Appoint HR & Management Spring Summer 2015

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  2. 2. 2 Spring/Summer2015 | HR&Management Inside this issue 3-4How to: Conversations need to be constructive, or relationships between managers and employees will suffer. How do you set the tone? 5-7Need to know: 10 strategies of world class HR organisations; law changes; 6 tips for winning at job interviews. 8Supplying the best: How do you build a highly successful team? New videos by REED highlight our thought leadership. 9Market overview: What do employers gain from graduate talent? Tom Lovell, REED Specialist Recruitment UK Managing Director, explains. 10-14Revolving doors: The markets for temporary and graduate recruitment can often provide a barometer for the overall condition of UK jobs. 15-17 Hiring the right people to manage: Whether promoted internally or hired externally, hiring managers should be a strategic activity. 18-19A day in the life: Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance. NEWSVIEWS FEATURES PROFESSIONAL PRACTICE The jobs market has shifted for all types of candidate temporary, permanent and graduate. For employers needing the right mix of skills and experience to strengthen and grow their organisations, adopting a strategic approach to workforce planning, hiring and managing will be critical. Progressive employers will seek to develop an understanding of where skills whether graduate or not are needed within the organisation and take planned and measured steps, with the help of a recruitment agency, to fill the vacancies most appropriately. Time to prioritise relationships welcome p2
  3. 3. 3 If workplace discussions are not constructive, relationships between managers and employees are ineffective and can damage the organisation. How to have constructive conversations Communication 'We want any criticism we give to lead to change' Spring/Summer2015 | HRManagement p3
  4. 4. 4 Spring/Summer2015 | HRManagement 1: UNDERSTAND WHAT YOUR GOALS ARE Constructive conversations are typically associated with negative appraisals. We want any criticism we give to lead to change. But positive conversations should have a specific goal too. Before sitting down with the person, consider what it is you want to get out of the conversation do you want them to improve their performance, or show them how much you appreciate their work? Often it may be a combination of both. 2: ADDRESS PERSONAL FEELINGS BEFORE THE CONVERSATION Going into a conversation angry, disappointed or distressed is unlikely to achieve much and could make matters worse. Go for a walk, have a cup of tea, sleep on it, do what you know will help to calm you down first. If you cant delay the conversation, and still feel angry, try to prepare what you will say in advance using the most objective language possible. 3: LEAD FROM THE TOP Senior leaders need to set the tone in the conversations they have. This includes adopting a particular approach to addressing all-staff meetings, or building conversations into the daily functioning of the company encouraging face-to-face meetings rather than emails, and proposing weekly one-to-one discussions. 4: SET OUT CLEARLY, OPENLY AND OBJECTIVELY WHAT YOU NEED TO SAY Whether you have called a meeting to ask your manager for a pay rise, or need to discuss performance management with an employee, be clear and open about why you are having the conversation. Be specific about your achievements. Show youve done your research with what your peers are earning elsewhere, for example. 5: BE EMPATHETIC We are still human beings, and sometimes emotions take over. But, particularly if you are a manager, showing empathy for a persons situation and trying to understand the reasons for their behaviour is vital. Take the time to try and understand what pressures they are under or what they are feeling. This can make a big difference. he calibre of conversations that take place at work has a big impact on hiring the right employees, the kind of leadership style deployed by managers and the success of the corporate culture. Unhelpful conversations can result in the wrong person being hired or the right person thinking they are the wrong fit for the organisation. How do you set the tone? How to have constructive conversations p4
