Human – People & Culture

Menu

Author name: amy@recruithuman.co.uk

Navigating Organisational Culture and History – A Conversation with Lynsey Green, Head of People UK & Ireland at STIEBEL ELTRON UK LTD.

Leave a Comment / HR Leaders /

We recently had the privilege to talk to Lynsey Green, Head of People UK & Ireland at STIEBEL ELTRON UK LTD – a leading manufacturer of heat pumps, electric water and space heating products. We explore Lynsey’s journey into HR, the evolution of HR frameworks, and the unique challenges faced by HR leaders in dynamic organisational environments. Lynsey’s career path and insights offer valuable lessons for both organisations and HR professionals, emphasising the importance of the HR role, creating a culture of transparency, and ensuring everyone has a seat at the table. Can you describe your path into HR? I was quite late coming into HR. My husband had his own business, and I was working for a corporate bank in a marketing projects role. I often helped him with employee issues, and after being at the bank for about 13 years, there was a voluntary redundancy offer. Around 400 people were made redundant, and I was pregnant with my second child at that point. I thought, “Now is as good a time as any to take the money and go for it.” So, I started thinking about what I enjoyed doing, and I remembered how much I enjoyed helping with HR issues. I decided to pursue a degree in HR.  While I was doing my degree, I met up with an old friend who had a HR consultancy business so I started off writing newsletters and updating policies for her. In time, we formed a partnership and built it to a point where we received external investment but at that stage it became less of a lifestyle business. With two young children, I realised I was spending too much time on work and needed to spend more time with my family, so I took the tough decision to move on. I was then approached for a permanent in-house HR role, which I did for five years before moving to my current role with STIEBEL ELTRON. How was the HR function set up when you joined your previous roles and at STIEBEL ELTRON? In my first HR standalone role, there was no dedicated HR function and around 100 staff. I set up the complete HR function from recruitment to exit and everything in between. By the time I left, there were two people managing over 150 employees and I was proud to have introduced and embedded the Real Living Wage into that workplace, ensuring fair pay for all concerned. At STIEBEL ELTRON, the HR foundations were already in place from an outsourced consultancy and structured differently to my previous role as it’s part of a global organisation. This presents different challenges but gives fantastic opportunities to learn about international employment practices. What are the unique challenges in environments where you’re enhancing existing HR frameworks while navigating and respecting organisational culture and history? When joining any business, there should be a period of learning so I spend lots of time reading existing documentation, or with individuals listening and trying to understand the culture and past events which have shaped the workforce to date. It’s important to hear what people think works well but also what doesn’t work so well – all the time listening, not only to what is being said but to what ISN’T being said. I find that people can often be sceptical when HR is introduced into a business, particularly those who have had less positive interactions with HR in the past. One of the biggest challenges is overcoming the fear of the unknown. I quickly share my objectives and implementation plans/timelines but more importantly try to show my true authentic self to build trust.  When entering a new workspace, many professionals feel they need to rewrite the handbook straight away; however, as long as they’re legally compliant, I typically leave that until at least six to twelve months down the line. After that time, you have a better understanding of how the business actually functions. So rather than just issuing a generic policy, I take time to ensure it actually fits with the business and works effectively for everyone concerned. How do you build that trust and overcome scepticism? Personally, I choose not to have HR in my job title. HR often comes with negative connotations, ‘resources’ can be picked up and put down as required but my job is all about the People in the business therefore my role is officially Head of People as I see myself directly responsible for the amazing people in our business. I meet with each person individually, to understand their journey so far and their career ambitions for the future but also to understand what the Company does well and where we can improve. When I did this in STIEBEL ELTRON, it became apparent that whilst there were some areas to improve, overall our colleagues were genuinely happy which resulted in us being awarded a UK Best Workplaces award in 2023. With the Great Place to Work survey feedback, I was then able to create an action plan to help address the areas for improvement which resulted in us further improving our position in 2024. Trust has to be earned and takes a long time to build so I don’t expect it to happen overnight. Also, the perception of the role from colleagues in the business can change depending on ER activity, investigations / mediations / disciplinaries etc. Many times I have had to be diplomatic in discussions due to the confidential nature of the cases I deal with. I will always deal with facts rather than opinions and champion fairness and transparency of process over hidden agendas. What role do tools and technology play in elevating the HR experience? Are there any specific HRIS systems you recommend? Technology is crucial in managing a large workforce effectively. In a past role within the manufacturing industry, everything was on an Excel spreadsheet initially. We implemented PeopleHR, which worked well, especially for employees without company emails. At STIEBEL ELTRON, we also

