< Back Could golf make your employees happier and healthier? David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 17 Feb 2025 Why golf is a fantastic way to manage workplace stress and improve health and wellness. Golf is more than a game for retirees and the rich, the sport has a much broader appeal and diverse range of participants than is commonly perceived. Those outside the sport may not realise that golf is one of the very best activities for increasing overall physical and mental health and can increase your life expectancy. The R&A’s 2020 Golf and Health report featured a scientific study conducted in Sweden that showed golfers live an average of five years longer than non-golfers. Mental Relaxation & Stress Relief Being Outdoors: Golf courses offer fresh air, green spaces, and peaceful surroundings, reducing stress and promoting relaxation. Mindfulness & Focus: Golf requires concentration, keeping you in the moment and helping to clear your mind from work-related worries. Social Interaction: Playing with colleagues or friends encourages social bonding, reducing feelings of isolation and workplace tension. Physical Activity & Health Benefits Exercise Without Strain: Walking the course, swinging, and carrying a bag provide low-impact exercise that boosts endorphins and reduces anxiety. Heart Health & Energy Levels: Regular golf helps improve cardiovascular fitness, leading to better energy levels and stress management. Mental Resilience & Work Performance Improved Decision-Making: Golf requires strategic thinking and patience, which translate into better problem-solving at work. Increased Productivity: A refreshed and de-stressed mind improves focus, creativity, and efficiency in the workplace. Work-Life Balance Time to Unplug: Golf encourages stepping away from screens and workplace pressures, helping prevent burnout. Fun & Enjoyment: Engaging in an activity you enjoy enhances overall happiness, improving your approach to both work and personal life. By combining exercise, fresh air, social interaction, and mental stimulation, golf serves as an excellent stress reliever, helping professionals stay balanced and perform at their best. The R&A Golf and Health Report (2016-20) can be viewed here. Previous Next

< Back Executive compensation report for business going through PE transition David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 6 Jan 2025 Getting the job done in record time with no corners cut. Stirling Hunter was retained to deliver benchmark retention and compensation data for the most senior leadership positions and a c$1bn+ consumer goods business. As well as access to various datasets and general benchmarking providers, Stirling Hunter created a custom industry and peer group analysis for the report. The report was based upon current actual compensation levels, it did not include advertised vacancy information or predicted replacement costs per hire. In addition to professionally available data, information was sourced from c178 contact points who were a combination of executive contacts and HR professionals with related knowledge. Stirling Hunter also cross-referenced data from comparable sized consumer businesses for the purpose of compensation and benefit packages. This data is based on 203 companies with fiscal years ending up to and including 31 December 2024. The project was highly time critical to the client and was delivered by the team at Stirling Hunter in under five working days. Previous Next

< Back Case Study SH/001 - Digital Security Firm David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 2 Dec 2024 Helping digital security firm engage future-ready leaders. The Client A leading digital security firm, protects digital platforms for media and connected industries. Its software and services protect billions of devices and applications for some of the world’s most iconic brands. The Challenge To ensure the business had the right people deployed in the right places and establish a global platform for talent acquisition. The company had experienced a spike in growth driven by new products and territories. To meet increased customer demand, the CEO wanted to better understand the “state of the organization” in terms of succession, development, bench strength, and middle and upper management team effectiveness. It was also important to identify any additional technical expertise needed within each team and to discover who may consider redeployment to new markets or divisions. The Solution During the initial stages of the project, Client Partners from Stirling Hunter met with each member of the middle and upper management teams in offices across Europe, Asia, and North America. Stirling Hunter then conducted a program of executive assessments. This was followed by benchmarking against those holding similar positions in other leading organisations. Assessment reports focused on the individual’s succession plan, fit and development needs. Stirling Hunter’s search consultants worked with the CEO to bridge any talent gaps through development, redeployment and delivered strategic searches to bring in the people required in each team and location. The project also required Stirling Hunter to build a global platform for general talent acquisition and devise talent attraction and identification methods that would reduce the reliance upon external recruitment vendors. Working closely with the Group HR Director, Stirling Hunter selected and implemented applicant tracking and onboarding technologies and designed best-in-class methodologies for the recruitment process, interview procedure, applicant evaluation and bespoke technical and aptitude testing. The Results The executive assessments resulted in a management team better aligned and engaged with the CEO’s vision for the company. Several members of the upper management teams relocated to open new offices or launched new product divisions. Many roles vacated were filled by promotions from members within existing teams. Other members of the management team received additional learning and development support and mentoring to make them future-ready. Stirling Hunter search consultants delivered into the business 14 new executives and 22 technical specialists to bridge talent gaps in 5 global locations. This has allowed the company to continue competing and delivering sector leading level of customer satisfaction and product innovation. The streamlined and cohesive recruitment processes built by Stirling Hunter significantly raised the quality of hires and reduced the global costs associated with the recruitment process by more than $1.1m per annum. Just as importantly, Stirling Hunter recruitment process management also reduced the time-to-hire, raised the calibre of applicant and improved offer acceptance ratios. Previous Next

