Driving Change in Diversity, Equity and Inclusion through strategic HR
Starfish Search is delighted to be supporting the Charity HR Network (CHRN) autumn conference.
Driving Change in Diversity, Equity and Inclusion through strategic HR.
Date: 23rd September 2021
For more information on this event please visit, https://www.chrn.org.uk/what-we-do/chrn-conference-2021/
Our session is entitled DEI and the brain – Kate Pearlman-Shaw (Clinical Psychologist and Associate at Starfish Search) and Katy Giddens (Director, Starfish Search) will lead this session.
NCVO and ACEVO join forces to support charities on flexible working
A new working group to look at the issue of flexible working in the charity sector is being launched by membership bodies NCVO and ACEVO with support from Starfish Search.
The issue of flexible working has become all the more crucial due to the rise in home working during the pandemic. A recent survey of charity professionals found that 90% wanted flexible working to continue long-term, and 43% said that they would never apply for a job that was entirely office-based. Yet, the research also raised concerns, with 72% admitting they worked longer hours at home and that boundaries between home and work were a challenge.
The working group will address some of the barriers and stigma about flexible working as well as sharing examples of good practice across the sector. It will be chaired by Becky Hewitt, former CEO of Changing Faces, and will include up to ten members from across the voluntary sector who have a diversity of experiences and views to share. The group will report their findings later this year, which will include signposting to key resources on flexible working to support voluntary organisations.
To view/download the full press release please click here.
Talent 20 Article
Starfish was very excited to be able to champion the upcoming talent in the local government sector with this feature we wrote for the MJ magazine, highlighting 20 rising stars in the Place portfolio of services. We will run more of these in the coming months, focusing on different areas of local government.
To view the article please the image below
The hard and soft skills of successful non-executive directors
When applying for board positions, non-executive directors are expected to bring strategic and leadership skills to the table. In today’s challenging business climate, soft skills are also in high demand.
Having a wealth of experience to bring to a non-executive board position is a clear advantage. Application processes for board roles are competitive, and the time to put your case forward is limited.
So, how do you prepare yourself when applying for non-executive directorships?
Juliet Taylor, CEO of board recruiters Starfish Search, says, “Understand what the gap is that the organisation is trying to fill and make sure you are clear and confident about what you can offer.”
What is your signature skill?
Across the globe, companies are experiencing extensive regulatory, technological and financial challenges. Managing business through these challenges requires highly-skilled and experienced board directors.
“Most boards look for: knowledge, governance expertise, networks, and connection with audiences,” says Taylor.
“You don’t have to bring all four things, though, so [ask yourself] what’s your signature contribution?”
You can make a difference.
Highly valued non-executive directors are well-versed in emotional intelligence – they can quickly grasp other people’s characteristics and agendas.
“Understanding the nuance of board roles is also important,” says Taylor. “Consider where the organisation is trying to get to and what you can bring to the party.
“We are seeing more and more people from all sectors looking for more purposeful ways of using their skills and who want to make a positive contribution to society.
“Always remember: this is your time, so don’t forget to tell the organisation what the role would give you in return.”
What professional disciplines, or hard skills, are currently in demand on UK boards?
“The pandemic recovery period means that effective non-executive leaders are in demand more than ever before,” says Taylor.
“We are seeing increasing numbers of non-executive board members being sought for organisations who need to rebuild or refocus their strategy.
“We have seen a strong trend in boards looking for people with digital expertise and backgrounds in customer service and organisational or cultural change.
Those with financial skills and profit-making skills are now high in demand.
“People who can help increase income or support financial management are also towards the top of the list, as are people who can bring insight into, and connection with, customers and audiences.
However, it isn’t all about increasing the bottom line and opening the right doors.
“One of the shifts we are seeing is a marked move away from focusing too much on professional disciplines. Organisations in all sectors are much more aware of their diversity now than they were before 2020. Creating strong, versatile and authentically diverse teams is now a consistent theme.”
What soft skills are in demand?
An effective board member is hard to define, mainly due to their soft skills, such as the ability to listen and knowing when to speak.
“It’s hard to tell a great non-executive on paper because so much of the role is about how people operate and not what they have done,” says Taylor.
“Great board members are people who understand how to deploy their expertise in a way that has an impact in a non-executive board setting.”
Self-awareness is a powerful skill
“The skills that make the difference are the capacity for self-reflection, so people with insight and self-awareness, also diplomacy and listening skills,” says Taylor.
“Increasingly, people are being expected to bring all their experiences into the board room, not just their professional accomplishments. Sound judgement is key to doing this well and to understand how you can add value.”
When it comes to the interview
This is your time to reflect and prepare. The role you are applying for needs to be fulfilling and worthwhile for you as well.
Be clear. Tell the organisation what you can bring to the table to help it reach its goals and why it matters to you.
Leadership journeys, expertly navigated
It’s time for revival not simply survival
Like many industries, the charity sector is having a tough time; it is not exempt from making redundancies.
Dramatic loss of funding coupled with ongoing restrictions on the workforce means that organisations are having to deliver significant change internally and at pace.
Change has, in fact, become part of everyone’s life: many have had to embrace the reality of remote working since March and this or a hybrid office-and-home model looms in the future. While some have adjusted, others endured isolation and missed the social interactions with colleagues.
Without the clear-cut change of location and defined office hours, many find it harder to divide their personal and professional time.
And Covid-19 is not just a six-month blip, that much is clear. Organisations need to be agile when the normal rules do not apply. Many charities are under huge financial pressures and are tweaking their internal models to pool resources in the right areas.
Keeping on top of change
Organisations need more responsive structures to get through these times as traditional operating models are changing forever. Chief executives must embrace this change; they need to tilt the axis of the organisation so that innovation and fresh thinking thrive at every level. They will have to take risks and do things differently.
Janina Vallance is an experienced Change Manager who has worked at board level for over 10 years delivering strategic change and transformation programmes across Retail, Consumer, Finance and most recently the Charity Sector. We discussed her experiences of delivering change across multiple industries and what charities can do to continue their change journeys. It is time to ‘Revive not Survive’.
“There is no point doing more of the same, hoping the world returns to normal at some point. Your people, culture and processes have adapted and modified during lockdown; continue with the momentUill to embrace the many opportunities”
We discussed areas where investment in change and transformation can not only revive, but can also establish a firm foundation for growth, when services may be more in demand. Here’s Vallance’s key piece of advice:
Digital Innovation
Further investment in digital transformation. Having one strategic digital lead can make a significant difference to your organisation – digital is changing so quickly and you need one person who tunes into this and takes advantage of new technologies, leap frogging expensive, complex and outdated solutions.
This helps access new communities to expand reach, fuelling your profile, brand engagement and fundraising. With the use of AI and chatbots on the rise, many charities have moved to delivering help and support services online, especially during lockdown.
Fundraising
Face to face and events fundraising is on pause and many have turned to digital events for income – there has been huge amounts of innovation around engagement with existing supporters. What is more challenging is increasing income from new supporter audiences digitally.
The National Theatre’s online programme of events is a fantastic example of pushing activity online. They streamed 16 of their shows for free over four months. Nine million households tuned in across 173 countries – this was globally supported, and theatre became accessible to a diverse and wider audience.
Now not everyone can stream their shows, but what inspiration can you take from other markets? A fantastic collaboration for fundraising that has just taken place is the ‘Massive Get Together’ – an evening of live music and comedy where funds raised split between 10 charities. The pandemic has produced unique collaborations as people and organisations do things differently.
Innovate internally
Internal innovation encourages cultural change and helps create new ideas, improvements and solutions. Are you encouraging diversity of thought by engaging with your wider workforce? Are you asking your organisation what changes needed to happen? Does your culture support inclusion, challenge and feedback so that you can build on that left field opinion? Change must come from within but can lack ownership. Consider hiring an interim manager as an expert to support organisational change.
Volunteering
The call to action for volunteers during the height of the pandemic was phenomenal and in the early days, British Red Cross and NHS were overwhelmed with support. We need to develop this community spirit further so we harness the power of our communities for social change.
If you get this right, you will bring in new supporters, who give their time and financial support. There is a vast talent pool of individuals who are job-hunting and want to stay active while they look for their next role; people may have more time to volunteer but these must be accessible and flexible opportunities.
Funding
How are you funded? Can you diversify this and develop commercial opportunities? Can you provide more services to a broader range of beneficiaries? Can you provide training? Can you collaborate and build partnerships with others?
Many organisations have operated with leaner structures for the past six months and plan to change old structures. We are likely to see an increase in mergers and consolidation in many sectors, including charities.
Consider using external support to shape this thinking, interim transformation/change managers will help you secure new opportunities and uncover solutions.
Strategic intervention can add significant value. You may not have the expertise internally, so providing the organisation with support and acting quickly will pay dividends.
Interim managers are uniquely equipped to join senior teams at short notice and provide essential support with their trademark resilience. As we move deeper into the next phase of Covid-19 and with the furlough scheme being extended, we would encourage organisations to think laterally about the solutions they need, and to consider the benefits that this Interim Management community offers.
Survival is a valid goal, revival an even better one. Achieve more from your change.
Leadership journeys, expertly navigated
To discuss this article or Interim Talent more generally, please contact catherine.kift@starfishsearch.com
Changing role of the CFO through COVID-19 and beyond
Saras Seth, a career interim of several years, joined Prince’s Trust as Interim Chief Finance Officer earlier this year and has since joined permanently. I recently caught up with him to discuss his experiences of leading as a CFO through lockdown and how the priorities within his role changed during this time.
How did you feel about going into lockdown not long into your new role?
It was as a challenge; I was a new member of the team but as the CFO I was central to most of the decisions being made within the organisation at this time. I had to learn how the organisation worked very quickly. As an experienced interim, I quickly assimilated what needed to be done. I had a similar experience four years ago whilst I was at the BBC. At the time, we had no offices for three-four months, and I had to manage the whole team remotely. Being an interim did not affect how I behaved, you look at what needs to be achieved and endeavour to get it done, no matter what.
How has your role at Prince’s Trust been able to respond to the pandemic and beyond?
Currently the main objective for any CFO is to preserve cash. In the current climate the finance professionals have become the most important cog in the wheel, and they drive the organisation forward whilst also adopting a defensive/ survival mode. Most CFOs will have this skillset and you find yourself almost taking control of the ship, providing guidance inside and outside of the organisation. You find yourself running lots of scenarios and numbers and what the hypothesis are, updating the board and the team constantly. The role becomes critical as it is the only one that can present what might happen in the future.
We discussed the CFO role being the driver for change within organisations. How would you describe your leadership style and how have you motivated your teams during this change journey?
Interestingly, during the pandemic there have been far fewer staff for the business to manage due to furlough. All organisations have their own DNA, processes, and momentum but with fewer people you find yourself trying to navigate a business which is becoming leaner. You make structural changes within the organisation and learn how to operate with less staff. Staying positive is important and to succeed over this period, you must simplify things. At the Trust we looked at what adds value and focused on that. Being clear with the team on what you expect to be achieved and give realistic timelines. It feels more prescriptive (due to remote working) and there is more clarity and centralisation. To keep the organisation engaged, you must know what you need to stop or continue doing to keep the business on track.
How do you think your role might be changing as we emerge from the pandemic?
The role of a CFO will be challenging for the next three to five years. The challenges that will be in place for this role will be one of constant evolution. Mapping forward as far as possible but not committing too far forward in a hard sense. There will be more scrutiny and focus on the delivery of our services and to navigate the future you will need to be as agile and as nimble as possible. Organisations will start to centralise a lot of their processes and then outsource to reduce committed costs.
What changes do you see for finance more generally as we look to the future?
There will be a bigger focus on governance and oversight by the Trustees. It will cover GDPR, risk, forecasting and safeguarding. There will be an increase in scrutiny from the board and specifically the Treasurer in this current environment. My current challenge right now is governance, forecasting, asset management and commerciality.
Give us your insight into what positive changes have occurred due to COVID?
We have found ways of stopping doing things which were not adding value and have focused on the tasks that pay dividends. One of the insights we have had at the Trust is that remaining teams have become focussed more on core processes and Charities will have to find a balance between the value add they require and the amount of resources they want to commit to things ; we may find that many Charities are over-resourced as delivery models change.
What has been the biggest challenge?
Trying to improve processes and quality of insight whilst working remotely. It has been challenging trying to relay information virtually through technology. Working on projects remotely without excellent collaborative digital tools has been difficult.
What have you learned about yourself in lockdown?
I have found out I am not a big fan of working from home and I have learned that the work/life balance line has become exceedingly blurred!
What will be your next priorities at the Trust?
My next focus will be on the improving the quality of information.
If you would like to discuss this is more detail please contact yomi.johnston@starfishsearch.com
Leadership journeys, expertly navigated
Positive Action Vs Positive Discrimination
One of the first questions I am asked when discussing a recruitment campaign is ‘can you guarantee a diverse shortlist?’ To answer anything other than ‘we will do everything we can but there are no guarantees’ might be disingenuous; nevertheless, it’s hugely frustrating for councils to hear.
It is inevitable that selection panels will be disappointed with homogeneous shortlists. Countless studies have for years confirmed that genuinely diverse workforces are more creative, innovative, and produce better decisions. They also have a deeper understanding of their customers and audiences. We know that councils are persistently under the spotlight as organisations who should be getting this right.
The Black Lives Matter movement has shone a brighter light on social inequality and diversity and will be a powerful catalyst for change. For now, however, we can achieve progress together through the choices we make locally. Doing this properly means gaining clarity on some basic principles.
First, what is positive discrimination? An employer falls foul if they appoint or seek to appoint an individual based purely on a protected characteristic rather than experience or qualifications. Protected characteristics include race, gender, age, disability, religion, and sexual orientation.
It is illegal under the Equality Act 2010 to set quotas to recruit or promote a specific number of people with a protected characteristic. There are of course some occupational exceptions e.g. a women’s refuge can apply a requirement for its staff to be women.
Second, what is positive action? Positive action became legal in 2011 and comes into play when an organisation is deciding between candidates who are equally qualified. In this situation, an employer can choose to appoint an individual from an underrepresented group if they are as qualified and fit for the role as the other candidates.
Positive action can also include employers taking measures to address issues within their organisations to support employees with a protected characteristic to overcome disadvantage and discrimination.
In an effort to leave unsuccessful diversity recruitment strategies behind, many organisations are now implementing targeted development programmes for existing staff. These can be very effective in progressing fourth and fifth tier managers whilst enhancing the reputation of your organisation. Councils need not work in isolation; you could partner and work within regional clusters to develop talent and OD programmes that extend opportunity and choice for our future leaders.
As experienced recruiters we are already playing a valuable role in enhancing diversity in different sectors. Coaching and guidance on navigating unfamiliar recruitment processes is a small part of the puzzle but has enormous impact in helping to fulfil potential.
To find out more contact penny.ransley@starfishsearch.com
Leadership journeys, expertly navigated
2020 and the rise of the wholehearted Board
The longer–term implications on boards of 2020 will not only affect the way they operate in future, but also how they are built and how they are led. Both the Covid-19 crisis and the Black Lives Matter movement have shone a light brightly on some longstanding issues that many suspected were already there. The transition from the pandemic now forces positive change and growth. While governance structures, and trustee selection and utilisation, are ripe for review, for some boards the events of 2020 have already led to a much more fundamental look at the board’s role and capability. Here, thedevelopment of those teams is perhaps based on a realisation that experience and skills alone are not enough to govern well. Instead, resilient, sustainable boards require people who bring their whole selves to the board room to participate: diversity in its truest sense.
Perhaps the four biggest questions boards are now asking themselves are:
- Are we still relevant? Even for boards that have previously championed inclusion and diversity, this remains a massive question. In order to govern their organisations effectively, and to have rich and rounded debate, boards must be able to reflect the experiences and perspectives of their audiences and client groups. Inclusive and balanced boards with diversity that reaches through and beyond the most talked about or visible protected characteristics is essential. Painting by numbers on a board is not enough: boards that move with confidence into the future will be diverse in a three-dimensional way – their background, their experiences and their engagement. They will be supported by a board culture that sets the conditions for true diversity to flourish and reach its potential in terms of creativity, insight, ‘connectedness’ and challenge power.
- Are we still talking about the right things? One of the mistakes many boards make lies in forgetting to take a step back and review whether they too need to change in line with the executive they are overseeing. Executive leaders are looking to their boards more than ever before to support them in navigating uncertainty, and to help them innovate and seize opportunity in a challenging transition phase. Boards are exposed and their organisations vulnerable if they are unable to provide the right gauge of leadership at the right moment. Boards that have come through Covid successfully have been adaptable as a team and as individuals, able to assess quickly the implications of environmental factors on service users and audiences, and have had the visibility they need across huge swathes of the operating environment to make connections.
- What does this mean for our people? Boards are rightly asking themselves whether they are still equipped with the right skills, experiences and perspectives. Plans for board succession may now change radically, or be further defined in a way that takes a broader range of qualities, values and attributes into account. Subject matter expertise,capacity to support and scrutinise in key areas (such as data or legal, people and finance) and leverage and influence will still be valued by boards to a greater or lesser degree. However, the broader life experiences that have until now been viewed as somehow separate to professional value will gain in importance, with the rise of a new and more rounded view of what it means to be an effective board member.
- Who are we choosing to walk forward with? A time of crisis, of review and then of consolidation will emphasise the importance of friendships and alliances. This is a time to think laterally about those partnerships that will count in delivering impact. There is no doubt that the events of 2020 have been a catalyst for new conversations; while competition for resource will intensify, there is a major opportunity to break down unhelpful barriers between organisations where they share common goals. Now is the time when finding willing partners and embracing innovation and creativity together can be more valuable than ever – and more fulfilling.
While pre-2020 many boards have looked great on paper and felt good in practice, there is now an unrivalled opportunity to move to a new way of being. After all, a year of tough decisions, of unprecedented demand on time and potential, must mean something positive in the end. It is precisely this challenge that the spirit of many trustees and their chairs was always meant for.
www.starfishsearch.com
Starfish Search. Leadership journeys, expertly navigated.
How to hire great finance leaders through economic uncertainty
It seems that almost every TV and radio advertisement is using the slogan “now more than ever” at the moment. Now more than ever, we should be shopping at Aldi. Now more than ever, we should be dying our grey roots… Well, now more than ever, organisations need to think hard about how they can recruit the very best finance leaders.
The role of Finance Director or Chief Financial Officer is not only an essential part of a charity’s mitigation of negative risk; great FDs are trusted partners to the Board and Senior Management Team as they assess the healthy risks required to capitalise on new opportunities in a challenging market. Below are our observations on how charities can hire the very best talent first time.
- Start with your Board. The role of the Finance, Audit & Risk Committee is quite rightly to provide scrutiny over the charity’s financial activities, internal processes and governance to protect it from being in a weak or exposed financial position. However, ensuring that there is also sufficient strategic finance knowledge on your Board will promote best practice within the charity through appropriate levels of financial analysis and challenge power.
- Not all CFOs are the same. What is right for a £500m charity, is not necessarily right for a £50m charity. That is not to say that the individuals within those organisations could not be inter-changeable, though the requirements may not be the same. When recruiting, you will need to think about what is most important to your own organisation and tailor the brief accordingly.
- Beware of your own unconscious bias when interviewing. Removing unhelpful or irrelevant criteria or judgements about where an individual has studied or worked previously will help you attract a broad shortlist of the best FDs; it is also the only way that the Sector can truly hire diverse talent. Do not be afraid to ask searching questions about what made someone choose the path they have – you might just be surprised at the response and it shows you actually care about their personal motivations and career plans.
- Test creativity in thinking. Finance leaders should be providing challenge, promoting innovation and supporting non finance professionals right across their organisation. Ask candidates what their personal legacy will be in their current organisation and what opportunities they have spotted for yours. This will ensure your new FD has the biggest and most positive impact on your charity when they join.
- Do not be afraid to hire on potential. Fulfilling potential is one of the most powerful ways of developing diverse talent pools for the future. Charities can be understandably nervous about appointing first-time FDs who may not bring the same breadth of experience in areas such as influencing Boards, but this does not mean they can’t do it. Test the candidate’s thinking around how they might tackle a situation, rather than look for examples of times where they have done it. Consider the support they may need and whether your culture and working practices provide the right conditions for them to develop in role. Understanding what innovation and fresh thinking they bring will also offer a platform for them to stand out from others in an interview – and potentially in role. This is especially important for today’s rising talent amongst senior finance professionals, many of whom can be characterised by a strong commitment to continuous professional development. This cohort of rising FDs has developed through senior management experience gained during the tough times: they can be creative, engaged, curious and forward-thinking.
The evolution of the Finance Director across the Social Sector over the past decade has empowered and enabled finance leaders to operate in a genuinely advisory capacity at the heart of decision making. Only by having a great finance leader can an organisation really achieve its ambitions in an intelligent, well-managed and sustainable way. Do not be afraid of taking appropriate risks when hiring any great leader; be sure to challenge your own thinking and perceptions when you meet an impressive candidate who does not 100% meet your initial brief. Not only will lateral thinking open up the doors to a wider and more diverse talent pool, it will probably also get you and your Board thinking differently too.
Starfish Search provides senior executive search and interim management services to create strong and diverse leadership teams. Our focus is on developing effective leadership by enabling people to fulfil their potential. We promote individuals from all backgrounds and want new leaders to be encouraged to enter the frame. As trusted partners, we provide balanced, thoughtful recruitment advice based on intelligence and insight and ask the difficult questions that help clients appoint the best, not the predictable.
Senior recruitment in the social sector: what to expect
As we emerge from the crisis phase of the COVID-19 pandemic, organisations are once again starting to think about the future.
For many, May and June 2020 will present the first opportunity to take stock and assess the impact of the coronavirus response, while starting to plan different scenarios for the remainder of the year. For others, the remaining Spring months offer the opportunity to progress recruitment to critical roles that was originally planned for February and March.
We have continued to support our clients throughout the lockdown period. Our three key messages for organisations who are considering recruitment to non-executive, Director and CEO appointments in the months of May, June and July are:
If you are a talented executive director looking for your first CEO job, this is your moment. CEO appointments in mainstream sectors or subject areas are still attracting a strong response. Expect to see fewer serving CEOs in the field; unless these candidates had planned a move for themselves in 2020 and were already open-minded to it, they may be less likely to engage with the idea of a move at the moment.
Many leaders we have spoken to feel a duty to their current Board and are loyal to their teams. With fewer experienced competitors in the field, this is the time for talented executive directors to shine. If your organisation is open to a first-time CEO, you may have exceptional choice.
Expect higher numbers of applicants for senior executive roles. Although it is still too early for many organisations to count the true cost of COVID-19, uncertainty and nervousness within the workforce is nonetheless reflected in significantly higher applicant numbers.
If you are advertising a role that has a mainstream role title, expect to receive a higher than normal level of interest. It is likely that this response will be drawn from a variety of sectors.
While this may sound appealing to those seeking a cost-effective approach to recruitment, beware: within the higher numbers, we have experienced a much higher volume of candidates who have not given consideration to the organisation or context.
While overall numbers are up, focused search is still producing the top contenders for jobs; effective and thorough screening is also essential. We anticipate further increases as we enter the Summer period, once it becomes clear that organisations are unable to continue employing the same numbers of staff.
Searches for particular Chair and Board member appointments will take longer to complete. Overall, the market of suitable and available non-executives has contracted. This is because high calibre applicants who are already serving on boards are now being asked to increase their time commitment significantly, in order to help those organisations through the transition phase. For many, this will make it impossible to commit to a new role for the time being.
The lockdown period has presented an unrivalled opportunity to access very senior people without the usual structure and boundaries of the working week. Paid non-executive Chair posts are continuing to attract a good response, subject to the usual considerations (financial health of the organisation, reputation and strategic priorities).
Voluntary chair roles where the organisation is funded through contracts, membership or another comparatively stable source, are also continuing to attract high quality applicants in smaller numbers.
All Chair candidates are taking their time to carry out additional due diligence and may require greater access to detailed information. Mainstream charities with a historical reliance on fundraising, for example, may appear to present a more mixed opportunity, especially while the impact on future income is yet to be understood. For this reason, our role as advisers and brokers on these appointments has become more fundamental.
….
All organisations will need effective leadership and governance if they are to transition successfully out of the current period. They must have the right skills, experiences and perspectives at the top to make confident choices about the ‘new normal’, and to begin the process of planning for a new future.
These appointments continue to require outstanding people with the vision, commitment and tenacity needed to take organisations, and possibly parts of the sector, forward. While current conditions mean there may be additional questions for candidates to ask, these roles remain outstanding opportunities to restore, revive, and deliver positive change for good.