

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Leadership is a multifaceted art that requires a delicate balance between various priorities and the people who drive an organisation forward. Striking this equilibrium is not just a challenge; it’s an ongoing process that demands adaptability, empathy, and strategic thinking. In this blog, we’ll explore the intricate dance of leadership, delving into the nuances of managing priorities and people to foster a harmonious and successful work environment.

The Essence of Leadership

At its core, leadership is about inspiring and guiding a team towards a common goal. Whether you’re at the helm of a small startup or steering a large corporation, the fundamentals remain the same. A leader must possess a vision, communicate effectively, and navigate the complexities of decision-making.

The Balancing Act of Priorities

The crux of effective leadership lies in balancing priorities and people. Picture a juggler skillfully keeping multiple balls in the air—each ball representing a different aspect of leadership. On one hand, there are strategic goals, deadlines, and financial targets. On the other, there are the individuals who form the heart of the organisation—employees with unique strengths, aspirations, and challenges.

Juggling Priorities

Strategic Vision

Every successful leader begins with a clear vision. This vision serves as the guiding light, shaping the strategic priorities that drive the organisation forward. Whether it’s expanding market share, innovating products, or enhancing customer experience, a leader must set the overarching direction that informs day-to-day decision-making. That can be a balancing act for leaders.

Time Management and Priorities

The key to handling priorities effectively is adept time management. Leaders must allocate time wisely, focusing on high-impact tasks that align with the strategic vision. This involves prioritising projects, setting realistic deadlines, and delegating responsibilities to capable team members.

Flexibility in Adversity

In the ever-evolving landscape of business, unforeseen challenges are inevitable. A successful leader remains agile and adaptable, adjusting priorities when circumstances demand. This flexibility is not a sign of weakness but a testament to the leader’s ability to navigate uncertainties while keeping the overall vision intact.

Nurturing People

Empathy and Communication

A leader’s relationship with their team is built on a foundation of empathy and effective communication. Understanding the aspirations and concerns of individuals fosters a sense of belonging and commitment. Regular and transparent communication ensures that everyone is aligned with the organisational goals.

Skill Development help with Priorities

Investing in the growth of your team is an investment in the success of the organisation. Leaders should identify and nurture the unique skills of each team member, providing opportunities for professional development. A skilled and motivated team is better equipped to contribute to the achievement of strategic priorities.

Work-Life Balance

Recognising the importance of work-life balance is crucial for maintaining a healthy and productive team. Leaders should encourage a culture that values well-being, allowing employees the flexibility to manage their personal and professional lives. A burnt-out team is unlikely to perform optimally, jeopardising both short-term tasks and long-term goals.

The Intersection of Priorities and People

The true challenge of leadership lies in the intersection of priorities and people. This is where the art of juggling becomes most apparent. How can a leader ensure that strategic goals are met without compromising the well-being and morale of the team?

Inclusive Decision-Making within Priorities

Decisions that impact both priorities and people should be inclusive. Seeking input from the team not only provides valuable perspectives but also cultivates a sense of ownership. When individuals feel that their voices are heard, they are more likely to be invested in the outcomes, even if the decisions are challenging.

Recognition and Motivation

Acknowledging the efforts and achievements of the team is a powerful motivator. Leaders should celebrate successes, both big and small, and recognise the contributions of individuals. This not only boosts morale but also reinforces the connection between individual efforts and the overarching organisational goals.

Continuous Feedback

Regular feedback is essential for growth, both for the individual and the organisation. Leaders should provide constructive feedback to help employees refine their skills and contribute more effectively to the priorities of the business. Similarly, leaders should be open to receiving feedback, fostering a culture of continuous improvement.

Case Studies: Leaders Who Got It Right

Sir Richard Branson – Virgin Group

Sir Richard Branson, the founder of the Virgin Group, is renowned for his ability to balance priorities and people. By fostering a culture of innovation and employee well-being, Branson has created a dynamic and successful conglomerate. His emphasis on the happiness and satisfaction of employees has not only led to high retention rates but has also contributed to the overall success of Virgin Group ventures.

Angela Ahrendts – Former CEO of Burberry, Apple

Angela Ahrendts, former CEO of Burberry and later Senior Vice President at Apple, is another exemplary leader. Ahrendts prioritised both the strategic goals of the companies she led and the well-being of her teams. By focusing on creating a positive and inclusive workplace culture, she successfully propelled Burberry into a global luxury brand and played a key role in Apple’s retail success.