< Back AI and the Future of Work David Tuscarny LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 May 2025 Navigating Employment Changes in the UK The rapid advancement of artificial intelligence has sparked both excitement and anxiety across the UK workforce. As we navigate this technological revolution, many are wondering: how will people maintain their standard of living as AI reshapes our employment landscape? Let's have a frank conversation about this complex transition and explore the potential paths forward that could help Britons thrive in an increasingly automated economy. The Current State of AI Adoption in British Workplaces Walk into any modern UK workplace today, and you'll likely find AI already at work, perhaps not as the humanoid robots of science fiction, but as the invisible systems powering everything from inventory management to customer service chatbots. Employment researchers at leading universities have observed AI adoption accelerating across virtually every sector. What's particularly fascinating is how the technology is being deployed, not just to replace routine tasks but to augment human capabilities in increasingly sophisticated ways. This dual nature of AI as both replacement and enhancement are creating a nuanced picture for workers across different industries and skill levels. It's not simply a case of "the robots are coming for our jobs," but rather a fundamental reshaping of what work looks like in the 21st century. Which Jobs Are Most Vulnerable? "So, should I be worried about my job?" That's the question on many people's minds, and unfortunately, there's no one-size-fits-all answer. The jobs facing the greatest disruption tend to be those involving predictable, routine tasks. Data entry specialists, basic accounting functions, certain customer service roles, and routine manufacturing positions are seeing significant AI incursion. If your daily work involves following the same steps repeatedly with little variation, it might be time to consider how your role could evolve. But vulnerability isn't limited to low-skilled positions. AI systems are increasingly capable of handling complex analytical tasks once thought safe from automation. Professional areas such as legal research, financial analysis and medical diagnostics are all seeing significant AI integration. The UK's Office for National Statistics estimates that approximately 1.5 million jobs may be significantly altered or displaced by AI technologies within the next five years. While this represents only about 5% of the total workforce, the impact will be unevenly distributed across regions and demographics. Birmingham, for instance, with its service-heavy economy, could see more immediate effects than areas with different economic profiles. Emerging Opportunities in the AI Economy Let's not paint too gloomy a picture, though. Despite legitimate concerns about job displacement, historical technological shifts suggest that while certain jobs disappear, new ones emerge. Remember how the internet was supposed to destroy employment? Instead, it created entirely new career paths that weren't previously imaginable. The AI revolution is already creating exciting demand for roles such as: AI trainers and specialists who help systems learn and improve. Data ethics consultants ensuring technology deployment respects human values. Human-AI collaboration managers bridging the gap between machines and teams. Digital transformation consultants helping businesses navigate technological change. Technology implementation specialists making abstract AI solutions work in real-world contexts. What makes these roles particularly interesting is how they combine technical understanding with distinctly human capabilities like emotional intelligence, ethical reasoning, creative problem-solving, and interpersonal communication. In other words, the future belongs to those who can work with AI rather than compete against it. Policy Approaches to Maintain Living Standards? Here's where things get both interesting and contentious. The UK government faces critical decisions about how to support citizens through this transition. Several policy approaches are being vigorously debated, each with passionate advocates and critics. Universal Basic Income Consumer rights experts and economic analysts make a compelling case for UBI. Universal Basic Income provides a safety net that allows people to retrain or pursue entrepreneurial ventures without facing financial desperation. It's about giving people breathing room to adapt in a rapidly changing economy. Think about how many more people might start businesses or retrain for emerging fields if they weren't paralyzed by the fear of not making rent next month. Critics counter that UBI could be prohibitively expensive and might discourage workforce participation. Others point out concerns about inflation if implementation isn't carefully managed. However, targeted UBI pilots in selected UK regions have provided valuable data on effectiveness. Funding Universal Basic Income The elephant in the room, of course, is how to pay for such a program. It's the first question sceptics ask, and rightfully