Navigating Organisational Culture and History – A Conversation with Lynsey Green, Head of People UK & Ireland at STIEBEL ELTRON UK LTD. Read More »

7 Ways to Speak Up in Meetings: A Guide to Building Confidence and Contributing Effectively

Leave a Comment / Blog /

Whether you’re a seasoned professional in a new role or new to the world of work, self doubt or imposter syndrome can cause all manner of problems. Speaking up in meetings is often top of the list of experiences people feel less confident about when they enter a new role or a new company. We put together a few tips to boost your confidence and share your valuable contributions with your team. Understand Your Role in the Meeting: Before you can speak up effectively, it’s important to understand why you’ve been invited to the meeting in the first place. Are you there to gain insights, provide updates, or contribute your expertise? Once you know your role, you can tailor your contributions and prepare accordingly. Do you need to come armed with questions or insights?  Start by Asking Questions: If you’re feeling hesitant about speaking up, start by asking questions. This is a great way to get involved in the conversation without having to commit to a full-blown statement. Plus, it shows that you’re engaged and interested in what others have to say. Some of the best advice I received back at the start of my career was, “when meeting new people be interested, don’t try too hard to be interesting.” Advocate for Others: Another way to build confidence is to advocate for others. If someone else has made a point that you agree with, reinforce it or ask a clarifying question. This shows that you’re engaged and that you’re willing to support your colleagues. Summarise (and Add Your Take): If you want to contribute your own thoughts, try summarising what someone else has said and then adding your own take on the point. This shows that you’ve been listening attentively and that you have something valuable to contribute. Avoid merely repeating what others have said. This is only valuable if you have an extension on an existing statement or additional context to add. Don’t Apologise for Contributing: When you do speak up, don’t apologise for making a contribution. Never say, “I’m sorry, but I disagree.” Instead, use phrases like, “I see it differently” or “I’d like to share a different perspective.” As soon as you say “I disagree…” you will shift the energy of the conversation. Try using these alternate phrases and see how differently your disagreement is received. Create a Trigger Phrase: If you find yourself hesitating to speak up, try creating a trigger phrase for yourself. This could be something like, “I’d like to contribute something” or “I’d like to add something to what [colleague’s name] said.” Having a trigger phrase can help you overcome your initial hesitation and get started. Let People Know Who You Are: Finally, one of the best ways to build confidence in meetings is to position yourself and communicate your style prior to the meeting. This can create a positive and collaborative environment where everyone feels comfortable speaking up in their own way. As an introvert and reflector, when I begin working with a new team, I position myself first. I might say, “I’m a reflector, so in meetings I tend to be quiet and listen and reflect before speaking. If I’m quiet, it’s because I’m listening and reflecting, not sitting back. Similarly, if you need to verbalise to absorb or reflect, let your team know prior to the meeting. People who could have previously seen you as chaotic, will now understand that’s just how you work and will be aware of your need to verbalise to absorb the content.  When people are comfortable to contribute authentically you will find their contributions are more effective.  Speaking up in meetings can be daunting, but by understanding your role, starting with questions, advocating for others, summarising, and positioning yourself, you can build confidence and contribute effectively.  If you have other advice that you would share with someone who was building confidence in meetings, please let us know.

7 Ways to Speak Up in Meetings: A Guide to Building Confidence and Contributing Effectively Read More »

Navigating Organisational Growth: Is Your Infrastructure Ready?

