Macallam Executive Recruitment

Is Covid-19 (Coronavirus) a catalyst for change?

2020-03-19T14:30:00.000+00:00

We find ourselves in unprecedented times. Change is not just necessary but inevitable. Covid-19 as a global pandemic is gathering momentum with its peak not predicted for a few more months yet. Schools are now closed until further notice and mass lock down looks likely. The ramifications are going to be huge.

Business Impact

The impact on all businesses is inescapable. No one is immune from the health, family, social, business and economic impact the pandemic is and will have. The vulnerable and elderly are to be protected, business are sort of being helped, exams have been cancelled with a huge impact on the people due to sit them and move on to the next stage in their lives, although with food and medical and the supply chains needing to remain operational some will escape the worst of it.

Economic impact

It is too early to predict what the fallout from this will be but early predictions are for a global recession, the likes of which could be far deeper and uglier than the last financial crisis. Stock markets have tanked, exchange rates are down, values of companies have been slashed and pensions etc. are a worry. Unfortunately, there are going to be many businesses that won’t survive this pandemic and there are others that will be transformed. This could be the beginning of a new way of working for us all. Although Government intervention with £330B sounds impressive, I don’t think grants or loans will help long term because this money currently needs paying back. If the Government gives it as aid, the money has to come from somewhere and most likely in the form of increase in income tax, corporation tax, VAT etc.

Social impact

All our lives are on hold. Sporting, social, family and business gatherings have been cancelled. Our elderly and vulnerable are going to feel isolated, alone and frightened. We should all do what we can to help those in need and put the extra effort in to stay in touch and help them.

Many have moved to remote working where possible. This in itself is no problem but there are plenty of jobs where that’s not possible. Where it is possible, technology comes in to play here and we have been talking for some time about utilising technology to enable smarter working and now we are forced to make this work. For those who already work from home/ hot desk, it won’t make too much difference, although previously it was optional. This is likely to open a can of worms for those that get used to working in this way and see the benefits. When we are over this, what is the advice that should be given from a HR prospective? Will remote / flexible working become the new norm?

Climate change – the positive impact

Every cloud has a silver lining. The impact on climate change is going to be a positive one due to the immediate reduction in travel on a local level and globally which will help offset some of the negative impact that’s coming. The downside of course, is the businesses that rely on this to make a living and to keep people in jobs. The airlines, hospitality, leisure industries are going to be hard hit but where do we draw the line at Government intervention? If you do it for one, morally you should do it for all.

IR35 delay helps for now but more should be done

The delay of IR35 for 12 months is a small reprieve but more needs to be done in terms of its revision, implementation and general catch all. It does however allow private sector businesses to utilise short term, flexible experienced interims to help restructure, change, transform, turnaround or provide practical business experience, HR advice etc. I think this will be needed more than ever as organisations come out the other side and (depending on the lock down scenario) will need it to get them through these uncharted waters.

Engage with the experts

The benefit of using experienced executives on a short term basis is to impart their knowledge and expertise on how to navigate through this as they have been there before. They can then be fully utilised for either restructuring, turnaround, change or enabling BAU.

Few business and political leaders have had to lead through a pandemic of this nature nor deal with the economic fallout. Several factors will come in to play including, how they deal with uncertainty, the structure and adaptability of their businesses, how they are affected personally and how agile they can be to what will be a new world.

Perhaps now is the time to bring in the help to have any chance of survival and hold open the jobs, ride the return to normality wave and go on to prosper. Panic is not the answer and indeed more consideration should be given to working through this. Change, transformation, restructuring and turnaround experts who can quickly get to grips with the issues, have expertise in crisis management, can advise Boards on the best course of action and implement and deliver the plan. Waiting is not a strategy. Adaptability, innovative thinking and willingness to change might just be the survival strategy that’s needed.

By utilising the experts, many of whom are available, organisations of all sizes will be stronger and more resilient for the future upturn that will come.

Let’s talk. Please get in touch for further discussion.

Keep safe.

A New Year, a new decade and a time for change.

2020-02-05T10:54:00.003+00:00

It’s time to reflect. Not just on another year gone but on the next 10-year horizon.

