Have you been a reverse-mentor or mentee?

We are in the final stages of producing a white paper that investigates the ways in which you as a company can improve diversity at every level.By simply and strategically pairing together unlikely individuals, the white paper details how you can use mentoring as a tool to retain talent, diversify your talent pool and create an inclusive workplace culture – all while supporting your commercial objectives.Despite the paper not being published yet we have received a fantastic reception from our network with professionals across all sectors, informing us that they are eager to start their own programme or in fact, already have one underway.With so much enthusiasm around the white paper, we have decided to host an event later this year with a panel of thought-leaders, industry experts and the professionals who have founded their own successful reverse-mentoring programmes and together they will guide you on how to implement a scheme of your own.  If you have taken part in a reverse-mentoring scheme or would like to find out more please email Jacqueline.Gordon@stantonhouse.com

Stephanie Lam Promoted to Senior Consultant

We are delighted to announce Stephanie Lam has been promoted to Senior Consultant Stephanie joined Stanton House in Hong Kong as a graduate in September 2015 and has spent the last three years growing her passion and determination into expertise, now known as the 'go to person' in the Private Equity Market.Richard Dobson, Managing Director and Partner in Hong Kong said: "We are delighted that Stephanie has achieved her promotion to Senior Consultant and look forward to seeing her grow further into her role and working towards the next stage of her career progression. Her hard work continues to produce impressive results including a recent industry report which she initiated that was extremely well received. The feedback we regularly receive from clients and candidates alike about her market knowledge, enthusiasm, delivery and approach to building partnerships is what differentiates her from others."If you would like to congratulate Stephanie, you can connect on LinkedIn.

My new role as Talent Acquisition Partner

This autumn marks a fresh start for my career at Stanton House. I am excited to announce that I am embarking on the new position of Talent Acquisition Partner to support the company in its next stage of expansion.  I am passionate about diversifying our future talent pool and ensuring we have a vibrant, inclusive and dynamic group of consultants and senior staff who reflect the world that we recruit for. Having been at Stanton House for two years as Business Administrator, I have been able to see from the inside how we work to create a different reputation for the recruitment industry and understand who we need to help us achieve that mission.  I am truly excited to become a fully-fledged member of the HR community as I am passionate about people and have a keen interest in wellbeing at work, growing millennials into tomorrow’s leaders and upskilling an existing generation of talent with the tools needed to thrive in a modern world.  It would be great to hear from anyone in the HR community to see what initiatives you have been a part of that I can seek inspiration from and of course; if you are interested in finding out what Stanton House has to offer please get in touch.

Have you been a reverse-mentor or mentee?

We are in the final stages of producing a white paper that investigates the ways in which you as a company can improve diversity at every level. By simply and strategically pairing together unlikely individuals, the white paper details how you can use mentoring as a tool to retain talent, diversify your talent pool and create an inclusive workplace culture – all while supporting your commercial objectives. Despite the paper not being published until early October, we have received a fantastic reception from our network with professionals across all sectors, informing us that they are eager to start their own programme or in fact, already have one underway. With so much enthusiasm around the white paper, we have decided to host an event later this year with a panel of thought-leaders, industry experts and the professionals who have founded their own successful reverse-mentoring programmes and together they will guide you on how to implement a scheme of your own. If you have taken part in a reverse-mentoring scheme or would like to find out more please do get in touch and in the meantime if you would like to request an exclusive copy of our white paper please click on the button below. Request your copy

Recommended article: Improving Company Culture Is Not About Providing Free Snacks

"What’s the difference between culture and employee engagement? It’s a good question."Improving Company Culture Is Not About Providing Free Snacks via Strategy +Business

Recommended article: Digital transformation, with empathy – a change management view

A change management expert tells Phil Wainewright why success in digital transformation projects depends on a keen sense of empathy for the people affected.Digital transformation, with empathy – a change management view via Diginomica

Whitepaper: The power of mentoring and its ability to improve diversity

Coming soon... a focus on MentoringIn this exclusive white paper we discuss the power of mentoring and its ability to improve inter-generational, hierarchical, racial and gender diversity in the workplace. With exclusive interviews and contributions from a number of multi-national organisations; all supported by practical guidance, we explore how mentoring can break down internal barriers, diversify your talent pool and support your commercial objectives. Request your copy

Recommended article: Solving the United Kingdom’s productivity puzzle in a digital age

Looking for the answer to the UK’s productivity problem? It’s here and it seems the financial sector boom and bust, employment growth, investment decline and uneven digitalisation are all to blame:Solving the United Kingdom’s productivity puzzle in a digital age via Mckinsey Global Institute

Change Leadership or Change the Leadership?

