Celebrating 18 years
Harvey Lawrence celebrates 18 years in business this month. As a well-known construction recruitment specialist, Harvey Lawrence sources talent across engineering, management, technical and commercial disciplines in the construction sector. The business has seen many changes in the last 18 years, and it is a consistent approach to quality that has built the successful business we know today. The driving force behind the company, Sarah Harvey, is also celebrating 30 years as a construction recruiter this year. Here, she talks about the business and what makes Harvey Lawrence successful. What motivated you to start your own recruitment business? I had always wanted to have my own business, even within my first two or three years as a recruiter. I remember attending an event with my then Director for the Businesswoman of the Year Awards in Yorkshire in 1992 and he commented “that will be you one day”. Not that I think I have reached those dizzy heights, but it did strike a chord with me and I knew that working for someone else wasn’t my long-term aim. It was my move to Manchester in 1993, to set up the Manchester office for Hays and the key role I played in the development and then management of the Northern region, that really gave me the confidence and skill. Whilst I value what l learned in nearly 12 years with a major player, I ultimately wanted to prove to myself that I could do things my own way and put my own personal stamp on a business. What makes Harvey Lawrence different? I genuinely believe the things that make us different are not all that complicated, in fact they are very simple. We are incredibly knowledgeable and we are upfront and honest. When you break it down to what clients and jobseekers want, it’s about dealing with a recruitment company that can show real market understanding and do the job properly. We know that people have long memories and therefore we consider business ethics to be high on our agenda. This attitude really helps to differentiate us in an industry in which I feel business ethics can be seriously lacking. With the increased demand for staff over the last few years, I think this lack of skill and ethics has been further eroded. There are still good recruiters out there, but I feel that they are in the minority. For the good of the sector it needs to be sorted out. For Harvey Lawrence, however, it is a major differentiator; we are much more than CV pushers. We are well-connected, particularly at senior management level and I know that we are taken seriously by many construction professionals as well as amongst our competitors. We have been around a long time, we have placed many people, including in senior level positions, which we do by doing the job properly and being so much more than post boxes. For us it is about longevity, sustainability and pride. All of these things are priceless. It is what makes you hold your head up high and I have made certain that these ethics are upheld throughout the business without compromise. What are you most proud of? I am proud that I started a business from scratch and that 18 years later it is still here and is in better shape than it has ever been with a rock-solid credit rating and credibility. The brand is respected, it is very stable and successful. I have learned some hard lessons from the last recession which makes me always keep my feet on the ground and importantly learn from mistakes. I probably didn’t realise how hard it would be to guide a business through a recession, through lots of legislative change, always gambling your own money. I think a lot of stress, bus-loads of determination with hopefully a smattering of insight got me through. What is the secret to longevity? It’s about being good at what you do, clearly, but it is much more than that. Adapting to change and embracing new ideas is paramount, especially in the ever-changing recruitment industry. Sadly, this industry is not known for engendering trust so Harvey Lawrence works hard to cast away the negatives associated with the recruitment industry which is why we’ve built so many long- standing relationships. I believe my three decades in the industry and valuable experience gained during this time, means I won't take unnecessary risks. Market conditions are fluid so for me, it is about sustainability, strong compliance and commericals. What do you see as the major changes in the construction sector since setting up Harvey Lawrence? For me, the industry has become much more process and governance-led and has made significant headway in improving its image. The amount of Tier 1 companies has reduced through merger/acquisition and business failure. No longer is the view that “biggest is best”. In fact, the SME market has really been a game changer for the sector as they now provide very real competition to the larger players and I think the view of the SME space has changed in the last 18 years. They are now taken very seriously and quite rightly as they have attracted some excellent talent. They also have the added advantage of being very price competitive. In fact, we frequently see people migrating from the large players to the regionals as they feel that they can take on a bigger role but clearly there are still those that prefer to stay with what they feel is the security of the larger players. For most people who have been in the construction sector long enough, they know that it is very susceptible to market fluctuation. I think regardless of how busy the market is, the dread of a recession is never far from peoples’ minds. We have gone from a nation of school builders to high rise residential builders. Now everyone is asking how long the developer boom will last and what will replace it. There are also those who, some may say wisely, opted to stick with public sector work as a safer option. There has definitely been a change of work streams and procurement routes, bringing with them their own challenges. What I do remember very well... a few years ago people asked what they would do after the school building had finished as they had not