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.

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.

Please visit our website to see more of our knowledge hub: https://refind.co.uk/

The Interim Role at Board Level: A Strategic Asset in Uncertain Times

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The Interim Role at Board Level: A Strategic Asset in Uncertain Times

In today’s fast-paced and ever-evolving business landscape, organisations increasingly face complex challenges that demand swift, strategic decision-making at the highest levels. Whether it’s navigating economic uncertainty, steering through digital transformation, managing mergers and acquisitions, or responding to unexpected leadership gaps, businesses must remain agile and resilient. One solution that has gained significant traction in recent years is the appointment of interim executives at the board level. This approach offers a unique set of advantages that traditional full-time hires often cannot match.

The Strategic Value of Interim Board Executives

Interim board executives bring a wealth of experience, expertise, and a fresh perspective to organisations. They are typically seasoned professionals who have spent years—if not decades—at the helm of various companies, often across multiple sectors. This diverse background allows them to provide an objective, high-level view that can be invaluable in navigating complex strategic issues.

Unlike permanent hires, interims are not encumbered by office politics or long-term career considerations within the organisation. This freedom enables them to make bold, impartial decisions that are solely in the best interest of the company. They are also highly focused on delivering results within a limited timeframe, ensuring that critical initiatives move forward with speed and efficiency.

When to Consider an Interim Board Appointment

Interim board roles are particularly valuable in several scenarios:

  1. Crisis Management: When a company is facing a crisis—be it financial, reputational, or operational—an executive can quickly step in to stabilise the situation. Their experience in managing similar challenges in the past allows them to act swiftly and decisively, bringing calm to chaos and providing a clear direction for recovery.
  2. Transformation and Change: Whether it’s a digital transformation, restructuring, or cultural change, many organisations find that their current leadership may not have the specific skills or experience needed for the task. An executive can offer the necessary expertise and provide a clear vision to guide the organisation through the transition period.
  3. Mergers and Acquisitions: M&As are complex, high-stakes processes that can make or break a company. Having an interim executive who has successfully navigated M&As in the past can be crucial. They can bring an objective perspective, identify potential pitfalls early, and help integrate the new entity smoothly.
  4. Leadership Gaps: Sometimes, there’s simply no time to waste when a key executive leaves unexpectedly. An interim leader can fill this gap while the company takes the necessary time to find the right permanent replacement, ensuring that business continuity is maintained and that strategic objectives are not derailed.

The Unique Benefits of Interim Executives

Beyond providing a rapid solution to pressing challenges, interim board members also bring several unique benefits:

  • Immediate Impact: Interims are accustomed to hitting the ground running. They come with a mandate to act quickly and effectively, and their success is often measured by the immediate impact they make.
  • Cost-Effectiveness: While it may seem counterintuitive, hiring an interim executive can be more cost-effective than a permanent hire. There are no long-term commitments, benefits packages, or severance costs. The company pays for what it needs—a highly skilled professional to handle a specific situation.
  • Knowledge Transfer and Mentorship: Experienced interims often bring with them a wealth of knowledge that can be transferred to the existing team. They can serve as mentors, helping to develop internal talent and prepare the next generation of leaders.

Challenges and Considerations

Of course, bringing an executive on board is not without its challenges. The nature of these roles means that these executives are temporary and may not be fully invested in the long-term culture or vision of the company. Additionally, the need for a rapid onboarding process can sometimes lead to friction with existing management. However, with clear communication, defined goals, and an understanding of the interim’s role, these challenges can be effectively managed.

Making the Most of an Interim Appointment

To maximise the benefits of an interim board appointment, it is crucial for the organisation to have a clear understanding of the role and expectations from the outset. Here are some best practices:

  1. Define Objectives Clearly: Ensure that the executive has a clear mandate with specific goals and a defined timeline. This clarity will help both parties measure success and align expectations.
  2. Provide Full Access to Information: For the interim to be effective, they must have full access to the data, insights, and key personnel they need to understand the organisation’s challenges and opportunities fully.
  3. Foster Collaboration: Encourage the interim executive to work closely with existing leadership teams. This cooperation is essential for ensuring that initiatives are sustainable after the interim’s departure.
  4. Leverage Their Expertise Beyond the Mandate: Take advantage of the interim executive’s breadth of experience. Encourage them to provide insights and suggestions beyond the immediate scope of their role.

