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Fit-Out & Interiors, understanding the recruitment needs of fast-paced projects
Our recruitment team at Harvey Lawrence works with a range of clients that specialise in fast-track projects across various sectors including commercial, retail and residential. We understand the distinct challenges of this sector and we know the right talent who can transform blank shells into inspiring spaces.
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Harvey Lawrence sources talent within the following core areas of Fit-Out & Interiors:
- Residential
- Retail
- Commercial
- Industrial
- Education
- Health
Contact us today to take the next step.
Latest Jobs
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Site Manager
Birmingham, West Midlands
Freelance Site Manager opportunity - Birmingham - Long term contract till Oct 2023 - Circa £250 to £280 per day. Overseeing the internal fit out and finishes of a major new build project in Birmingham you will be responsible for managing the onsite team for a section of works. Maintaining health, safety and quality whilst pushing the work program through to completion. This role will require a current SMSTS, CSCS and First Aid Qualification. If you are interested in this Freelance Site Manager opportunity please apply via the link, email matthew.emsley@harveylawrence.com or call 07841 383 592.
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Carpentry Supervisor / Manager
Rochdale, Greater Manchester
Carpentry Supervisor / Manager required - Fit out of a new build hotel project - £23 to £25 per hour - 3 Month contact - Starting 28rd November 2022 As a working manager on site you will be overseeing a team of carpenter and liaising with the client whilst working with tools to install the carpentry packages. This role will require a current SMSTS, First Aid and CSCS qualification. If you are interested in this Carpentry Supervisor role please call Matt on 07841 383 592.
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Carpenter
Rochdale, Greater Manchester
Carpentry required - Fit out of a new build hotel project - £20 to £22 per hour - 3 Month contact - Starting 28rd November 2022 Working as a part of the onsite team you will be working on the installation of the carpentry packages for this new build hotel project. This role will require a current CSCS qualification and to be able to provide work checkable references. If you are interested in this Carpentry role please call Matt on 07841 383 592.
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Site Manager
Birmingham, West Midlands
Newly created Site Manager opportunities - Leading Tier 1 Main Contractor - Birmingham Working for one of the largest and most successful Tier 1 main contractors, you will be working with a team known for working on some of the largest accommodation, commercial, education and health projects in the Midlands region. You will initally join a major medical project helping the team to push and drive the program of work with this project currently at fit out and internal stage. This contractor can offer security with a strong order book of project already secured and ongoing successful bids. The Opportunity As Site Manager, you will be joining an established team with future projects including commercial, residential, medical and education project. You will be responsible for the day to day running of all site activities including ensuring all works are carried out in accordance with the contract information, drawings and manage all quality specifications. You will monitor progress at all times in line with the current programme and reports, arrange and attend all meetings, manage and oversee all subcontractors on site and ensure that all Health, Safety and Welfare policies are adhered to at all times. Our client is interested in candidates who have the ability to build and develop strong relationships within the team and with the subcontractors, you will ideally come from a main contractor background having worked on a variety of schemes with the ability to drive projects forward effectively whilst ensuring safety, quality and programme at all times. Skills and Experience Strong oral and written skills with clear communication Come from a stable background and have worked in a similar position previously A highly motivated and talented Senior Site Manager who can use their skills and 'think outside of the box' with the ability to resolve issues quickly and efficiently The ability to travel as and when needed Current CSCS, SMSTS and First Aid certification To Apply Senior Site Managers with the right experience should apply immediately via the link or call Matt on 07841 383 592.
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Non-stop Manchester
Harvey Lawrence was out and about in Manchester this week, a market we have operated in for almost 20 years. Our roots are in Manchester, it is where our business began and is an area that has always been at the top of our agenda. With an ever-growing population, Manchester is planning to add more than 200,000 new homes by 2037, adding to the increasing demand for Housing profess-ionals. By 2025, the city’s population is estimated to rise to 644,100 – allowing more room for growth in the years to come. Last year, 2569 residential units were delivered - the highest level in 12 years. Manchester's development pipeline suggests 2020 will deliver the most homes in nearly 20 years: Source: Deloitte Crane Survey Earlier this year, Manchester’s construction boom wasn’t just pushing the skyline to new limits – the number of live sites exceeded those of both Los Angeles and Chicago! Sarah Harvey remembers moving to the city in 1993, where she led the development of the Northern region for a global recruitment brand. It seems that Manchester is a non-stop metropolis of construction - It's vibrant, exciting and we love working in this market! Here's what Manchester's projected future skyline could look like in 2025: If you are job hunting in Manchester, click HERE or If you are looking for staff in the North West, click HERE. Connect with us on Facebook, Twitter, Instagram and LinkedIn now!
