The Impact of a New Labour Government Changes on Business

Written by

With the Labour Party back in power, businesses across the UK are gearing up for changes.

Those changes could shake up the economic and regulatory landscape. In this blog, we’ll dive into what these changes might mean for businesses, particularly in recruitment and leadership roles.

Looking Back: What Happened Last Time Labour Was in Charge?

The last time Labour was in government (1997-2010) under Tony Blair and Gordon Brown, we saw some big shifts:

  1. National Minimum Wage: Introduced to tackle low pay. It was great for workers but meant higher costs for businesses, especially smaller ones.
  2. Workers’ Rights: Labour boosted rights with better maternity and paternity leave and capped working hours with the Working Time Directive.
  3. Education and Skills: They poured money into education and skills training, which eventually helped create a more skilled workforce.

These changes give us a clue about how Labour might steer the ship this time around.

Labour’s Current Plans: What’s on the Horizon?

Labour’s manifesto is packed with plans that could impact businesses. Here are a few key points:

  1. Green New Deal: A big push towards a green economy. This could open up opportunities in renewable energy and green tech. But, might also mean more costs for traditional industries due to stricter environmental rules.
  2. Workers’ Rights and Pay: Raising the minimum wage to £15 per hour and beefing up workers’ rights. This could hike up wage bills. On the flip side, happier workers could mean higher productivity.
  3. Tax Reforms: Increasing corporate tax rates and introducing a financial transactions tax might hit profits. However, more public investment in infrastructure and services could drive economic growth.

What This Means for Recruitment

The recruitment sector is likely to see a few shifts due to Labour’s policies:

  1. Demand for Green Jobs: The Green New Deal is expected to create a boom in jobs. These will be related to renewable energy, sustainability, and environmental management. Recruitment agencies will need to tap into these new areas.
  2. Fair Employment Practices: With a stronger focus on workers’ rights, there’ll be more emphasis on fair recruitment practices, which might mean stricter compliance and more transparent hiring processes.
  3. Skills Development: Labour’s push for better education and training means a more skilled workforce. Recruitment agencies will have a larger pool of qualified candidates but will need to stay on top of new qualifications and training programs.

Leadership Roles: What’s Changing?

Leadership roles will also need to adapt to the new government’s direction:

  1. Ethical Leadership: With Labour’s focus on social justice and equality, there’ll be more pressure on business leaders to show ethical leadership and corporate social responsibility.
  2. Adaptability and Change Management: Leaders will need to be good at handling change as businesses navigate new regulations, tax reforms, and shifts in the labour market. Building a culture of resilience and adaptability will be key.
  3. Sustainability Focus: Executives will need to make sustainability a priority in their strategies, aligning their business practices with the government’s environmental goals.

How It Could All Go Wrong for Labour

While Labour’s plans are ambitious, there are potential pitfalls:

  1. Economic Slowdown: Higher corporate taxes and increased regulations could slow down economic growth, leading to lower business investment and job creation.
  2. Implementation Challenges: Implementing wide-ranging reforms is complex and could face bureaucratic delays, mismanagement, or resistance from various sectors.
  3. Political Instability: Internal party conflicts or a lack of support from key stakeholders could derail Labour’s agenda, leading to policy reversals or watered-down reforms.

How Long Will It Take to See Changes?

Change doesn’t happen overnight, and the timeline for Labour’s policies to take effect will vary:

  1. Short-Term: Some changes, like increases in the minimum wage, might be implemented quickly but could also lead to immediate cost pressures on businesses.
  2. Medium-Term: Tax reforms and investments in infrastructure and public services might take a few years to roll out and start showing benefits.
  3. Long-Term: Initiatives like the Green New Deal and education reforms could take a decade or more to fully materialise and impact the economy.

London skyline with Big Ben. Using this image to accompany a blog about the new UK Government Labour.

How Can Businesses Best Prepare?