The Future of Interim Board Roles

As organisations continue to face unprecedented levels of change and disruption, the need for flexibility and agility in leadership has never been greater. Interim roles at the board level are becoming less of a stop-gap measure and more of a strategic asset that allows companies to bring in exactly the skills they need, when they need them.

Whether it’s to manage a crisis, drive a transformation, or simply fill a leadership gap, interim board appointments offer a versatile and effective solution that can help organisations navigate both the challenges of today and the uncertainties of tomorrow.

Out Thoughts

For many businesses, the appointment of interim executives at the board level is no longer a last resort but a strategic decision that can deliver significant value. By bringing in highly experienced leaders on a temporary basis, companies can gain access to fresh perspectives, critical expertise, and the agility needed to respond to a rapidly changing environment. As such, interim board roles are poised to play an increasingly important role in the future of corporate governance.

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.

Women Leading the Way in Aviation

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In the typically male-dominated world of aviation, women have often been left on the sidelines. But as the industry grows, especially in emerging markets, there’s a noticeable increase in female pilots, engineers, and executives who are reshaping the sector.

My blog looks at how these trailblazing women are key to its future.

How did we get here?

The male dominance in aviation is like many other technical and engineering fields. Historically it stems from a mix of societal norms, educational opportunities, and professional barriers that were skewed against women. Here’s a rundown of the main reasons why aviation has traditionally been a boys’ club:

  • Historical Norms and Perceptions: Back in the day, jobs that involved physical labour, machinery, and tech were seen as no-go areas for women. This was thanks to outdated gender stereotypes. Aviation, mixing mechanical engineering with hefty physical demands, especially in the early days, was no exception.
  • Educational Barriers: For a big chunk of the 20th century, women often had limited access to the science and tech education needed for a career in aviation. These educational paths were pretty much designed for and marketed to men, creating a hefty barrier to entry for women.
  • Legal and Institutional Restrictions: In many places, women were legally barred from certain jobs or working conditions. For instance, female pilots were often kept from flying commercial or military aircraft until well into the latter half of the 20th century.
  • Cultural Bias and Discrimination: Even when it was legal for women to join in, cultural biases often discouraged or outright excluded women from getting into or moving up in the field. This discrimination could come from within the industry through hiring practices, within training programmes, or socially through pressure and expectations about what jobs were ‘suitable’ for women.
  • Visibility and Role Models: A lack of female faces also keeps the cycle going where young women have fewer role models in the field. This lack of visibility can turn off interest and keep the gender imbalance going as fewer women enter the field, succeed, and act as role models for the next generation.
  • Work-Life Balance Challenges: Careers in aviation can involve weird hours, lots of travel, and long periods away from home, which can be extra tough for women who often take on bigger caregiving roles in their families.

How do we keep making aviation more inclusive?

To make sure the aviation industry becomes fully inclusive and keeps moving forward in gender diversity, we can take several proactive steps. These strategies focus on systemic change, education, policy implementation, and cultural shifts, and can be grouped into these subsections:

Education and Visibility:

Boost STEM Education for Girls: Encourage and support girls from a young age to explore science, tech, engineering, and maths (STEM) through school programmes, extracurricular activities, and community initiatives.

Scholarships and Financial Aid: Offer targeted scholarships and financial support for women entering aviation training programmes to help overcome financial barriers.

Spotlight on Success: Regularly highlight the achievements of women in aviation through media, seminars, and industry events to boost visibility and inspire the next generation.

Recruitment and Workplace Policies:

Inclusive Job Ads: Make sure job postings use welcoming language and clearly state that the organisation values diversity.

Diverse Hiring Panels: Use varied recruitment panels to help cut down on unconscious bias in the hiring process.

Flexible Work Options: Roll out flexible working hours and remote working options where possible to help employees manage work-life balance.

Fair Parental Leave: Offer fair parental leave for all parents, encouraging shared responsibilities at home and supporting women’s career continuity.

Professional Growth and Cultural Change:

Equal Opportunities for Advancement: Set clear, merit-based criteria for advancement to ensure women have the same chances to climb to senior roles.

Ongoing Training: Offer continuous training and professional development programmes to all employees, helping women gain the skills and qualifications needed to move up.

