Choosing the Right Candidate for Your Company

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Choosing the right candidate for your company is an art and a science. It’s about understanding the specific needs of your business and merging them with the right human qualities. And so, this guide provides us with some knowledge to make well-informed choices, ensuring that your selected candidate is not only qualified but is also a genuine asset.

1. Equality, Diversity, and Inclusion

It’s paramount to cultivate a diverse and inclusive workforce, which reflects varied experiences and perspectives. By focusing on:

  • Equality: Ensure equal opportunity for all applicants, irrespective of their background.
  • Diversity: Embrace candidates with different life experiences, cultures, and viewpoints.
  • Inclusion: Make certain all employees feel valued and included.
  • Unconscious bias: Train your team to recognise and avoid unintentional prejudices that may affect hiring decisions.

2. Fit for the Current Team

A candidate could appear great on paper, but it’s crucial that they get along with the existing team. With that in mind, how do we ensure we are choosing the right candidate for your company?

  • Company culture: Will the candidate thrive in the company’s current cultural environment?
  • Team dynamics: Consider team compatibility, ensuring a harmonious blend of personalities.

3. Fairness in Recruitment

A just recruitment process is key to ensuring every candidate gets a fair chance:

  • Use structured interviews with consistent questions for all.
  • Establish a clear criterion to evaluate each applicant.
  • Ensure multiple stakeholders are involved in the decision-making.

4. A Robust Recruitment Process

A systematic recruitment process guarantees efficiency with choosing the right candidate for your company:

  • Job description clarity: Detail the required skills, roles, and responsibilities.
  • Multiple interview stages: One way of helping is to incorporate methods such as panel interviews, practical tests, or group exercises (but obviously not being too long winded or over the top) which then in turn helps with the selection process.

5. Utilising Headhunters or Recruitment Companies

Considering professionals can save you time and yield better results:

  • They have a vast network of candidates.
  • They can pre-screen candidates, ensuring only the best reach you.
  • They can offer industry insights and salary benchmarking.

6. Researching and Interviewing the Candidate

Thorough research and well-structured interviews yield fruitful outcomes:

  • Social media checks: LinkedIn will offer insights into their professional history.
  • Right questions: Ask situational questions to gauge their problem-solving skills.
  • Ask for examples: Let candidates show their achievements with real-life situations they’ve handled.

7. Recognising Transferable Skills and Trainability

Not all skills are listed on a CV, and some can be developed with ease:

  • Transferable skills: Attributes like problem-solving, team management, and communication often transfer across industries.
  • Trainability: Some technical skills can be taught. Gauge a candidate’s willingness and capacity to learn new things.

Conclusion

Choosing the right candidate is a blend of understanding your company’s needs, ensuring a fair and inclusive process, and recognising the potential in individuals. By adhering to these principles, you’re setting your business up for a brighter future filled with dedicated, diverse, and skilled professionals.

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.

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 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.

Achieving business goals

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

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

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

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


The process

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

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

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


Stay on track

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

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

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

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


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

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

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Start with why

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

 

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

 

What

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

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

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

 

How

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

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

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

 

Why

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

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

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

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

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

 

Our Why

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

 

Our How

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

 

Our What

We just so happen to want to fill your jobs…

 

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

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

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.

Thinking of becoming an interim?

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Thinking of becoming an interim? With the world as it is, it’s got us all thinking about our path and what we might want to change. Perhaps now is the time to take the leap?

As the relationship between employer and employee continues to develop, there is no longer a ‘job for life’. These days many businesses buy in skills they either don’t possess or that they don’t want on the books for a long period of time (which makes sense if it’s for a one-off piece of work such as system implementation, acquisition, or a change programme).

Not only that, interims are often significantly cheaper and much better at implementation than the big 4 consultancies, so they are a much more attractive option for employers.

But what actually is an interim? And can I become one?

 

Before you take the leap into interim management, it’s worth considering if it is really for you. It may seem glamorous but operating as a sole entity can be lonely at times. Coupled with the pressure of constantly delivering in a project environment and searching for a new assignment a number of times per year, it can be very stressful.

Ahead of going to market, it is worth considering what you do well, what work you enjoy, and if these are the sorts of skills that clients might need to ‘buy in’.

Is it something that organisations might struggle to do successfully? If so, there could be a need for someone with your skillset.

As a guide, typical interim assignments can broadly fall into the following categories:

· Organisational and operational change programmes
· Project implementation and project recovery
· Technology/digital

“Getting the first gig is always the most challenging. A lot of people who have successfully made the transition have found the first 6 months especially difficult! Don’t let that put you off.”