so. Several approaches have been proposed, and the debate around them reflects deeper questions about how we want our economy to function: Reform of the existing benefits system A comprehensive UBI could replace numerous existing welfare programs, reducing administrative costs and complexity. The Resolution Foundation estimates that streamlining the current benefits structure could free up approximately £10-15 billion annually. Government insiders acknowledge that we're already spending this money, just inefficiently and with significant overhead costs. Taxation of AI and automation Economists at leading institutions have made a straightforward case. As AI systems generate economic value, capturing a portion of that productivity gain through targeted taxation makes logical sense. This could take the form of a 'robot tax' on companies based on their automation-driven productivity increases or a digital services tax on AI-intensive business models. It's a compelling argument, if machines are doing work once done by taxpaying humans, perhaps they should contribute to the public coffers too. UK sovereign wealth fund Financial policy analysts point to Norway as a model. Their sovereign wealth fund demonstrates how public ownership of capital assets can generate significant returns for citizens. A British Future Fund could similarly invest in the technologies reshaping our economy, ensuring the public shares in their success. Such a fund would allow the country to benefit collectively from technological advancement rather than seeing gains concentrated among tech investors. Carbon and pollution taxes Environmental levies serve the dual purpose of reducing emissions while generating revenue. The Institute for Public Policy Research suggests that a comprehensive carbon tax could generate up to £20 billion annually while supporting climate goals. It's a classic example of policy alignment addressing multiple challenges with a single approach. Wealth and land value taxes Tax policy researchers have observed that the UK's wealth distribution has become increasingly concentrated. A modest annual tax on assets above a high threshold, say £1 million, could generate substantial revenue while affecting only the wealthiest households. Such approaches target the accumulation of wealth rather than just income. I mplementation Models and Considerations Beyond merely paying for UBI, how it's structured and implemented varies widely in proposed models. Having spoken with experts across the political spectrum, several approaches seem particularly worthy of consideration: Phased implementation Social policy experts advocate for a pragmatic approach involving a gradual rollout of UBI starting with specific demographics, such as young adults entering the workforce or regions experiencing significant automation-related job losses. This could provide valuable data while managing fiscal impact. This approach also allows for system refinement before national implementation and might make the political lift easier too. Tapered benefits Welfare policy researchers explain it doesn't have to be all-or-nothing. Rather than providing the same payment to everyone regardless of income, a tapered approach where payments gradually reduce as income rises maintains the universal principle while targeting resources more effectively at those most affected by economic disruption. This addresses one of the common critiques about inefficient allocation of resources. Regional variations Having travelled throughout the UK, it's striking how dramatically the cost of living varies. Urban economists point out that a UBI that provides a meaningful standard of living in Middlesbrough might be inadequate in central London. Regional payment adjustments could address this disparity, though at the cost of additional complexity. It's a challenging balance of simplicity versus responsiveness to local conditions. Participation incentives Community organizers challenge the notion that UBI would discourage work. Rather than seeing UBI as replacing work, we should view it as enabling more meaningful participation. Some UBI models include incentives for continued engagement in employment, education, or community service, addressing head-on the concern that basic income might reduce workforce participation. Integration with existing systems Disability rights advocates emphasize that some individuals, such as those with certain disabilities, may require targeted support beyond a standard UBI payment. Any implementation must ensure these populations don't experience reduced support. Complete replacement of welfare systems could disrupt support for those with specialized needs. Divergent Perspectives What makes the UBI debate so fascinating is how it reflects broader philosophical differences about work, society, and human flourishing. These differences become apparent when examining various schools of thought: Market libertarians support UBI as a replacement for complex welfare bureaucracies. A simple cash transfer respects individual autonomy and eliminates paternalistic programs that dictate how people should live. For this group, it's fundamentally about freedom from government micromanagement. Progressive advocates things quite differently. Universal Basic Income isn't about replacing public services but complementing them. We still need the NHS, public education, and affordable housing alongside income support. When challenged that this might be overly expensive, they counter that the question isn't about affordability but priorities. Communitarians bring yet another perspective, emphasizing local implementation. Communities themselves should help shape how UBI works in their area, recognizing the unique economic and social circumstances they face. This vision involves neighbourhood-level involvement rather than one-size-fits-all national programs. Traditionalists worry about cultural implications. We must carefully consider how UBI might affect societal values around work and