Anti-Discrimination Policies: Enforce strong policies against discrimination and harassment, with clear reporting mechanisms and consequences for misconduct.

Inclusive Culture Initiatives: Build an inclusive culture through workshops, training on unconscious bias, and regular chats on diversity and inclusion.

Industry-Wide and Community Initiatives:

Collaboration and Partnerships: Work with other companies, governments, and non-profit organisations to promote gender diversity across the industry.

Standards and Benchmarks: Set up and stick to industry-wide benchmarks for diversity and inclusion, with regular reporting and accountability.

Support Advocacy Groups: Partner with organisations that promote women in aviation, offering support through funding, resources, and joint initiatives.

Community Engagement: Get involved with local communities to educate and raise awareness about careers in aviation for women.

Breaking New Ground in Aviation:

For years, the image of aviation professionals was pretty uniform—typically male. But this image is changing, especially in emerging markets like India, China, and parts of Africa, where more women are getting into aviation careers. Educational institutions and training programmes are pulling in more female talent, showing that the sector is ready to embrace diversity.

Empowering Change in Aviation:

Several governments and aviation bodies in these markets are actively pushing for gender diversity. Initiatives like scholarships for female students, mentoring programmes tailored for women, and networking events are making a real difference. These efforts don’t just support individual women—they enrich the entire industry by bringing in new ideas and approaches.

Trailblazing Pilots:

The rise in the number of female pilots is one of the most visible signs of change. Women are now flying for both commercial giants and boutique carriers, and they’re doing so with exceptional skill and resilience. Their growing presence is not only inspiring but also crucial in breaking down outdated stereotypes.

Engineering the Future:

Beyond the cockpit, women are also leading innovations in aviation engineering and technology. From aerodynamic design to sustainability solutions, they are at the forefront of modern aviation challenges. Their contributions are vital in driving technological advancements and enhancing safety protocols across the industry.

Overcoming Challenges:

Despite these advances, women in aviation still face significant hurdles. Issues like gender bias, fewer opportunities for advancement compared to male counterparts, and the struggle to maintain work-life balance are still widespread. Addressing these challenges is essential for building a truly inclusive industry.

New Horizons:

An emerging topic of interest is the role of women in the development of sustainable aviation technologies. Now the industry focuses on reducing its environmental footprint. And female engineers and leaders are playing critical roles in crafting eco-friendly innovations.

Looking Ahead:

The future of aviation in emerging markets looks increasingly female. Encouraging inclusivity, diversity, and equality will unlock vast potential and drive significant growth within the industry. By supporting and promoting women in aviation, we can ensure a robust, dynamic, and equitable future.

The landscape of aviation across emerging markets is undergoing a profound transformation. Thanks to the relentless efforts of pioneering women, the industry is not only meeting the challenges of the 21st century but is poised to redefine what is possible. Their achievements pave the way for future generations, ensuring that the sky is no limit.

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.

Please visit our website to see more of our knowledge hub: https://refind.co.uk/

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

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

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

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

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

The Business Case for Creating a People Experience Function:

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

Overview:

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

Objectives:

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

Potential problems

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

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

Proposed Solution:

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

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

Expected Benefits:

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

Costs:

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

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

Return on Investment:

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

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

Examples of businesses that have done this successfully:

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

How might I approach creating a PX product?

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

Conclusion:

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

Our focus on long-term partnerships

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

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

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

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

Emerging Markets within the Aviation Industry

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Diving into the aviation industry within emerging markets. This is a bit like embarking on an exhilarating journey to an unknown destination. It’s full of potential but not without its fair share of turbulence. Especially when it comes to the all-important aspect of finding and hiring the right crew to navigate these skies. So, let’s have a natter about the challenges organisations face and the savvy ways they’re overcoming them, shall we?

The Talent Turbulence

Imagine you’re at the helm of an aviation company looking to expand into, say, Southeast Asia or Africa. The view from the cockpit is promising. There is rising demand for air travel and burgeoning middle classes with disposable income. And, less saturated skies than in the West.

But there’s a catch. Where do you find skilled professionals to fly your planes, manage your operations, and maintain your fleet?

The first hurdle is the sheer shortage of qualified personnel. Aviation requires an extremely specific set of skills. From, pilots trained in the right aircraft types to engineers and safety inspectors who know their stuff inside out. In emerging markets, where the aviation sector is just… well, emerging, there might not be a deep pool of local talent to dip into.

