Building the hiring structure for a £30m commercial maintenance provider planning to treble

The situation

Growth was outrunning the structure.

Around 300 people, a plan to treble in five years, and the strain showing in the middle. Middle management and leadership capacity was stretched. Hiring was inconsistent from region to region, with several agencies on different terms sending the same CVs. Business development had no clear focus and client care was informal. Internal recruitment responsibilities were not defined, so candidates were being lost between interview and offer.

What we proposed

Three phases, one problem at a time.

Phase one: fix the recruitment structure. Analyse where, when and how the business hires, build a preferred supplier list, tighten job descriptions and interview process, and hire an internal talent attraction specialist. Phase two: business development and client care. Identify key clients and high margin sectors, put a name against every account, and introduce growth incentives for the leadership team. Phase three: retention and leadership pathways, from a 90 day onboarding roadmap to progression routes and exit data.

What we did

Phase one is under way: the preferred supplier list, renegotiated agency terms, a tighter interview and sign off process, and the internal talent attraction hire. Phases two and three follow once hiring is running the way it should.

What is changing

Results will be added as each phase closes.

It is rare to find a recruiter who builds a genuine relationship rather than simply filling vacancies. Astrid has continued to work closely with me to help recruit into my team, understanding the type of people and skills we need.