Preparation is key to navigating the upcoming changes:

  1. Stay Informed: Keep up to date with government announcements and understand how new policies might affect your industry.
  2. Invest in Skills: Focus on training and upskilling your workforce to meet new industry demands, particularly in green technologies and sustainable practices.
  3. Adaptability: Build a flexible business model that can quickly adapt to regulatory changes and economic shifts.
  4. Engage in Dialogue: Participate in industry associations and engage with policymakers to voice concerns and suggestions, helping shape the implementation of new policies.
  5. Sustainability Practices: Integrate sustainability into your business strategy to align with the government’s environmental goals and appeal to increasingly eco-conscious consumers.

Wrapping Up

Labour’s return to power is set to bring significant changes to the UK business scene. While there are challenges ahead, like higher operational costs and more regulations, there are also plenty of opportunities, especially in green industries and through a more skilled workforce. For the recruitment sector, staying adaptable will be crucial to helping businesses find the talent they need. And for business leaders, focusing on ethical practices, adaptability, and sustainability will be more important than ever. By preparing for these changes, businesses can set themselves up for success in this new political and economic landscape.

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 Head of Interim, Sam Dyde. 

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

How to ‘Flex Work’ in the Pharmaceutical Industry?

Written by

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/

Your first 30, 60 and 90 days in a shared service leadership role

Written by

Starting a new role in shared services can be a little overwhelming. Imagine starting a new position managing a team in excess of 30, 50 or 100 people, with new systems and new processes, in a completely new environment.

Where would you start? Most of your first 30 days is a learning curve, and a chance to absorb as much info as possible. Break it down into smaller chunks…

30 Days

  • Introduce yourself:

First impressions count. It is important that you understand your team, and they understand you. What are their frustrations, what makes them tick, and what motivates them to go that extra mile? It is important to understand the dynamics of the team initially and they understand your reasons for being hired. Most managers within a shared service are appointed to make change and drive efficiencies within their function. The whole team need to understand the journey you’re on as they will be a fountain of knowledge to help you reach it.

  • Define your role:

Why have you been appointed? Most roles within shared service have a purpose, and you need to define your existence in the role and what you are there to achieve. The team need to understand your motivations too, so you need to be transparent around this and what you are trying to achieve. This way the team will understand why changes are being made.

What is the business strategy? What are the business’ long term goals? Is it to reduce costs, headcount, make processes more efficient or to grow the team to manage an acquisition? Whatever it is, your team in most cases need to be aware of it, to understand your vison and to help you achieve the journey that you’re on. Understanding the product or service of the business is key, as you will need to think outside the box and consider any challenges that the business may face, and how that will impact the wider shared service.

  • Evaluate your own performance:

Monitoring your performance over a 30, 60, and 90-day period is important. Set yourself achievable objectives, short and long term based on what you have set out with your line manager. Once you’ve set yourself these objectives, it is important not just to deliver them but to go above an beyond.

  • Plan…plan…plan….

60 Days

  • What were your observations in the first 30 days?

Start by looking back on your first 30 days. What have you achieved, what objectives did you meet/not meet and how realistic were they?

Did you identify any risks, skills shortages or areas for improvement? This is the perfect time to reflect on your observations and speak up.

  • Implementing new strategies/processes

What needs to be changed? Is it people, process or systems? This is where you will need to consider the changes you want to drive, and again what impact this may have on the wider business. Most importantly, your team, key stakeholders, and wider business should all be ‘bought in’ to the change agenda and just as importantly your customers and suppliers should be too, if the changes could potentially affect them.

  • Start building your own personal brand

It’s important to start building your own personal brand and be recognised for doing things well. You want to use this next 30 days to really step up and show people why you were hired, and what you do well. By now you should have established relationships within the business and have started to help develop your team and potentially upskill them in in certain areas. By now you should understand your key stakeholders too, and how much influence is needed.

