Stafforce Recruitment restructure needed to ‘beef up’ growth
17 March 2015
Stafforce Recruitment’s management team restructure, as reported last week, was about more than just delivering on its growth strategy, director Tony Boorman has told Recruiter.
Tue, 17 Mar 2015
Stafforce Recruitment’s management team restructure, as reported last week, was about more than just delivering on its growth strategy, director Tony Boorman has told Recruiter.
The industrial and commercial recruiter is also focusing on its strategy to invest in its own talent – identifying those with a desire to become part of the management team, training them and supporting them to reach those positions.
Boorman told Recruiter the company’s management structure was previously “very lean and flat” and to capitalise on improving market conditions, a structure “beef up” was needed.
In identifying the right people to step up, the business looks at how that person has built their team around them and if they have a succession plan rather than pure financial results that person generates, he said.
“We can’t promote someone unless they actually have someone waiting to step into their shoes. And that’s a challenging thought for people to think ‘well, I need to fill my job so I can progress onwards’.”
When asked if there were a lot of Stafforce employees looking to step up, Boorman said that was “integral in the industry”.
He told Recruiter: “It’s a dynamic industry, it’s an ambitious industry… people who work within the recruitment industry have to be hard working, driven, motivated, and we see that, I guess, through every level within our business.”
The company has its own in-house training academy, Stafforce Academy, through which it offers management training. It is aimed at managers, Boorman explained, but anyone who might want to become a manager can access it.
Boorman, who went through the academy himself and progressed from business manager to director, said the academy was part of a three-pronged training approach.
The company also offers Licence to Operate – training for everyone in the business to convey company ethos, as well as weekly webinar sessions – Share and Learn.
Through the webinars, people within the business can share skills, information, what approaches are working well for some clients and how those can be implemented with other clients.
The training programme in its current form began about three years ago.
The restructuring was not all about developing and promoting in-house talent, however. “Fresh blood” was needed, Boorman said, as evidenced by the appointments of Denise McGuire and Richard Hayes, to bring in new skills, knowledge and ideas.
Hayes joins the firm as operations manager for Yorkshire and the Midlands, while McGuire was appointed operations manager for the North and Scotland.
The industrial and commercial recruiter is also focusing on its strategy to invest in its own talent – identifying those with a desire to become part of the management team, training them and supporting them to reach those positions.
Boorman told Recruiter the company’s management structure was previously “very lean and flat” and to capitalise on improving market conditions, a structure “beef up” was needed.
In identifying the right people to step up, the business looks at how that person has built their team around them and if they have a succession plan rather than pure financial results that person generates, he said.
“We can’t promote someone unless they actually have someone waiting to step into their shoes. And that’s a challenging thought for people to think ‘well, I need to fill my job so I can progress onwards’.”
When asked if there were a lot of Stafforce employees looking to step up, Boorman said that was “integral in the industry”.
He told Recruiter: “It’s a dynamic industry, it’s an ambitious industry… people who work within the recruitment industry have to be hard working, driven, motivated, and we see that, I guess, through every level within our business.”
The company has its own in-house training academy, Stafforce Academy, through which it offers management training. It is aimed at managers, Boorman explained, but anyone who might want to become a manager can access it.
Boorman, who went through the academy himself and progressed from business manager to director, said the academy was part of a three-pronged training approach.
The company also offers Licence to Operate – training for everyone in the business to convey company ethos, as well as weekly webinar sessions – Share and Learn.
Through the webinars, people within the business can share skills, information, what approaches are working well for some clients and how those can be implemented with other clients.
The training programme in its current form began about three years ago.
The restructuring was not all about developing and promoting in-house talent, however. “Fresh blood” was needed, Boorman said, as evidenced by the appointments of Denise McGuire and Richard Hayes, to bring in new skills, knowledge and ideas.
Hayes joins the firm as operations manager for Yorkshire and the Midlands, while McGuire was appointed operations manager for the North and Scotland.
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