  5. 5. 5 Spring/Summer2015 | HRManagement Need to know THE LEADERSHIP SKILLS A MANAGER SHOULD DISPLAY: Inspires and motivates others Displays strong integrity and honesty Solves problems and analyses issues Drives for results Communicates powerfully and prolifically Collaborates and promotes teamwork Builds relationships Displays technical or professional expertise Displays a strategic perspective Develops others Takes initiative Innovates Champions change Connects the group to the outside world Establishes stretch goals Practices self- development Source: Jack Zenger and Joseph Folkam, Harvard Business Review 88 billion the annual contribution of soft skills to the UK economy 9,069 the average annual pay gap between professional men and women 86% the difference between retention rates for managers at world-class HR organisations and typical organisations. 6 TIPS FOR WINNING AT JOB INTERVIEWS From Laszlo Bock, Googles senior vice president, people operations 1Generate a list of 20 questions you are likely to be asked: Why do you want this job?, What is a tough problem youve solved? 2For each of the 20 questions, write down your answer. This process makes it stick in your brain and you can answer the question automatically. 3Have a backup plan and write three equally good answers for every question for when you have more than one interview for a job. 4Answer every question with a story, example or facts that proves you can do what you have been asked about. 5Focus on the interviewer what can you see about them in their office, what is their demeanour like? Do they like your questions or do you need to veer in another direction? 6Practice your answers out loud until you can tell each story smoothly without thinking about it. p5
  6. 6. 6 Need to know 1Have a greater focus on strategic workforce planning, with an understanding of what skills need to be developed or acquired for their business to succeed. 2Operate at 23% lower cost per employee than typical companies. 3Function with 32% fewer staff than typical companies. 4Use analytics to provide better data on the companys human capital and quantify the value of HR to the business. 5Achieve higher levels of self-service and automation across a wide array of administrative and transactional activities, in part by spending 8% more on technology. 6Operate with far fewer job grades, health and welfare administration plans and compensation plans, in order to reduce complexity. 7Be significantly flatter, with 22% fewer managers, 23% fewer clerical staff and 26% more professionals. 8Reconfigure internal staff and retain fewer employees in house when outsourcing. 9Place 61% more staff per full-time equivalent internally, reducing the cost of hiring. 10Show 82% better development of managers so they can move into leadership roles, through improved succession planning, better retention plans and enhanced organisational and leadership development. Source: The Hackett Group, How leading HR organisations outperform their peersSpring/Summer2015 | HRManagement 10 strategies of world class HR organisations p6
  7. 7. 7 Spring/Summer2015 | HRManagement Law changes Biological and adoptive parents of children due on or after 5 April 2015 can request to share parental leave. In addition, the husband, civil partner or partner of a pregnant woman is allowed the right to unpaid time off for up to two antenatal appointments. The health and work assessment and advisory service will be introduced, offering free occupational health assistance for employers, employees and GPs. It can provide an occupational health assessment after four weeks of sickness absence. Parents of children under 18 will now be able to request unpaid parental leave. Employees looking to adopt children now no longer need a minimum of 26 weeks service with the employer, and adoption pay will be 90% of normal earnings for the first six weeks, in line with statutory maternity pay. Statutory pay for maternity, paternity, adoption and shared parental leave has increased to 139.58 per week. Statutory sick pay will increase to 88.45 per week. Parents who have a child through surrogacy will be permitted to take ordinary paternity, adoption and shared parental leave and pay. Both parents will also be entitled to take unpaid time off to attend antenatal appointments with the woman carrying the child. The limit for a weeks pay when calculating redundancy pay will rise to 475. The limit for a weeks pay will increase to 475 when calculating unfair dismissal. The maximum compensation amount will rise to 78,355. Soft skills like communication and teamwork are incredibly important to our business because of the