contribution. Implementation should reinforce rather than undermine the importance of productive engagement. It's a reminder that economic policies shape culture, not just finances. Polling research suggests the British public remains divided on UBI, with support strongest among younger demographics and those working in sectors facing automation threats. Interestingly, support increases significantly when implementation is framed as a response to technological disruption rather than as a broader welfare reform, suggesting how we talk about these issues matters tremendously. Education and Reskilling Initiatives While UBI commands significant attention in policy discussions, education and reskilling initiatives may be even more fundamental to maintaining living standards in an AI-transformed economy. Education policy researchers emphasize we need to move beyond the traditional model where education happens only at the beginning of your career. Lifelong learning accounts, where people can draw on government-supported funds throughout their working lives to retrain offer one promising approach. The government's National Skills Fund represents a step in this direction, but many experts believe much more comprehensive approaches are needed. The idea that your right to education shouldn't end at 18 or 22 but continue throughout your life, with periods of work interspersed with periods of learning new skills, could become the new normal. From coding bootcamps to advanced manufacturing training, new educational models are emerging that focus on rapid, targeted skill development rather than traditional degrees. These approaches may prove essential as the pace of technological change continues to accelerate. Worker Ownership Models One of the most intriguing approaches to maintaining standards of living involves giving workers a stake in the very technologies changing their workplaces. Labour representatives make a compelling point: When workers share in the ownership of AI systems deployed in their workplaces, the technology becomes an ally rather than a threat. The increased productivity translates to higher wages rather than just shareholder profits. Worker cooperatives and employee ownership schemes are gaining attention as models that distribute the benefits of automation more widely. The John Lewis Partnership model, long established in British retail, offers one template, while emerging platform cooperatives provide digital-age examples of shared ownership. As one manufacturing employee eloquently put it. "The question isn't just whether machines will do the work, but who will own the machines." It's a perspective that shifts the conversation from job preservation to wealth distribution, a crucial distinction as we navigate technological transformation. Individual Strategies for Adaptation While policy solutions are crucial, many individuals are already taking proactive approaches to position themselves advantageously in the changing economy. Some of the most promising strategies observed across sectors include: Developing complementary skills, those that work alongside rather than compete with AI offers one pathway forward. These include advanced interpersonal abilities, creative thinking, and complex problem-solving. Finance professionals who've successfully adapted their roles focus on understanding what keeps clients up at night, something AI still can't do well. Pursuing continuous learning through both formal and informal channels helps workers stay relevant in rapidly evolving fields. Online platforms like FutureLearn and OpenLearn, community college courses, and employer-sponsored training all provide avenues for skill development without requiring a return to full-time education. Maintaining professional networks becomes even more important during technological transitions. As the job market evolves, personal connections often provide the first awareness of new opportunities. Almost every major career advancement for many successful professionals came through relationships, not formal job applications. People who are thriving amid technological change share one key characteristic: adaptability. They view change not as a threat but as an opportunity to grow and evolve professionally. A Balanced Perspective As we wrap up this exploration of AI and the future of work in the UK, it's worth reflecting on the balanced approach that appears most promising. Technology ethicists who study human-AI interaction observe that the most successful implementations of AI are those where the technology handles routine aspects of work, freeing humans to focus on more meaningful and creative contributions. This balanced approach, using AI to eliminate drudgery while preserving human agency and creativity offers a vision of technological progress that maintains and potentially enhances quality of life. It's neither the techno-utopian dream of liberation from all labour nor the dystopian nightmare of mass unemployment, but something more nuanced and, ultimately, more realistic. The UK stands at a critical juncture. With thoughtful policy choices and proactive individual adaptation, the AI revolution could ultimately lead to more fulfilling work and broader prosperity. Getting there will require navigating significant challenges with both creativity and compassion. The choices we make now, both as individuals and as a society, will shape not just our economy but our way of life for generations to come. Perhaps that's the most important takeaway? The future of work isn't something that will simply happen to us, it's something we create together through our collective choices and priorities. The question isn't whether AI will transform work in the UK, it's already doing so, but rather, how we'll ensure that transformation benefits everyone. David Tuscarny is the Founder and Client Partner of Stirling Hunter a boutique executive search and HR consulting firm, David’s has been advising executives and Boards on hiring trends and strategy since 1997. Previous Next