Economic growth should be stimulated now the UK has left the EU and entered a transition period until the end of 2020. This, in theory provides at least 11 months of stability and with the shackles off, businesses can now finally plan with some certainty after previous deadlines were not stuck to and the UK remained stuck in Brexit limbo.

Businesses have responded quickly to the UK’s new political landscape according to a recent survey by IHS Markit and the Chartered Institute of Procurement & Supply (CIPS). It suggests for example, that the services sector stabilised in December and that order books had picked up, with optimism at its highest level for 15 months. This concurs with other surveys purporting that Britain’s economy is on course for a strong 2020. The services sector is particularly important because it accounts for around 80 per cent of the British economy. It also happens to account for a large proportion of our client base.

Organisations need talent to grow and push forward with resourcing plans. We are entering a period of significant change and the interim world has to adapt. With the ongoing Brexit twists and turns and the immediate changes to the reforms to IR35 due in April 2020 to the private sector, there are currently more questions than answers. I believe IR35 does provide an opportunity to ensure that interim assignments are more clearly defined and scoped with pre-determined timescales and objectives. It reminds me of the ‘true’ interim market when this was the expectation and the norm before the new breed of interim became a thing, creating a ‘grey’ interim world where it became a convenient route to a permanent role and over use of the title culminating in the growth of the ‘interim’ interim.

Our role is to consult with businesses that all face similar challenges and all need certainty and clarity to move their own organisations forward. After all, how can we expect businesses to plan if they don’t know what they’re planning for? Resourcing is part of this planning process and certainly makes up the bigger picture when implementing New Year and new decade strategies. Without the people to execute the plan, nothing happens. Without the flexibility and deliverables an Interim resource provides, the business can’t change. Without the option of bringing in someone to take advice from, how are you sure the right decision or direction is being taken?

Doing nothing is not a strategy. Businesses will continue to resource experienced executives in times of change, transformation, restructuring, crisis etc. but the reforms to IR35 quite frankly contradict the modern world we now live in where the effects of technology are quite profound. Many organisation are becoming more automated regardless of sector, AI is growing and digital transformation is firmly on the agenda. Flexibility is key. The next 10 years will bring about profound change and resourcing flexible talent must form part of the strategy.

For further information on Macallam Interim Resourcing or for a confidential discussion please contact Steven Wynne, Managing Director on 01423 804900 or steven.wynne@macallaminterim.com or visit www.macallaminterim.com

Creating the environment for Digital Transformation to be a success

2019-12-19T14:11:00.001+00:00

For digital transformation to be successful, companies need to focus on six pillars beyond just thinking of digital transformation as “Tech-enabled change."

Change is only possible by building the right kind of organization and people are an imperative part of this. The six pillars of digital transformation include; experiences, people, change, innovation, leadership, and culture;

1: Experiences

Business must understand the customer journey, behaviours and expectations before investing in technology. These expectations should be the basis of any investment and the way to do this is to focus first on the customer’s experience. This is why companies like Disney, Apple, Starbucks and Nike have become iconic. They lead with experiences and they create deep connections with their customers that go beyond a product or service.

Don’t forget about the employee experience, either. Every interaction your employees have with your company is critical. Are the technology tools you’re providing helping them do their jobs? Is your culture making your workplace efficient and productive? The positivity of this experience has the potential to make or break the productivity and effectiveness of employees to your business.

2: People

People might be the most critical part of the six pillars of digital transformation. Without the right talent or without focusing on your employees, your organization will struggle. Critically leaders need to put employees first. Companies that invest in their people, commit to their development and respect their ideas build a loyalty that makes change management much easier to realize within the company.

As technology such as AI, VR, and AR gain momentum, the key is to use this technology to create meaningful experiences that reach employees, customers, and others on a deeper level – still connecting human to human.

It is also important to remember that talent is still critical, even with advancements taking some of the work. Employees should all be on the same page, to push your digital transformation efforts forward.

3: Change

Any transformation can’t happen without change. People must get behind change in order to realize it. You should go into your transformation, understanding first-hand that change is inevitable—and it might be tough. Communicate your expectations to your employees. Develop a strategy to encourage change and deal with resistance at the same time. Provide the necessary tools and environment for employees to embrace and succeed in this change. If you do this effectively, it will lead you to the next of the six pillars of digital transformation.