  • Get some feedback

It is important now that you obtain regular feedback to ensure your vision aligns with your line managers. Talk around your observations, and future planning, and some of the key points you’re considering changing.

  • Plan, plan, plan…..

90 Days

  • Create an internal comms plan

Align your plan with the business, and create your own strategy and objectives to share with your team and stakeholders, so they have a clear understanding of the journey you’re on. 

  • Present your gatherings

After spending 60 days analysing and absorbing info, it’s now time to present your findings. Show your stakeholders your problems and create solutions of how to make improvements and how you will measure success.

Now it’s time to really get your sleeves rolled up and start making the changes!

Making a good first impression is important when you’re starting any management role, and by now your confidence should have grown and you will have made an impact on the team in some shape or form. Planning your first 30,90 and 60 days is important if you want to achieve your goals.

If you would like to discuss further, email me at sam@refind.co.uk.

You can view more about Sam Perry our Shared Services Executive Search expert here.

Why won’t top performing shared service professions join your business? And what to do about it. Download our free eBook here.

Building Bridges: Innovative Solutions for Workplace Unity in Defence

Written by

Introduction

The defence industry, vital for national security, faces unique challenges in fostering cohesion and enhancing collaboration. These challenges, compounded by issues of gender representation and employee retention, warrant a closer examination to identify actionable improvements. This blog explores these issues and proposes solutions to ensure a more united and inclusive future in the defence sector.

Cohesion and Collaboration: Challenges and Solutions in the Defence Industry

The defence industry’s landscape is marked by varying levels of cohesion across different sectors.

For instance, the land systems sector exhibits a notable lack of collaboration. This often results in inefficiencies and a fragmented approach to project management and innovation. In contrast, the marine and submarine sectors demonstrate a more integrated approach. With entities actively communicating and supporting one another, particularly in redeployment scenarios.

To address these discrepancies, the industry could adopt some strategic approaches around its development of people.

Learning & Development:

  • Joint training programs. These should include personnel from different sectors of the defence industry can foster a sense of unity and understanding. These programmes can be designed to include team-building exercises. And cross-training on various technologies and operational tactics, which can build a more cohesive and adaptable workforce.
  • Inter-sector Mentorship Programs. Establishing mentorship programs that cross traditional sector boundaries within the defence industry can encourage the exchange of knowledge and experiences. Such programmes can pair up-and-coming professionals with seasoned experts in different fields. Promoting cross-pollination of ideas and strengthening the overall industry network.
  • Leadership Development Programs for Women: Create leadership development programs specifically tailored for women in the defence industry. These programs should focus on skill enhancement and leadership training. And providing networking opportunities that can help women advance to senior positions within their organisations.
  • Future-focused Training: Adapt training programs to not only meet current technological and strategic needs but also anticipate future developments. This approach ensures that the workforce remains capable and prepared to adopt modern technologies and methodologies swiftly.
  • Career Development Opportunities: Provide employees with clear career pathways and continuous learning opportunities. This could involve formal education programs and access to conferences and workshops. And, internal promotion opportunities that encourage employees to grow within the company.

Recruitment & Retention for the Defence Industry

  • Targeted Recruitment Campaigns: Focus on attracting more women into the industry through targeted recruitment campaigns that highlight the benefits and opportunities within the defence sector. These campaigns can include offering scholarships, creating internship opportunities, and forming partnerships with educational institutions that have strong female enrolments in relevant fields.
  • Retaining Talent: Strategies for a Robust Defence Workforce: Focus on developing a comprehensive strategy to retain the skilled and experienced workforce that is crucial for the defence industry’s success. This involves creating an attractive working environment and clear career progression paths.
  • Retention Strategies: Implement strategies aimed at improving retention rates, such as recognising and rewarding employee contributions, offering competitive benefits, and ensuring a supportive work environment that values and nurtures talent.
  • Competitive Compensation Packages: Ensure that compensation packages are competitive with the market to attract and retain top talent. This includes not only salaries but also benefits like health insurance, retirement plans, and performance bonuses.

