In June and December 2020 The Bedford Consulting Group took the opportunity to survey Canadian HR leaders on how they were seeing their respective organisations change and what the lasting impacts might be, focusing on business performance, how we work, culture and leadership trends. The HR survey results provide valuable insight to help you approach and position your organisation for success in 2021 and beyond.
A handshake has been the unwritten seal of a deal for centuries. But in this new virtual world, a firm grip signifying 'you are hired' to a new CEO is no longer the norm. In fact, the whole process of recruiting and onboarding top talent has fundamentally changed.
How can organisations and C-suite candidates use the new normal to be successful? Frank Galati, Managing Partner at TRANSEARCH Toronto, describes one candidate's journey.
"It's important to take lessons out of this rather quickly. So, what can you learn out of this crisis? What can you do? How can you shape your solution? How can you shape your services? How can you shape the sale of your product? This is pretty much something that every single industry or every single client has to think about." - Ullrich Ackermann, Chair of the Board at TRANSEARCH.
Ullrich shares his views on dealing with the ever-evolving status of organisational life, with the AESC.
The need for talent acquisition to be strategic lies in sharp contrast to simply finding a replacement for the leader who is currently/was most recently in the role. The mystery inside the riddle that lies at the heart of the hiring process is that although there is a veritable army of potential candidates, few amongst those available are TOP (Tested, Outstanding, Performers) talent.
When digital direction, managing complexity, speed of learning, a network-centric mindset and comfort with ambiguity are combined with strategic thinking, financial savvy, results orientation and coaching as performance imperatives, it is truly a case of from the many available … to the few who are truly qualified.
The challenge of finding senior level executives is best met with the support of a firm with a proven track record of success. The tools that TRANSEARCH International use provide a unique perspective regarding culture, leadership, team and performance "fit". And our integration methodology ensures that new leaders are integrated quickly and successfully without breaking stride.
Insights from "Talent Acquisition - The Battle For Tomorrow".
"Never let a good crisis go to waste" as Winston Churchill famously said. COVID-19 and the impact on people, operations and business give us an impetus to develop fresh ideas in Human Resources and to review Leadership Skills.
During the last weeks we received valuable feedback from our clients and candidates; their approach to the ongoing changes, and how they intend to come out of this crisis even stronger!
We are delighted to share our findings with you. The original survey was conducted distributing a questionnaire; to over 300 CEOs, Managing Directors and Human Resources Managers in Romania and across Europe.
- Maintaining efficiency while working from home
- Maintaining motivation and engagement
- Improving organization's agility and flexibility
- Leading through change with an entrepreneurial spirit underpinned by emotional intelligence
- Need for profiles in Automatization/Robotics, Digitalization and Transformation/Change
For more information please visit TRANSEARCH International Romania on LinkedIn.
Following the sale of its premier brand, the legacy portfolio of companies that constituted a diversified investment group required a new business identity, a cohesive growth strategy and new leadership to drive results.
This case study highlights how TRANSEARCH helped shape and align organisational cultures across diversified component companies, and found a General Manager with the level of experience and credibility in the finance markets capable of pushing the kind of innovation and cultural transformation required to achieve the group's exciting new business plan.
Read the challenge, action, impact and client perspective of finding an anchor for culture transformation and an important driver of new business expansion.
In the current talent environment, doing everything possible to protect your investment in a strategic hire means committing to a strong Leadership Integration process. An effective process provides the framework for defining what success means for a new leader. The specific design parameters for a virtual Leadership Integration program will vary based on the unique features of the organisation and the demands of the role.
Bedford/Teal set out core elements that should be included in a best in class virtual onboarding program, including:
- Understand their technology needs
- Ensure onboarding goals are clearly defined
- Provide a copy/framework of the on-boarding plan
- Establish a personal reach out process
- Provide an opportunity to debrief from the recruitment/search process
This crisis is demonstrating that the way we behave, interact and communicate may have changed forever. Bill Sakellaris, in speaking with clients and candidates, a broader professional network, and friends, has observed a transitioning of thought and behaviour in people and organisations. Bill captures his thoughts on risk mitigation strategies, the assessment of leadership teams, organisational capability, and dealing with disruption.
Over many years, TRANSEARCH International have developed a unique set of tools that has enabled organisations to clearly articulate what they are looking for when hiring, based on a clear definition of their current culture.
Rapid, constant, and disruptive change is now the norm. Being able to adapt to constantly changing environments in ways that unleash fresh energy, innovation, and commitment is ultimately all about how people learn.
"The way CEOs allocate their time and their presence - where they choose to personally participate - is crucial, not only to their own effectiveness but also to the performance of their companies."
"True transformation cannot occur if your people are not fully invested in it. If they are resistant to change, particularly when it comes to new technology and a new set of processes, it will result in adoption challenges, inefficiencies and a poor return on the transformation investment."