Leave a Comment / Blog /

Navigating Organisational Growth: Is Your Infrastructure Ready? Those of you that know me, know that I love an analogy. This one resonated recently – taken from Culture Built My Brand by Mark Miller & Ted Vaughn. Imagine a living space. It’s basic but it has everything you need – and you’re just getting started so it doesn’t need to be fancy. As long as it has running water, waste water disposal, electricity, heating, a roof, somewhere to sleep, somewhere to eat, somewhere to rest – you’re all set. But then imagine you attract a mate. Now you need a bit more room, you use a bit more water, the bed needs to be bigger – and the table. They also bring with them a TV, maybe a wireless device. Now you need another plug socket – and WiFi. Soon your friends find out about your idyllic little hide away. So you build an extension, a second and third bedroom, another bathroom and a sun deck. It’s a great place. Even more people find out about your great place and come to visit but this time they stay. So together, you build another extension, you build up and you build out! Everything is great until your fuse board blows and your pipes block – creating a mess. This leads to your guests scrambling to get in their cars, desperate to move on to somewhere nicer. Growth businesses can be like this. The same infrastructure that underpinned a startup is often expected to serve a scale up – and beyond. Your processes can be impacted the same way. They can become convoluted as you bolt on and build out as a result of growth. All of a sudden your people are jumping through hoops that you created to help them work more efficiently. If your pipes aren’t fit for purpose and your fuse board is about to blow, it might be time to take a step back and look at your systems, processes and culture before your people scramble for their cars. To help you to do this Human have developed a Culture Capture Audit to identify challenges within organisations. Covering 12 areas we help identify what’s working well and where opportunities to improve exist. In the past we’ve identified operational drag, flight risk, as well as the good stuff and the great stuff. We’ve also captured amazing stories of employees going over and above, even saving lives – stories that weren’t captured (or shared) centrally. The Culture Capture Audit will help capture the essence of your organisation, as seen by your people. It will also identify all the issues and opportunities below the surface level, letting you know if your pipes are about to burst before they do. How’s your plumbing holding up? If you want to find out, get in touch and let’s start a conversation. Click here to book your call.

Navigating Organisational Growth: Is Your Infrastructure Ready? Read More »

Is your organisational culture toxic or just tired?

Leave a Comment / Blog /

It’s easy to mistake a tired organisational culture for a toxic one. Growth spurts, post-acquisition transitions, and other significant events can leave teams feeling frazzled and in need of a reset. That manager you’ve labelled a task master? They could feel under pressure to make an impression as a result of that recent promotion. That colleague who seems unmotivated, might have issues at home. The client who just lost it at one of your team on a call, might have had 4 people give them bad news today prior to their call.  All of this together could lead you to make an assumption that your organisation’s culture is toxic. When in fact it’s just tired or in need of a reset. When we work with organisations, typically we meet them after a period of growth, post acquisition or some other event where the glow of success has begun to fade. The people have been flat out, which has caused growth, they haven’t had time to stop and build for the future. They had to keep going with the tools they have at the pace that’s required – until something goes pop. It could be a leader who mis-steps, a process that breaks, a client that complains or all of the above, all at the same time. But it’s probably not toxic, not yet. It’s just tired. When we run our cultural diagnostic we cover 12 areas of your business asking your team for insights about the way they work, how people communicate, what metrics are valued beyond financials – even how innovation is captured and encouraged. We often find that people are still aligned with the leader and bought into the organisation, often they still love what they do. It’s how they do it that has changed. They’re frazzled and need a reset and refocus. Where it has become toxic that’s a different strategy but 7 times out of 10 it’s just tired and needs to evolve in line with the new organisation. Organisational culture can feel tired and stale over time – especially after a period of growth. Here’s why and what you can do about it: Lack of Innovation and Stagnation: When an organisation’s culture becomes stagnant, it often struggles to adapt to changing market dynamics, technology advancements, and customer needs. This can lead to a lack of innovation, decreased employee engagement, and diminished competitiveness. Employee Disengagement: A tired organisational culture can result in disengaged employees who may feel tired, or undervalued, or simply disconnected from their work. This can manifest in decreased productivity, lower morale, and higher absenteeism. Increased Turnover: Disengaged employees are more likely to seek opportunities outside the organisation, leading to increased turnover rates. This can disrupt team dynamics, hinder knowledge transfer, and affect overall performance. Negative Impact on Brand Reputation: A tired organisational culture can also impact a company’s brand reputation negatively. Customers and potential employees may form negative perceptions based on the organisation’s culture. This can affect its ability to attract and retain top talent and customers. Reduced Market Advantage: A vibrant and adaptable organisational culture is crucial for maintaining a competitive advantage. A tired culture can hinder an organisation’s ability to innovate, respond to market changes, and attract and retain top talent. Here are some ideas to begin revitalising your organisational culture: Assessment and Alignment: Conduct a thorough assessment of the organisation to identify areas of improvement and ensure alignment with the desired culture. Employee Engagement Initiatives: Implement employee engagement initiatives such as recognition programs, professional development opportunities, and regular feedback mechanisms to enhance employee morale and motivation. Cultural Change Programs: Introduce cultural change programs that focus on fostering a positive and inclusive work environment, encouraging collaboration, and promoting a growth mindset. Transparent Communication: Foster a culture of transparent and open communication at all levels of the organisation to address concerns, provide regular updates, and build trust. Innovation and Agility: Encourage innovation and agility by providing opportunities for employees to experiment, take calculated risks, and learn from failures without judgement or consequence. Champion Inclusion: Create a welcoming and inclusive work environment where all employees feel valued, heard and respected. Continuous Learning and Development: Promote continuous learning and development opportunities for employees to enhance their skills and knowledge, done well this will contribute to organisational growth and innovation. Customer-Centric Approach: Emphasise a customer-centric approach to ensure that the organisation’s culture is aligned with delivering exceptional customer experiences. This will also add value in communicating your values externally aligning your ideal customers with your values. Culture Ambassadors: Identify and empower culture ambassadors who embody the desired culture and can influence others through their actions and behaviours. Regular Feedback and Evaluation: Regularly evaluate the effectiveness of cultural change initiatives and seek feedback from employees to make necessary adjustments. Leadership Commitment: Ensure that leadership is fully committed to the cultural change process and leads by example, setting the tone for the desired culture. Revitalising an organisational culture takes time, effort, and commitment from all levels of the organisation. However, the benefits of a vibrant and adaptable culture, such as increased employee engagement, innovation, and competitiveness, can deliver significant long-term success. If you’re looking to reignite your organisational culture, we’d love to hear from you. We can provide guidance, support, and resources to help you create a positive and productive work environment that drives innovation, engagement, and success.