Communication in the Defence Industry:

  • Standardisation of Communication Protocols: Implementing industry-wide standards for communication can help unify different sectors within the defence industry. By creating a common language and set of procedures for communication, organisations can reduce misunderstandings and delays, thereby enhancing operational efficiency and cooperation across various projects and teams.
  • Document Insights: LIOS: The Land Information Oriented Strategy (LIOS) document offers comprehensive recommendations that can guide the defence industry towards more streamlined and advanced practices. It emphasises the importance of integrating modern technologies and strategic approaches to meet current and future challenges.
  • Enhanced Data Sharing: Promote enhanced data sharing across organisations within the defence industry to avoid duplication of efforts and to streamline operations. This can involve developing secure, integrated platforms where information can be shared efficiently without compromising confidentiality or security.
  • Industry Stakeholders’ Engagement: Encourage industry stakeholders, including policymakers, private companies, and educational institutions, to take these recommendations seriously and collaborate on implementing them. This collective effort can significantly propel the industry forward with innovative and forward-thinking strategies.

Other Important Considerations

  • Improving Gender Representation: To address the current disparity in gender representation, the defence industry needs initiative-taking measures. With some companies only showing 21% female representation against a target of 30%, strategies such as awareness campaigns, dedicated recruitment drives, and highlighting role models are essential to inspire and attract more women to the industry.
  • Inclusive Workplace Policies: Develop workplace policies that cater to a diverse workforce by incorporating flexible working conditions, comprehensive maternity and paternity leave, and support for work-life balance. These policies should also address any unconscious biases and promote an inclusive culture that values all employees equally.
  • Work-Life Balance Initiatives: Introduce flexible working hours and remote work options where feasible to improve job satisfaction and accommodate the diverse needs of the workforce. These initiatives can help maintain a balanced and motivated workforce, which is essential for long-term retention and productivity.

Call to Action

Industry leaders, policymakers, and all stakeholders are encouraged to engage with these issues actively. By working together and embracing change, we can ensure a robust defence sector that is ready to face the challenges of tomorrow. The defence industry stands at a pivotal juncture, where fostering cohesion, enhancing gender representation, and retaining talent are not just beneficial but necessary for its sustained success and relevance. By embracing these challenges as opportunities for growth and transformation, the industry can look forward to a more integrated, inclusive, and innovative future.

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/

What makes a good shared service leader?

Written by

A good shared service leader

Shared services is a continuously evolving function, and with emerging technologies and ever-changing job titles, it’s important that you set yourself apart from the crowd if you want to become a well-known leader within the industry.

Traditionally, shared service leaders were always judged on their hard skills. Shared services are set up to reduce costs, make processes more efficient and deliver results. However, not all shared service functions have an internal focus, and some are more focussed on delivering a better quality of service their customers, stakeholders and wider business.

So, what skills do you need to be a successful  shared services leader?

Leaderships Skills

Well this one is pretty obvious, really. Leadership skills is one of the most important things you need to have. You need to be the ‘anchor’ for the team and show resilience when going through periods of change. 

Ability to influence

In order to be a successful shared service leader, you will need to have the ability to influence. You will need to influence customers, stakeholders, suppliers as well as your wider team and perhaps the board. You will need to get their buy-in whilst delivering transformation through periods of change.

Commercial mindset

The best leaders within shared service functions will have a commercial mindset and will be more operational than transactional. It’s all about looking at the wider business and understanding how decisions can impact other operations and sometimes the end user.

Tech Savvy

With the rise of robotics, AI and cloud-based systems, it’s important that you can keep up to speed with the latest technologies. With mundane processing tasks being eliminated, this is a great chance to take away some of the tasks the team may call ‘painful’, allowing you to upskill them and utilise them more, which leads nicely to my next point…

Talent attraction and retention

You’re only as good as your team. Building a team with exceptional talent can be difficult. Retaining the team is even harder. In such a candidate driven market it’s important keep your team motivated and challenged as they will no doubt explore opportunities externally. Rotational training, incentive, and continuous development is what most staff want – ensure you get the best team and keep them – enabling you to do the best job possible!