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Staying power: 30 years in construction recruitment
Sarah Harvey, Director of Harvey Lawrence, has just celebrated her 30th anniversary in construction recruitment. Here she reflects on her time in the industry! When I took my first construction recruitment job in 1989, I would never have imagined I would still be in the industry 30 years later. Thriving for three decades in this role is rare, as it’s such a tough, competitive environment to work in. My time in construction recruitment has given me a unique insight on the industry as a whole, and I wanted to discuss the evolution I’ve seen and the changes I still want to see. As we approach the end of an uncertain year, we’re hoping 2020 will be reinvigorated through political clarity. For construction talent, be it permanent or temporary staff, if you do a good job and add value, you win through. Construction An Improved Landscape The industry has undergone a major image transformation over the last 30 years and has emerged as more professional and respectable. The industry we know today is process-led, policy-driven and digitalised. The culture of the late 1980s has been largely overhauled, and as a result, we all work in a more positive sector. Whilst policy is a must in order to mitigate risk, there is a feeling that policy can be more of a tick-box exercise with the clear exception of health and safety. We have seen a complete behavioural overhaul of health and safety, and rightly so. The standards have skyrocketed, meaning workers are happier, more productive and significantly safer in their roles. Equally, 30 years ago, there was no such thing as having records and plans stored digitally. Advancements in technology have enabled plans to be viewed in 3D, making it more efficient to plan and develop construction projects. The concept of construction management software has also revolutionised the industry. It allows different parties to collaborate on projects with more ease, which means they can make necessary changes much faster. We also talk about equality, diversity and inclusion, and wanting to attract more women into construction. Fortunately, how the industry treats its stakeholders is worlds apart from where we were in the late 80s. Industry leaders who are stuck in their old ways still exist, but thankfully, they are now few and far between. They need to be as they actively deter females from the industry and cause good staff members to look for better prospects elsewhere. Where We Need to Build a Better Industry Culturally, the industry has improved, but there are issues that still need to be resolved. I think the way parties interact with each other has remained largely unchanged with confrontation still rife. Because of this, the industry loses talent that doesn’t cope well in harsh cultures. Being overly tough just isn’t the right approach for today’s talent. The industry has been very slow to adjust here, despite claiming otherwise. Staff retention hasn’t improved massively over the years, but if we adapted the same zero tolerance approach to poor management as we do to health and safety, workers will be more inclined to stay in their roles. People often tell us they feel like they’re in a straight-jacket, unable to offer ideas or honest feedback for fear of it putting a black mark against their name. Similarly, there are widespread comments that people feel like their appraisals are rushed and merely part of box-ticking process. Whilst policy is key to compliance and risk mitigation, there needs to be a greater level of sincerity around policies. We have to take them more seriously instead of using them to simply satisfy legislative criteria. I can still remember how fondly professionals spoke about their careers in the late 80s and 90s. Despite how far the construction industry has advanced, it doesn’t feel like workers these days have the same sense of team spirit and respect for each other. There seems to be a worrying sense of disillusionment with how they’re treated, with company politics and what many consider to be overkill on process. Talented professionals feel stifled and that their roles are now less skilled with the growth of automation processes. I knew many site engineers, site managers, quantity surveyors and the like who are now senior industry leaders. It seems the generation of yesteryear had a real appetite to progress, but these workers are now within a few years of retirement. As a general observation, I think those who have come through the industry in the last ten to fifteen years don’t have the same desires. This is concerning as it poses a potential problem for sourcing future leaders and begs the question as to why people don’t want these roles. It’s highly unlikely they don’t want an increase in salary, bonuses and kudos. It’s more than likely they don’t want to deal with the complicated processes, backstage politics and blame culture that many perceive comes with career progression. Towards the end of the 80s, late payment was rife. We still hear about poor payment issues today, which is leading to the same business failures we saw three decades ago. Payment has improved on the whole, but I feel it may have regressed in 2019. We talk about fair treatment and timely payment, but there are still behaviours that fly in the face of these principles. Recruitment: The Success and Failures of the Industry The recruitment industry has also evolved a great deal during my three decades in the business. When I first started out, recruitment was completely paper-based, and sales offices were smoke-filled dens of relentless, high-pressure sales activity. The role was purely phone–based and job boards were unheard of. The way in which jobseekers look for new roles now has certainly changed. Over the last few years, I have witnessed the rise of job boards, applicant tracking systems, portals and social media — LinkedIn in particular. Previously, advertising was mostly confined to industry magazines, and anyone looking for a different job