4: Innovation

Transformation and innovation are not the same. To transform, there must be innovation. Innovation can be defined as a sudden spark of creativity that leads to the creation of something that changes the face of your business. These sparks can be more sudden or they can be incremental. Some of these innovations are massive and completely disruptive of business models while others make a small and meaningful difference that increases customer satisfaction or differentiates an offering in the market. Regardless, the implementation of innovative thinking throughout an organization is key to transformation.

Innovation requires a space of open communication, collaboration and freedom to create. Innovation should be constant, your business always working to further its products or services. Innovation also drives the digital transformation forward by allowing for open space for problem-solving when the going gets tough.

5: Leadership

Leadership can come in many forms, but if you want the organization to change, it must come from the top. In an article for Forbes last year, it was found that the majority of tech initiatives fail when the CEO is not involved. However, the CEO should not only be involved, but he or she should lead.

Leaders should be proactive and on the lookout for things coming down the pipeline. As technology moves quickly, there is no time to wait. As a leader, you should also bring order, instead of going with the flow. As much as technology can sound like the perfect plan, take your time to carefully examine all options. Think differently than the rest and lead others within your company to do the same. Don’t just follow the digital transformation crowd – lead it.

6: Culture

The past five pillars can all be wrapped up in one package and form your culture. When asked about where companies should start on a digital transformation journey quite often the question is framed as “What technology(ies) should we invest in to speed up our digital transformation effort”. However it is important to begin with “Culture! Digital transformation cannot survive without the right business culture. By creating an open space where employee and customer experiences reign supreme, where people matter most, change is planned for and innovation takes centre stage, you will then lead your organization into a culture that simply transforms on its own.

These six pillars of digital transformation are the backbone for success. Focusing on these pillars in addition to technology will help your company get ahead of the competition and avoid failure.

By Duncan Carter, Director Macallam Talent Resourcing.

Cognitive Bias

2019-06-19T11:26:00.000+01:00

One of the earlier interim industry benefits (>10 years ago, before the 2008 financial crisis), was an independent interim’s ability to challenge client ‘cognitive bias’, for example, by suggesting better solutions to ‘the way things are done around here’.

The interim’s ability to tactfully challenge came from experience across many clients and, especially, many sectors.

Client Challenge Example

I recently challenged cognitive bias at a Contracting industry client. Long-standing family and industry mind-sets and practices were tested to create new solutions collaboratively.

Example solutions included technologically advanced (for a ‘basics’ industry), end-to-end digital transformation of core processes and clean data sources for better decision making, having endured paper-based processes and dirty data for many years.

Imagine, if you will, basically educated road workers using mobile devices to capture risk assessment evidence (photos), to track job workflows and to reschedule work priorities; quite a transformation!

The client also turned around from loss-making to profitable in nine months on the back of this, and other cognitive bias challenges.

Commodity Driven Candidate Selection

The Interim Service Provider (ISP) challenge to clients’ mind-sets via their selected candidates appears to have taken a back seat in recent years. It has been replaced by narrowly specified candidate sector experience and CV brokerage introduced from contractor/commodity recruitment practices.

Interims now tend to meet with clients via ISPs selected for client sector fit rather than the ability to champion change and transformation based on broad skillsets and agnostic sector experience.

I think this practice does not well serve UK PLC and the client-ISP-interim industry.

As one respected interim recruiter put it recently: “'More of the same' only results in 'more of the same'.”

IR35 Likely Effects

An evaluation of the proposed 2020 IR35 changes is a likely dramatic impact on the current interim and contractor industries.

There will be a confirmation of independent interims outside IR35; and contractors becoming ‘part and parcel’ of the client and inside IR35, effectively employees.

The New (former) Interim Approach

The commodity-based marketing practices which entered the interim space ten plus years ago will be replaced, if not already, by consultative approaches to client solutions, above, say, £700 per day interim rates.

Multiple CVs emailed to clients will become passé, and ‘chats over coffee’ will make a comeback for both ISPs and interims to more fully explore solutions to critical client problems.