impact they can have on our customers experience. As integral as they are to the performance and progression of our employees, I know that we can do more to recognise their importance. Jez Langhorn, chief people officer, McDonalds UKNorthern Europe. The most dangerous leadership myth is that leaders are born that there is a genetic factor to leadership. Thats nonsense; in fact, the opposite is true. Leaders are made rather than born. Warren Bennis, management writer. Without the capacity to work with others, to communicate effectively and appropriately, to manage their emotions and channel their energy, to problem solve and perhaps most importantly to have resilience so when things go wrong they can learn from it and pick themselves up and carry on, young people struggle to secure work and be proactive members of their communities. Fiona Blacke, outgoing CEO, National Youth Agency. Soundbites Employment law changes since 1st April you need to know: Need to know Source: Acas p7 NEW REGULATIONS ON SHARED PARENTAL LEAVE Click here to read the full article
  8. 8. 8 Spring/Summer2015 | HRManagement Career tips How do you build a highly successful team? Whats the best way to advance your career? Three procurement directors have outlined their tips and advice in best practice videos by REED Supplying the Best T hree procurement industry leaders have taken part in the first set of videos by REED as part of the recruitment consultancys new approach to thought-leadership. ChiefpurchasingofficeratBritvic SoftDrinksandwinneroftheCIPS ProcurementandSupplyChain ProfessionaloftheYearawardin2014, FabienneLesbros,AndrewNewnham, chiefpurchasingofficeratITV,andChris Ayscough,purchasingdirectoratSITA, haveallstarredinthenewvideos. Thethreeprofessionalsdiscuss topicsincludingsupplierrelationship management,buildinganeffective procurementteamandhow organisationscangoaboutchanging theirprocurementstrategy.Theyalso discusstheall-importantcareertips forprofessionalshopingtoclimbthe procurementandmanagementcareer ladders. Theirinsighthasbeencapturedinpart animated/partinterview-styleshortvideos inwhichfinely-tunedquestionsimmediately gettotheheartofwhatachievingsuccess inthesectorreallytakes. Withaheritagestretchingbackover50 years,ReedProcurementSupplyChain isattheforefrontoftheUKsprocurement andsupplychainrecruitmentmarket. Fivedecadesofexperiencehave facilitatedthedevelopmentofunrivalled expertise,andwithclientsacrosstheUK andindustry-leadinglevelsofintegrity andprofessionalism,combinedwith pioneeringusesoftechnology. REEDseesitsenviablepositionasa leadingconsultancyasanopportunity topromotebestpracticeforthewider goodoftheindustry.Video,withits unparalleledvalueasacontentmedium, istheobviouschannelthroughwhichto conveythebestpracticemessage,and directcommunicationwithkeyplayers inthesectorwaschosenasameansof generatingastuteandengagingcontent onthesubject. Todate,threevideoshavebeenproduced,, LinkedInandTwitter,andwillappear p8 Fabienne Lesbros CPO, Britvic Soft Drinks Andrew Newnham CPO, ITV Chris Ayscough purchasing director, SITA
  9. 9. 9 Spring/Summer2015 | HRManagement Market overview Employers are taking on graduates again. This is a positive sign for the jobs market as a whole, says Tom Lovell, UK Managing Director of REED Specialist Recruitment G raduateshavenotbeenimmunetotheeffects oftherecession.Justastheoveralljobsmarket wasdealtaknock,sotooweregraduateswhen employersreducedtheirintakeastheysought tokeeptheirstaffingcoststoaminimum. Arguablythegraduaterecruitmentmarkethaspickedup fasterthanthegeneraljobsmarket.Therearenowmuchhigher numbersofpeoplerecruitedontograduateprogrammes,and fromeverythingIhaveseenthatwillcontinue. Alongsideformalgraduaterecruitmentprogrammes,more organisationsarehiringgraduatesintodirectentryrolesinorder tofillthepositionswithpeoplewhomaynothavetheexperience, butofferthepotentialtogrowquicklyintotherolesavailable. Thebenefitsofrecruitinggraduatesontoaformalprogramme arenumerous.Organisationscanintroducedifferentskillsets andinjecttalentintothebusiness.Suchprogrammesaid successionplanningandhelpkeeptheorganisationuptodate byofferingtalentpipelines,whilstalsoprovidingrealinsightinto thedesiresandworkingstylesofthedifferentgenerationsthat wenowhaveintheworkforce. Buttherearechallengestoaddressinordertogetitright. Organisationsneedtobeclearonwhattheyaretryingto achievedotheywanttoimprovetheirorganisationalgenepool, hiretheirfutureleadersorsimplyrecruitthebesttalentavailable