Then there’s the issue of regulations and standards. Each country has its own rules of the air, and navigating these can be as tricky as a night landing in fog. Training staff to meet both local and international safety standards is a task that’s both critical and costly.

Having the right Leadership

Ah, the power of a strong senior leadership team in the aviation industry, especially when venturing into the bustling skies of emerging markets, cannot be overstated. It’s like having an experienced pilot and co-pilot in the cockpit during a particularly tricky landing; their expertise, foresight, and ability to navigate through turbulence are invaluable. Let’s delve into why the right leadership team is critical for steering through the unique challenges and opportunities these markets present.

1. Navigating through Turbulence of Aviation

First off, emerging markets are a mixed bag of incredible opportunities tempered by equally daunting challenges. From fluctuating economic conditions and regulatory landscapes to cultural nuances and infrastructure gaps, the terrain is tricky. A seasoned leadership team brings a wealth of experience and a steady hand to the controls, guiding the organisation through these uncertainties with strategic decision-making and risk management.

2. Setting the Course in Aviation

A robust senior leadership team sets the strategic direction for the company. They’re the ones charting the course, making pivotal decisions on which markets to enter, the scale of operations, and how to differentiate from competitors already circling these new territories. Their vision for growth in these markets is not just about expanding the route map but ensuring sustainable operations that adapt to local needs and regulations.

3. Building Local Alliances

One of the keys to success in emerging markets is understanding and integrating into the local culture and business landscape. Effective senior leaders know the importance of building strong relationships with local partners, authorities, and other stakeholders. They are adept at negotiating partnerships or joint ventures that can ease the entry and expansion process, ensuring that the company’s operations are both compliant and culturally sensitive.

4. Talent Navigation

As we’ve touched on before, finding and nurturing the right talent is a significant hurdle in emerging markets. A forward-thinking leadership team recognises the need for investing in local talent development and creating a work culture that attracts the best in the field. They champion initiatives like training programs, leadership development, and career progression opportunities that not only fill the immediate talent gap but also build a loyal and skilled workforce for the future.

Leveraging Technology and Innovation

The aviation industry is on the cusp of digital transformation, from how airlines operate to how they engage with customers. Leaders who are tech-savvy and open to innovation can drive the adoption of new technologies to improve efficiency, safety, and customer experience. In emerging markets, where technological leaps can sometimes outpace more established markets, this openness to innovation can be a significant advantage.

Navigating the Talent Clouds in Aviation

How are companies managing to recruit and retain the right talent, then? They’re getting creative – and strategic.

Take Emirates, for example. Recognising the need to prepare for future growth, they confronted a problem head-on and established the Emirates Flight Training Academy in Dubai. This state-of-the-art facility isn’t about nurturing home-grown talent; it’s a magnet for aspiring pilots from across the globe.

The academy offers an integrated training programme, combining classroom learning with hands-on experience in modern training aircraft. But here’s the clincher: by investing in training and development, Emirates isn’t just filling the current talent gap. They’re building a pipeline of skilled professionals ready to take the industry to new heights.

Other Turbulences

But it’s not all smooth flying. Beyond the challenge of finding and hiring talent, there’s the issue of infrastructure. Many emerging markets are playing catch-up when it comes to airport facilities, air traffic control systems, and maintenance capabilities. Then there’s the volatile nature of fuel prices and currency fluctuations, which can throw a spanner in the works of the best-laid plans.

What Have We Learned?

Embarking on the adventure of expanding into emerging aviation markets is not for the faint-hearted. The talent challenge is real, but as our case study of Emirates shows, it’s not insurmountable. It requires a blend of innovation, investment in training, and a long-term vision.

The lessons here? First, that building a skilled workforce from the ground up can not only solve the immediate talent shortage but also contribute to the sustainable growth of the aviation sector in these markets. Second, that the journey into emerging markets is as much about navigating local regulations and infrastructure challenges as it is about strategic recruitment and training.

In essence, while the skies over emerging markets may be less crowded, the route to success is filled with its own unique set of obstacles. But for those willing to invest in their crew and innovate their approach, the potential rewards are sky-high. So, here’s to the brave aviators charting their course into new territories – may your ventures be as thrilling as they are prosperous!

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.