< Back The New Actuarial Talent Landscape in 2025 LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 7 May 2025 AI is Reshaping What Firms Want After near 30 years of placing actuaries and pension professionals, I've developed a pretty good nose for industry shifts. But the changes I'm seeing now with AI? They're unprecedented. Last month, a longstanding client called to adjust a search I was about to start for them. "David," they said, "that Head of Valuation role we discussed? We need to rewrite it completely. We don't just need someone who can run the models anymore—we need someone who can tell us which models to trust and why." This conversation isn't unique. It's happening across my client base. What firms are really looking for now? Let me be direct: the skills that guaranteed a successful actuarial career for the past three decades are no longer sufficient. The market is transforming before our eyes. When I started in this business in the early 90s, technical mastery of actuarial science was the golden ticket. Now? It's necessary but nowhere near enough. My most successful placements over the past 18 months have all demonstrated something beyond technical excellence. They bring: Technological discernment – not just using AI tools but knowing their limitations. Business translation skills – explaining complex actuarial concepts to non-technical executives. Strategic insight – moving beyond calculation to consultation. One insurance CEO put it bluntly during a search intake call: "David, I don't need more people to feed data into systems. I need people who can tell me what the output actually means for our business." The Mid-Career Squeeze If there's one group I'm genuinely concerned about, it's mid-career actuaries with 10-15 years of experience. Many built their careers on technical expertise that's increasingly being automated. Last quarter, I had several highly qualified candidates in this bracket who I struggled to shortlist for any of my live projects. All had impeccable technical credentials. All had been caught flat-footed by how quickly the market shifted. I suggested they should reposition themselves for other roles by highlighting projects where they had influenced business decisions, not just provided the calculations behind them. The Surprising Winners Here's something that might surprise you: some of the most sought-after candidates I am aware of aren't the ones with the most designations after their names. I recently placed a Fellow with just six years of experience into a role that would typically require 12+ years, simply because she had led an AI implementation project and could speak the language of both actuarial science and data science. Another candidate, who had taken a two-year detour into a customer-facing role that many considered a career misstep, is now being fought over by three firms precisely because of his communication skills and business understanding. The New Career Playbook Based on what I'm seeing in successful placements, here's my advice for actuarial professionals at any career stage: Get hands-on with AI tools – Not to become a developer, but to understand their real capabilities and limitations. Build your business acumen – Volunteer for projects that expose you to the commercial side of decisions. Develop a specialization beyond calculation – Whether it's communication, change management, or regulatory insight. Document your judgment calls – Keep track of times when your professional intuition caught something the models missed. What About Entry-Level? I get this question constantly from worried parents and students: "Is it still worth pursuing an actuarial career with AI taking over?" My answer is yes, but with caveats. The traditional entry path of endless exam-taking while doing rote calculations is narrowing. The new path requires earlier business exposure and greater technological adaptability. Several forward-thinking firms have revamped their graduate programs. One major consultancy has created a dual-track system where new actuaries rotate between traditional teams and their innovation lab, explicitly to build this hybrid skill set. The Hiring Reality Let me share some hard numbers from my own business: Searches for traditional actuarial roles with primarily technical requirements are down 44% over the past two years. Searches for hybrid roles requiring actuarial knowledge plus data science or business skills are up 92%. The average time-to-fill for specialist AI-savvy actuaries has increased from 7 weeks to 16 weeks due to demand. The firms that still view actuarial talent as purely technical resources are finding themselves with increasingly sophisticated tools but insufficient human capability to leverage them strategically. A Word on Compensation Follow the money, as they say. The salary premiums I'm seeing for actuaries who can bridge the technical-strategic divide are substantial, often 40-50% above their technically focused peers at the same experience level. One client recently authorised a compensation package 70% above their original budget for a candidate who demonstrated both strong actuarial foundations and the ability to shape business strategy using AI-enhanced insights. The Future I See? After three decades watching this profession evolve, I remain fundamentally optimistic. Actuaries have always been adaptable; it's built into the profession's DNA to assess and adjust to changing risk landscapes. The actuaries and pension professionals who thrive in the coming decade won't be those fighting against AI advancements. They'll be the ones who recognize that the real value of actuarial thinking was never in the calculation itself, but in the judgment surrounding it. As one of my most successful placed candidates recently told me: "The machines can have the spreadsheets. I'll take the boardroom." David Tuscarny is the Founder and Client Partner of Stirling Hunter a boutique executive search and HR consulting firm, David’s has been specialising in actuarial, risk and asset management placements since 1997. Previous Next

