The Surge in Candidate Ghosting

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In the ever-changing realm of recruitment, an alarming trend is gaining pace– the ghosting of candidates. This blog aims to clarify the concept of ghosting in the hiring process, investigate the reasons behind its growing prevalence, and examine the impacts it has on candidates and companies alike. Let’s delve into why taking part in this practice is counterproductive and explore strategies to foster better communication during the hiring journey.

What Do We Mean by Ghosting?

Unravelling the Enigma of Ghosting:

Ghosting in the context of recruitment refers to the abrupt and unexplained end of communication between employers or recruiters and job candidates. It’s akin to submitting your resume into a void, never to receive updates, feedback, or closure regarding your application.

The Silent Treatment:

Candidates who experience ghosting are left in the dark, unsure of their application status or whether the position has been filled. This lack of communication causes frustration and uncertainty, tarnishing the candidate’s view of the company and the recruitment process.

Why is Ghosting on the Rise?

Digital Disconnection:

With the digital age revolutionisng the hiring process, it has also created impersonal communication. With the ease of online applications and auto systems, the personal touch in candidate communication often takes a back seat.

Increased Competition:

In today’s fiercely competitive job market, employers may be inundated with a high volume of applications for a single position. The sheer number of candidates can make it hard for recruiters to respond separately, adding to ghosting as a coping mechanism.

Time Constraints cause Ghosting:

Recruiters often face tight schedules and competing priorities. In the rush to fill positions quickly, the human side of recruitment can be overshadowed, contributing to the prevalence of ghosting.

Impacts of Ghosting:

Ghosting Causes Candidate Fallout:

Ghosting profoundly affects job candidates. The uncertainty and lack of closure can lead to feelings of rejection, frustration, and a diminished perception of the hiring company. This negative experience may influence the candidate’s decision to engage with the company in the future or recommend it to others.

Damaged Employer Brand:

The practice of ghosting doesn’t just affect candidates; it tarnishes the reputation of the hiring organisation. A poor candidate experience can be shared online, dissuading potential applicants and damaging the employer brand.

Missed Opportunities from Ghosting:

By ghosting candidates, employers may miss out on potential talent. That could mean a candidate who feels valued and respected during the recruitment process is more likely to become a committed and engaged employee.

Negative Impact on Employee Morale:

Existing employees who witness or hear about the ghosting of candidates may experience a decline in morale. This can erode trust in leadership and the company’s commitment to treating individuals with respect.

Breaking the Silence: A Better Approach

Transparent Communication:

The antidote to ghosting is transparent communication. Keep candidates informed about the status of their application, whether positive or negative. Establish clear communication channels to manage expectations and provide regular updates.

Personalised Feedback:

Offering constructive feedback, even in rejection, demonstrates respect for the candidate’s time and effort. Providing insights into the decision-making process can help candidates understand areas for improvement.

Utilise Technology Wisely:

While technology can streamline recruitment processes, it should enhance, not replace, human interaction. Leverage automation for administrative tasks, but ensure that there are mechanisms in place for meaningful, personalised communication.

Conclusion:

Ghosting candidates is a detrimental practice that adversely affects both individuals seeking employment and the organisations conducting the hiring. As responsible recruiters and employers, it’s essential to recognise the impacts of ghosting and commit to fostering a culture of open, respectful communication.

By embracing transparency, providing feedback, and utilising technology judiciously, we can collectively contribute to a more positive and constructive recruitment experience for everyone involved. It’s time to break the silence, bridge the communication gap, and build stronger connections in the world of hiring.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

How to Best Find a New Job in Leadership

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Whether you’re an experienced leader or someone eager to climb the corporate ladder, finding a new job in a leadership role is a journey. It requires the right mix of introspection, strategy, and action. This guide will walk you through the steps to help you land that coveted leadership role.

1. Knowing when the time is right to move on

It’s essential to recognise when it’s time to move on from your current position. Here are some signs that you may need a new job in leadership

  • You’ve outgrown your current role.
  • There’s limited room for growth or new challenges.
  • You feel undervalued or unsatisfied with your work environment.

Trust your instincts. If you consistently feel like it’s time for a change, it likely is.

2. Searching for a new job in leadership

There are various platforms to find a new job in leadership:

  • Job boards: Sites like LinkedIn, Indeed, and Reed.co.uk often have a plethora of leadership roles.
  • Networking: Join professional groups and associations related to your industry.
  • Recruitment agencies: Many specialise in senior roles and leadership positions.

Before diving in, take these preparatory steps:

  • Update your CV: Highlight achievements, leadership roles, and significant projects.
  • LinkedIn: Ensure your profile is updated, professional, and mirrors your CV.
  • Research: Understand the current market, industry trends, and the skills in demand.

4. Choosing the right companies to apply for a new job in leadership

Not all companies will align with your values or career goals. Research each potential employer by:

  • Reviewing their website and mission statement.
  • Checking employee reviews on platforms like Glassdoor.
  • Understanding the company culture and growth potential.