 

My advice for getting your first assignment:
  • Stick with what you know; it can be much easier to get your first assignment with your current employer or with someone you have worked with in the past (for a search partner, this can also gain confidence that you deliver, if you are asked back by a former employer!).
  • Network extensively; assignments are normally found either through your own network or via an interim management intermediary. It’s important to build a strong network of contacts in both camps – and anticipate to have a blend of work from either side.
  • Invest in yourself; you need to start thinking of yourself as a business! If you’re looking to become a recognised project manager and don’t have the qualifications, I’d thoroughly recommend investing in your own development. Most employers look for Prince2, MSP or PMP, as well as sound delivery experience in a particular focus area.
  • Get some professional advice; there are a number of professional bodies such as the IIM or IMA who can give you advice and guidance. Many interim managers are really open to being helpful, so ask their advice – this also helps to build your network.
  • Create a proposition; successful interims either have a deep specialism in a particular area (which makes them a front runner for assignments and means they can typically charge a premium rate! However, they might be on the bench for a while if that market goes quiet). They may also have a broader skill set and need to take a variety of assignments to keep their experience current (this will allow you to go for more roles but remember, until you’re established, you may find that you’re pipped to the post by professional interims managers.)

 

And don’t forget you’ll need to set up a Ltd company and get a good accountant! (It may seem like a significant outlay but trust me a good accountant is worth their weight in gold.)

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.

The resurgence of M&A activity and what you can do to get it right

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The resurgence of M&A activity
The resurgence of M&A activity

 

We’ve always been really proud to partner with some of the most prominent change agents in the market knowledge. A few years ago we interviewed someone who was leading the way from a people change perspective to talk about the latest trends, innovations and transformations. It’s still very current so we wanted to re-share.

The interview focused on the resurgence of M&A activity and what you can do to get it right. Liz Phillips from the FTSE250, restaurant and pubs business, Mitchells & Butlers shared her insights, knowledge and experiences with us. We talked to her about the process of buying and integrating the Orchid Pub Group and what made the project a success!

Talking Acquisition Integration with Liz Phillips, Director of Resourcing & Employee Relations, from M&B.

“Mitchells & Butlers (M&B) acquired the majority of The Orchid Group – comprising of 173 pubs and a fully operational Head Office – in June 2014, for £266m. The deal expanded the M&B share of the growing pub and restaurant market in line with its strategy. The aim was to convert the majority of sites, such as Harvester, Toby Carvery, Ember, Miller & Carter and Castle and Vintage Inns, to M&B brands and formats over a two year period. The average weekly take of M&B brands was £22.7k, compared to £15.3k in The Orchid Group. The expected savings and synergies from rationalisation and support functions were c.£6m per annum – definitely worth it!

A Board of Directors were appointed to lead the Company; Operations, Finance, HR and Programme Planning. This was a senior leadership team with clear accountability for all aspects of operating the business successfully and the integration. The team had not previously worked together but quickly established a strong rapport recognising each other’s roles, responsibilities and areas of strength.

“The priority was to ensure effective and ongoing communication with all 4,000 employees throughout the business from day one.” Liz explained.

The aim was to explain the wider business context and plans and provide regular updates throughout the period of integration. It was important to understand the cultural differences and psychological impact of change on all people within the business, particularly in closing the Head Office, to keep the business running effectively in the medium term.

“The people were amazing, supportive and open with us. Whilst we did everything we could to involve, reward and communicate, we really couldn’t have done it successfully without them. There have been ongoing 121s, briefings, newsletters, weekly updates, roadshows, training courses, match making for roles and conferences. We recognised aspects of the way they did business which we admired, particularly certain aspects of operational practices which knew we could learn from and have introduced into M&B.”

In terms of leading HR, the emphasis was to continue to recruit, develop and retain people to run the businesses in a rapidly changing environment. We closed the office early in 2015 affecting c.100 people. There were a number of redundancies, however, the focus has been on deployment and employability to enhance people’s skills and experiences for their future employment.

“The plan has now been delivered and performance is looking good from an employee engagement, scorecard and ROI perspective!”

A huge thank you to Liz for sharing her experiences of leading an acquisition programme and the challenges they encountered. We hope you found it useful.

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

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

The Interim role at board level

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Business change and transformation moved to centre stage following the recession and it’s remained there! Many businesses, particularly those who have lost talented staff at all levels, now have the opportunity for growth, but with a host of new challenges. These challenges include new competitors, technology and changing markets and businesses beginning to realise that they can’t “transform” gradually. They need to make a step change and that’s where the ‘Professional Interim Executive’ earns their money and reputation.

The vision

It starts with the CEO or a Chairman, who has the vision. Sometimes this individual is also an interim recruited by a parent company or arriving via private equity. But more frequently, it is someone internal who recognises the challenge and, whilst valuing the talents of their existing team, knows they need help. They are too embedded in the organisation to be able to take a fresh view without external help. Often, the first challenge for an interim at board level, is to convince senior colleagues that they are not there to ease them out. (Although sometimes that is necessary!) Their role is to help them take a fresh view of their business, the market, the customers and the operating processes. Then develop and implement new strategies that will make change happen immediately.

Post-recession

What has changed “post-recession” is the speed of change. Whilst businesses have always had change, there has been an acceptance that “change doesn’t happen overnight” and it can’t happen if the whole organisation isn’t on board. To use an analogy, “a long journey starts with a small step”. In 2014, that small step needed to be a leap, followed by a number of big steps, otherwise the change would falter and come to a halt.

