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Spotlight

Salt

Salt is an award-winning global recruitment business with 180 staff across 8 locations: London, New York, Auckland, Sydney, Hong Kong, Singapore, Kuala Lumpur and Dubai. We deliver outstanding candidates globally in the digital world across creative, marketing, sales and technology, whilst our services range from single hires to covering complete outsourcing solutions involving business change. In New Zealand our market coverage extends to: accounting & finance, business support & operations, and supply chain & logistics.

OTHER ARTICLES

How an Agile Executive Search Strategy Plays Out

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

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4 steps to a growth mindset for teams

Article | June 20, 2020

Having a growth mindset is a fundamental tool to navigating the pandemic. As organisations go through changes to how they operate including potentially letting employees go and restructuring, teams and individuals will need a growth mindset to settle into their new roles. For the sectors where COVID-19 has meant a rush in sales, their teams too will need a growth mindset as they learn how to manage new supply chains and fast-paced work in an uncertain climate. Carol Dweck, a leader educational psychologist, defines a growth mindset as a set of beliefs and attitudes which encourage people to seek out challenges and use failures as lessons to be learnt from. People with a growth mindset are open to change, an attribute which shouldn’t be undervalued during a pandemic.

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How HR self-service tools can save time for employers

Article | July 11, 2020

As an employer managing HR tasks or someone working as an HR professional, it’s likely that your duties can often be quite a challenge. There are many everyday tasks you must fulfil, from inputting new starter information to dealing with holiday requests and entering performance data. No doubt you’re often time poor and that’s where self-service HR tools can come in, helping to streamline your everyday processes. In this article, we look at how self-service tools can help with everyday tasks, from arranging interviews to requesting shift changes, so you can focus on tasks that add more value to the business.

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5 Critical Employee Engagement Metrics To Measure During COVID-19

Article | June 30, 2020

The impact of coronavirus (COVID-19) is being felt by businesses around the world. Leaders are expected to navigate a broad range of interrelated issues that compound, rather than replace, the challenges they already confronted in keeping their employees safe, healthy, and productive. To grow and perform, businesses will need to be ‘future-proofed’ and able to adapt to the upcoming changes we face in technology, consumer expectations, and ways of working. Whilst transformation can be daunting and difficult, it also represents a huge opportunity for businesses to focus on employee engagement and employee engagement KPIs (key performance indicators) to help them fully engage their workforce and unlock its full potential.

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Spotlight

Salt

Salt is an award-winning global recruitment business with 180 staff across 8 locations: London, New York, Auckland, Sydney, Hong Kong, Singapore, Kuala Lumpur and Dubai. We deliver outstanding candidates globally in the digital world across creative, marketing, sales and technology, whilst our services range from single hires to covering complete outsourcing solutions involving business change. In New Zealand our market coverage extends to: accounting & finance, business support & operations, and supply chain & logistics.

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