3 Strategies to Fuel the Shift to Clean Energy Jobs
transearchusa.com

The prospects for sustainable power jobs to surge are very bright. Today in the U.S., clean energy is already the biggest job creator across America's energy sector, employing nearly three times as many workers as work in fossil fuels, according to the environmental entrepreneurs' group E2. More Americans work in clean energy than elementary school teachers, bankers, farmers or real estate agents.

What we are in fact seeing evolve in energy is the Great Resignation transforming into the Great Transition. With so many fossil fuel workers seeking a new career path in clean energy and the Biden administration pushing a green mandate, the timing appears ripe for jobs in sustainability to boom.

Here are three strategies companies can pursue to boost the green energy shift into full gear.

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4 Tips to Proactively Turn Passive Prospects Into Engaged Candidates
transearchusa.com

Job seekers have more clout today than perhaps at any time in history. Now is the time to engage prospects early, efficiently, and in a very personalised way; to sell people on everything your company has to offer.

John Ryan provides 4 helpful and useful tips on finding, engaging, and converting great talent into top-notch candidates who choose your company over the competition.

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Is It Time To Revisit Your Organisations Values?

The organisation that got us here won't get us to where we need to be. The environment, and social and corporate governance (ESG) on their own demand new ways to think and act. Factor in the urgent need for diversity and inclusion, a whole generation who are disenfranchised economically, the combined and unrelenting forces of digitalisation, talent shortages, remote employment, market entrants that reinvent the sector, the avalanche of disruptive technology that lies just around the corner, and we have little choice but to uncover new ways to organise.

The organisational shift demanded falls firmly within the realm of the organisation's culture. Culture is a system. Systems thinking means striving to understand the relationship between each element. And this is where the organisation's values make their entrance. Values are a loadstone, a core/central element in culture that brace (link) the other elements; in particular, the four central pillars of organisation culture: purpose, diversity/inclusion, brand and speed.

Insights from "Is It Time To Revisit Your Organisations Values?". Download your copy today https://www.transearch.com/orxestra/downloads


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

3 Smart Tips to Recruit Top Remote Talent Around the World
transearchusa.com

The remote work trend that caught fire with Covid will get even hotter in 2022, especially for more lucrative positions. To put the magnitude of this growing shift in perspective, prior to the pandemic, only about 4% of high paying jobs were available remotely. Today, it's 18%.

Chris Swan and John Ryan share practical strategies to help you successfully recruit and hire the best remote talent from around the world.

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The Bedford Group TRANSEARCH 2021 HR Leaders Survey Report
home.bedfordgroup.com

Bedford Group/TRANSEARCH's expertise in executive search and talent strategy solutions has provided first-hand experience with the trials, tribulations, challenges and opportunities that HR leaders faced over the past year.

This snapshot report provides valuable insight to help you approach and position your organisation for success in 2022 and beyond.

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Three Tips to Win the Talent War with Wellness Programs
transearchusa.com

Right now in particular, with the pandemic, labour shortage, and the critical need for enhanced recruitment and retention, the spotlight on employee wellness needs to be shone more brightly than ever before.

Here are three tips on how to leverage health and wellness programs to attract and retain the best of the best.

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Inclusion In The Post-COVID Workplace
aesc.org

This latest article from the Executive Talent magazine by the Association of Executive Search and Leadership Consultants asks, "Going forward, how can C-level executives best ensure cultures of inclusion in the post-COVID workplace, and in turn, best attract and retain top talent?"

"Thought leaders, executives, government entities and researchers have published, persuaded and pleaded the clear case for inclusion. Change has been slow despite the data-driven case for inclusion, but the numbers speak for themselves."

TRANSEARCH is a proud vetted member of the worldwide Association of Executive Search and Leadership Consultants (AESC) and adheres to the AESC Code of Professional Practice. Discover how you can be assured that we are able to serve as trusted advisors for your most important engagements at transearch.com/about-us/aesc-membership.

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Great Organisations Are Built Around Great Teams
transearch.com (PDF)

Leadership, as it must be, is strategic. It's to step back, see the big picture and, to the extent possible, create tomorrow in the room, today. Covid is but one piece of a chaotic and ever changing political, economic, societal, business and interconnected leadership puzzle. At the centre of all of this is 'the team' … a basic and fundamental blueprint for organisational and personal success.

What follows is intended as a practical guide for:

  1. Setting the scene for a virtual team.
  2. A new or established leader who needs to take the team to the next level.
  3. The executive who feels that, as the organisation navigates the turbulent waters of change, the team is losing its impact.
  4. The HR executive, division head or external recruitment specialist (e.g., the executive search consultant) who, in orchestrating team fit, needs to understand the team they are hiring into.
  5. A manager or external resource faced with the challenge of coaching the team.