fortheircurrentvacancies?Differentapproachestograduate recruitmentshouldbeconsideredcarefully,dependentonthe desiredoutcomes. Businessesmustalsobeflexibleabouthowtheyachieve theiraims.Theyneedtoconsiderwhatishappeninginterms ofchangingmethodsofcommunicationandhowtheyreach outtotheirdesiredaudiencesinordertogettheirmessages across.Intelligentandmarketablegraduatesaremorelikelyto undertakeconsiderableamountsofdesk-basedresearchinto companies.Theyarelookingforhowthatcompanyscoresas anemployer,andwhatothergraduatesalreadyworkingthere sayabouttheirexperiences.Therearenownumerouswaysthat organisationsemployerbrands,whetherpositiveornegative, areimmediatelyavailabletocandidates. Inaddition,employersneedtoensurethatcareerdevelopment opportunitiesexistforall,andnotjustanelitefew,suchthatthey avoidcreatingatwo-tierworkforce.Investmentingraduate developmentattheexpenseoftherestoftheworkforcecan bedivisive.Thismustbeaboutgettingthebestoutofeveryone, makingsureeveryoneissuitablyengaged,incentivisedand managed. Gettingtherecruitmentrightinthefirstplacehiringthose whoaretherightfitfortheorganisationisvital.Acultural mismatchcanbeacostlymistake.Ensuringlinemanagersare uptospeedonthebenefitsofgraduaterecruitmentwillbean importantwaytosellanyprogrammeacrosstheorganisation. Goodrecruiterstoocanprovidenotjustawiderrecruitmentpool butexpertiseinselectionandassessmenttoensureyousecure thebesttalentavailable. Iforganisationsrecruittherightgraduateswiththeright aptitudesthatalignwiththeircorporateculture,thentheyhave agreatopportunitytodevelopaveryloyalandappropriately- skilledworkforce.Itcanbeaveryeconomicalwaytoensurean organisation gainsthetalentsrequiredforasuccessfulfuture. p9
  10. 10. 10 Spring/Summer2015 | HRManagement Temps and graduates Graduates and temporary workers give employers a talent pipeline and the flexibility to grow. How do these job markets look? p10
  11. 11. 11 Spring/Summer2015 | HRManagement Temps and graduates T emporaryworkersand graduatesprovideemployers withtheflexibilityandtalent pipelinestogrowasthe economyexpands.Theyalso actasabarometerfortheoverallcondition oftheUKjobsmarket. Graduaterecruitment Thejobssectorforuniversityleavershas massivelyincreasedsincethe1980s.About 400,000studentsgraduatefromuniversity intheUKeveryyear,accordingtotheCIPDs chiefexaminerStephenTaylor. Yetlikeeveryotherpartofthejobs market,therolesavailableforgraduates sufferedaslowdownfollowingthe2008 financialcrash.Now,though,themarket isontheuptheunemploymentratefor 16to24yearoldshasgonedowninthe last12monthsbyalmost4.5percentage pointsto16.6percentandthesameperiod haswitnesseda7.9percentincrease inthenumberofgraduateshiredbytop employers.IncomeDataServiceshas predictedan8percentincreaseinthe numberofoverallavailablegraduateroles intheyeartocome. Twinnedwiththisgrowthinvacancies isashortageofcandidateswiththe rightmixofskills,however.Almost45% ofemployershadunfilledvacanciesin 2013-2014,accordingtotheAssociationof GraduateRecruitersannualsurvey.TheIT andtelecomssectorwasworstaffected, with11.8%ofvacanciesunfilled. Employerscitedifferentreasonsforthis, includingalackoftechnicalorprofessional skillsorstudentsrenegingonoffers. Candidatesthatunderstandtheworldof work,understandtheirownskillsandcan translatethatintoacompellingproposition aremuchmorelikelytobesuccessfulin thejobsmarket,saysStephenIsherwood, chiefexecutiveoftheAGR. However,theorganisationhasalso calledonemployers,schoolsand universitiestoworkbettertogetherto inspirestudentstoachievetheirpotential. Thismeansbettercareersadviceand enterpriseeducationinschoolsand universities,aswellasmoremeaningful paidworkexperiencetoexposeyoung peopletotheworkingworld,Usherwood adds. p11
  12. 12. 12 Spring/Summer2015 | HRManagement Temps and graduates Temporaryworkers Movement across the temporary and interim workers market in the UK has been reasonably fluid over the last year. Employers have continued to turn to temporary workers to fill skills shortages, particularly if they are expanding, and hourly rates of pay for temporary and contract workers has increased at the fastest pace since July 2007, according to the most recent REC and KPMG Report on Jobs. However, the sector has experienced a slight slowdown more recently as employers look to recruit permanently again. The most recent REC and KPMG Report on Jobs shows that temporary billings have risen at theirslowestrateforsixmonths.Inaddition,temporary andcontractstaffavailabilityhasdeclinedatamarked pace.Thesectorsshowingthegreatestriseindemandfor