Purpose-driven

Whilst there are some nice shiny job titles and sexy remuneration packages the best share service leaders, in my opinion, are the ones that are passionate about delivering change effectively. It’s all about wanting to add value and pushing to deliver results for the business.

What can I do to develop my skills?

  • Complete online courses/webinars to develop specific skills.
  • Speak at conferences and events.
  • Become a mentor.
  • Attend networking events.
  • Get involved in all aspects of the company and suggest improvements.

What skills do you feel make a good shared services leader? If you would like to discuss further, you can email me at sam@refind.co.uk.

You can view more about Sam Perry our Shared Services Executive Search expert here.

Why won’t top performing shared service professions join your business? And what to do about it. Download our free eBook here.  

Emerging Markets within the Aviation Industry

Written by

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/

Emerging Markets and Global Strategy within the Pharmaceutical World

Written by

Emerging markets present a unique set of challenges and opportunities for pharmaceutical companies looking to expand their global footprint.

When it comes to crafting a global strategy, the HR aspect can’t be overlooked—after all, your people are your most valuable asset.

With rapidly growing populations, increasing healthcare needs, and evolving regulatory landscapes, these regions offer significant growth potential. However, success requires a nuanced understanding of local markets, regulations, and patient needs. As well as a strategic approach to partnerships and market entry.

So, let’s chat about how companies can find and nurture talent in these vibrant markets, peppered with real-life insights from industry giants.

The HR Focus: Understanding the Terrain

Emerging markets are bursting with potential, but they also come with their unique set of HR challenges. Finding the right talent in these markets can often feel like looking for a needle in a haystack. Why? Well, there’s the obvious language barrier, cultural nuances, and sometimes, a stark difference in professional qualifications and expectations.

For instance, in many emerging markets, the talent pool for highly specialized roles in the pharmaceutical sector might be limited due to fewer individuals having access to the necessary education and training. Then there’s the cultural fit—how well will the new hires align with your company’s ethos and work style?

Overcoming the Talent Challenge

So, how do pharma giants tackle these issues? Let’s take a leaf out of Novartis’s book. Novartis faced significant challenges in hiring talent for their operations in China, a key emerging market. They realised early on that to succeed, they needed to go beyond the traditional recruitment strategies. Their approach? A mix of local insight and global expertise.

Novartis invested in developing strong relationships with local universities and research institutions to tap into the budding talent pool directly. They also focused on offering extensive training programs to bridge the skills gap, ensuring that their new hires were not just competent but also aligned with the company’s global standards and values.

Moreover, to tackle the cultural fit challenge, Novartis implemented mentorship programs where new employees from emerging markets were paired with seasoned professionals from their global network. This not only facilitated smoother cultural integration but also helped in building a cohesive global team ethos.

Novartis Case Study Reference as documented by Accenture:

Life Sciences Digital Transformation | Novartis Case Study | Accenture

Other Speed Bumps

But it’s not all smooth sailing. Beyond hiring, companies often face challenges in retaining talent. In vibrant, fast-paced emerging markets, competition for skilled professionals is fierce. Companies need to offer compelling reasons for employees to stay, beyond just a paycheck. This could mean career development opportunities, a strong company culture, or meaningful work that makes a difference.

Building Partnerships and Collaborations

Partnerships with local businesses, governments, and healthcare providers are crucial for success in emerging markets. These collaborations can offer several advantages, including access to local distribution networks, insights into local market dynamics, and increased credibility with local stakeholders.

Joint ventures or partnerships with local pharmaceutical companies can be particularly effective, providing access to established manufacturing facilities and distribution networks. Collaborating with local healthcare providers and non-governmental organizations (NGOs) can also help in understanding patient needs and behaviours, which is critical for market penetration and product adoption.