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Employ the Head, Empower the Hand, Engage the Heart, and Enrich the Spirit (Part 1)

Four leadership domains

There are four things an employee (regardless of level) needs – not wants, needs – from their immediate team leader.

  1. A clear sense of direction – where are we heading? How will the business environment evolve? Where and how is technology going to change the business? What will tomorrow look, sound and feel like? What is our unique point of differentiation? Who is tomorrow's customer? The head.
  2. The discipline of delivery – a cadence, a rhythm, a regular and continuing pattern of behaviour where the agreed outcomes and feedback regarding those outcomes are always in sharp focus. It's about an organisation that, by way of design, is agile enough to support tomorrow's needed speed of delivery. In performance terms, it's the need for everyone on the team to know where they stand. The hand.
  3. To provide a learning environment – mentoring, coaching, stretch, building the team, a focus on learning how to learn. Currency in the job market. The heart.
  4. That the leader in question is someone who everyone on the team respects and trusts – consistent, authentic, affirming, displays humility, keeps people informed, is tough-minded when they need to be and, regardless of the circumstances, they listen, really listen. The spirit.

A consistent and compelling performance ethos, day-to-day focus, an engaged workforce, and a sense of belonging – all draw heavily on the four leadership domains outlined above.

Leadership balance

Lack of leadership balance – behaviour skewed towards one of the above to the detriment of the others – and innovation and responsiveness become a lost cause. Meanwhile, failure to fully deliver against any one of these (four) leadership imperatives and for those you count on most, the grass will inevitably look greener elsewhere. Guaranteed!

To lead is to hire, promote and build for succession – at a level of excellence. Anything less is unacceptable. Nothing is more important. To be in a position of responsibility and lack mastery in hiring is to actively mismanage a critical business asset.

The head describes success in strategic terms.

The hand outlines what, specifically, needs to be achieved.

The heart captures the people management capability demanded.

The spirit is all about character. Character matters.

Talent acquisition, specifically, and talent management, generally, that fails to embrace all four leadership characteristics is a gateway to yet more recruitment.

It is obviously essential to be "customer-centric". But, what does that really mean?

The head implies being fully informed as to where the customer's business is heading. It's to understand the customer's emerging value proposition. It's to see opportunity through the customer's customer.

The hand means getting inside the customer's business processes, delivering on time and maintaining the highest level of quality.

The heart recognises that the buy-decision is based on emotion. Selling is not simply how well you get across what you do or even how well you do it – it's, ultimately, how you make the customer feel.

The spirit is found in truth, authenticity and living the organisation's values. Spirit comes to the fore in passion, perseverance and, when needed, patience. It is also about challenging those on the front-line to improve the processes that dictate how the work gets done – and do so every day, in every way.

The emerging culture

In shaping the emerging culture, leadership that draws on the head and the hand can be termed as "cultural drivers". Meanwhile, the heart and the spirit act like cultural anchors. If they are not present, in full measure, being who you have always been is the best that can be hoped for. Don't even think about implementing sweeping change (e.g., breakthrough technology) if the heart and the spirit are found wanting.

From our own research and the work of others, only one company in five "manage" their culture. Then again, the organisation's culture will change whether you want it to or not … if you are not attentive, in ways that are less than helpful.

So far so good, but even the leadership qualities outlined will likely not keep your high contributors on board should the right opportunity beckon. They need more … they need to be inspired. They need to believe that what we choose to call "work" is making the very best use of their time and ability. They need to be able to bridge the challenge they face today with what tomorrow's success will look and feel like.

This equates to leadership of an altogether higher order... Read Part 2 for more.

Insights from "Leadership: Moving Beyond The Crisis".


As passionate experts in the executive search and leadership consulting industry we build leadership teams for our clients every day. Learn more about TRANSEARCH International and our wide-ranging approach to leadership acquisition and management assessment.

Why Diversity & Inclusion Matters In Organisational Culture
transearch.com.au

Often seen as a problem for boards, a Human Resources issue, or a concern for hiring managers to address during the recruitment process, Diversity and Inclusion should really be discussed alongside organisational culture.

How diversity is reflected in an organisation and how it responds to inclusion is in its genes, and that its everyone’s responsibility. For however well intentioned, any D&I objectives cannot be achieved unless they are driven by the business as a whole – from senior leaders and executives, through to middle managers and at grass roots. This is the only way to land an organisation that fosters a workplace culture where diversity and inclusion are valued, cultural safety is promoted and the ways in which intersectionality affects our workforce is recognised.

Read "Why Diversity & Inclusion Matters In Organisational Culture" leadership insights

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