temporaryworkersarenursing,medicalandcare,followed bysecretarialandclericalworkers,accordingtotheREC. Acrossallofthe21specialismsinwhichREEDrecruits temporaryworkers,lastyearsawa32%increasein temporaryjobvacancies,comparedtoa30%increasein permanentvacancies.WhilepayratesforREEDinterim candidateshavesteadilyrisen,forlessexperienced temporaryworkers,rateshavebeensqueezedandthere isatendencyforemployerstousetempsforadhocwork, ratherthanmoresystematicrecruitment. Despitethis,therangeoflegislativemeasuresthatthe temporaryworkersjobmarkethasbeensubjectto,means employersmustunderstandwhatisrequiredofthem whenhiringtempsforadhocwork. Thecomplexrulesregardingtemporaryworkers employedbyon-andoffshoreumbrellacompanieshave resultedinagenciesbeingauditedeverymonthonhow theylabeltemporarycandidates whetherascontractors underumbrellacompaniesoraslimitedcompanies. Anytaxliabilitiesfortemporaryworkersarenowheldby recruitmentagencies,andiftheyareconsideredbyHMRC tohavecontractorsontheirbookswhocouldbeclassified asemployees,theycouldbeviabletoheavyfines. OtherHMTreasurychangeswillaffectorganisations employingtemporaryworkers.Alongwiththeriseofthe nationalminimumwageto6.50perhourforover21 yearolds, under21snownolongerhavetopaynational insurancecontributions.Employersandagenciesmust ensuretheyknowwhatproportionoftheirworkforceis undertheageof21,andwhethertheyaretemporaryor permanent. Gettingtogripswiththemakeupoftheworkforcewill bevitalforHRdepartmentsascontractorsoftencomeout ofanorganisationsoperationalbudget,ratherthananHR budget.Theriskisthatcontractorsareoverlookedwith regardstobothhealthandsafetyandrelevantemployment legislation,whichcouldputemployersatrisk. Asorganisationslooktogrowintheeconomy,theywill needtodeveloparealunderstandingofthegapsintheir workforceandhowtheycanbestbefilled,whetherwith permanent,temporaryorgraduateemployees. The range of legislative measures that the temporary workers job market has been subject to, means employers must understand what is required of them p12
  13. 13. TEMPORARY WORKERS T E M P O R A R Y W O R K E R S G R O W T H B I G G E S T I N T H E F O L L O W I N G S E C T O R S : increase in temporary job vacancies compared with 30% increase in permanent vacancies in 2014 500 per day starting day rate for interims 4,000 per day potential interim day rate for leadership and board-level positions +135% +95% +91% +61% Retail Security Energy Strategy and consultancy N U M B E R O F T E M P O R A R Y E M P L O Y E E S I N T H E U K Oct Dec 2012 Oct Dec 2013 Jan Mar 2014 Apr Jun 2014 Jul Sept 2014 Oct Dec 2014 1.69m 1.66m 1.60m 1.63m 1.74m 1.75m N U M B E R S O F T E M P O R A R Y E M P L OY E E S I N T H E U K BY P O S I T I O N ( O C T D E C 2 0 14 ) 371,000 Professional occupations 350,000 Elementary occupations 211,000 Associate professional and technical 211,000 Caring, leisure and other services 178,000 Administrative and secretarial 174,000 Sales and customer services 122,000 Process, plant and machine operatives 85,000 Skilled trades 40,000 Managers, directors and senior officials Temps and graduates 13 Spring/Summer2015 | HRManagement 32% p13
  14. 14. GRADUATES Temps and graduates 14 Spring/Summer2015 | HRManagement of the UKs leading graduate employers are offering paid work experience programmes for students and recent graduates during the 2014-2015 academic year an unprecedented 13,049 paid work placements are available. of UK organisations are employing more 16-24 year olds 25% over four-fifths UK UNEMPLOYMENT RATE FOR 16-24 YEAR OLDS 16.6% 18.5% 21% from May to July 2014 from February to April 2014 from July 2013 M O S T G E N E R O U S G R A D U AT E S A L A R I E S I N 2 0 1 5 ( M E D I A N ) Public sector AccountingProfessional Services firms BankingFinance Retail Armed Forces Law firms Banking and finance Oil and energy 45,000 40,000 36,500 32,500 S E C T O R S W I T H M O S T VA C A N C I E S : Investment banks 700number of graduate positions left unfilled last year due to last minute increases in vacancies 8.1% increase in the entry level vacancies in the last year median starting salary for graduates at leading UK employers 30,000 p14
  15. 15. Management skills 15 Spring/Summer2015 | HRManagement Hiring the right people to manage Whether promoted internally or recruited externally, hiring managers should be a strategic activity for organisations Images:Alamy p15