Embracing Digital Transformation within Emerging Markets

Digital technology is transforming healthcare delivery worldwide, and emerging markets are no exception. In many of these regions, digital platforms are leapfrogging traditional infrastructure, offering new ways to reach and engage patients. Telemedicine, mobile health apps, and digital marketing strategies can be powerful tools for pharmaceutical companies in these markets.

Digital platforms can also support education and awareness campaigns, which are often crucial in emerging markets where knowledge about certain diseases or treatments may be limited. These technologies offer scalable ways to improve healthcare outcomes and build brand loyalty among consumers and healthcare providers alike.

What Have We Learned?

Our dive into the HR complexities of operating in emerging markets reveals a rich tapestry of challenges and solutions. From the innovative strategies employed by Novartis in China to the universal hurdles of cultural integration and talent retention, it’s clear that a one-size-fits-all approach doesn’t cut it.

What stands out is the necessity of a tailored, culturally sensitive approach to HR in these markets. Building relationships with local institutions, investing in training and development, and fostering a global yet inclusive company culture seem to be key.

As we navigate these emerging landscapes, it becomes evident that understanding and embracing the local culture isn’t just beneficial—it’s essential. It’s about building bridges, not just expanding footprints. And at the heart of it all? A focus on the people who make global expansion possible. Here’s to finding, hiring, and nurturing the talent that will drive success in the dynamic markets of tomorrow.

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/

When to Implement a Leadership Change for Business Growth

Written by

A senior leadership team plays a pivotal role in guiding an organisation towards success. Sometimes to achieve this success, a change of leadership at the top becomes necessary. Identifying this moment is crucial for the sustained health and growth of any company. Here, we explore the indicators that suggest it’s time to consider a change in your senior leadership team.

1. Stagnation in Performance

Business stagnation in performance refers to a period where a company experiences little to no growth.

Key performance indicators (KPIs) such as revenue, profit margins, market share, or other significant metrics, will show this.

This plateau can signal underlying issues that may lead to long-term detrimental effects on the company’s health and success.

A clear sign that a change may be needed is a noticeable stagnation or decline in the company’s performance. This could manifest as consistent underachievement of financial targets, loss of market share, or a decline in productivity.

Fluctuations in performance are normal, a persistent downward trend may indicate that the leadership’s strategies are no longer effective in the current business environment.

2. Loss of Vision and Direction could indicate a Change of Leadership is required

Leadership is as much about vision as it is about execution. If the senior team seems to lack a clear, strategic direction or fails to communicate a compelling vision for the future, it may signal the need for new leadership. A fresh perspective can rejuvenate the company’s strategy and re-align the organisation with its core objectives and values.

The loss of vision and direction refers to a situation where a company no longer has a clear or coherent strategy guiding its operations, growth, and long-term objectives. This can manifest in various ways and have significant implications for the company’s success and sustainability. Below are key aspects that illustrate what loss of vision and direction entails and its potential impacts on a business:

2.1 Lack of Clear Objectives

Without a clear vision, a company might struggle to set and pursue meaningful objectives. This can lead to a lack of focus in its operations. And then, making it difficult for the business to allocate resources effectively or pursue opportunities that align with its core competencies and long-term goals.

2.2 Difficulty in Decision Making

A clear vision and direction facilitate decision-making processes by providing a framework against which options can be evaluated. Without this clarity, decision-making can become inconsistent, reactive, and lacking in strategic focus. This can lead to missed opportunities or misallocated resources.

2.3 Eroding Competitive Edge

A well-defined vision often includes elements of differentiation that set a company apart from its competitors. Losing sight of this unique value proposition can result in a business that struggles to stand out in the marketplace, affecting its ability to attract and retain customers.