Is your organisational culture toxic or just tired? Read More »

Exploring The HR Landscape: A conversation with Alan Taylor

Leave a Comment / Blog /

Back in 2019, we spoke with Alan Taylor about his career and the challenges he faced back then. Recently we spoke with Alan again to understand the challenges he was facing post COVID and the changes that had taken place in the HR landscape as he sees it. What challenges are you currently facing as an HR leader in 2023? Alan Taylor: In many ways, the challenges are still rooted in people, but they’ve evolved. We’ve experienced substantial growth in the last four years, with multiple acquisitions and an expanded organisational structure. Challenges persist in managing the people aspect, especially when supporting operations across 24 countries with 29 factories. The local focus is crucial, considering the diverse cultures across locations, ranging from urban China to rural Slovakia. How has Volex addressed these challenges, especially with the growth and acquisitions? Our approach has been twofold. Locally, we focus on plant reputation, ensuring each factory is a great place to work. We’ve implemented employee referral programs to engage our workforce, emphasising that these programs thrive when the factory environment is positive. Globally, managing talent complexity is a key aspect. Integrating a global function across five regions brings challenges in managing policies, change, and addressing cybersecurity concerns. It’s a complex landscape, more so than four years ago. Considering the impact of the pandemic, how has Volex managed hybrid and remote working, especially in a multinational organisation? Interestingly, we didn’t face significant issues. Our senior team was already largely home-based, scattered across the world. While travel was restricted, we seamlessly continued operations through global collaboration platforms like Teams. Our plants, producing essential components, remained open throughout the pandemic. Managing employee rotation to ensure occupancy levels helped to enhance safety. Overall, the impact on our operational model was minimal. Moving closer to home, can you share insights into Volex’s culture and how it’s maintained across diverse regions? Volex is primarily a manufacturer, specialising in power cords, connectors and related technologies. Our DNA revolves around getting electricity from the grid safely to a variety of appliances. We also delve into data centre products and offer assembly services for complex equipment like imaging systems. The culture is customer-first, emphasising quality, reliability, and sustainability. With 29 plants globally, the local culture plays a crucial role. Each plant, with its unique workforce, fosters a community feel, contributing to the broader customer-focused culture at the group level. Considering Volex’s growth and cultural uniformity efforts, what are the hiring needs and challenges you face with such a structure? The senior team underwent changes to align with a five-year growth plan. Pre-pandemic, we transitioned to a regional operating model, empowering regional heads to manage operations in their territories. Talent needs are driven by product expansion and business growth. With 95% of recruitment happening at the factory level, it’s a dynamic process that has to respond to demand fluctuations. How does Volex approach recruitment strategies, especially with such dynamic talent needs? Our strategy involves common practices like the employee referral program and leveraging platforms like LinkedIn. Analytics from LinkedIn guide our approach, with workshops then enhancing team efficiency. While we use external recruiters when needed, we’re gradually shifting toward a promote-from-within culture. The focus is on metrics, tracking external hires versus internal promotions, ultimately investing in internal talent development to reduce our reliance on external recruitment. Volex’s journey from 2019 to 2023 highlights the organisation’s adaptability to evolving challenges, a commitment to local and global cultures, and strategic shifts in talent acquisition and development. If you would like to start a conversation about People & Culture or have insights to share with our audience, please get in touch to start a conversation today.  

