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| September 2, 2016
We’re passionate about finding the right person for the right role, taking the time to understand our candidates' needs and aspirations. For our clients, it's this process that delivers the best people for their organisations.
Article | March 9, 2020
From employees to customers - why total quality management in HR isn’t what it looks like, the role played by HRM and 5 simple TQM implementation steps. What can a healthcare provider, an artisan instrument maker and a management institute have in common? Try tangible returns on their Total Quality Management implementation for an answer! There is no such thing as sitting on your laurels in the competitive business world.
Article | June 17, 2020
I use to think the title ‘HR Partner’ was played out and it probably was for a time. There was a point a few years ago when every HR Pro had to change their title from HR Manager, HR Director, etc., to HR Partner. It always made me feel like we were all apart of a bad cowboy movie, ‘Giddy up, Partner!’
I’ve actually grown to really like the “Partner” in the title of an HR Professional. While many HR Pros just changed their title, I’ve met some great ‘Partners’ in HR who have changed their game, to match their title change.q
Article | February 12, 2020
The Australian Financial Review on Feb 5 2020 carried a piece by Edmund Tadros in which the CEO of Rio Tinto, Jean Sebastien Jacques explains how he uses an internal management consulting team to do work previously done by external advisors. In responding to “The Australian Financial Review’s Annual Chanticleer CEO survey” Jacques admitted that Rio Tinto do use external consultants to provide specific niche expertise to support the Rio Tinto team but that he wants his core team to develop strategy and projects.
If large organisations are going to do this successfully, the vision needs to start with their Executive Search strategy. Essentially what this entails is the sourcing of senior executives to lead specific functions who have cross functional experience and capability. It may not be necessary for a C-Suite executive to be a real generalist but increasingly we are seeing examples such as Chief Marketing Officers who have been Sales Directors, Chief Operating Officers who have been Financial Controllers or Chief Information Officers who may have led a high-tech manufacturing operation.
The clear benefits that this executive search strategy produces are in the provision of at least a duality of skills to a specific role and also the potential to contribute effectively to an internal advisory team. Obviously, at this level, there is a reasonable assumption that the executive is operating at a high enough level to have his or her team operating independently and effectively. They must have the capacity as well as the capability to support broader strategic initiatives when working with with other executive colleagues as internal consultants.
This will often represent a significant change in behaviours and culture and the smart organisations are more likely to shy away from traditional advisory services in favour of executive learning that helps senior people and their direct reports create additional capacity, while developing broader capability via an internal problem-solving “language” of tools and processes that they are all familiar with.
Consequently, we start to see organisations who espouse the nurturing of their own teams, turning to the kind of leadership development support that is focused on transferring skills, enabling executives to be more effective in their roles and to make a broader contribution to their organisation.
In turn, this is more likely to produce organisations that are closely aligned behaviourally and through their business activities with the longer term mission, vision and values of the corporate entity.
#executive search #leadership development #advisory #riotinto #Jean-Sebastien Jacques
Article | July 14, 2020
Given the current state of social unrest, organizational leaders are being forced to acknowledge the importance of diversity, equity, and inclusion (DEI) in the workplace. DEI initiatives are critical to building a strong, innovative workforce where employees feel engaged in and supported to do their best work. And yet, despite high levels of awareness, companies continue to report that they do not feel their DEI training efforts are achieving the desired outcomes.
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