One recently visited IIM Platinum recruiter said he does not send CVs to clients, preferring to book coffee slots for clients to see three interims he knows can do the job.

I encourage clients and interims (when in an assignment, as clients) to take up this approach and ask ISPs to send interims they trust and know can do the job, rather than wade through copious CVs to select people, to then see as well.

Why should clients do all the work?

Perhaps this new approach could also serve clients in contractor selection?

Client Education

Key to a transition away from CV brokerage to chats over coffee with interims known to be able to do the job is client education.

Interims (per the IIM Surveys) find 60% of their assignments themselves, and ISPs the remaining 40%.

In my view, both interims and ISPs must educate clients in new ways of getting the best ideas, talents and capabilities for critical client change and transformation needs.

All three parties in the interim industry will win by preferring a consultative interim industry approach over client CV filtering.

ISPs will need to let go, though, of their fear of losing business by not sending many CVs to clients just in case they might send the right one.

ISP Branding

Another interim recruitment group I recently met has for quite some time separately branded their interim and contractor businesses not to confuse clients, and to focus consultants with the right skills on the right approach that fits the required client solution (interim or contractor).

Risks to Avoid

A risk I see (and two other ISPs recently visited), is the commoditised approach to interim engagement lacks sustainability.

Larger consulting houses (to whom commoditised CV brokering is anathema to their business models), will gain further market share in value-adding change and transformation work; and perhaps the interims too.

Another risk is interims forming interim practices with marketing capabilities to build on their 60% self-sourced engagements.

ISP Recommended Changes

A question for ISPs: how are you discerning, separately branding, marketing, and appropriately resourcing with skilled consultants client offerings?
For example:

Do you make a distinction between interim and commodity approaches in your recruitment processes – are they clearly defined, or confused – to best serve the client base?
Should your interim and contractor/commodity offerings have separate brands?
Are your consultants then working with the right approaches and client connections?

Summary

It is difficult to challenge client cognitive bias (a major client benefit) in a CV. However, half-hour chats with clients about their challenges and discussing, among other things, ways other industries solve similar problems is where enhanced interim industry value-add will be gained.

All three parties (client-ISP-interim) will then be served better, and the reputation of the interim industry will grow in response because of the progression to a consultative approach.

Addendum

Of course, consultants do challenge cognitive bias. However, they lack the hands-on and in-depth leadership engagement that interims are renowned, to see what is happening deep inside clients’ businesses.

Article by Simon C Jones, Interim Finance Director/IIM Director

Does the engagement of an interim manager ensure project success?

2018-02-08T11:36:00.001+00:00

Follow the link below to our latest article in Executive Grapevine as featured in The Guide To Interim Management

https://www.executivegrapevine.com/content/article/magazine-2018-02-06-does-the-engagement-of-an-interim-manager-ensure-project-success

Restrictive covenants – careful wording or a waste of time…….

2017-11-01T11:11:00.000+00:00

Most contracts of employment have clauses which are collectively referred to as Restrictive covenants and these cover non-compete, non-solicitation and non-poaching.

Whilst these clauses take various forms, their purpose is to protect and safeguard the legitimate commercial interest of the business with a significant emphasis on the client base and preventing former employees from doing untold damage to a business by poaching customers, setting up in competition and recruiting former work colleagues.

Non-compete clauses prevent a former employee from competing with their previous employer, non-poaching clauses restrain a former employee from hiring former colleagues and non-solicitation clauses stop former employees from taking steps to encourage clients away from their former employer.

Whilst that all sounds quite straight forward, most such clauses then go into further detail in terms of the distance or radius in which you are prevented from setting up in competition or time scales within which you can’t approach clients or former colleagues.

At this point, the issue becomes less clear cut because whilst you can make the clauses so onerous that the person can’t do anything, the possibility is that in doing so, the clauses become so unreasonable that they become unenforceable.

It is common practice when a person leaves a business and the Company acknowledges receipt of the resignation that they will be politely reminded about their restrictive covenants and of the possible consequences if they should step out of line…..and often CEOs and MDs will say – at least that will send a “warning shot across the bows”.