would need to look at adverts while on their tea-break. In this digital age, I feel as though the sector has lost its perspective of what it means to be good at recruitment. I was taught recruitment from first principles, which means building up a profile of a person’s experience and aspirations through detailed face-to-face discussions. We built trust with clients this way, as they knew we were doing our due diligence rather than just lifting profiles from social media or job boards. Today, this latter approach has sadly become all too common, and I feel it has created an inherent distrust of clients towards agencies. There is no denying that technology is very much part of modern recruitment. I talk to many clients who are frustrated that they haven’t filled their roles when all they’ve done is placed an advert online. You don’t achieve the right results working like that, which is why we need more credible, connected recruiters who understand the industry and the people they are looking to find roles for. Relationships are still key; they always have been and always will be. However, the skill of being able to make good judgement decisions based on knowledge and due diligence has been hugely diminished. Technology should improve efficiency and enhance recruitment outcomes, but I think, unlike in construction, it has had an adverse effect, leading to a poorer service in general. 30 Years On — Achievements and Lessons I’m proud to have survived 30 years in construction recruitment, and that I have stuck it out through three recessions. I’m also proud to have led two start-up recruitment businesses, one for a major player and one being my own, which has been a success for the last 18 years and counting. I have retained many of my clients throughout my working life, and Harvey Lawrence’s repeat business levels with clients is currently running at 83%. You can only achieve results like that through hard work and adapting to an evolving industry. Honesty has set my business apart, which goes a long way in explaining how we have formed so many lasting relationships with clients. In 18 years, we have only had one legal dispute, and we believe that our transparency is the reason why our clients put their trust in us. Experience has taught me to keep my feet on the ground as I have seen first-hand how quickly things can change. This is partly why we are totally self-funded with a strong credit rating. My industry longevity has taught me to be prudent and cautious. I underestimated how difficult managing a business could be at times. I didn’t factor in economic or legislative changes well enough, but I managed to get my head around the learning curve, which has led to my company thriving. Both the construction and recruitment industries have seen positive changes over the 30 years, and I’m sure it will continue to improve. It will be interesting to see how culture and collaboration between parties will make strides towards ending conflict in the workplace. It seems that the industry still has some work to do in creating a more conciliatory culture, one which is motivational for staff and the supply chain. However, the future looks bright, and as long as the industry is willing to adapt, we should achieve better results for all stakeholders involved. 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 recruitment needs.
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Brexit: What will ‘no-deal’ mean for the UK?
Prime Minister Boris Johnson insists there are ‘no circumstances’ in which he will delay Brexit beyond the October 31st deadline. A no-deal Brexit would see the UK leave the European Union (EU) without a withdrawal agreement in place. There would also be no agreement regarding the future relationship between the UK and the EU. Here, we take a look at the possible effects of the UK leaving the EU without a deal: Trade: The UK would revert to World Trade Organisation (WTO) rules on trade The UK would no longer be bound by EU rules, but would face the EU’s external tariffs The price of imported goods in shops could rise Some British-made products may be rejected by the EU Manufacturers could shift operations to the EU Immigration: The UK would be free to govern its own rules on immigration by EU nationals The EU could in turn control immigration for Britons Potential delays at borders due to heightened passport/custom checks Laws: Where there are no replacements, relevant EU laws would be transferred to Britain’s lawbook The UK would no longer have to adhere to the European Court of Justice The UK would still be bound to the European Court of Human Rights (Non-EU body) Financials: The Government would not have to pay the annual £13 billion to the EU budget. The UK would lose out on certain EU subsidies Reports link a no-deal scenario to an increase in public borrowing Irish border: The border issue between Northern Ireland and the Republic would remain unsolved The possible creation of a cross-border body to monitor and regulate trade across the Irish border Both the UK and EU refuse to back down on the backstop issue While many of us may be tired of the never-ending Brexit monotony, it’s important we know (roughly!) what to expect. Nobody is entirely sure what Brexit will entail for businesses, travellers & our currency – due to the fact no independent country has ever left the European Union. Previously, only member territories (Greenland, Saint Barthélemy and French Algeria) have left the EU. So… what could a no-deal Brexit mean for you? "We are leaving on October 31st, no ifs or buts" Amidst the cacophony of protests against Boris Johnson's Parliament shutdown, the Tory leader announced plans to call a general election on October 14th - if a no-deal Brexit is blocked by MPs. MPs win vote to take control of commons MPs seeking to avoid a no-deal Brexit cleared a major hurdle after voting 328-301 in favour of seizing control of the parliamentary agenda. Could this be Brexit's most important week? 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 recruitment needs.