Exploring The HR Landscape: A conversation with Alan Taylor Read More »

Exploring the HR Journey: A Conversation with Neil Simmonds, HR Director at The Vita Group shares his insights on Career Progression and Key Challenges

Leave a Comment / HR Leaders /

In a recent interview, we had the privilege of chatting with Neil Simmonds, an accomplished HR leader with a diverse background and extensive experience in the field. From delving into his entry into the HR realm to discussing the current challenges faced by HR leaders in 2023, Neil shared valuable insights that shed light on his professional journey and the ever-evolving landscape of human resources. Can you share how you found your way into HR? Absolutely. Despite studying politics at university, my entry into HR wasn’t a direct path. It all began during a summer placement with BAE Systems in the UK, where I worked on HR projects and analytics. That experience ignited my interest, leading to an internship in Brussels and eventually joining BAE Systems as an HR graduate. Your career has seen you explore diverse industries. Was this a deliberate progression, or did opportunities come your way? It’s been a mix of both. BAE Systems provided a solid foundation, but I actively sought roles in different industries to broaden my experience. The move to the automotive sector with Jaguar Land Rover, for instance, was driven by a desire to take on new challenges and explore varied sectors. As an HR leader, what are the key challenges you’re facing now? There are four key challenges on our radar. Firstly, talent development and attraction remain crucial, considering the ongoing competition for the best people. Secondly, ensuring organizational agility to meet rapidly changing industry needs. Thirdly, the emerging focus on social sustainability, where HR plays a role in ESG and diversity and inclusion initiatives. Lastly, refining our HR operating model to align with the organization’s goals. How is Vita Group tackling these challenges? Vita Group has a strategic approach. We’re working on enhancing talent performance management, upskilling our people managers, and establishing sustainable systems and data practices. Being a valuable business partner, especially during times of transformation, is a key focus. As we navigate multiple HR systems across our European plants, a systems roadmap is in the works to streamline operations. Do you have any advice for those starting their HR career or aiming for a leadership role? For those starting out, focus on acquiring grassroots skills, especially in employee relations. Even at senior levels, these skills are crucial. For aspiring leaders, curiosity about the business, understanding its financial dynamics, and having the courage to actively contribute to strategic conversations are key. Recognize the vital role HR plays in every business. Neil’s experience underscores the importance of adaptability, continuous learning, and proactive engagement in shaping a successful HR career in the dynamic landscape of 2023. If you would like to start a conversation about developing your career in HR, please get in touch to start a conversation. If you know someone who has a great career journey with valuable insights to share, please get in touch to nominate them for a future conversation.

