ATTRACT AND RETAIN
they acquire skills. This might be practical, but also dealing with people or picking up a specific responsibility within the business. They vary widely depending on the individual. An apprentice carpenter’s development plan will be hugely different from a more experienced site manager.” Brett agrees that with the right attitude much can be learnt on the job. To find the right people, though, you need to have processes in place. Ask the right questions Vetting, says Brett, is his way of determining whether someone is going to be the right fit. It starts with an in- person ‘meet and greet’ to get the first impression of each other and whether they’re interested. What are they capable of? What skills and experience do they have? “The number of tradesmen I’ve employed over the years who have told me they’re painters – but 90% of them have not been taught how to paint. They have just decorated their grandmother’s or auntie’s house, and all of a sudden class themselves as a decorator. “So the actual long-term vetting comes down to whether they are who they say they are, can do what they say they can and are prepared to adapt to the way of working. “I need to know if they’re right for the job and they need to get a sense of whether they want to work for me. Are they arriving with ego? Do they just want a paycheck at the end of the week? Do they care about the job?”
Bowerman’s ‘attract and retain’ tips Encourage diversity. Set up support structures such as 1:1 check-ins between team members and leaders. Host social events for off-site bonding. Be flexible to help people’s individual needs; for example, by allowing an early finish in exchange for time worked later in the week. Set clear expectations with the team about what is required throughout the day. Reward and recognise good work.
The point being that there needs to be a supportive team if people are to flourish. “We have come to the conclusion that attitude is at least twice as important than ability,” Bowerman says. “It’s a difficult balance because when the guys are in the muck and the bullets the last thing they want is somebody with limited experience. If you can deal with the growing pains, however, a good attitude or approach in a person will benefit the team and company much more. “We make it clear that an individual’s approach is more important than their ability. If they don’t have the perfect skill set or are learners in only one area it doesn’t matter to us. “We look to provide all our team with a development plan – some kind of path as
problems to find a solution in a collaborative way. “I always encourage them to come to me with a problem,” he says. “Don’t ever pretend it doesn’t exist because then we won’t be able to work it out.” Attitude versus aptitude Bowerman tells the story of a former hire with a lot of experience but a fixed mindset. “He would do what he wanted when he wanted with little consideration to the wider team. A real soloist. When he left the business the growth in the team was incredible. “We didn’t know it then, but his approach was holding back the development of multiple members’ and, in turn, the business. One individual grew so fast as a result, he became our youngest site supervisor.”
Both Bowerman and Brett participated in the FMB’s
coaching pilot programme, which focused, in part, on being a better leader and employer.
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Master Builder
www.fmb.org.uk
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