Partner with Stirling Hunter for your executive career. Explore senior leadership opportunities and get expert guidance on your next career move. Your Career Our aim when working with you is to offer discreet and meaningful advice to help align your personal career aspirations to the right companies at the right time. By working with Stirling Hunter, you can expect nothing less than total confidentiality in all our discussions until you permit us to contact a client on your behalf regarding one of our executive recruitment projects. When invited to meet a client, we provide you with a comprehensive briefing covering key facts relating to the role, the organisation, its culture and ethos as well as details on the key personnel and the expectations of you every meeting. Our relationship does not begin or end with a successful job search. We are on hand to act as sounding board and confidant on a variety of issues such as the executive job market, salary and leadership trends for your sector, preparation of your resume, interview techniques and market intelligence. Opportunities Please browse our our publicly advertised roles. We also work on a number of unadvertised positions, so welcome speculative enquiries. To submit your CV for general consideration, please get in touch through the form on our Contact Us page. Please continue to check our website over the coming months and apply for any position(s) that are of interest to you using our online application system. View Opportunities Career Sentry It's never a bad time to prepare for a future layoff, job change, or even promotion. Career Sentry from Stirling Hunter is the personal career management service for executives and professionals. Career Sentry provides ongoing confidential and impartial support to executives with their personal career plans and maintains a state of readiness for any career or job shift, not just during times of career uncertainty. That's the best thing insurance can possibly offer. Each Career Sentry plan is unique to you and designed to help you perform, develop, grow, and succeed. Get in touch Coaching & Development Stirling Hunter offers tailored one-to-one coaching on a highly confidential basis to help remove the obstacles that stand in the way of your professional career moving forward. We want you to thrive and flourish. Our coaches not only help you create a more positive, more productive, and more profitable workplace, we help you to see how to become a better you in all aspects of your life. Get in touch Work For Us Whether you’re a graduate at the start of your career, a seasoned executive or professional we are always looking to recruit talented people. If you’re driven and ambitious we’d like to hear from you and discuss your career. With us, anything’s possible. Get in touch

< Back AI driven executive search David T. LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 18 Mar 2025 Stirling Hunter empowers organisations with precision, expertise and AI-driven solutions. Previous Next

< Back Could employee resistance in HR itself slow adoption of HR AI agents? David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 3 Mar 2025 Yes, employee resistance within HR teams could indeed slow down the implementation of AI agents. Here are a few reasons why this might happen: Fear of Job Replacement: HR professionals might worry that AI will automate their roles, leading to job insecurity. This fear can create resistance to adopting AI technologies. Lack of Trust in Technology: Employees may doubt the accuracy, fairness, or reliability of AI systems, especially for sensitive tasks like hiring or performance evaluations. Change Aversion: Human resource teams, like any group, may resist changes to established workflows and processes, especially if they perceive AI tools as disruptive. Ethical Concerns: There may be concerns about ethical implications, such as bias in AI decision-making or data privacy issues, which could lead to hesitation in adoption. Skill Gaps: HR teams may feel unprepared to manage or integrate AI tools due to a lack of technical expertise, leading to slower implementation. To address these challenges, organizations can invest in training, foster open communication about AI's role, and involve HR professionals in the decision-making process to ease the transition. Do you think organisations are doing enough to overcome these barriers? Previous Next

< Back Will US tariffs hurt the economy? David T LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 10 Feb 2025 Trump’s proposed tariffs could have significant economic consequences. US President Donald Trump’s proposed tariffs could have significant economic consequences, depending on their scale and how other countries respond. Here’s a breakdown of the potential effects: Potential Economic Harms Higher Consumer Prices Tariffs function as a tax on imports, making goods more expensive for American consumers. If businesses pass costs onto consumers, inflation could rise. Retaliation from Other Countries Trade partners might impose their own tariffs on U.S. exports, hurting industries like agriculture, manufacturing, and technology. Supply Chain Disruptions Many U.S. companies rely on global supply chains. Tariffs could increase costs for businesses that depend on imported materials, leading to job losses or reduced investment. Market Uncertainty Businesses dislike uncertainty. If trade relations become unstable, companies may delay hiring or expansion, slowing economic growth. Potential for a Trade War If tariffs escalate into broader trade conflicts, economic growth could suffer, as seen during Trump’s first term when his tariffs hurt industries like farming and manufacturing. Potential Benefits (if tariffs work as intended) Boosting Domestic Production Higher tariffs could encourage companies to move production back to the U.S., creating jobs in some sectors. Trade Deficit Reduction By making imports more expensive, tariffs could lower the U.S. trade deficit, although this is debated. Leverage in Trade Negotiations Trump sees tariffs as a bargaining tool to pressure other countries (e.g., China) into better trade deals. Overall Impact Most economists argue that broad, across-the-board tariffs would hurt the U.S. economy more than they help, mainly by raising costs for consumers and businesses. However, targeted tariffs, if strategically implemented, could have mixed results. Previous Next