Exploring the HR Journey: A Conversation with Neil Simmonds, HR Director at The Vita Group shares his insights on Career Progression and Key Challenges Read More »

Online Course: Identify & Develop Your Unique Culture

Leave a Comment / Blog /

Now more than ever the importance of organisational culture cannot be overstated. A powerful, authentic culture can serve as a catalyst for transformative results, setting your organisation apart from the rest.  Recognising this, we are pleased to introduce our 12-month course designed to guide you through the process of capturing and harnessing your unique organisational culture. Why We Created This Course At Human, we understand that every organisation is unique, with its own set of values, beliefs, and traditions. We believe that a well-defined and consciously cultivated culture is the cornerstone of success. With this in mind, we have created a comprehensive course that provides access to a range of tools and techniques aimed at capturing the essence of your organisational culture. Course Highlights Maintain and Develop Your Unique Culture: Learn how to identify and preserve the elements that make your culture distinctive. Our course will guide you through strategies to nurture and evolve your culture in alignment with your organisational goals. Invest in Your People and Their Development: Discover how investing in the development of your team members can contribute to a flourishing culture. Our modules focus not only on organisational culture but also on individual growth, fostering a symbiotic relationship between personal and professional development. Self-Paced Learning: Our 12-month course is designed to maximise input while minimising disruption. Enjoy the flexibility of self-paced learning, allowing you to tailor the experience to the unique needs and schedules of your team. Build a Powerful, Authentic Culture: Uncover the secrets to humanising your culture and creating a unique competitive advantage. Our course provides practical insights and actionable steps to build a culture that resonates authentically with your team and stakeholders. You will also have access to our team during weekly webinars designed to keep you moving towards your goals and support you and your team to answer any questions. “Anyone Can Copy Your Strategy, But No One Can Copy Your Culture.” This powerful statement underscores the uniqueness and irreplicability of organisational culture. Our course empowers you to leverage this truth, turning your culture into a formidable asset that sets you apart from the competition. Get Started Today Start your journey of cultural transformation with our 12-month course. To get started, contact our team at hello@recruithuman.co.uk or click here to learn more.  Testimonials Here’s what some of our clients had to say about working with us: You Tube Testimonial You Tube Testimonial  In a world where competition is fierce and imitation is common, your organisational culture remains unique. Invest in the development of your culture with our comprehensive course, and witness the transformative results that a powerful, authentic culture can bring to your organisation.

Online Course: Identify & Develop Your Unique Culture Read More »

Who-Not-How: Unleashing Growth Through People: 6 essential questions to ask yourself before creating a job description

Leave a Comment / Blog /

Your Next Step in Hiring: Profile Builder for Scaling Teams Hiring the best people is important for any business. Hiring the right people at the right time is paramount. Crafting an effective job description is just one step of many to identify, attract and engage the right people for your growing team.   Get it wrong and it directly impacts the success, efficiency and culture of your organisation. Get it right and… we all know the rest of that story.  Before you start writing the next job description for a new team member, there are six important questions to consider. One question that plays over in every leader’s head at one time or another is: “Who do I need to hire next?” It’s a pivotal decision that can significantly impact an organisation’s growth and success. Hiring the right person for a specific role can be challenging, but it doesn’t have to be a guessing game.    By asking a series of in-depth questions, we guide you through a thought-provoking process to understand what tasks should be delegated, automated, created, or considered for consolidation within your organisation.   Let’s take a closer look at some of the questions you should be asking yourself as the business leader to guide you toward making informed hiring decisions:   What Do You Spend Time Doing That Only You Can Do?   The first question delves into the core of your responsibilities. It helps you identify tasks and functions that require your unique expertise and decision-making abilities. By recognising these key activities, you’ll ensure they remain under your direct supervision while freeing up your time for more strategic thinking.   What Do You Spend Time Doing That Could Be Automated?   Automation is the key to efficiency. Human’s Profile Builder will prompt you to identify repetitive and time-consuming tasks that can be automated. This not only saves time but also reduces the risk of human error, ensuring consistency and quality in your operations.   What Can Be Delegated Tomorrow?   Delegation is a crucial skill for effective leadership. The tool will help you pinpoint tasks that can be passed on to others within your organisation. It considers whether you have team members with the necessary skills and resources to handle these responsibilities, paving the way for your team’s growth and development.   Do You Have the Skills and Resources Within the Business to Delegate?   This question serves as a reality check. It encourages you to assess your team’s capabilities and whether they have the skills and resources required to take on the delegated tasks. By understanding your team’s potential, you can confidently entrust them with more responsibilities.   Are There Tasks That Could Be Consolidated for Greater Efficiency?   This question focuses on the possibility of streamlining processes within your organisation. Would that 8 step process achieve the same outcome if it were only 5 steps? This question encourages you to examine if there are tasks or responsibilities that could be merged, leading to a more efficient use of resources and a clearer path for potential role creation.   What Are the Long-Term Goals of This New Role?   Looking beyond the immediate needs of your business, this question asks you to envision the future. It prompts you to consider the strategic goals of the new role you’re planning to create, ensuring it aligns with your organisation’s growth and development.   The End Result: A Clear Profile for Your Next Hire   After a thoughtful journey through these and other questions, Profile Builder provides you with a clear and well-defined profile of the role your business needs to hire next. It takes into account your unique expertise, automation possibilities, delegation opportunities, potential for consolidation, and long-term strategic objectives.   Ready to Take the Next Step?   If you want to speak with our Talent Acquisition team, book a consultation call and they will work closely with you to identify the right candidate, craft a compelling job description, and assist you throughout the hiring process.   As a business leader, your time is precious. You are the driving force behind your organisation’s success, and it’s crucial to allocate your energy and expertise where it matters most. Human helps streamline your decision-making and helps you identify the critical roles your business needs.   Take the guesswork out of your next hire. Book a consultation today and take the next step in shaping your organisation’s future.  

