Rosia Bay Ltd

There are varying views on the cost to a business when an employee leaves. Values range from 30% - 70% of salary, and included in these figures are the cost of replacing the employee with recruitment costs, training, lost productivity, embedding etc..  There have been several factors influencing the current employment numbers, post Covid 55+ employees deciding to take early retirement, more people taking on multiple roles, and a reduction in EU employees post Brexit. The uncertainty of the next two years, brings many challenges for employers, not least the challenge of recruitment and retention. Adopting some affordable and sensible strategies can significantly reduce the exiting of key employees and provide a good reason why new employees should join your business. Employee retention and engagement starts at the leadership level Today, employee engagement is considered a business imperative, as more organisations realise the impact that an engaged workforce can have, not only on the b

A Workplace Health Report: 2022  revealed an up-to-date view of the impact and prevalence of stress on UK employees. The results revealed four key employee stress statistics: 33% of employees report moderate-to-high or high levels of stress 28% report that high levels of stress impact productivity The top cause of work-related stress is workload (78%) 56% agree that the perfect amount of stress enables them to thrive In today’s busy world, the workplace too often seems like an emotional roller coaster. Long hours, tight deadlines, and ever-increasing demands can leave leaders and employees feeling worried, drained, and overwhelmed. It is well recognised that excessive or sustained work pressure, difficult relationships with colleagues, and even rigid management styles can often lead to stress. The UK Health and Safety Executive (HSE) defines work-related stress as: ‘The adverse reaction people have to excessive pressures or other types of demand placed on them at work.’ Workplace stres

A majority of large organisations now routinely use executive coaching for their leadership development plan. Choosing the best executive coach is a critical step in the executive’s success. The process of selecting an executive coach is usually initiated by the Human Resources (HR) department with top management’s consent. It is quite similar to an interview process to hire a candidate. HR will line up a few prospective leadership coaches as candidates and set up the interviews with the leader to be coached. Sometimes, executives jump into selecting a coach based on referrals, first impressions, or HR recommendations.   As a consumer of coaching, it is always a good idea for the leader to know the entire process and know the criteria to select the right executive coach. Rushing this step or not knowing what to look for in a coach can result in a waste of time, money, and reputation for both the leader and the sponsors (HR or top management) During the first meeting with prospective co

When was the last time you ran an employee survey? or, have you even ever ran an employee survey ? We keep hearing and seeing evidence of a shortage of labour for recruitment, and that then puts pressure on retention.  Do you know what your company retention rate is ? Do you have a retention target? if not why not? its a great measurement to  understand  how your  employees feel about the company and that in turn will tell you how attractive your company is to potential employees. Now, don't get me wrong, a level of staff churn is healthy, as long as its the right churn and you're not losing your best people. Your company will fail to thrive unless you have tenacious, passionate, and engaged team members. Engaged employees produce higher-quality output, are more loyal and productive, and are more likely to stay with the organisation for longer. And yet, an overwhelming number of people still feel disengaged at work. According to the worlds largest  study  of employee  happiness

Good leadership has always been a moving target. Whether in business, athletics or politics, leaders must constantly respond to the changing conditions around them with attentiveness and purpose. But during the Covid-19 pandemic, colossal changes were flying at leaders from all angles, impacting them just as acutely as those they lead. Naturally, they responded by implementing a patchwork of reactive remote working strategies to ensure business continuity and minimise disturbances. But now businesses are beginning to re-evaluate their strategies, with many planning a return to the office. As they do this, they are exploring the pros and cons of permanent hybrid working arrangements – that is, where employees work flexibly, from home, the office or co-located. As leaders evaluate their options for the road ahead, it can help to take stock of the past year and map out what lessons we have learned about remote working. Workers can be just as productive from home, but only for some tasks W

Often, once a strategic plan has been created by executives, it fails to be put into place. Having HR step in can be a huge help, because they know so much about people. However, MD's are just now starting to realise the potential of HR professionals as business partners. What Is a Human Resources Business Partner? An HR Business Partner (HRBP) is a professional who has a lot of experience in the HR field and works closely with leaders in the company to support organisational goals. They are responsible for aligning business objectives with management and employees and is the link between HR and the business. They advise and support managers on strategic issues and help them implement high-performing, integrated human resources practices.  Partners tend to work more with the board of directors rather than the human resources department (if a business has one). What Are an HRBP’s Primary Functions Within an Organisation? The main purpose of an HR business partner is to use HR capabi