developed their private sector contacts in time and the same question could be asked now of those that are so heavily reliant on the private sector. There has also been a clear move of permanent staff taking to the freelance option for a whole host of reasons. This route has become more widely accepted by construction companies to attract the services of construction professionals and it is definitely the route in the trades and labour market due to its cost effectiveness. Even against the background of legislative change, I think the current market uncertainty means we will see more of this but there will need to be closer examination of how services are supplied in certain circumstances. I also think that some of the characteristics of the UK construction workforce have changed. Long gone is the general acceptance of “have suitcase, will travel” if the money is right. I think people will take less money to be near home and this attitude has strengthened over the years. In the geographical areas where we are strongest, the North West and the Midlands, people who live in Liverpool don’t tend to want to travel to Manchester and vice versa. Similarly, in the Midlands people based in Stoke-on-Trent, don’t tend to want to travel to Birmingham. Twenty years ago, it was generally accepted that you travelled in excess of an hour each way to work. Nowadays, we see people making decisions on which job to take based on its location. If they can get the train or the tram, they are often prepared to take less money for less travel. What changes have you seen in recruitment and what are your thoughts? Since the inception of Harvey Lawrence, the changes have been enormous. The way in which recruitment is done – the gradual drive towards automation and technological advance and changes in procurement of recruitment services in terms of the likes of applicant tracking systems, recruitment portals, PSLs and Master Vendors combined with the growth in social media and email marketing. All these represent change to how traditional recruitment was done. I fully recognise the importance and power of technology, particularly the value that can be created through quality content and thoughtful engagement strategies. However, I think that this is an area that is overcrowded and current content is very “same as”. I don’t think this does anything to find quality people, in fact it potentially deters quality people coming forward. I am concerned that there is a danger of deskilling and devaluing the recruitment process and the recruitment industry which would be a shame for recruiters who still want to go out and engage with clients and candidates, build relationships and find the best candidates. I think technology should be used intelligently but currently I think it is churning out uninspiring, personality-less content that will do little to bring the best people to the fore. ------ In summary, it is clear that the recruitment industry is ever evolving and keeping up is essential in such a competitive industry. The number of competitors is significantly more than when Harvey Lawrence first opened its doors, so keeping abreast of the latest developments in the industry keeps specialist recruiters at the top. The skill and knowledge of a good, well-connected recruiter with market credibility is still the key factor to delivering results in what is now a very compliance-led industry. The leadership, tenacity and adaptability that Harvey Lawrence’s founder and director Sarah has shown over almost two decades, go a long way to explain why the business is celebrating 18 strong years this month. Here’s to many more. Join in the conversation with Harvey Lawrence over on our social channels! Connect with us on Facebook, Twitter, Instagram and LinkedIn or contact us now to discuss your next career move.
Suicide in Construction – Building a Better Attitude to Mental Health
The risk of suicide in the construction industry and building trade is 1.6 times higher than the UK average. Let’s just think about that for a second, 1.6 times higher! For roofers, tilers and slaters the risk rises to 2.7 times higher. This isn’t a coincidence, something in the industry is going catastrophically wrong and more organisations are realising that it is time that something is done to address these issues. With World Health Day fresh in our minds and Mental Health Awareness Week around the corner in May (13th-19th), it is a good time to take a look at mental health and the wellbeing of those around us. Why is the suicide rate so high in construction? Firstly, 75% of all suicides in the UK are male, it is the biggest killer of men under 50, with those over 40 at the highest risk. Bearing in mind that the construction industry is male dominated it isn’t surprising that the rate is higher. One factor that is repeatedly highlighted is the “macho” nature of the industry. It has been drummed into men for years that “boys don’t cry”. This has translated to not talking about issues, thoughts and feelings which in turn can escalate into isolation and depression. For many years it has been considered weak for a man to have mental health issues and that he should “just get on with it”. It is easy to see how a person’s wellbeing is not really a concern for people adopting this mindset, perhaps not understanding the negative effect it has until it is too late. Another reason cited for the high suicide rate is the hire and fire attitude in the construction industry; particularly for manual workers. For a middle-aged male working to support himself and his family, fear of losing his income or not knowing where the next pay-check will come from can be a source of great stress. There is an assumption, rightly or wrongly, that admitting a mental health issue could put them at greater risk of being laid off, therefore keeping their head down feels like the only option. Finally, coupled with feeling unable to talk about any feelings of stress, anxiety or depression, workers may not know how to even go about it. Starting the conversation about mental health is incredibly difficult no