Specialists in Talent Management

Ramsey Hall often works with organisations that either have organisational issues or realise that without support they will quickly develop them.  All too often we are asked to help facilitate improvement before it is too late.  Regrettably, even more organisations ignore this subject.  This means that many organisations are lacking fitness for purpose, with outdated structures and job roles, dysfunctional boards and executive teams, and de-motivated staff who lack leadership and direction.

There is a wealth of evidence supporting the notion that the implementation of high performance business practices has a massive impact on business performance.  By ‘high performance’ we mean a strategic and systematic approach to people practices across the business.  This can include a strategic workforce plan, an effective governance and control structure, role clarity,  a strategic and systematic approach to resourcing, a commitment to staff development, and an effective (emphasis on the word effective) compensation & benefits structure to name a few.  Whilst highly desirable as it transforms businesses, fully high performance working is difficult and very expensive to achieve so sensible organisations without the necessary resources must prioritise activities into areas where the business benefits will be felt most quickly and achieve the highest impact.

Based on our experience we have developed a ‘check list’ in order of greatest impact:

• Does your organisation have clearly defined job roles and profiles?  If not how do you expect employees to understand what is expected from them? We find that very  often properly designed role profiles, competencies and person specifications are simply absent. To put a worthwhile profile together is a scientific and objective process using analysis and profiling.

• Do you have a functional board? How do you ensure directors are regularly reviewed? Do you measure board effectiveness? Too often unquoted companies do not. Their boards are sometimes dominated by inappropriate command and control cultures, poor governance and inappropriate composition (people or roles).

• When you recruit do you do so strategically with the long term in mind? Do you employ selection strategies designed to recruit the best? Or, is cost your only consideration? We find it hard to believe that in this day and age some organisations put cost consideration above finding the right hire.  Our executive search practice does not just screen and forward candidates as this approach simply does not work. Instead we spend time properly profiling shortlisted candidates, using psychometrics and ability tests as well as reference checking and benchmarking.  Our psychologists and HR Consultants work with enlightened internal recruiters in order to support selection with objective assessment.  The result: better hires, improved business performance and future potential. Why therefore, do some employers insist on a cheap approach or waste money on contingency agencies that merely want to sell CV’s?  That approach sometimes works at junior levels but won’t at senior or director level. Best practice recruitment is proven to be an essential component of high performance working, you can see why.

• Have you managers and directors had a recent performance review? Do they have personal development plans that they buy into? Are objectives and key performance indicators in place?  Do your managers set the right example and behaviours in the business? We know the answer!  Many organisations do not even promote people into management roles based on managerial or leadership ability.  Instead ‘craft skills’ alone are used a basis for promotion. Worse, once promoted many staff do not receive any feedback let alone development.  We regularly witness this when we are asked to tackle people or change management issues, or provide capability development programmes for clients who recognise the need to tackle these people critical issues.  We cannot stress too much how important it is to put in place performance management for managers since they have a critical role in shaping and driving the culture of the business.  After all, if managers are under developed how can they appreciate the importance of developing their teams?

• Is your organisational structure fit for the economic environment we live with? Have you benchmarked your organisation against comparators? The answer, unless you have carried out a review in the last four years (since the downturn began) is probably no. This means that you may not have an organisation which reflects your internal and external business environment. For example, a focus on exports or a decision to outsource a particular function to save cost.

We could go on but instead we recommend you call our experts for a free initial discussion on 02380 236944 or 0161 8482444 or alternatively email medavis@ramseyhall.com

The alternative, an outdated organisation which cannot respond to markets, and with a de-motivated workforce that may be ill equipped for future success.

To view this white paper, please click here

Southampton, 28 February 2012 – SHL, the global leader in talent measurement, has appointed Talent Management Consultancy and current SHL Partner of the Year, ‘Ramsey Hall and The OPG’ as an inaugural SHL Enterprise Partner.

Enterprise Partnership is the highest level in SHL’s new, three tier Partner System. SHL states that Enterprise Partnership is reserved exclusively for their most trusted and valued business partners.  Furthermore, this news comes just  a few weeks after Ramsey Hall was invited to join ‘INAC’, the leading global network of executive search consultancies.