  16. 16. Management skills 16 Spring/Summer2015 | HRManagement E stimating how many managers operate in the UK is no mean feat. The CIPD cites proportions ranging from 30 to 45% of employees with responsibility for the supervision of people, in its report Megatrends: Are UK organisations getting better at managing their people. But these estimates are liable to differ as individuals job responsibilities and lines of reporting change. Managers role in ensuring employees understand their roles, are engaged, inspired, work well in their teams and are able to innovate contributes to overall profitability. Eighty per cent of the value of an organisation lies within human capital, says Patrick Woodman, head of research at the Chartered Management Institute. Yet in many cases, management in the UK is not up to scratch. The CIPDs research into leadership finds that about two-thirds of employees are satisfied with the relationship with their line manager but there are much lower levels of satisfaction with senior management and those responsible for running the organisation. In addition, CMI research has revealed that 43% of workers rate their managers as ineffective. One problem is that employees often end up in management positions by default. High performers are frequently promoted to management positions with mixed success. Being exceptional in one role does not automatically make an employee an exceptional manager. Management is a skill, a profession, in itself, says the CMIs Woodman. Remarkably, just one in five managers in the UK actually holds management qualifications. Organisations looking to recruit or promote should take qualifications into account. Professional accreditations also mark out those managers who have committed themselves to continuing professional development. But can exceptional managers be created, or should we just accept that some people are not meant to lead? Patrick Woodward says another way to consider it is that there are some people who are not comfortable with becoming managers, and organisations must take this into account when investing in their career development. The most important thing is for organisations to avoid creating the accidental manager one promoted because of their technical skills alone, and left without the support needed to learn the skills involved, he says. Management is a skill like any other; people can be trained to lead teams and lead them well. 10 character traits of great managers 1 Trustworthy and transparent 2 A positive attitude 3 Approachable and communicative, but able to regulate emotions 4 Decisive but a team-player 5 Knowledgeable about the job that needs to get done 6 Models the behaviour they want to see in their reports 7 Directly addresses under-performing employees by offering solutions and guidance 8 Shows flexibility in how roles are fulfilled 9 Demonstrates accountability for themselves and others 10 Nurtures others to develop their talents Management is a skill like any other; people can be trained to lead teams and lead them well. p16
  17. 17. p17 17 Spring/Summer2015 | HRManagement Top interview questions to ask aspiring managers 1 How would you discipline an employee? 2 How would you manage an under-performing employee? 3How do you nurture teams? 4How would you deal with a team member who disagreed with you? 5 How do you handle pressure? 6 How would you motivate your team? 7 How would you deliver bad news to your team? 8What is your management style? 9 How would previous team members describe your weaknesses as a manager? 10If you disagreed with your own manager on something, how would you handle it? Equally, organisations need to be wary of exhibiting unconscious bias towards certain groups of people at the expense of other groups. They should challenge fixed ideas about where leaders come from and what they look like, Woodward says. Managers must deliver long- term, sustainable success, not just short-term wins, so organisations should look for employees who are roles models and who embody their values. They get the results without compromising on ethical standards. Taking a systematic approach to assessing current management layers is very important. It enables decisions to be made about employees already in the organisation who might be suitable management candidates or whether there is a need to recruit externally. Whatever decisions are made, organisations must take a sensible and clearly thought out approach to recruiting managers and ensure once they are in position, they are sufficiently supported and developed. How to recruit managers An ad hoc strategy wont work. Consistent and strategic hiring is crucial Work out where you need managers Find out moreWrite appropriate job descriptions with appropriate reward packages Find out moreDevelop a recruitment strategy Find out moreThoroughly plan the interview process Find out moreDevelop a sufficient onboarding strategymake sure the organisation sticks to it Find out moreEnsure development is ongoing Find out more1 3 5 2 4 6
