How to increase commercial awareness

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

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

 

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

 

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

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

 

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

 

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

 

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

 

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

 

When and how to Set Strategic Objectives

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

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

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

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

The Benefits of Setting Objectives

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

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

Strategic Objectives: The Backbone of Organisational Success

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

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

Crafting Effective Strategic Objectives: The Art of Wording

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

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

Assessing Strategic Objectives: Monitoring Progress and Driving Improvement

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

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

Business Objectives vs Employee Objectives: Bridging the Gap

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

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

Conclusion: Empowering Leadership Through Effective Objective Setting

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

New Year, New Me? New Year Resolutions for Businesses

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

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

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

The Tradition of New Year Resolutions

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

Why Businesses Can’t Ignore New Year Resolutions

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

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

Planning is Key

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

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

Personal Resolutions Within a Professional Framework

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

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

Case Studies: Resolutions That Transformed Businesses

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

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

In Conclusion

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

 

How to have Productive Leadership Meetings

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

Setting the Stage for Success: Planning and Preparation

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

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

Engaging Leadership: Fostering Participation and Inclusivity

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

Encouraging Participation for Success in Productive Leadership Meetings

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

Utilising Technology for Seamless Collaboration in Productive Leadership Meetings

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

Effective Decision-Making: From Discussion to Action

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

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

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

Time Management for Productive Leadership Meetings

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

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

Encouraging Innovation: Creating a Culture of Creative Exchange

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

Building Relationships: The Human Element

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

Relationship-Driven Leadership: Nurturing Bonds in Meetings

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

Continuous Improvement: Learning from Past Meetings

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

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

Related Blog: How to Conduct Effective Post-Meeting Evaluations

Overcoming Challenges: Common Hurdles in Leadership Meetings

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

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

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

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

Conclusion: A Blueprint for Success in Productive Leadership Meetings

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Putting People First: How Renaming HR Is Improving Company Culture

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Renaming HR: 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 Renaming 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 about Renaming HR

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.

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.