Does successful Change require a Change in Leadership? England would say it does! Over the past 4 weeks my colleagues and I have delved into some questions around Change Management; What it means? Why it fails? How can we increase the success of change? There was a great deal of interaction from these articles and many good insights from seasoned professionals and “experts”. A consensus across the board is that Change is understood but Change Leadership sometimes neglected and only considered when the “faeces hit a spinning object”. Gareth Southgate who no one can deny has taken over the England Manager’s role in a time or turmoil and disappointment has done what no one since Sir Bobby Robson achieved in Italia 90. Yet he was by no means the first choice or even the second for that matter. However, since then Gareth has set out his vision, he believes in this vision and has stuck to this vision even under scrutiny. What’s more he has communicated it to the players, the press and England as a country."The very essence of leadership is that you have to have a vision. It's got to be a vision you articulate clearly and forcefully on every occasion." -Theodore Hesburgh, President of the University of Notre Dame.Gareth has also brought in his own staff that believe in his vision and are able to implement it throughout the squad. He has hired the best talent for the job at hand who provide a fresh set of eyes and a new approach to the role.He has quickly built solid relationships through all the levels of the team and whether it is a conscious choice or not he has influenced players to become his change champions and take on his vision as there own to further embed it, look at Harry Kane for example.It seems clear that in some circumstances new leadership is needed for large change to be successful but not all change is at a cultural level. Indeed, there are also other alternatives such as “reverse mentoring” which allows the more senior executives to learn and absorb fresh ideas from the younger generation who perhaps have a different skill set and way of thinking to the “staple”.When looking at change at smaller scale then;Is the use of interim(s), consultant and/or contractors a good way to bring in new ideas, embed change with a passion for delivery without the weight of preconcerted opinions, unconscious bias and politics interfering?

Your New Challenge Begins Here - 4th September 2018

European Controller £110,000 - £120,000 per annum + bonus + excellent benefits Surrey, EnglandGroup Finance Business Intelligence Analyst £55,000 - £60,000 per annum Berkshire, EnglandFinance Manager (12 month FTC) £55,000 - £65,000 per annum + benefits Middlesex, EnglandFinance Integration Project Manager £550 - £650 per day Bristol, EnglandProject Manager - Business Case Creation £550 - £600 per day London, EnglandFP&A Manager £350 - £400 per day Berkshire, England Get in touch for a confidential discussion about how Stanton House can help you hire great people or assist with your own career goals.

Would breaking up the 'Big 4' be good for Accountants?

For all of us who are involved, whether directly or indirectly, within Accountancy and Finance there remains a debate with two extremes; should the ‘Big 4’ be split up and would it be beneficial to Accountants/Finance Professionals?The article 'FRC wants inquiry into breaking-up Big Four' gives some real context to the issues concerned: It is a complex discussion that a number of my network have very different opinions on, but the one thing in common is that very few people sit on the fence. The most conventional observation is that breaking down 4 main players into, for example, 8 would readdress the balance that the Top 30 firms hold. This however is then usually challenged with the assumption that if you did split up the big 4, what is stopping the firms taking on this extra work from behaving like the ‘Big 4’, including the much publicised multi-million £ fines and front page stories?From a people perspective an interesting discussion is that by breaking up the ‘big 4’, individuals may be more likely to look at alternative ways to complete a professional qualification and it could provide and support less traditional routes to senior finance roles? This of course raises the question, do you think that breaking up the ‘big 4’ would be good for Accountants?

Recommended article: IT leaders at a crossroads as they grapple with digital technology

Is the CIO role in jeopardy? A new Deloitte survey identifies the three different types of CIO and suggests the majority are at a crossroads:IT leaders at a crossroads as they grapple with digital technology via Computer Weekly

100 result(s) found