Please visit our website to see more of our knowledge hub: https://refind.co.uk/

Let’s talk about time management

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We’ve all heard of it and, although it’s something that comes around like clockwork, whenever it’s time for a performance review, it’s still something that we ironically don’t always have the time to work on, me included.

It’s easy to be ‘busy’ at work, but are we busy in the right context? Or are we all just busy being fools? And how can we make our time at work more productive?

Alleviate pressure

We live in a world where we are always switched ‘on’. Our smartphones constantly alert us to any new messages and emails, our smartwatches vibrate all day long and alert us whenever we make so many steps, and we always seem to be on the computer where there is no shortage of information being directed our way.

There’s pressure from our peers, directors, business owners and employees asking us questions, and there’s no longer an off switch for anyone.

So, how can we implement some simple structure that will help alleviate some of this pressure?

Plan, plan, and then plan a bit more. It’s not the most revolutionary answer I’ll admit, but it works.

Most people don’t plan for the following day, but you’ll be surprised at how effective setting aside time to assess the rest of your week can be.

Get organised

Create your own spreadsheet or write a list of all of your tasks for the week, whichever method works for you, and take a break every hour to assess what you’ve achieved since you last checked over your list. You will either be amazed at how much you’ve done, or surprised at how much you’ve procrastinated!

Treat your time like you would your finances – keep a close eye on them!

The most important thing is to be honest with yourself, and question how you should delegate your time. Doing this will help you identify your biggest waste of time, so you can change it!

To have a chat about your executive search, contact me at carl@refind.co.uk

You can view more about Carl Hinett our Executive search of HR professionals specialist here.

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

Why HR Shared Service Centres fail

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HR Shared Services

HR Shared Services are set up to streamline HR activities, which reduces costs, increases the efficiency of business processes and frees up time to concentrate on strategy.

HR Shared Services functions can add a lot of value if you do it right. If you get it wrong, it can have a negative effect on employee experience and relationships throughout the business with HR can be damaged.

Technology plays a big part in making HR Shared Services effective, but the exact structure and scope of HRSS really depends on the company and various other factors.

Why does HR Shared Services go wrong?

Organisations use shared services as a way of streamlining their HR activities, typically concentrating transactional activities into a centralised and commonly shared function. The shared service model can help businesses reduce costs and increase the efficiency of processes and allow a greater focus on HR strategy.

When done well, HR Shared Service Centres (HRSSC) add untold value to an organisation. However, get it wrong and it can ruin employee experience and destroy the relationship between HR and the wider business. But why does it fail?

You haven’t engaged the business in the change

When you implement an HRSSC, two groups of people need properly consulting. The people working in the shared service centre and those who will be using it. Both of these groups are equally important. You need to take your customers on the journey with you and engage and influence, in order for them to understand how you’re changing the way they currently do things. If either of these groups of people aren’t engaged, the SSC simply won’t work.

You have rushed it

Delivering an HRSSC into a business takes time. It isn’t something you can decide to do and then implement within 2 weeks. You cannot do it half-arsed. There are a lot of things to consider – from mapping out processes and ensuring you have the right technology, right down to hiring and onboarding the right talent. All of these things take time. If you rush any areas and don’t give them the time and attention they need, the chances are they will fail.

You don’t use analytics to measure success and continuously improve

Establishing the right metrics to analyse in an HRSSC is the key to success. By monitoring data, you can see how your teams are performing and highlight inefficiencies and potential problem areas, that may need investigation.

Measuring results and data enables informed decisions to be made that drive your HRSSC to continually develop and run better. This gives your HR teams the resources they need to be successful, provides employees with a better experience and ultimately gets the business results you want.

Poor leadership

Having the right leader is important for any team, particularly in a shared service environment. If you have the wrong leaders in a shared service centre, the wheels can fall off the entire operation, leaving you with an unhappy, disengaged team who lose their passion for delivering excellence. When this happens, the knock-on effect across the business can be immense.

A good shared service leader should be able to look beyond the SSC and understand the impact it has on employees, as well as customers and clients.

You don’t have the right technology

Technology is a fundamental component of any HRSSC. If you don’t have the right technology, then the SSC just won’t work. So, you need to check that your current HR systems are fit for purpose. Take time looking at your current systems and processes and what you need them to do. HR tech is a big investment, so make sure you choose the right one. Meet multiple vendors, get demonstrations – and challenge them, to make sure the system does everything you need it to. Modern HR technology allows HR to manage incoming requests, review case histories and related employee files, provide consistent responses and escalate a case when necessary.