< Back Is the Four-Day Week a terrible idea? Oliver Tuscarny LinkedIn Facebook X (Twitter) Pinterest WhatsApp Copy link 14 Feb 2025 A one size fits all policy may be bad for employers and the economy. A major shake-up of workers' rights is on its way in the 2024/25 Employment Rights Bill introduced in the House of Commons on 10 October 2024. The Bill covers reforms to several areas of employment law, including unfair dismissal, flexible working, statutory sick pay, family leave, protections against harassment, fire and rehire, collective bargaining in the education and adult social care sectors, trade union law and enforcement of labour market rules. The bill is still subject to full review by Parliament, and we will see additional amendments before its full implementation. In early 2025, a number of MPs have proposed an amendment to the Employment Rights Bill, urging the Government to explore reducing the standard working week to 32 hours. As it stands, the Employment Rights Bill makes no specific mention of the four-day week. However, it does include a reform to make flexible working “the default,” with employees having the right from day one to request flexible working arrangements which could include a four-day week through compressed hours. Whether the government should legislate a four-day workweek is a complex issue with strong arguments on both sides. The idea of a four-day workweek sounds appealing, but in practice, it presents serious challenges that could outweigh the benefits. Here are a few key reasons why a four-day workweek could be a terrible idea: Reduced Productivity in Certain Sectors While some office jobs might handle the shift well, many industries such as healthcare, manufacturing, and retail require consistent staffing. A four-day workweek could lead to staffing shortages, forcing companies to hire more workers or pay expensive overtime. A mandated blanket policy change may be impractical for all sectors. Increased Workload and Stress If businesses expect employees to maintain the same output in fewer days, it could lead to longer work hours, increased stress, and burnout. A compressed schedule (e.g., four 10-hour days) may be more exhausting than a traditional five-day setup. Negative Impact on Customer Service Businesses that operate on a standard five-day (or seven-day) schedule might struggle to maintain customer service levels. Delays in response times, difficulty scheduling meetings, and inconsistent availability could frustrate clients and customers. Higher Costs for Businesses and Consumers Small businesses might find it difficult to adjust. If they need to stay open five or more days a week, they may have to hire additional staff, increasing payroll costs rather than reducing them. If businesses pass costs onto consumers, it could contribute to inflation or economic instability. Reduced Economic Activity With fewer workdays, there could be a decline in economic activity, especially in service industries like restaurants, transport, and entertainment, which depend on the flow of workers throughout the week. Not Suitable for All Jobs While knowledge-based jobs might adapt, professions that rely on in-person presence (teachers, healthcare workers, emergency responders, etc.) might find a four-day model unworkable. Reduced Wages If a four-day week means fewer hours, some employees might see pay cuts unless productivity significantly increases. Legislation that insists on a four day week with no wage loss will significantly increase payroll costs. It would effectively grant a 20% pay rise for all employees. Whilst great in theory for the employees, the financial strain to business could lead to redundancies and business closures. It may also add to inflation pressures as prices rise to cover the additional payroll costs. International Competitiveness Issues In a globalized economy, businesses that operate on a four-day schedule might fall behind competitors in countries that maintain a five-day (or longer) workweek, potentially leading to economic disadvantages. Arguments for Legislation Improved Work-Life Balance A shorter workweek could reduce stress, improve mental health, and enhance overall well-being. Higher Productivity Studies in some countries (e.g., Iceland, UK pilot programs) suggest that a four-day week can lead to the same or even increased productivity. Environmental Benefits Fewer commuting days could reduce carbon emissions and congestion. Job Creation If companies need to maintain output, they might hire more workers, potentially reducing unemployment. Alternative Approaches Instead of mandating a four-day week, the government could incentivize it through tax breaks, pilot programs, or allowing businesses to experiment with flexible schedules. A four-day workweek may work in specific cases, but as a broad policy, it comes with major challenges that could outweigh its advantages. Should the government legislate it, or should it be left to employers and employees to decide? Previous Next