Who-Not-How: Unleashing Growth Through People: 6 essential questions to ask yourself before creating a job description Read More »

Unlocking Organisational Excellence: The Power of a Values-Based Decision Tree

Leave a Comment / Blog /

What is a Values Based Decision Tree and why your organisation needs one In a highly competitive landscape your organisation needs a competitive advantage: to attract and retain talent, to engage existing team members, to help develop your people and above all to move at the speed required to meet the pace of change. To stay ahead of the competition, some organisations are placing a greater emphasis on aligning their decisions with their core values. A values-based decision tree is a powerful tool that helps organisations achieve all of the goals above – and more. “When your values are clear to you, making decisions becomes easier” Roy E Disney What is a Values Based Decision Tree? A values-based decision tree is a framework designed to help guide individuals and teams in making decisions that reflect and uphold your organisation’s core values. It serves as a practical tool to integrate ethical and cultural considerations into the fabric of daily decision-making, from strategic choices to everyday operations. The Components of a Values-Based Decision Tree: Defining Core Values: The first step in creating a values-based decision tree is to articulate and define your organisation’s core values. These values form the bedrock of your company’s culture and mission, and provide a shared foundation for decision-making. Decision Branches: The decision tree comprises various branches, each representing a different facet of the decision-making process. These branches should align with your organisation’s values and may include considerations such as ethical, environmental, financial, and social factors. Decision Criteria: For each branch, specific decision criteria are established. These criteria help evaluate whether a particular decision aligns with the organisation’s values. These criteria should be practical and actionable, enabling teams to make informed choices.Does this align with our value of x? Let’s do it! Does this action demonstrate y? Great, let’s go! Will this help us be more z? What are we waiting for? Scenarios and Examples: To illustrate how the decision tree operates in real-world situations, organisations should provide concrete scenarios and examples. These practical instances make the tool more accessible and applicable for teams. It could help to recreate the decision tree by copying the criteria but using examples relevant to each team. The Importance of Implementing a Values-Based Decision Tree: Empowering Teams: A values-based decision tree empowers teams by granting them the autonomy to make decisions within the parameters of the organisation’s values. It also reinforces accountability, as teams are responsible for ensuring their decisions align with these values. Fostering Inclusivity and Ownership: Involving teams in the development and refinement of the decision tree fosters a sense of ownership and inclusivity. Teams become active contributors to shaping the organisation’s culture, and their input ensures the tree remains relevant and effective. Encouraging Continuous Learning and Improvement: A values-based decision tree promotes a culture of continuous learning and improvement. Teams can assess past decisions for alignment with values and identify areas for enhancement. This iterative process contributes to organisational growth and maturity. How It Helps: Cultivating a Values-Centric Culture: The values-based decision tree serves as a cornerstone for embedding and nurturing an organisation’s culture. It underscores the significance of values in decision-making, which, over time, becomes an integral part of the organisation’s identity. Ensuring Cultural Consistency: Consistent use of the decision tree across teams promotes cultural uniformity within the organisation. This consistency enhances the organisation’s reputation, trustworthiness, and appeal to employees, customers, and stakeholders. Adapting with Resilience: A values-based decision tree allows organisations to adapt to changing circumstances while remaining steadfast in their commitment to core values. It provides a flexible yet robust framework that empowers teams to navigate complex challenges without compromising ethical and cultural principles. Values and ethics play an increasingly pivotal role in business success and longevity. A values-based decision tree is a crucial tool for organisations who want to embed or develop a strong organisational culture. It empowers teams to make decisions aligned with the organisation’s values, fosters autonomy and accountability, and plays a central role in embedding and nurturing a values-centric organisational culture. By embracing this tool, organisations can build a stronger, more resilient workforce, driving long-term success and contributing positively to society. Ready to transform your organisation’s decision-making and culture? Book a consultation to get started on your journey.