In 2019, it is much of the same. Change is very important for businesses and bringing in an interim can help to make change happen quickly and effectively. It is even more fundamental now with all the uncertainty for businesses around Brexit.

The interim role

Businesses bring in interims at different levels in the organisation. Sometimes to lead particular projects, sometimes to fill vacancies during a recruitment process and sometimes because a function/departmental head has seen the need to “transform” their particular function. All valid reasons for recruiting an interim. But real change has to come from the top and that requires the main ‘change agent’ to be operating at the ‘Senior Leadership Team’ level. It doesn’t have to be the CEO, however, clearly the CEO has to be receptive and supportive.

It is an exciting time to be an interim. But it’s vital for the future and the reputation of the profession, that we recognise that whilst you need to be committed to any business you work with, as an interim you are not “part of the business”. You are there to give a fresh perspective. Once you begin to feel part of the business, it’s time to end the contract!

Paul Duncan is the founder of Duncan Paul Ltd, an experienced HR/Change Director and Business Expert. Paul provides consultancy providing strategic advice on the management of Change Management, Business Transformation, Business Strategy and Planning, Organisational Design and Development, and Employee Relations (Union Negotiation at all levels).

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.

Are HR folk really masters of organisational change?

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Are HR folk really masters of organisational change?
Are HR folk really masters of organisational change?

There’s one thing that frequently surprises me about the mainstream HR narrative. It’s the unflappable belief that HR folk are masters of organisational change – that they take change in their stride and it’s done with a process-driven approach, that removes the inevitable emotion that goes with it.

But here’s my issue. Yes, this might be true for change that affects everyone else, but what if ‘change’ is actually happening to them? What if HR people are the ones that are being impacted by the shadow of uncertainty that they sometimes (purposely or not) impose on everyone else?

In these instances, I’ve found that the truth is closer to this: that in actual fact, HR professionals are ‘not’ the resilient people we expect them to be. But that’s just my point. In these instances, we shouldn’t actually expect them to be super-human, emotionless people. The problem is that we often do.

Why?

Well, ultimately, HR folk are people too. When they’re impacted by change, they very quickly become just as ‘normal’ as any other employee. Some might call this ‘HR revealing their true colours’. But, just because they’re HR experts, does not, (and crucially, should not), make them somehow emotionally detached.

In fact, I think HR professionals have a reason to exhibit more fear than most – because they have a greater understanding of what’s really likely to happen; because they know the processes, and they know the score. When you think about it, it’s hardly surprising these people feel more vulnerable, because they can read between the lines more. They’re afraid because they’re more informed or aware. They’re already thinking whether processes being discussed are open and transparent, and whether people really know more than they’re letting on – often because that’s how they’ve been taught to do so.

Does this matter?

Yes, I believe so. Organisational change can only happen when everyone – and that truly means everyone – is behind the change and engaged with it. It’s my view that HR is pivotal in making broader organisation change happen, but this can only happen, if they themselves are not suspicious of the process and how it will impact them.

Even if there is an agreed business case for making change, different people have different methods for presenting it. By and large, the HR community has been taught to question change, so without these people on-board, there can be barriers and obstacles to change.

The only way to eliminate this, is for the business to talk to HR consistently – as if they’re all being impacted the same as anyone else. This is the only way the business can get a better breed of change professional, and one that is engaged in the process. So often, I hear HR folk say they’re being told that there is going to be restructure, and that they should come up with suggestions for how to achieve it, but what’s missing is a way for them to participate without wondering how their own function is being affected. You can’t expect this level of buy-in without telling HR straight about how change is coming to them.

What many people forget, is that when HR is dealing with organisational change, they are worried about how the change will impact their own jobs, but they are also expected to get on with their day job too. This could be a change they are managing for their client group. This is emotionally draining.

Getting the best out of HR:

All businesses need to recognise that to get the best out of HR, they must support them, and give them insights, and most importantly, not forget that they are real people too. After all, they have been hired precisely because of their ‘people’ skills. Without garnering this support, the internal change agents you need HR to be may not do things with the business’s interest at heart.

Remember, it is totally appropriate to expect HR to perform, but it should also not be forgotten that HR folk are employees too. It’s important their feelings are talked about, and that it’s done with genuine respect for the skills they have.

My advice is to be straight. If you don’t know something, tell HR you don’t know. If you do know some things, tell them those things. The business of planning for change should include these elements from the start, but sometimes they can be overlooked. Remember, seek to be open, but in a managed way. There’s nothing worse than catching HR professionals off-guard about change. Of course, we should expect HR experts to be mature, and professional, but let’s not forget that sometimes, because they are armed with more knowledge, they will often need more nurturing.

Josh Sunsoa is the founder of Sunsoa & Co, an specialist ‘Employment Relations’ consultancy providing professional strategic advice on the management of business restructuring, executive and managed terminations, TUPE transfers, HR case management and compliance

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.