5. How to best prepare for an interview

Once you’ve landed an interview, preparation is key:

  • Research the company: Know its history, challenges, competitors, and up-to-date news.
  • Practice common leadership interview questions: This will help you articulate your thoughts clearly.
  • Plan your outfit: Dressing professionally makes a positive first impression.

6. How to stand out for the job in a new job in leadership

Standing out is more than just having the required skills:

  • Show passion: Be enthusiastic about the role and the company.
  • Showcase achievements: Quantify results whenever possible.
  • Ask thoughtful questions: This demonstrates your genuine interest and thorough preparation.

7. Knowing if a company is the right fit for you

Securing a job offer is exciting, but it’s equally essential to ensure the company is a good fit:

  • Company culture: Does the environment align with your values?
  • Growth opportunities: Will there be room for professional advancement?
  • Work-life balance: Does the company promote a healthy balance or expect constant overtime?

Remember, an interview is as much about them getting to know you as it is about you getting to know them.

Conclusion

Finding a new leadership role requires time, patience, and strategy. By knowing when it’s time to move on, searching in the right places, preparing thoroughly, and ensuring a company aligns with your goals, you can find a job that not only matches your skills but also brings joy and satisfaction. Happy job hunting!

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.

What makes a great HR professional?

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HR is always evolving, as is the importance of the function in business. But what makes a great HR professional? I have worked in the HR industry for over 15 years and still see many of the same topics discussed over and over.

Has anything changed? Here is my take on what makes a great HR professional.

What qualities should an HR professional have?

 

Develops trust

 

This quality is probably the most important one that any great professional needs, more so in HR than other functions. The HRD should be a confidant to the CEO and other business leaders, people will only open up to someone they can trust.

The easiest way to alienate an employee population is to create a ‘say do gap’. For HR to be effective, you need to role model the behaviours of the business and the best way to do this is to be consistent and authentic.

Although there is lots of talk that HR should be more strategic, I think the most effective HR practitioners are able to roll their sleeves up too and to really get to know what is going on in the business.

 

Known as a problem solver

 

As an HR professional, you will be responsible for solving problems and issues. I hear many stories of people continuously dealing with the same stuff in a reactive fashion… and guess what? That isn’t the best use of time or resources, and it doesn’t demonstrate commercial thinking.  

Once a problem has been identified it is important to get to the root cause of the issue – there are many great books on RCA. The important steps are finding data to back up what is going on and then providing a workable solution.

The role of HR has moved on and can’t only work in coaching/facilitation mode. The best HR professionals I know have an innovative mindset and provide multiple scenarios, solutions, and options to problems.

 

Knowledgeable

 

Like any profession you need to have the relevant subject matter knowledge (in this case HR) – for me, this should be a given. HR needs to have a broader understanding of business drivers, and an ability to consider external factors. Things like competitors and the future direction of the sector and bringing ideas into the business from peers or thought leaders.

An easy way to develop this in HR is to read business books (or blogs, vlogs, audiobooks) and to become up to speed with modern concepts such as ‘Netflix – no rules’, OKRs, agile performance management etc. It doesn’t mean that all of these will be suitable or relevant to your business, but business leaders will be up to speed with the concepts and in HR you should have a view.

 

Understands the business

 

If you can answer YES to these questions, then it might suggest that you are a commercial HR leader:

  • Could you stand in for the CEO/MD or Operational leader at their next weekly/monthly stand-up or board meeting and give an update on business performance?
  • Could you meet potential clients/investors, give them a thorough understanding of the business, and sell the benefits of your organisation?
  • Do you understand the key drivers of your business and how it drives growth?

 

Please let me know in the comments section if you think anything else is relevant? I’d be interested to get other views.

 

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.

New Year, New Me? New Year Resolutions for Businesses

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

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

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

The Tradition of New Year Resolutions

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

Why Businesses Can’t Ignore New Year Resolutions

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

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

Planning is Key

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

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

Personal Resolutions Within a Professional Framework

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

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

Case Studies: Resolutions That Transformed Businesses

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

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

In Conclusion

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

 

How to have Productive Leadership Meetings

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

Setting the Stage for Success: Planning and Preparation

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

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

Engaging Leadership: Fostering Participation and Inclusivity

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

Encouraging Participation for Success in Productive Leadership Meetings

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

Utilising Technology for Seamless Collaboration in Productive Leadership Meetings

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

Effective Decision-Making: From Discussion to Action

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

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

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

Time Management for Productive Leadership Meetings

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

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

Encouraging Innovation: Creating a Culture of Creative Exchange

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

Building Relationships: The Human Element

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

Relationship-Driven Leadership: Nurturing Bonds in Meetings

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

Continuous Improvement: Learning from Past Meetings

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

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

Related Blog: How to Conduct Effective Post-Meeting Evaluations

Overcoming Challenges: Common Hurdles in Leadership Meetings

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

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

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

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

Conclusion: A Blueprint for Success in Productive Leadership Meetings

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

Craft a Winning CV: How to Captivate Recruiters

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Craft a Winning CV: How to Captivate Recruiters