Whilst, the Courts are not averse to enforcing well-drafted and reasonable restrictive covenant clauses against former employees, the emphasis is on the careful wording and the interpretation of the word “reasonable”. On the one hand this destroys the myth that such clauses are not worth the paper they are written on but the legal costs of bringing such actions can be prohibitive – begging the question – what price do you put on protecting your business?

Some say that by making such clauses as robust and restrictive as possible, this will act as a deterrent. Dare I suggest that it is not uncommon for employees to have such clauses in their contracts and because of their legal speak wording, they don’t actually understand what they are prevented from doing. Sales people tend to focus more on the commission clause than their restrictive covenants! Maybe that’s because sales people are not renowned for doing detail?

The business should be clear about what it is trying to protect – client listings, technical expertise, system or process design……Business is about relationship building – we build relationships with our clients because if we don’ they won’t do business with us and we build relationships with work colleagues. Such relationships may stray outside work and you can’t prevent a former employee meeting with an ex-client for a coffee. However, when that former employee tries to entice the client away from one Company and transfer their business to another Company, the restrictive covenants will cut in.

The employment contract should be drafted to include clauses which include restrictive covenants designed to protect legitimate business interests and, therefore, should be reasonable in all senses of the word.

It is not uncommon in some situations, often related to signing a settlement agreement, where the business will agree to release the employee from restrictive covenants. I recall a situation many years ago when drafting a settlement agreement, I asked the CEO if he was happy to release the employee from his restrictive covenants to which he replied “Adrian…..the guy was so ***** useless, the competitors are welcome to him”.

Article by Adrian Berwick

Adrian Berwick provides HR support for business and if you want any support on issues relating to restrictive covenants, contact Adrian on 07885 714771 or e-mail info@abcommercialhrsolutions.com

2017-03-07T13:01:00.000+00:00

The Importance of Being Earnest

Brexit, Trump, Leicester winning the Premier league, the passing of musical geniuses – the list goes on. Let’s face it, we have had everything thrown at us in 2016 but there’s one thing that remains certain and that’s change. We are living in uncertain times and this will inevitably affect the decisions of organisations and their appetite to forge ahead with plans. This uncertainty is creating the need for change on the one hand but paradoxically is leading to inaction on the other due to an over cautious approach. It would be a huge mistake for organisations to do nothing with the risk of market share loss, acquisition targets slipping through the net and losing key talent to name but a few.

Leaving the EU is a mammoth task. The globalisation of the UK is firmly on the agenda and although it will take years to go through this messy divorce, hopefully the UK will be stronger for it. But what happens in the meantime? It’s the uncertainty that will create problems as ‘projects’ are put on hold. Clearly for businesses in crisis, something has to be done urgently but the need for an interim isn’t always for reasons of crisis management.

Organisations in need of transformation, restructuring, project / programme management, business improvement or anything that results in change continue to need people to help drive them forward without distraction. What has become prevalent is the need to put a compelling case forward firstly as to why interim is the right/best solution and then it’s down to the interim to provide reassurance and a convincing pitch as to why they should be selected with some quantification around the return on investment (ROI).

It matters now more than ever to make a difference but how can an interim executive ensure they make a ‘real’ difference and deliver in a way that meets with expectations? There are a number of skills, competencies and personality traits needed to succeed as an interim. Here are a few;

Honesty – providing an open and honest account of the findings. Interims are able to do this (on the proviso it’s delivered in a professional way) without fear of job security, weakening promotion prospects etc. The value to management, shareholders, stakeholders and employees is immeasurable. Quite often the day to day gets in the way and organisations can’t see the wood for the trees.

Delivery – hugely important and ultimately will be the basis of measurement of how successful the assignment has been.

Speed – expect to be parachuted in to new environments, grasp what the business does, build relationships often with customers, suppliers, and subcontractors and address the issues causing the challenges. The problem should be solved and solution implemented as quickly as possible.

Objectivity – an impartial view of analysis undertaken provides the leadership team with a balanced, honest opinion without the person delivering the message having another agenda.