matter who you are, but if you have no idea where to start, no prompts or support it makes this crucial first step virtually impossible. Times are changing Thankfully, partly due to a number of high-profile initiatives, it is finally being recognised that more support is needed within the construction industry to assist those who need it most. Terry Rigby, Director and Founder of Forward for Life states “The problem itself isn’t the problem. The problem is not recognising the problem as a problem that can be overcome through an achievable solution.” With the right training and experience, it is possible for employers to catch mental health warning signs early and to prevent a worker from going down the dark lonely path to depression or suicide. How can you help? Sadly, there is still a stigma surrounding mental health issues but if the industry can chip away at this little by little, eventually mental health will be seen as no less a weakness than say catching the flu. There are numerous tools and best practices available to support your staff. Best Practice - Encourage staff to talk Do your staff feel that they could talk to someone if they are feeling stressed, overwhelmed or even depressed? Make it clear that they are supported, have a section in your employee handbook specifically addressing mental health. Put posters up in site cabins to remind people that they are not alone. Some companies have started men’s support groups. Talk about mental health, lead by example and show that there is no shame in feeling stressed out. The Considerate Constructors Scheme have reported on some fantastic employer stories and what they are doing to support staff. Prevention is better than cure If you can, appoint and train a mental health first aider, or several depending on the size of your organisation. Not every organisation has the luxury of a trained mental health first aider to spot the tell-tale signs of stress and anxiety but having one could be the difference between losing a team member or not. MHFA are rolling out training to many construction organisations throughout England. Ensure all staff are educated in the signs so that they are equipped to notice the first signs of mental health illness and to ask if a colleague is okay if their behaviour alters. If flexible working is an option, this is a great way for employees to regain balance between work, family and wellbeing. All too often, once work and family are taken care of in the working week there is rarely time for anything else. Building in even just half an hour a day to focus on exercise, time away from site, mindfulness can be the difference between a healthy and productive worker or a burnt out one. Join the action and be part of the solution The charity Mates in Mind was set up specifically to support construction workers calling time on outdated attitudes. They work with charities such as Mind and the Samaritans to help employers understand the options available to them to help support their staff. There is a handy tools section on their website guiding you through how to become part of the solution. Companies can join Mates in Mind to fight the stigma and raise awareness. The Building Mental Health Charter is another organisation that companies can join to show their support of the movement to improve mental health in construction. By joining you have access to a number of tools to help you to support your staff. They work with charities such as Mind, Heads Together and The Duke and Duchess of Cambridge and The Duke and Duchess of Sussex. Why not set yourself a target to adopt some of the best practices and help to ensure your workers feel supported? Let’s get talking about mental health, it’s okay not to be okay. Useful resources https://www.mind.org.uk/?gclid=CjwKCAjwy7vlBRACEiwAZvdx9p7Duv4s_d1oV2tz_hOLEbKGbyl-ApMZCuKpCqGkxPmThQduDtay_BoC-tEQAvD_BwE https://www.headstogether.org.uk/?gclid=CjwKCAjwy7vlBRACEiwAZvdx9tX4yfd1xH-wy4Pi4GG1aWnmQkc2GkCZBvuqaWxt5Sh1JDyKoVCf0RoCE50QAvD_BwE https://www.royalfoundation.com/ https://www.constructionnews.co.uk/news/data-news/suicide-statistics-a-wake-up-call-for-construction-28-03-2017/
Bridging The Gender Gap - International Women's Day
International Women’s Day (IWD) is celebrated annually on March 8th and although it may feel like a new celebration it actually began in 1911. The day is one of celebration and recognition of women’s achievements around the globe and strives for continued gender equality, with this year’s message being #BalanceforBetter. Across the construction industry there are only around 14% of workers who are female and the higher you climb, the smaller the number gets with just 4% accounting for senior positions in the industry. Harvey Lawrence, industry-leading construction recruitment brand, is well-aware of the employer appetite to recruit female construction talent. Yet sadly, the number of women we place is less than 10%. If we look purely at managerial roles, that figure worryingly decreases to less than 4%. The industry so badly needs to recruit more females in order to move more towards gender parity and a more diverse workforce. We took some time to talk to a recent female candidate of ours that we placed in a managerial role to get her thoughts on women in construction. Nicola Atkins, Bid Manager of Wates Construction North West, has a varied and successful career spanning 23 years in the construction industry. Nicola entered as a construction graduate and progressed through site engineering to senior level design and bid roles. Today on International Women’s Day we look at her advice for women considering a career in construction and consider what more can be done to retain the industry’s female talent. Q: What advice would you give to women entering the construction industry? A: “Be confident, be visible and let your voice be heard. You need to focus on yourself and be better than you thought you could be. Never stop seeking knowledge and surround yourself with successful people. Be prepared to grow and develop”. Q: What things should women consider before they enter the