Strategies for Leadership Success

Collaborative Leadership

Leadership is not a solitary endeavour. Collaborative leadership, which involves working together with the team to achieve common goals, is crucial for success. By fostering a collaborative culture, leaders can harness the collective intelligence and skills of the team, creating synergy that propels the organisation forward.

Personal Development for Leaders

Leadership is a journey of continuous learning and growth. Leaders should invest in their own personal development to stay abreast of industry trends, management techniques, and interpersonal skills. This commitment to self-improvement not only enhances leadership capabilities but sets an example for the team to follow suit. This in turn, supplements the balance of leadership priorities.

Technology as a Facilitator

In the digital age, technology can serve as a facilitator for effective and balanced leadership. Project management tools, communication platforms, and data analytics can streamline processes, allowing leaders to focus on strategic priorities and spend more time engaging with their teams. Embracing technology is not just about efficiency but also about creating a modern and adaptable work environment.

Conclusion: The Ever-Changing Dance of Priorities

In the intricate dance of leadership, the balance between priorities and people is ever-changing. Successful leaders recognise that this balance is not static; it requires continuous assessment, adaptation, and fine-tuning. By mastering the art of juggling priorities and people, leaders can create a workplace where both individual and organisational success flourish. As we navigate the complexities of the modern business landscape, let us remember that the heart of leadership lies in finding harmony in the delicate interplay between strategic objectives and the individuals who bring them to life.

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.

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

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

What Does a Chief People Officer Do?

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

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

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

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

1. Build Broad HR Experience

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

Why Broad HR Experience Matters When Becoming a Chief People Officer

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

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

Talent Acquisition and Workforce Planning

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

Reward and Compensation

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

Organisational Development (OD)

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

Employee Relations (ER)

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

Learning and Development (L&D)

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

HR Operations and Technology

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

Action Plan:

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

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

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

Action Plan:

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

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

3. Excel in Talent Management

Action Plan:

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

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

4. Drive Employee Engagement

Action Plan:

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

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

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

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

  • Leading Organisational Transformation

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

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

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

  • Balancing Strategy and People

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

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

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

  • Managing Resistance

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

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

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

  • Driving Cultural Change

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

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

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

  • Enhancing Communication and Engagement

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

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

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

  • Strengthening Leadership Alignment

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

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

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

  • Measuring and Sustaining Change

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

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

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

How to Build Change Management Expertise

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

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

6. Master Data Analytics

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

  • Turning HR into a Strategic Business Partner

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

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

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

  • Predictive Decision-Making

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

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

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

  • Building Credibility with Stakeholders

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

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

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

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

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

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

  • Driving Organisational Change

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

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

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

  • Elevating DE&I Efforts

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

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

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

  • Building Resilience in Uncertain Times

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

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

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

How to Master Data Analytics as an HR Leader

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

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

7. Invest in Education and Certifications

Action Plan:

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

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

8. Sharpen Leadership Skills

Action Plan:

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

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

9. Stay Informed and Adapt to Trends

Action Plan:

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

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

10. Build a Strong Network

Action Plan:

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

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

Final Outcome: Becoming a Chief People Officer

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

What ultimate success looks like:

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

 

Our focus on long-term partnerships

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

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

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

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

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

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

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Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale

Transform Your HR Strategy: A Powerful Guide to Thriving on a Global Scale, a catchy title? But, how many times have you been on the receiving end of a fabulous new ‘global initiative’ created by your US colleagues? It’s rolled out with lots of enthusiastic fanfare only for it to be received badly over here in Europe, as they haven’t taken into consideration cultural implications, the legal framework, consultation with works councils, translation into local languages or all of the above?

Frustrating, isn’t it? How can you Transform Your HR Strategy?

I’m certain all senior HR professionals that work in multinational companies parented in the US will be familiar with the stereotype of US leaders imposing global programmes and change initiatives with a one size fits all approach, on the rest of the world. (Incidentally, Donald Trump isn’t doing much to dispel this myth about US culture at the moment!). This can obviously cause a lot of frustration for non-US HR leaders and can result in failed initiatives and disengaged employees that feel their employer doesn’t understand their needs.

When you find yourself on the receiving end of the latest great idea, it is easy to feel that your stateside colleagues are wrong to roll out programmes without understanding the local markets and that they just don’t understand the complexity of employment law outside of the US (or indeed they just enjoy making your job more difficult!).