Coaching / Mentoring - this is always part of the brief whether or not it’s been clearly defined. This can be for members of the leadership team, management team or just generally a style that should be adopted when leading people for the short term.

Engaging with stakeholders – interims often find themselves in quite complex scenarios with multiple stakeholders that have to be taken on the journey. Building relationships is part of the remit.

Communication – can’t be emphasised enough. Any change programme’s success is dependant on how engaged the people are.

Don’t get drawn in to BAU issues – the reason the client has engaged an interim in the first place is because they don’t have the internal capacity or capability to solve the problem. If the interim finds themselves in a firefighting situation, they are likely to take their eye off the ball from the original set of objectives.

Confidence and gravitas – the fact that someone has embarked on a career as an interim is borne from having achieved and delivered during a corporate career at board, functional or in a business leadership capacity. This knowledge and experience should enable the interim to tackle challenges with the necessary agility and be chameleon like in approach.

Managing the exit – once the agreed objectives have been delivered it’s important to manage an exit at the appropriate time. The interim should avoid hanging around unnecessarily as this will quickly diminish the value created from the good work undertaken.

Leaving a legacy – be remembered for the right reasons.

This is all underpinned by the raison d'être of adding value, making a difference and ensuring a return on investment. It’s the little wins that can make the biggest difference and mopping up the unexpected problems where the interim can go the extra mile.

In order to ensure a successful assignment for all parties it’s important to be honest and how this is delivered will determine the added value in the long term. After all, the results of this assignment will determine the reference received and how quickly the next one is secured.

For further information or a confidential discussion about how we can help please contact Steven Wynne on 01423 704153 or email steven.wynne@macallaminterim.com

Do you decide to recruit Internally or Externally?

2017-01-18T11:11:00.001+00:00

Picture the scene – a key member of your team has resigned and they can’t be persuaded to stay. You know you must replace – the dilemma is whether to “play it safe” and go with an internal candidate or look externally.

Internal promotion can be seen to encourage loyalty, build morale and send out a powerful message about career prospects – assuming, of course, that the internal candidate has the right skills – but the drawback surrounds the missed opportunities of bringing someone new into the organisation.

Many companies are adept at creating internal pipelines of talent recognising the need to retain good people and provide business continuity. These businesses strive to offer people a vision of where and how their careers may develop, instead of having to leave to move upwards. Furthermore, the creation of continuous development opportunities for home grown talent sends out a strong and powerful message.

Some companies always promote from within first only bringing in new people at junior level. By doing this, they tend to have good retention at lower and middle levels and keep recruitment costs low. Employees can rise from junior ranks fairly quickly before progression slows due to a mix of limited opportunities or their inability to progress further.

Succession planning runs through the talent management process from recruitment to how employee performance is managed and building a culture of internal promotion gives people aspirations. However, it is critical that expectations are managed and when an internal candidate is unsuccessful for a role, they deserve honest feedback so they can re-set their goals and aspirations based on reality.

However, if the business is venturing into new markets or sectors, the likelihood is that the required skill set will not be available internally. Also, there are benefits to be gained by bringing in a fresh set of eyes with best practice knowledge and skills gained elsewhere. Rightly so, much is written today about the value of transferable skills and skills can transfer successfully between industries, sectors, markets and functions.

Whilst it could be perceived that external recruitment stifles the development of internal staff by cutting off promotion avenues, the counter argument is that promoting internal talent prevents the opportunity to inject fresh ideas into the business. Conversely, recruiting a manager from outside may mean that talent is unearthed in the business that the previous management had failed to identify or chose to overlook and new management gives these people new opportunities.

New blood into an organisation, specifically at senior level, brings new ideas, innovation, creativity, and different ways of working. It rarely comes without pain because new senior managers will challenge the status quo, ask pertinent questions and shake people out of their comfort zone by getting people to up their game or leave.

Business growth can also be a factor in the internal v external recruitment debate. Some employees are ideally suited to smaller businesses (invariably these are family based) and as the business grows and possibly the family influence begins to take a back seat; there is greater need for formalised management structures, process, procedure, controls and disciplines. Some people will find the growth transition uncomfortable and in simple terms, the business out grows the individual and a new/different skill set is required.