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

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

  1. Start with a Strong Foundation

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

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

  1. Study the Job Description

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

  1. Mirror the Language in Your CV

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

  1. Highlight Relevant Experience First

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

  1. Showcase Your Achievements

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

  1. Be Selective About What You Include

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

  1. Update Your Professional Summary

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

  1. Proofread and Get Feedback

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

  1. Keep It Updated

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

Final Thoughts

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

For more information on our executive search practice and our CCS framework
please get in touch with our Director Carl Hinett

Ten tips for transformation go-live success

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Ten tips for transformation go-live success

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

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

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

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

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

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

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

2. Create a compelling vision to move forward

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

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

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

4. Align Systems with Processes

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

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

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

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

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

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

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

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

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

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

7. Change Management is Key

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

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

8. Rule of 8: communicate, communicate, communicate

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

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

9. Think of knowledge transfer as a joint project team

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

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

10. Go-Live is just the start!

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

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

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

Simon Brown Associates

Simon@simonbrownassociates.com
www.simonbrownassociates.com

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

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

Change management in public sector organisations: how to succeed

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Change management in public sector organisations refers to the process of implementing and managing changes within governmental agencies, departments, and other public entities. It involves planning, coordinating, and guiding the transition from existing practices to new ones, in order to improve efficiency, service delivery, and overall effectiveness.

Whilst change management principles are similar across both public and private sectors, there are some key differences in how they are applied in public sector organisations, because of the nature of the public sector.

Stakeholder Engagement in the Public Sector

Public sector organisations typically have a broader range of stakeholders compared to private organisations, due to the fact they have a wider public interest. These stakeholders include citizens, elected officials, community groups, and interest organisations. Change management in the public sector emphasises the need for extensive stakeholder engagement and consultation to ensure transparency, accountability, and democratic decision-making. Without extensive stakeholder engagement, you can face a whole host of problems including:

  • Lack of transparency
  • Resistance
  • Unforeseen challenges
  • Legal issues
  • Ethical issues

Regulatory Framework in the Public Sector

Public sector organisations operate within a framework of legislation, policies, and regulations that guide their operations. Change management in the public sector must take into account these regulatory requirements and ensure compliance throughout the change process. This may involve conducting legal reviews, obtaining approvals from regulatory bodies, and adhering to public procurement procedures.

Without following these, they are open to legal repercussions, operational disruptions and financial implications and finally, damage their reputation.

Political Considerations

Public sector organisations are susceptible to political influences and the decisions of elected officials. Change management in the public sector often necessitates navigating political dynamics, fostering agreement among diverse stakeholders, and overseeing the potential impact of shifting political priorities on the suggested changes. This introduces an additional level of complexity to the change management process.

This requires political sensitivity – staying informed about the political landscape and using an evidence-based approach to counter political pressures. You need to be truly flexible to political environments, that can be unpredictable.

Public Sector Accountability

Public sector organisations are accountable to the public they serve. Change management emphasises the need for transparency, public involvement, and effective communication throughout the change process. Public sector organisations often have to justify the need for change, demonstrate the expected benefits, and address concerns raised by the public.

This is a clear difference between the private sector, which is accountable to its shareholders, employees, customers, and other stakeholders. They have a responsibility to operate ethically, comply with relevant laws and regulations, and provide accurate and transparent financial reporting. Private organisations may have their own governance structures, such as boards of directors or executive committees, that ensure accountability and oversight, but not the public.

Long-Term Sustainability

Public sector organisations typically have a long-term perspective and aim to create sustainable change. Change management in the public sector often involves strategic planning, capacity building, and creating a culture of continuous improvement to ensure that changes are embedded and sustained over time.

There are many differences between public and private sector change programmes, which need to be considered to ensure its success. As with all change programmes strong stakeholder engagement, clear and timely communication and employee involvement and support are crucial.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

How to ‘Flex Work’ in the Pharmaceutical Industry?

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What is Flex Work?

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

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

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

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

Best Way to Implement Flexible Working in Pharma

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

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

Should a Four-Day Week Be Considered?

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

Pros:

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

Cons:

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

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

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

Fully Remote:

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

Hybrid:

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

Office-Based:

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

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

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

Case Studies in the Pharmaceutical Industry about Flex Work Models

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

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

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

Other Case Studies

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

Key takeaways from their experience:

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

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

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

Flexible and Hybrid Working Practices: Case Studies by CIPD

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

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

What next with Flex Work?

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

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

Women Leading the Way in Aviation

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

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

How did we get here?

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

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

How do we keep making aviation more inclusive?

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

Education and Visibility:

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

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

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

Recruitment and Workplace Policies:

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

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

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

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

Professional Growth and Cultural Change:

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

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

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

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

Industry-Wide and Community Initiatives:

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

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

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

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

Breaking New Ground in Aviation:

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

Empowering Change in Aviation:

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

Trailblazing Pilots:

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

Engineering the Future:

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

Overcoming Challenges:

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

New Horizons:

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

Looking Ahead:

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

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

OUR FOCUS ON LONG-TERM PARTNERSHIPS

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

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

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

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

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