2.4 Demotivation Among Employees

Vision and direction are crucial for employee motivation and engagement. They provide team members with a sense of purpose and belonging. Without a clear vision, employees may feel disconnected, unsure of their contributions towards the company’s goals, leading to lower productivity and higher turnover rates.

2.5 Misalignment of Efforts can mean a Change of Leadership is required

A strong vision ensures that all aspects of the company—from its product development and marketing strategies to its customer service and internal processes—are aligned towards a common goal. The loss of vision can lead to disjointed efforts, where departments or teams work in silos, undermining the company’s overall effectiveness and efficiency.

2.6 Strained Stakeholder Relations

Investors, partners, and customers often engage with a company based on its vision and the promise of what it aims to achieve. When a company loses its direction, it can erode trust and confidence among these key stakeholders, potentially leading to reduced investment, partnerships, and customer loyalty.

2.7 Inability to Adapt

A clear vision includes a forward-looking component, anticipating changes in the market and adapting accordingly. The loss of vision and direction can make a company less agile, slowing its response to industry trends, technological advancements, or shifts in consumer behavior, which can place it at a competitive disadvantage.

3. Resistance to Change

In today’s fast-paced world, adaptability is key. If your leadership team is resistant to change or slow to respond to industry shifts, technological advancements, or changes in consumer behaviour, it could be detrimental to your business. A leadership team that embraces change, seeks innovation, and is willing to pivot strategies when necessary is vital for long-term success.

4. Erosion of Company Culture can Result in a Change of Leadership

If there’s a noticeable decline in employee morale, engagement, or an increase in turnover, particularly among high performers, it might be a reflection of leadership issues. A change at the top can help to reset the culture, align it with the company’s values, and boost morale.

5. Deterioration in Stakeholder Confidence

Confidence from stakeholders, including investors, customers, and employees, is fundamental. If stakeholders express concerns about the company’s direction or leadership’s decisions, it’s important to take notice. Losing stakeholder confidence can have a severe impact on the company’s reputation, financial health, and operational stability.

6. Lack of Succession Planning

A forward-thinking leadership team will have a clear plan for succession to ensure the company’s resilience and continuity. If there’s a lack of focus on developing internal talent or identifying potential future leaders, it may indicate a need for change. Effective succession planning is a hallmark of robust leadership and organisational health.

Conclusion about Change of Leadership

Deciding to change your senior leadership team is not a decision to be taken lightly. It requires a thoughtful assessment of the current leadership’s effectiveness, the company’s performance, and the broader industry context. Recognising and acting upon the need for change can be a transformative step, paving the way for renewed success and growth. As such, it’s imperative for companies to remain vigilant, assessing their leadership effectiveness regularly and being prepared to make tough decisions when necessary for the greater good of the organisation.

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/

https://spotlight.designrush.com/news/stitcher-shuts-down-after-15-years

Empower Your Team: Proven Strategies To Eradicate Toxicity

Written by

A toxic workplace is characterised by a culture steeped in negativity, unhealthy competition, and a general lack of respect and empathy among colleagues. Explicitly, this blog delves into effective strategies to cleanse and eliminate such toxicity from the workplace, fostering a healthier, more positive environment conducive to both personal well-being and professional growth.

1. Identifying Toxicity

Identifying toxicity in the workplace is crucial for maintaining a healthy and productive work environment. Toxicity can manifest in various ways, some subtle and others more overt. Here are key indicators to help identify a toxic workplace:

Poor Communication:

A lack of clear and open communication can lead to misunderstandings and a culture of secrecy and mistrust. If employees are frequently left out of the loop or if there is a pervasive atmosphere of fear surrounding communication, these are red flags.

High Staff Turnover:

A high rate of employee turnover can be indicative of an underlying issue with the work environment. If employees frequently leave or express dissatisfaction with the workplace, it could point to a toxic culture.

Negative Atmosphere:

A general air of negativity, where criticism, pessimism, and cynicism are rampant, can be a sign of toxicity.