Unlocking Organisational Excellence: The Power of a Values-Based Decision Tree Read More »

“Being authentic, grounded, and appreciative of the employee experience is vital” Clare Farmer, Global CPO shares her insights on developing a career in HR.

Leave a Comment / HR Leaders /

As part of our commitment to support candidates in developing fulfilling careers, we’ve invited HR Leaders from a wide variety of organisations to share their insights on building a career, the challenges they face and what advice they would share with those hoping to follow in their footsteps. This week, we had a great conversation with Clare Farmer, a passionate, commercial and creative, Global CPO who has built a career helping to build and develop global teams within construction, manufacturing and professional services. How did you get into HR? In truth, I stumbled into a career in HR due to my inquisitive nature. However, I was fortunate to have a great mentor early on who provided invaluable advice and inspired me to pursue HR further. I’ve often considered specialising in a particular area within HR, but as a generalist, I found it challenging to break into a specific specialisation. Interestingly, it seems easier the other way around, which I still find odd. If given the opportunity, I would love to focus on engagement, talent management, communications, or learning and development. What challenges are you currently facing, whether professionally or personally? Currently, I am facing some challenges in my career. The job market is quite strange at the moment, I’m looking for a company culture that values its people and their well-being. I’m currently supporting a great CEO and their team on an interim basis but will be continuing my search for a permanent position as that comes to a close. On a personal note, I am enjoying having more time to read and work with my coach. I am constantly working on further developing my learning and honing my leadership skills. What advice would you give to those planning to pursue an HR career? For those planning to pursue an HR career, my advice would be to seek advice from well-regarded HR professionals across different sectors to gain true insight into the field. HR is not for the faint-hearted, especially as you advance to higher HR roles. It’s crucial to align with key stakeholders in the business to truly understand and connect with their needs and goals. Honing your skills to proactively illustrate how engagement and effective people management can improve productivity and reduce costs will be essential. Developing and continuously refining personal resilience is also crucial because HR can be demanding and challenging. Accepting that HR is multi-faceted is vital – you’ll need to understand the day-to-day operational aspects of HR while also creating and executing meaningful people strategies that align with the overall business goals. Furthermore, it’s essential to recognize that you cannot please everyone all the time, which can be tough. Being authentic, grounded, and appreciative of the employee experience is vital to me. I believe in staying connected with all employees, from new joiners to front-facing colleagues, all the way up to board-level colleagues. Understanding the issues they face and providing support to achieve necessary changes is a key part of the HR role. In smaller businesses, HR can sometimes be seen as an overhead. Therefore, it’s crucial to focus on connectedness, adding real value, and fostering the employee voice to promote diversity of thought and organisational resilience. Clare began her HR career with pwc before developing her career from HR Officer to HRBP and most recently Global CPO supporting 700 employees across Asia, the US and UK.  If you are interested in having a confidential conversation about your career or would like support in growing your team, please get in touch today.

“Being authentic, grounded, and appreciative of the employee experience is vital” Clare Farmer, Global CPO shares her insights on developing a career in HR. Read More »

Scroll to Top