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Sharon recently left In2focus to pursue new opportunities which includes helping Apodi’s clients find and retain the best people. We believe her story is particularly interesting because she is one of the few HR Directors we have seen employed when a business is in start up mode. The results were staggering – the recruitment and retention of a consistently high calibre of people which drove the company to a £30m turnover level within a relatively short period of time.
Could you explain what your role was in In2Focus?
The provision of HR expertise to the In2Focus Management Team and to direct the Human Resources, Resourcing, Training and Programme Excellence functions in support of business goals.
What had you been doing previously?
Before joining In2Focus, I was on the Board of Innovex for five years as Director of Human Resources. Prior to this time, I worked for 6 years at Board level in the IT industry for the American owned market leader in the provision of multimedia training in the UK (Netg). My early career involved senior roles in recruitment services along with ten years in the NHS culminating in the management of the Human Resources function for Charing Cross Hospital, a major London teaching hospital.
Why did you join In2Focus?
Having worked with Steve Kerridge and Julian Tompkins (the joint founders) for five years, I decided to join them during the start up phase of the organisation. My decision was driven by absolute belief in the vision that Steve and Julian shared for In2Focus and my ambition to be involved in a "start up" situation.
What were the key things you did when you joined?
Fortunately when I joined, Steve and Julian had already decided the type of company they wanted to create which included:
- providing customers with a higher quality, flexible alternative to existing providers
- ensuring maximum focus on delivering a quality client focussed solution
- ‘really’ offering innovative solutions and challenge customer thinking
This made it easier for me to decide the type of people we would want in the organisation. Given the huge commitment to quality, innovation etc we knew we needed to go out and find the best people in the industry.
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How did you go about finding these people?
Clearly the approach changed over time but some of the key factors were:
- recruiting people already known to us in the industry
- referrals from employees that were extremely happy working for our business
- the establishment of a high quality recruiting team that were targeted on recruiting high numbers of people over the years. By the time I left we had approx. 550 employees working for the business.
How did you motivate all these people?
Again the approach changed over time but some key factors were:
- employees knew the company was high quality and they knew they were working with great people.
- conditions of employment including pay were good and above industry averages
- employees shared in the success of the business through bonus arrangements and for some a share incentive scheme, which resulted in good returns when the business was sold.
- quality HR practices consistently executed throughout which gave employees the confidence that the company would do all it could to help them be personally successful.
- not being afraid to move people on if they were not able to perform to the levels we required.
How do you think other businesses could learn from your experiences?
It seems to me that most businesses under invest in the HR and recruitment functions in their businesses. At the end of the day most business problems are due to them not having the right people in the right places highly motivated to perform.
To make this happen demands real consistent focus and the execution of robust HR processes.
Whilst it is preferable to start early it is never too late. Improvements can be made quickly if the management team are committed.
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