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Terms and Conditions - Stirling Hunter executive and project recruitment, succession planning, background screening, HR, leadership and strategy consulting. Terms & Conditions These Terms and Conditions of website use tell you the terms of use on which you may access the Stirling Hunter website. The owner of this website is Stirling Hunter Limited, an independent professional services firm providing executive search, specialist recruitment, leadership, organisational strategy, and human resource consulting. We are a registered company in the United Kingdom with a registration number of 12086860, our registered office at Greenwood House Greenwood Court, Bury St Edmunds IP32 7GY. Definitions In these Terms and Conditions and in the Privacy Policy, Stirling Hunter and its affiliated entities are referred to as "SHL" or "we" or "us". Please read these Terms and Conditions of use ("Terms") carefully before using our website. By using our website and submitting any personal information, you accept these Terms and the SHL Privacy Policy and agree to abide by them. If you do not agree with these Terms, you must not use our website. Your obligations In using our website, you must: Use our website for lawful purposes such as when seeking information on SHL consulting services, help with your career or when recruiting staff; Not infringe the rights of, or restrict or inhibit the use of our website by, any third party; Not engage in any conduct which is unlawful, or which may harass or cause distress or inconvenience to any person; Not upload, post, transmit or distribute any material or information (i) where you do not own or have the right to use the intellectual property rights in that material or (ii) which is unlawful, or which is potentially harmful, threatening, abusive, libellous, defamatory, pornographic or otherwise obscene, racially or ethnically or otherwise objectionable, or damaging to the reputation of SHL; Not interfere with, damage, or disrupt any part of our website, any equipment, systems or network used to operate our website; Not transmit any data or send or upload any material that contains viruses, Trojan horses, worms, time-bombs, keystroke loggers, spyware, adware or any other harmful programmes or similar computer code designed to adversely affect the operation of any computer or hardware; Use current virus checking software; and Not reproduce, duplicate, copy or re-sell any part of our website. Viewing and applying for jobs This website may allow you to view job listings and to apply for those jobs on the SHL website and through a secure portal. All jobs are listed on behalf of third-party clients of SHL who have instructed us to manage a recruitment project on their behalf. We do not make any representation or warranty on the accuracy of any information contained in a job listing, or the suitability of any applicant for a listed job. If you apply for a job listed, your application will be managed in accordance with a process which we will have agreed with the relevant client. Whilst we will use reasonable endeavours to remove expired job listings from the website, we can give no guarantee that any job listed on this website remains open at any given time. Please refer to our Privacy Policy for a description of the personal data we may collect from job applicants, and how that information is used and managed. Copyright All content on this website (including, but not limited to, all artwork, graphics, images, screen shots, text, downloadable files, video clips, trademarks, logos and product names) (“Content”) is owned or controlled by SHL or its partners, affiliates or third parties with all rights reserved unless otherwise noted. Users are expected to limit the download and use of Content for personal, non-commercial purposes and must not copy, modify, reproduce, or use Content for any other purpose without our prior written consent. Disclaimer The information materials and opinions contained on this website and related websites are for general information purposes only. SHL makes no warranties, representations or undertakings about any of the content of this website (including, without limitation, any as to the quality, accuracy, completeness or fitness for any purpose of such content), or any content of any other web site referred to or accessed by hypertext link through this website. SHL does not accept any responsibility for any loss which may arise from reliance on information or materials published on this website. SHL will not be liable for the contents of any communication, message, or information provided to SHL by you or other third parties. Links to other websites are provided for information only. We have no control over the content of the websites linked to and accept no responsibility for material found on them or for any loss or damage that may arise from your use of them. Certain parts of this site and related websites link to external internet sites, and other external internet sites may link to this website. SHL are not responsible for the content of any external internet sites. SHL cannot guarantee that our website and any documents, files and information hosted or downloaded from this site will be free from viruses, Trojan horses, worms, time bombs, keystroke loggers, spyware, adware and other harmful programmes or computer code designed to adversely affect the operation of any computer software or hardware. We are not liable for any loss, which may be suffered by any person arising from any such harmful code or computer code. Law These Terms of use shall be governed by and construed in accordance with the laws of England and Wales. By using this Site, you agree to submit any dispute arising from use of the matters covered by these Terms of Use to the exclusive jurisdiction of the courts of England and Wales. Changes to Terms We may revise these Terms and Conditions by amending this page. Please check this page from time to time for any changes we have made, as they are binding on you. Contact information - If you have questions concerning this website or its policies, or to exercise your rights with respect to your personal information, please contact us at data@stirlinghunter.com . Last updated - 02 March 2025 We keep our Terms and Conditions under regular review and update them from time to time. Please review this page periodically for any changes.