You are probably reading this and wondering why I am writing all of this, because it all seems like common sense, right?

You would be amazed at how often people miss out one of the key elements to ensure their HR Shared Service Centre is a success.

So, do you agree? Have you had a Shared Service function which is been fantastic or failed spectacularly? Share your experiences!

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

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

How to progress your interim career

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I asked my network about an interim career and if they thought interim professionals could focus on their own development. Or if they were dictated by what was out there on the market and got a number of thoughts and opinions back.

A concern of many individuals in permanent employment is the perceived lack of career progression as a contractor. Some think that if you move into interim employment, you stay in that one position for the rest of your working life.

Sarah Cowley, Executive Coach

“Managing one’s career takes courage, and the confidence to say no. A successful career is dependent on personal growth which results from spending time and money on learning.”

A key difference of the employment status of an interim (becoming a LTD company) is the mentality. You’re not just an individual carrying out an assignment (or a job) but actually thinking and behaving like a business. Just as any other successful business might do, you need to innovate and develop.

Steve Lungley, Interim Transformation Director

“We will have had to define our services, identify the markets, sectors and environments in which we want to operate. Then develop marketing and channel strategies, sell our services and deliver them (brilliantly of course, because our reputation depends on it). On top of tht manage all those other things day to day things like accounting, tax and VAT.”

Like any business, understanding your routes to market is absolutely pivotal. Developing your personal and employer brand are key to finding that next assignment. Developing broader business management skills such as finance, sales and marketing are necessary to having a successful interim management business.

Barry Flack, Interim HR Director

“We have to supplement the assignment with a need to hone true business development capability – and personally – given that your proposition is everything. Then it requires a constant need to learn, adapt and stay relevant.”

To continuously develop your brand, you have to get your name out there through delivering successful assignments, communicating with key decisions makers and staying front of mind through social media channels (such as blogging, as well speaking and attending seminars in the relevant subjects and sectors).

Of course, all these activities take time and in the life of an interim this may be at the weekend, evenings or may even require you to take unpaid leave – so it’s not all plain sailing.

Although the activities outlined above certainly require additional time on top of the day job, they can bring increased opportunities.

Paul Powell, Interim Head of Resourcing

“Some of my moves have been intentional, gaining functional or sector knowledge and have involved calculated risk. It’s often meant stepping outside of the confines of my comfort zone. As a result, I have gained some good experience and a portfolio of skills, plus it has allowed me to share some pretty powerful insights with some clients.”

The interim market provides a wealth of opportunities and challenges. There’s short-term problems to fix, ideas to come up with and to deliver quickly. It can, therefore, be an exciting place for the right people.

Hayley Proctor, Interim Head of Resourcing

“Being the interim allows you the freedom to be bold and disruptive with your ideas to drive positive change…you are also expected to be the master of your ideas so learning and experimenting become the norm, whilst you’re given far more freedom and autonomy than your permanent counterparts.”

As an interim, there is no forced structure to your development as there is in permanent employment. You are expected to provide your own advice and guidance in this respect, to take responsibility for your own career and your own development.

Sharon Green, Interim OD and Change Expert

“I set aside a budget each year for CPD, ask clients for feedback and want to keep developing my business”.

Regardless of whether an individual is a permanent employee or an interim, if that person wishes to continuously develop their capabilities, they will progress.

I had a recent conversation with a senior HR director, who has just been offered a year’s extension. (And turned it down for the right reasons!) The CEO couldn’t believe that they were leaving, to go to nothing…who in their right mind would do this in permanent employment?

I think the feedback is overwhelmingly positive regarding an interim career. However, this is very different from being a permanent employee and won’t be for everyone!

So in summary:

  • Interims are often thrown in the deep end and need to learn new skills.
  • They need to be responsible for their own development and need to ensure that they make it happen.
  • Interims think of themselves as a business – building a proposition and delivering against it.
  • They are adaptable and learning broader skills (rather than developing their career vertically).

James Cumming is our MD and leads our HR practice. He has recruited senior HR professionals for over 15 years and has experience in finding niche HR talent. Connect with him on LinkedIn here.

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