However, as HR leaders operating in increasingly global markets, it is incumbent upon us to work together with our colleagues not only in the US but across the globe. It’s only by working in this way that we can overcome cultural, technical, legal and process challenges in different jurisdictions to deliver lasting change. I would suggest we need to take a closer look at our role in that rather than directing a few choice words across the pond.

In my experience, US leaders in US parented companies often just can’t comprehend the complexity in other jurisdictions. They are simply are not familiar with the industrial relations framework and employment law landscape outside of their own country. When they learn about it, they are often disbelieving of how complex some jurisdictions can be in relation to the US.

It is absolutely true that some jurisdictions are substantially more complex from an industrial relations and employment law perspective than others. There is a spectrum of employee-centric to employer-centric employment law frameworks in different parts of the world – the US is at one end of that spectrum with it being very employer friendly, with little employment law restrictions (except in the state of California – known as the ‘France of the US’) and therefore it allows US organisations to drive change quickly and at a reasonable financial cost.

The real France, for example, is at the other end of the spectrum where the labour code, derived from a long standing socialist culture is firmly in favour of protecting employees’ rights – any kind of organisational change that will impact employees can take months of negotiation with the works councils and comparatively be much more expensive to implement than it would have been in the US. The UK lies somewhere in the middle on this spectrum with a healthy employment law framework to protect the rights of employees but with enough flexibility to enable organisations to move forward with their plans without debilitating legal hurdles or cost.

So how can we avoid these pitfalls to become more effective at rolling out global initiatives, locally?

If you have a senior team of collaborative HR and business leaders, global organisations are able to celebrate and take the best from each culture. There are some very easy ways to do this; making sure that all geographies and cultures are represented on change teams is an obvious first step; taking the right amount of time to test with a global audience new initiatives before a roll out helps to refine the end product and ensure it can meet the needs of the whole workforce. Frequent, open and honest dialogue in an environment that listens to others perspectives is the key to ensuring all voices are heard and all corners of the globe are represented.

It’s not helpful to US colleagues to continuously hear that they can’t do something because of the ‘law’ in a specific jurisdiction as often that’s simply not true. Due to this non-US HR leaders need to be solutions focussed and explain how something can be achieved within the boundaries of the legal frameworks in different jurisdictions. Never say never – just tell them how it can be done even if it will take time and cost more!

Finally, my advice to any senior HR professionals that want to transform your HR strategy and are working in a multi-national company is to embrace – as a core part of their role – the need to educate, educate, educate US colleagues to ensure that enough time is planned in advance to manage the legal requirements to consult and the needs of local markets when making any kind of organisational change. Have a ‘summary of employment law outside of the US’ presentation in your back pocket ready to be adapted and shared with your US colleagues when the occasion presents itself.

Working in a global environment can be challenging but it is so rewarding when an organisation takes the right steps to ensure that its people initiatives do meet the needs of a global workforce and HR leaders play a vital and exciting role in making that happen.

This is a guest article, written by Coleen Highfield, who is Vice President of HR (Europe and Africa) at MoneyGram International. You can get in touch with her via LinkedIn by following this link…

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

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

How to ‘Flex Work’ in the Pharmaceutical Industry?

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What is Flex Work?

Flex work, known also as flexible working, means giving employees more control over when, where, and how they work.

This can include remote working, flexible hours, compressed workweeks, and job sharing. The idea really took off during the COVID-19 pandemic when businesses had to adapt to keep things running smoothly.

Flexible working has become a big deal in many industries, and pharma is no exception. This blog dives into what flexible working is, where it came from, and why it’s important for the pharmaceutical sector. We’ll look at the benefits and challenges, different working models, and how to implement flex work in a way that works for everyone.

I know flexible working is a hot topic, and there’s a ton of stuff out there about it. I’ll focus on insights and tips tailored specifically for pharma companies, tackling industry-specific challenges and opportunities.

Best Way to Implement Flexible Working in Pharma

Bringing flexible working to the pharmaceutical industry takes some thought and planning. Here are some key steps to make it work:

  1. Assess Job Roles and Responsibilities: Not every job in pharma can be done remotely. Figure out which roles can be flexible without hurting productivity or compliance.
  2. Invest in Technology: Make sure employees have the right tech to do their jobs well from anywhere. This means secure VPNs, collaboration tools, and data management systems.
  3. Provide Training: Help employees and managers learn the skills they need for remote work. This includes using digital tools, good communication practices, and keeping a healthy work-life balance.
  4. Set Clear Expectations: Lay down the rules for flexible working. This includes work hours, availability, communication, and performance metrics.
  5. Monitor and Evaluate: Keep an eye on how well flexible working is going. Get feedback from employees and tweak things as needed to make it better.

