Hiring

It scares me sometimes when I think about the big decisions I’ve made on gut feel and will probably continue to make relying on my instincts.

Here at People Perform we understand that developing a clear people strategy for any business comes with its own unique complexity. 

Understanding business requirements, gaining buy-in from the board and senior leaders whilst delivering clear results through rigorous project management; all of this whilst balancing short-term delivery and results to keep the business owners and shareholders happy! 

CEOs will often stand up and say that people are the most important asset in their business. And they’re right. But do they act like it? Very rarely.

The traditional role of the CISO is changing.

It is being challenged by emerging new regulations such as GDPR, which are impacting all industry sectors, and the arrival on the scene of the new role of the DPOin many firms.

#companyCulture #talentAcquisition #interviewing #cultureCreation #vendoRelations

As HR and Talent Recruitment professionals, we sometimes have the opportunity to sit on “both sides of the fence” – in the business, and as a vendor. Such is the case with my own career and many of those in my network. 

This is also the case for many of the corporate functions across the ecosystem; especially within Technology, eCommerce, Marketing & Creative, and Operations.

There is some form of management reality beyond the “100 days” journalistic cliché: How does an incoming executive make an impact in a new role? What are the real timeframes to look at, and what can be expected and over what horizon? What are the key issues that should raise a red flag during the first few months in a new senior position? and those which can be ignored?

I didn’t think it would happen to me.

I’ve had a really interesting journey this past few months. I’m fortunate to be ‘in demand’ and to take my work to wherever it finds me. Interesting projects are not in short supply and my network brings me into collaboration with great teams. Yet I can’t help but notice some uncomfortable trends in the sector and a couple of recent experiences have also inspired me to write this. I’ve seen ageism for the first time and it’s truly shocked me.

Through this series, we have examined how an incoming CISO can create the conditions to truly make a difference in their new job.

Of course, as we stated in the introductory article, all companies are different from one another and so are most individuals. Each will be at their particular stage in terms of security or managerial maturity.

This is the point when you really get stuck in. By now, you would have been in the new CISO job for about 2 months and it should start to feel less and less like a new job. Of course, this is not really about 100 days, and you should also start to realise it.

This is really the time-horizon over which the new CISO must start assessing their new position. Once again, many of the management tips we will be building up in this series could apply to any executive taking up a senior job in a new organisation.