Stuart Elliott is CEO and Owner at Elliott Scott HR, a global specialist in HR recruitment with offices in Delhi, Hong Kong, London, New York, São Paulo, and Singapore.
Stuart works with Global HR leaders on their strategy, identifying key talent in complex markets and ensuring leadership remains acutely aware of the nuances that define global talent environments.
In this instalment of the series, Stuart shares his take on effective branding as well as the challenges of managing positive and productive working environments in the post-Covid era. Read on to find out why attitude, purpose, and genuine motivation are critical to career success.
"Navigating a tricky market and keeping teams motivated while managing a flagging P&L is what I want to be remembered for. Anyone can make money when it’s treated like confetti."
M.INT –How has team management changed in the post-Covid era?
SE –It has definitely changed, but there are a huge number of caveats that I’d add in from both what we’ve experienced and also see from our clients.
It is unusual now to see or hear of many teams in an office five days per week; two to four days is the broader norm depending on the industry or sector. We are now doing three days a week ourselves, which is up from the two days that we had been doing in the early return post-COVID. We found that on the two-day model, most days were full of client meetings, which meant we never spent any time with each other. The extra day allows for greater cross-over, which is particularly helpful for running through scenarios and hearing about the market. Recruitment is an industry built around people; therefore, it is rare that any one problem is the same. Being able to talk things through instantly is a huge help.
Lastly, we try to catch up socially as a team on a monthly basis. The scheduling removes some spontaneity, but it is important that people get to know each other on a deeper level. I like the people I work with; finding out more about who they are is vital for morale and your broader understanding of those you are surrounded by.
It is unusual now to see or hear of many teams in an office five days per week; two to four days is the broader norm depending on the industry or sector. We are now doing three days a week ourselves, which is up from the two days that we had been doing in the early return post-COVID. We found that on the two-day model, most days were full of client meetings, which meant we never spent any time with each other. The extra day allows for greater cross-over, which is particularly helpful for running through scenarios and hearing about the market. Recruitment is an industry built around people; therefore, it is rare that any one problem is the same. Being able to talk things through instantly is a huge help.
Lastly, we try to catch up socially as a team on a monthly basis. The scheduling removes some spontaneity, but it is important that people get to know each other on a deeper level. I like the people I work with; finding out more about who they are is vital for morale and your broader understanding of those you are surrounded by.