  18. 18. Professional practice 18 Spring/Summer2015 | HRManagement Rebekah Saunders is head of resourcing for Europe, Asia and Latin America at Walgreens Boots Alliance, owner of UK high street health and beauty chain, Boot's I really enjoy the pace of the business p18
  19. 19. 19 Spring/Summer2015 | HRManagement I work in a global role and it is important to ensure that our countries feel supported at all times. While I do plan carefully for each week, it is often necessary to change the focus and react quickly to a business requirement. Staying calm and being flexible enough to shift from one task to another very quickly is important. Understanding how to prioritise is also key. Ive found that taking a step back from a pressured situation and evaluating how to deliver quick wins really helps solve urgent issues. Im lucky to have a strong trusted team around me which helps in a fast moving business. Checking in and communicating well with my team are my must- dos. We are a small and lean yet highly efficient team that works well together in a dynamic environment. A large part of my role involves interviewing candidates for global roles. Add this to general business meetings, and its about 75% of the working day. Ive had to improve my efficiency fitting in the normal workload, including my teams development which is really important. Working in a continuously evolving and growing business makes this an ongoing challenge, one that pushes me to keep an eye on smarter, innovative methods of working. Ive found technology innovation for communication a godsend. As my role covers multiple countries I spend a huge amount of time on either video conference, Skype, FaceTime or conference calls. Face to face meetings are preferable, but often not time-efficient. Parts of my role requires me to work alone partnering with the business to discuss the future of their teams, and recruiting the right people. Finding time to think creatively is something Im very passionate about. I ensure both my team and I fit it into our busy schedules. We usually choose a strategic/priority focus topic once a month and go to a nearby caf to discuss it. In addition, I hold monthly cross-group calls with international counterparts to share ideas. Through these meetings we have discovered opportunities to collaborate on various initiatives that add real value to the business. I always try to acknowledge the work that I have done at the end of the day. In a business where there is so much to do, continuously, it can easily feel like the work never ends. This helps me recognise that Im achieving a lot very quickly. Often I will work with my global business stakeholders outside of UK business hours. The odd evening event or weekend work is something I am comfortable with, although I make it clear to my team that this is not expected of them. I love the people I work with: for me, this is what gets me out of bed every morning. I also really enjoy the dynamic pace of the business and being part of a growing organisation. In addition to strategic leadership, there is a lot of hands on building type work: challenging yet rewarding. Its so important to get the culture fit right for the business you work in. The only thing I hate is not having enough time in the day when I commute to certain offices! 'I've found technological innovation to be a godsend for my role, as it covers multiple countries' C V Rebekah Saunders February 2015 present Walgreens Boots Alliance head of resourcing March 2014 February 2015 Alliance Boots head of resourcing for global wholesale and international retail October 2011 March 2014 Alliance Boots HR senior resourcingorganisational development manager January 2008 October 2011 Barclays Bank global sourcing/ procurement manager May 2008 March 2009 Barclays Bank resourcing manager January 2008 May 2008 Barclays Bank supplier relationship/ recruitment manager Professional practice p19
  20. 20. 20 Spring/Summer2015 | HRManagement Thanks for reading! Please take a moment to share this with your colleagues: