Forward-thinking companies understand the value of having HR at the top table, acknowledging the pivotal benefits they bring. However, some may struggle to justify a permanent appointment to exploit these advantages.

Benefits of having HR in the board room

Strategic Alignment – aligning HR strategies with overall business objectives ensures that practices like recruitment, training, and performance management support the company’s strategic goals.

Talent Management – advising on attracting, developing, and retaining top talent helps them identify skill gaps, design training frameworks, and implement strategies for team growth.

Employee Engagement and Productivity – cultivating a positive work culture and enhancing employee engagement helps boost morale, productivity, and overall job satisfaction.

Risk Management and Compliance – with expertise in employment laws and regulations, HR professionals ensure compliance and minimise legal risks.

Change Management – Efficient introduction of organisational change, whether due to restructuring or operational advancements, is facilitated by HR expertise.

Employee Well-being and Diversity & Inclusion – advocacy for employee well-being initiatives and promotion of D&I fosters a more inclusive and attractive workplace.

While these benefits are significant, what can businesses without an HR Director or Head of HR do to harness these advantages?

Increasingly, companies are turning to fractional HR Directors to leverage strategic HR leadership without the commitment to a full-time resource.

Benefits of Fractional HR Directors

Cost-effectiveness and Flexibility – scalable involvement based on fluctuating HR needs, meaning you only pay for the required time based on your tailored specifications.

HR Team Development – providing learning opportunities for existing HR teams and aiding their professional development.

Expertise and Experience – bringing fresh perspectives and innovative solutions from working with diverse clients across different industries.

Focus on Strategic Priorities – freeing internal resources to focus on core business activities and strategic priorities.

Compliance and Risk Management – keeping abreast of evolving HR regulations and compliance requirements to avoid legal and financial consequences.

Access to Specialised Skills – expertise in specific areas of HR, such as talent acquisition or employee relations, providing added value.

Objectivity and Impartiality – offering an unbiased perspective on HR issues and conflicts within your organisation.

Bringing HR to the forefront of your business strategy will ensure you build people practices aligned with your growth plans in the long term. While a full-time HRD is not always an option, hiring a fractional HR Director presents a cost-effective, flexible, and scalable solution for businesses seeking to leverage HR expertise without a full-time commitment.

To learn more about how Corvus People can support your business with its HR requirements, check out our HR Consultancy services or contact us at [email protected].

Written by Ian Weatherup.

When it comes to sales, success isn’t just about hitting targets; it’s about having the traits that drive results and foster growth. But what exactly distinguishes a successful salesperson from the rest?  I recently conducted a LinkedIn survey to find out, and the results are in.

Survey Results

Effective Communication (44%):

Undoubtedly, the crown jewel of successful salespeople is effective communication. The ability to articulate ideas, actively listen, and tailor messages to resonate with clients is a game-changer. In a profession where building relationships is paramount, my poll found that 44% of respondents believe that mastering the art of communication is the top trait for success.

In the territory of sales, communication is more than their ability to talk – it’s the art of persuasion, negotiation, and the ability to build genuine connections with their clients. Successful salespeople can convey their ideas with clarity, expression, and persuasiveness.

It is also important to remember that effective communication extends beyond verbal interactions; it includes active listening, empathy, and understanding. By truly tuning in to the needs and concerns of clients, sales professionals can tailor their approach, address objections, and ultimately, close deals more effectively. In essence, communication isn’t just a tool, it’s the cornerstone of building trust, growing new and existing relationships, and driving sustainable sales success.

Resilience (39%):

Sales is not for the faint-hearted, so it is no surprise that resilience emerged as the most crucial trait for39% of the participants. Resilient individuals have the fortitude to persevere in the face of adversity, bouncing back stronger from setbacks and maintaining a positive attitude amidst obstacles.

In sales, where rejection is commonplace, resilience is the bedrock upon which success is built. By building resilience, sales professionals can navigate challenges with confidence, resilience, and determination, ultimately propelling themselves towards greater heights of success.

Adaptability (11%):

While adaptability ranked third, it remains a significant factor in a salesperson’s success, as highlighted by 11% of respondents. In today’s landscape, everything evolves quickly, meaning that adaptability is no longer a luxury. Successful salespeople possess the agility to pivot strategies, embrace new technologies, and tailor their approach to meet the changing needs of clients and market dynamics.

Adaptability isn’t just about reacting to change; it’s about proactively anticipating shifts in the market, embracing innovation, and staying one step ahead of the competition.

So, what do these insights mean for sales professionals and organisations alike?

Firstly, investing in communication skills development should be a top priority. Whether through training programs, workshops, or mentorship initiatives, honing communication expertise can unlock untapped potential and drive bottom-line results.

Secondly, cultivating resilience should be ingrained in the sales culture. Encouraging a growth mindset, providing support systems, and celebrating resilience in action can empower sales teams to navigate challenges with confidence and determination.

Lastly, fostering adaptability is essential for staying ahead of the curve. Embracing innovation, encouraging experimentation, and promoting a culture of continuous learning can position sales teams for success in an ever-evolving marketplace.

The findings of this survey paint a compelling picture of the traits that define success in sales. While effective communication reigns supreme, resilience and adaptability play equally crucial roles in driving sales performance. By prioritising these key traits and investing in their development, sales professionals can unlock their full potential, drive sustainable success, and propel themselves towards unparalleled heights of achievement in the dynamic world of sales.

Written by Charlene Craig.

Your inner drive is that feeling of determination deep inside that encourages you to carry on even when you’ve lost your motivation. It’ll help you to persevere even if the odds are stacked against you, and it’ll propel you to keep going beyond others. It’s often the difference between success and failure. Most people with an intense inner drive fail more than others, but they dust themselves off and keep going.

As an Executive Search Consultant, this is an area that really interests me. It’s one of the reasons I’m keen to understand people’s failures and dig into what they did after each setback. Normally, I find that our inner drive is formed in our early years.

When I ask the leaders/future leaders that I interview, “Where does your drive come from?”, the answers that I get can usually be put into two broad categories:

A negative place – an adult telling you “You’ll never amount to anything” can be a catalyst for developing fierce determination to prove them wrong, helping you to overcome adversity.

Or a positive place – a nurturing environment where you are allowed to fail at pursuits, focus on the learning/improvement process and develop a growth mindset. It’s generally ingrained in you from a young age that “if you’re going to do something, do it properly.”

How to leverage it

Dan Pink’s book, “Drive.” In it, he talks about leveraging motivation & drive, highlighting three key drivers:

Autonomy

“Control leads to compliance; autonomy leads to engagement.” If your aim is to develop a team of driven individuals, you need to give them space, support, and autonomy. They need to feel empowered to make decisions. It’s often the case that in failing companies, there is no autonomy in the teams, and people feel like every decision needs to go through one person.

Mastery

“The desire to get better at something that matters can be a more powerful motivator than money.” If you’re in a job that you truly enjoy, you’ll not wait for development opportunities. You’ll go out there and actively find them. Another question that I ask people is “What did you learn last week?” – it gives me an idea if they’re serious about their own development and if they have given themselves the headspace to reflect on what they’ve achieved.

Purpose

“Human beings have an innate inner drive to be autonomous, self-determined, and connected to one another.”

Purpose is the most challenging aspect of Motivation 3.0 – it relies on having a leader who can help link everyone’s objectives to the overall company purpose. A good example of this is the story of President Kennedy touring NASA Space Centre in 1962. President Kennedy noticed a janitor carrying a broom. He interrupted his tour, walked over to the man and said:

“Hi, I’m Jack Kennedy, what are you doing?”

The janitor responded: “I’m helping put a man on the moon, Mr President.”

The janitor understands the importance of his contribution. He truly felt he was a valuable part of something bigger than himself, and his attitude created a feeling of self-confidence in his mission. He wasn’t merely a janitor; he was a member of the 1962 NASA Space Team.

Pink’s model, Motivation 3.0, focuses on helping people to become intrinsically motivated – that is, using internal drivers for motivation. He calls this behaviour “Type I.” It contrasts with the traditional model of extrinsic motivation or “Type X” behaviour, which focuses on motivating people through reward and punishment, aka “the carrot and stick approach.”

Although Inner Drive tends to be formed in our childhoods, the right working environment can influence and encourage drive and motivation significantly. For it to be really successful, it requires ensuring you have the right people in the right seats and there is a clear vision & purpose for the organisation.

Written by Michael Hewitt.