Should a Four-Day Week Be Considered?

A four-day workweek is becoming popular as companies look to boost work-life balance and productivity. Here’s how it stacks up for the pharmaceutical industry:

Pros:

  • Enhanced Focus and Productivity: Shorter weeks can mean better focus and less burnout.
  • Attracting Talent: A four-day week is a great perk, helping you attract and keep top talent.
  • Reduced Operational Costs: Fewer workdays can cut down on utilities and other costs.

Cons:

  • Potential for Increased Workload: Employees might feel pressured to cram the same work into fewer days.
  • Scheduling Challenges: Coordinating meetings and deadlines in a shorter week can be tricky.
  • Impact on Client Services: Keeping up with client needs and project timelines could get tougher.

Should We Go Fully Remote, Hybrid, or Office-Based?

Choosing the right working model is key. Here’s a look at the pros and cons of each:

Fully Remote:

  • Pros: Maximum flexibility, lower overhead costs, and higher job satisfaction.
  • Cons: Challenges with collaboration and maintaining company culture. Some roles, like lab work, can’t be done remotely.

Hybrid:

  • Pros: Best of both worlds—flexibility with some in-office time for face-to-face interaction.
  • Cons: Requires careful planning to ensure smooth transitions. Can lead to inconsistent team dynamics.

Office-Based:

  • Pros: Easy collaboration and access to on-site resources. Great for spontaneous discussions and team building.
  • Cons: Less flexibility and higher operational costs. Might not attract those seeking better work-life balance.

What is the Ratio of Home, Hybrid, Office Within Pharma?

Pharma is leaning towards hybrid models, with many companies adopting a mix of home and office work. The exact split varies, but hybrid setups are the most common as they offer a good balance of flexibility and collaboration.

Case Studies in the Pharmaceutical Industry about Flex Work Models

AstraZeneca uses a hybrid model, with employees working both from home and the office. This setup has boosted productivity and employee satisfaction. They’ve invested in digital tools to support remote work and set clear guidelines for effective communication.

GSK: Offers various flexible working options, including remote work, flexible hours, and part-time roles. These arrangements have increased employee engagement and reduced turnover. They also provide robust training for managers to handle remote teams effectively.

Novartis: Has a “Choice with Responsibility” policy, letting employees choose their work arrangements while meeting their responsibilities. This has created a culture of trust and accountability, leading to more innovation and collaboration.

Other Case Studies

Pharmaceutical organisations like MSD, Medtronic, Roche, Novartis, and UCB have been at the forefront of implementing effective hybrid working practices even before the pandemic. These companies operate as matrix organisations, with cross-functional and project-based teams rather than permanent teams.

Key takeaways from their experience:

  • Clear Framework: It’s essential to establish a clear framework for remote work. This includes defining rules (such as minimum or maximum days for working from home) that everyone can align with. Communicating this framework creatively, such as through podcasts or webinars, helps ensure consistency.
  • Balancing Management Styles: Managers need to strike a balance between nurturing team members (checking in on well-being) and focusing on output (deliverables). Adopting management by outcome—setting clear objectives and empowering individuals with autonomy—can lead to sustained success.

Royal Pharmaceutical Society (RPS) – Sustained Implementation of Hybrid Working

  • The RPS developed a robust hybrid working strategy with the help of experts. Their step-by-step roadmap facilitated a smooth transition from the concept of hybrid working to its sustained implementation.

Flexible and Hybrid Working Practices: Case Studies by CIPD

  • The CIPD (Chartered Institute of Personnel and Development) explores various aspects of flexible and hybrid working through case studies. These include transitioning to new ways of working, stakeholder engagement, technology adoption, managing hybrid teams, maintaining relationships, supporting well-being, and focusing on performance outcomes.

These case studies provide valuable insights into how pharmaceutical organisations have successfully embraced hybrid working models.

What next with Flex Work?

Pharma faces unique challenges and opportunities with flexible working. By understanding different models and implementing best practices, companies can create a work environment that supports both business goals and employee well-being. Whether it’s a four-day week, a hybrid model, or balancing remote and office work, the key is to stay flexible and responsive to the needs of the workforce.

In the end, flexible working isn’t a one-size-fits-all solution. Each pharma company needs to figure out what works best for them. By doing so, they can boost productivity, attract top talent, and ensure their employees are happy and healthy, driving the industry forward in a changing world.

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