Peter Jones, Founder and MD at Foyne Jones Recruitment Group, highlights why people are the most precious resource in any business in the builders' merchant sector.
I know you might think I am shooting myself in the foot here but knowing the trade like I do; your existing team are the bedrock of your business and so recruiting from within really should be your first priority when future-proofing your company's inner strengths and capabilities.
As the world gets to grips with a post-Covid economy, new challenges like the global energy crisis, skills shortages and ongoing supply chain issues continue to impact our daily lives, both on a personal and professional level.
So why do outside influences matter? At first glance, you may pride yourself on having a resilient, flexible and resourceful staff who pull together at the drop of a hat. However, when was the last time you had an open discussion with your team about what they want, how they see themselves progressing and most importantly, if they're happy in your business?
One of the most frustrating and recurring themes I see as a recruiter is that good, solid workers often feel taken for granted and this eventually leads to them leaving a role they know inside and out, all because an assumption has been made without firsthand knowledge.
All of this is completely avoidable, especially as one of the biggest letdowns employees have, is feeling as though they don't matter, that they lack value and do not feel recognised in a business they help to build and grow.
My advice is to ‘assume nothing'. Look at your team with fresh eyes and pursuant to the evolving needs of your business and break this down into key areas such as core competencies, talent and resources, and how these can be leveraged to benefit both you and your staff.
For instance, just because someone has excelled in the warehouse for the past five years does not mean that is where they see themselves indefinitely. In my opinion, avoiding employee burnout and boreout is fundamental to a happy and committed workforce and so becoming attuned to the subtle signs of employee disengagement will allow you to recognise and remedy it.
The beauty of builders' merchanting is the sheer variety of roles within the sector. Looking back at my merchant career, I have been lucky enough to work at every level – from working in the yard and doing admin, to serving on the counter and answering the phone.
I've worked in the field as a representative on the road, managed sales teams and led regions, which all led to roles in senior management and position of sales director.
With every phase of this journey, I have had the privilege to be helped by those around me and it was this belief supported by opportunities to prove myself, which has helped to shape who I am today.
Whether your staff prefer working with people, products, processes or combination of all three, there are ways in which you can retain your staff and encourage new talents within.
I think we need to make it okay to change our minds or try something new to develop and grow in the workplace, which is why you can learn a lot by advertising for any new job roles internally first.
Not only will you show your staff that you want them to succeed, but it will also avoid the potential for job envy or need to outsource externally for the role.
The builders' merchants' industry is a people business, reliant on strong, dependable relationships which create new networks and consistently deliver on every level. Your people are your most precious resource and as they look after your business, what are you doing to look after them?
What I want to see more than anything is the nurturing of talent in our industry, embracing strength of personality and diversity in the workplace as standard. Let us celebrate the amazing career pathways we have to offer from within and remind everyone why the builder's merchants' industry is the best in the world.