Commenting on these twin accolades Managing Director, Phil Boyle, said, “These awards are yet a further illustration of how Ramsey Hall has evolved into a major talent and organisational development management consultancy. Today we have experts who provide outstanding service across the full employment life cycle. From board level executive search to large scale development centres (over 300 managers for one client in 2011 alone); from individual one-on-one psychometric assessments as part of either a client’s own recruitment efforts or development programmes, through to truly bespoke outplacement services we continue to demonstrate the really positive difference that Ramsey Hall brings.”

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Images: Available upon request

About Ramsey Hall

Ramsey Hall provides a range of Business Consultancy services where people are placed at the heart of the organisation. We focus on helping clients recruit, develop and harness leadership capability and provide the framework, as well as expertise, to manage talent through all aspects of the employment life cycle from attraction to exit. Our work includes: executive search; boardroom consulting; leadership development & succession planning; career transition; interim management and a range of business psychology and organisational development solutions.

Ramsey Hall works internationally across the private and public sectors for clients ranging from global FTSE100 organisations to ambitious SMEs who are seeking growth through maximising their people potential and performance.

The Business’ award winning, multi-disciplined team of Chartered HR Consultants, expert Talent Attraction and Executive Search/Selection Specialists, Occupational Psychologists and Leadership Consultants combine to provide the most comprehensive people consultancy, change management and strategic advisory services available today.

About SHL

SHL is  the global leader in talent measurement. SHL’s unrivalled assessment science and People Intelligence give customers the actionable insight they need to make the intelligent talent acquisition and mobility decisions that drive measurable business results and sustainable competitive advantage.

Building on a foundation of 50 years of market leadership, innovation and expertise, SHL delivers more than 25 million scientifically proven selection and development assessments per year in 30+ languages. Offering the broadest global footprint in the industry, SHL deploys solutions in more than 150 countries and maintains a local presence in more than 50 countries.

OUR CLIENTS

We support more than 10,000 clients, including over 50 percent of the Global Fortune 500, over 40 percent of the Fortune 500, over 80 percent of the Financial Times Stock Exchange (FTSE) and over 50 percent of the Australian Stock Exchange. Our clients are maximising their return on investment, as evidenced in the bottom-line results – increased revenue, productivity, engagement, retention and quality of hire.

Southampton, UK – 5 January 2012 – Ramsey Hall, one of the south’s leading talent management practices is delighted to announce that it has become a member of INAC – Executive Search Worldwide, one of the world’s most innovative Executive Search Partnerships. 

INAC has a formal network of independent, retained search companies in over 40 countries which will strengthen the business’ position globally.  The Ramsey Hall business is founded on Executive Search and Selection, with additional HR related services added over the last five years including Occupational Psychology, Change Management and HR Strategy Development.

Phil Boyle, Managing Director of Ramsey Hall, commented, “As one of the UK’s leading Executive Search Consultancies we can now handle the most challenging of global mandates. Cross border assignments are increasingly in demand and we now have partners globally to assist us. Many of our clients prefer our bespoke approach to recruitment, an approach which the global companies simply cannot match.”

For further information about both organisations please visit www.ramseyhall.com and www.inac-global.com 

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About Ramsey Hall

Ramsey Hall provides a range of Business Consultancy services where people are placed at the heart of the organisation. We focus on helping clients recruit, develop and harness leadership capability and provide the framework, as well as expertise, to manage talent through all aspects of the employment life cycle from attraction to exit. Our work includes: executive search; boardroom consulting; leadership development & succession planning; career transition; interim management and a range of business psychology and organisational development solutions.

Ramsey Hall works internationally across the private and public sectors for clients ranging from global FTSE100 organisations to ambitious SMEs who are seeking growth through maximising their people potential and performance.

The Business’ award winning, multi-disciplined team of Chartered HR Consultants, expert Talent Attraction and Executive Search/Selection Specialists, Occupational Psychologists and Leadership Consultants combine to provide the most comprehensive people consultancy, change management and strategic advisory services available today.

About INAC

INAC – Executive Search Worldwide is one of the World’s first and most innovative Associations of proven, independent search practices. Our global network of retained search firms is committed to providing immediate and excellent recruitment services wherever in the world it is needed.

Founded in Europe in 1992, INAC – Executive Search Worldwide (INAC) was incorporated as an association in 2001. Since then, INAC has been providing senior international executive search services and advice to clients throughout the world. From a small group of visionary firms, our network has become one of the leading independent search networks in the world, with 71 offices in 40 countries.

Are you looking at the future of your business? Why not read our article on Succession Planning, published in December issue of Executive Grapevine.