industry? A: “Appreciate that the industry is nomadic and that there are many exciting challenges and changes and that no two days are the same. There are many varied and wide-ranging roles that may not present themselves immediately, so you need to learn to be adaptable and be prepared to switch roles in order to get a rounded experience. Be prepared to be strong in meetings and the conversations you hold. Keep in contact with your female friends as much possible so that you can achieve balance outside of work. This is important when working in what is still a male – predominated sector”. Q: What do you think can be done to help more women enter the construction industry? A: “The industry has made great progress but more still needs to done. More progress could be done at “grass roots” level but there has been a lot of effort put in at secondary and higher education level. At primary school level the industry needs to show young girls that construction is an exciting and rewarding industry to work in”. Q: How do you think the industry could change to retain more women? A: “More can be done through offering more flexibility particularly with advancing technology and continued understanding to allow flexibility around family, home and careers. The industry needs to listen more to the needs of women so that they can keep female talent”. Q: Are there any particular attributes that women need in order to succeed in the construction sector? A: “You need a good sense of humour and be prepared to be assertive. You also need to be able to effectively communicate as well as respond firmly when necessary. Whether you are working on bids or live sites, you are continually required to be a problem-solver and remain positive. If you really want to progress, you need to be able to lead”. Q: In your experience, do you think that women are recognised as equal within the industry? A: “Yes, I absolutely do! In my 23 years in the industry I have had to be a chameleon and adapt. I work in a business where there are women in site roles, in quantity surveying roles and also in the office across a range of disciplines, which is great. We have proven ourselves as intellectually equal and the industry is excited by women taking key roles. The industry has harnessed the concept of the female gender being able to make a key contribution and recognises that females can play to the strengths of the business. Women can be highly marketable as their approach to tasks and confrontations is different to a man’s. Women are good at conflict resolution and really good at taking a collaborative approach”. Q: What can be done to stop women leaving the industry?" A: “Employers need to listen more to the reasons given by women for wanting to leave. They need to understand more and allow more flexibility. To keep the female asset, they need to allow them to try on “different hats” in terms of flexibility within job roles. The industry is exciting and has many varied areas of interest to explore. There is choice and choice is massively powerful to retaining women within the sector.” IWD 2019 is, deservedly, an important day and the drive for continued gender equality is crucial in order to maintain momentum towards a more balanced workforce. Given the current skills shortage in construction, it’s important to recognise that women can, and do, make a highly valuable contribution to our industry. More women in the industry will bring an added dimension and play a key role in growing and diversifying talent pools across the industry – something Harvey Lawrence is committed to promoting wherever possible. To continue this conversation and share your thoughts, join us on our social channels: Facebook, Twitter, Instagram and LinkedIn or contact us to speak confidentially about your next career move.
The Bear Grylls Adventure Experience
Imagine being hooded and locked in a dark room without any idea of what’s coming next… sound like fun? On a cold January day that’s exactly what we decided to try at the Bear Grylls Adventure experience in Birmingham. We were particularly keen to see what was on offer as we’d supplied a number of construction staff to the project when it was being built. If there’s one way to get to find out your colleagues’ ultimate fears then this is an excellent opportunity! As a teambuilding exercise it was great fun for the Harvey Lawrence team as we were dragged from one emotion to another together from fear to hysteria in equal measure. If you’ve never tried the iFly (massive vertical wind tunnel) then our adventurous senior recruitment consultant Marie would certainly be the first to recommend it. Learning how to maintain a completely different body posture in order to stay balanced in the correct position whilst feeling like you’re free falling at 12,000 feet was certainly a challenge for some. Back at Bear Grylls Basecamp we were subjected to a gruelling physical assault course which really brought out the competitive nature of some of our consultants, tested our archery skills and put our nerves to the test as we attempted to navigate our way out of the Survival Maze. On another level altogether was the escape rooms, definitely not for the faint hearted, where the fact that you’re wearing a hood in a darkened room leaves you completely at the mercy of your own worst thoughts as to what might be about to happen to you or any of your compatriots in the room with you… we won’t spoil the fun by telling you what does happen but be prepared to either laugh or cry your way out of it as it’s really the only way! You’ll need all your teamwork skills here to make sure you all make it out… The Bear Grylls Adventure definitely got rid of any lingering January blues and was a superb way of getting people to try things they may have previously been nervous about and to ensure virtually no one remained in their comfort zone. Here’s to the next Harvey Lawrence challenge! Join in the conversation with Harvey Lawrence over on our social channels, on Facebook, Twitter, Instagram and LinkedIn or contact us to speak confidentially about your next career move.