Cliques and Exclusionary Behaviour:

The presence of cliques, where certain groups are favoured over others, or where there is a clear divide between different teams or departments, can be toxic. This kind of exclusionary behaviour can lead to a lack of cooperation and a hostile work environment.

Lack of Work-Life Balance:

If employees are regularly expected to work long hours, sacrifice personal time, or if there is a culture of guilt surrounding taking time off, this can be indicative of a toxic environment.

Bullying and Harassment:

Any instances of bullying, harassment, or inappropriate behaviour are clear signs of a toxic workplace. And, subtler forms of manipulation, intimidation, or belittling, are signs of bullying and harrassment too.

Poor Leadership:

Leadership sets the tone for the workplace. If leaders engage in or tolerate unethical practices, show favouritism, lack empathy, or fail to address issues, they contribute to a toxic environment.

Low Morale and Engagement:

General employee disengagement, lack of enthusiasm, and low morale are signs that the work environment may be toxic. If employees seem apathetic, uninterested in collaboration, or are not committed to their work, these can be symptoms of deeper issues.

Lack of Recognition or Appreciation:

A workplace where employees feel undervalued, where their achievements are not recognised, or where there is an unequal distribution of rewards can lead to feelings of resentment and dissatisfaction.

Health Complaints:

An increase in physical and mental health complaints among employees can be a sign of a toxic work environment. This includes stress-related illnesses, burnout, anxiety, and depression.

Fear of Retribution:

When employees are afraid to speak up, raise concerns, or challenge the status quo due to fear of retribution.

2. Fostering Open Communication to Eliminate Toxicity

Open communication is the cornerstone of a healthy workplace. Encouraging an environment where employees feel comfortable voicing their concerns without fear of retribution is paramount. This can be facilitated through regular meetings, anonymous feedback systems, and fostering a culture where all opinions are valued and respected.

3. Establishing Clear Policies and Expectations

A clear set of policies regarding workplace behaviour is essential. These policies should outline acceptable and unacceptable behaviours, and there should be a transparent process for dealing with infractions. Ensuring these policies are communicated effectively and adhered to consistently is key in maintaining a respectful workplace.

4. Promoting a Positive Work Culture to Eliminate Toxicity

Cultivating a positive work culture is vital in counteracting toxicity. This involves recognising and rewarding positive behaviours, encouraging teamwork and collaboration, and promoting a work-life balance.

And so activities that bolster team spirit and a sense of community can also be instrumental in building a positive culture for your workplace.

5. Leading by Example to Eliminate Toxicity

Leadership plays a critical role in setting the tone of the workplace. Leaders who exhibit respect, empathy, and integrity in their dealings set a powerful example for their team. They should be approachable and lead not just by words but through their actions.

6. Providing Training and Development Opportunities

Investing in training and development can significantly reduce workplace toxicity. Such programmes should not only focus on skill enhancement but also on areas like communication, emotional intelligence, and conflict resolution. Empowering employees with these skills can lead to a more harmonious workplace.

Check out our knowledge hub!

7. Addressing Issues Promptly and Fairly

When issues of toxicity arise, they should be addressed promptly and fairly. Ignoring such issues can lead to them festering and growing, potentially causing even greater harm. A fair and objective approach in resolving conflicts and dealing with and eliminating Toxicity is essential.

8. Supporting Employee Well-being

Employee well-being should be at the forefront of any strategy to combat eliminating toxicity in the workplace. This includes providing support for mental health, ensuring manageable workloads, and creating an environment where employees feel valued and supported.

Conclusion

Eliminating Toxicity from the workplace is not an overnight task. It requires a sustained effort and commitment from all levels of the organisation. By fostering open communication, establishing clear policies, promoting a positive culture, and supporting employee well-being, businesses can create an environment where employees thrive and negativity is minimised. As we navigate the complexities of the modern workplace, let us commit to these principles, creating workplaces that are not just productive but also nurturing and inclusive.

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.