Please click here to view – Succession Planning article in December edition of Executive Grapevine

It’s been a busy few weeks for Ramsey Hall with two development centres for one of our largest clients. Increasingly organisations are looking to their exisiting staff to fill the skills gaps and grow the business, rather than the costly process of recruitment.

How do you know who is the best and most effective in your team? How do you get the most out of them? Our Talent Management White Paper clearly shows what you need to consider and the importance of talent management in your HR strategy. Click here for more information and perhaps talk to one of our consultants on 02380 236944.

When organisations complain that they cannot get the skills they need and are hampered by their inability to ‘import ‘ talent from abroad, they need to step back and see how they can grow their own capabilities for long term success.  More often than not, CEOs complain to us that their bench strength is insufficient, yet many insist on promoting employees on the basis of ‘craft skills’ alone.  This should be avoided as leadership requires much more than this and invariably organisational performance suffers.

Our tip is to take a futuristic approach by taking a strategic look at the future needs of the business and to identify the key roles and ‘pools ‘of jobs required for organisational success. You need to either design or review your competency framework to provide an objective basis for assessment, development and, if required, recruitment.  Once a pool of potential candidates is identified, we would recommend a capability development centre is designed to assess the participants against your required competencies.

When this objective data is gathered it can be compared against actual performance and appraisal data to identify high potential.  We call this a ‘Bench Strength Review.’ At the same time individual participants can be given their personal development plan from which to begin the capability development process.

Is it worthwhile in such unpredictable times? Well without a succession plan you risk failing to identify and harness your best talent.  Or worse, your competitors reach out and attract your best talent leaving your organisation back at square one!

We have prepared a more detailed paper on succession planning.  If you would like a copy please call, Matthew Davis on 02380 236944 or email medavis@ramseyhall.com

Are you thinking strategically enough to succeed in hard times?

The latest Purchasing Managers Index shows a surprise growth in manufacturing orders according to the BBC (3^rd October), but with job losses continuing and future growth uncertain, what now for our beleaguered manufacturers?

We have commented before that the risk of restructuring incorrectly runs the risk of cutting talent and resources that are critical to long term business success. But how many organisations are thinking this strategically?  Do you really know the future capabilities of your team?   Is your organisation truly effective?  Are you wasting people resources?  After all, people are one of your biggest costs but they should also be your greatest asset!   Too often clients come to organisations such as Ramsey Hall and ask us to assist in replacing key talent.   Bad planning can lead to lasting damage when the team that remain within the organisation are unfit for the new economy and challenges ahead.  Hard times do not necessarily mean sacrificing your best talent.

Before attempting to restructure we recommend an objective and independent review of your people capabilities in terms of the critical soft people and leadership skills which will drive growth in your business.   To achieve this you need to analyse real life performance data and assessment against future predicted requirements using an assessment centre or one on one assessment techniques.  The organisational structure should also be reviewed in the light of this process to ensure costly duplication/ hierarchical layers, outdated role profiles and underperforming teams are identified.  This way you look beyond what currently looks good, or indeed barely adequate, to predict future potential and fit as well as current capability.  It could be said that this process looks beyond lean (which most manufacturers have implemented) to embrace organisational excellence, thus achieving transformational change to a much greater degree than lean processes once did. 

You can also use this opportunity to implement learning & development and succession planning since the data obtained is extremely useful for this purpose.   Indeed, participants will expect this in return for their cooperation.   The cost of these activities need not be very high as self directed learning is the best form of development.  It is proven to be beneficial within just a short space of time.

So in terms of business benefits the payback is immediate.  The alternative is to cut your workforce without proper consideration of who your best people are and the company’s organisational needs and wreck years of progress in building organisational capability.

So ask yourself, is my organisation fit for purpose? Or don’t I really know?

Matthew Davis is an experienced People & Change Consultant and can be contacted on 02380 236944 or 0161 848 0048

With numerous high profile insolvencies having been filed over the last couple of months, now is perhaps a good time to take a look at how your organisation can potentially cut people costs whilst maintaining, or even enhancing, business performance.

To view this white paper, please click here

At a time of unprecedented economic pressure you may feel that investing money in talent management programmes is too much of a luxury. Well, there is strong evidence to suggest that companies who invest are better placed to succeed, when recovery gathers pace. In this paper, we look at some false assumptions people have when considering their talent management strategy.

Cllick here to view our white paper.