In these situations, bringing in someone new will bring much needed ideas, energy and vision whilst challenging those that say “but we’ve always done it this way”.

If it comes down to cost, on paper external recruitment will cost more and external recruits will need to be given an on-boarding process to familiarise them with the business. However, over time the right candidate will be able to make a significant contribution and make a step change for the business through new methods of working, accountability and the identification of new opportunities. Inevitably, change and improved performance are what all companies are looking for!

Every business needs to manage the balance between internal and external recruitment but at senior level, sometimes it takes an outsider to come in and make that change happen.

Written by Adrian Berwick.

Adrian is an experienced HR Professional who works exclusively with Macallam on the delivery of their Personal Career Transition service.

Brexit and the Circular Economy

2016-09-23T14:19:00.001+01:00

Having attended the RWM / Energy event last week, I was interested to update on latest developments with the Circular Economy, Energy from Waste and Recycling / Reprocessing / Waste sectors. What became apparent is that whilst the UK is pushing to develop a circular economy there are huge opportunities in what is now becoming the Global Circular Economy. This got me thinking. Will Brexit (whatever Brexit means) have any impact on the objective of achieving a world where we reduce resources and extend the lifecycle of what we use and recycle as much as we can if we leave the EU?

For those unfamiliar with the terminology the circular economy is a modernised version of the old ‘reduce, re-use, recycle’ mantra with the objective of stripping out waste, streamlining supply chains and converting what we can into energy. The market opportunity is huge and with the changes afoot the Global Circular Economy could be a $1 Trillion opportunity. In the UK alone this could equate to £3-6 Billion and the creation of 50,000 jobs.

All the respective sectors and businesses within those should all be contributing. Ultimately we need to reduce the amount of waste going to landfill and I believe any businesses producing waste of any description has a duty to fulfil. This then extends to the domestic world and peoples behaviours in their homes, buying habits in terms of purchasing what you need not what you think you need and everyone contributing to a less wasteful existence. These behaviours are interchangeable as habits become the norm if practised often enough and what might be a move to reducing the weekly shopping bill at home can actually extend into achieving resource efficiency in business.

Education, Legislation and communication are key and it takes the leaders of business, Government (central and local) to push this down from above. After all there are money making opportunities from the renewable sources of energy that can be created, the cost savings in reducing materials spend and reducing waste; so why wouldn’t you?

It is more important than ever that we work together what with an ever increasing population, rising commodity and material prices and working through global supply chains to reduce firstly what’s purchased and then secondly what we send on a journey. Making that process as efficient as possible is imperative in order to attain the goal.

What can be done when so much change is needed? A start would be to ensure the best and right talent is being utilised to full effect. Engaging experts in the field that can drive forward the agenda within companies seems to me to be a hugely important part of the achieving the goal. Individuals without the distraction of day to day BAU that can push the difficult tasks and drive a cultural change within the business. Additionally those responsible for the corporate social responsibility agendas in businesses have a great opportunity to drive a zero- waste and re-use culture which in turn will result in improved efficiencies and more profitable operations.

There are of course many businesses now involved in the resource efficiency market from those involved in building and operating Energy from Waste plants, Recycling, Renewables and so on that are all running businesses and making profit from this. Waste has become a valuable resource and although we should all try to minimise it, it’s hugely important that it’s dealt with in the right way and in the right place.

The Waste sector has been driven by EU legislation for quite some time and it’s vital that the UK does not lose ground. We need more progress. Europe’s economy has created vast wealth in part attributable to the trend of improving and re-using resources. Sub industries have grown and flourished and can go further across Europe and indeed globally. It was in fact the UK that was an early adopter and leader in the EU of addressing environmental issues with the introduction of the Control of Pollutions Act 1974. Whether or not Brexit will have any impact on this remains to be seen but it seems to me that as part of the mammoth task that lies ahead in terms of managing an exit (possible) from Europe, we need new legislation in place to reach our goal of attaining Zero waste businesses and ultimately cities to co-exist with the ensuing trade agreements that are going to follow.

Steven Wynne

For further discussions please contact Steven Wynne at steven.wynne@macallaminterim.com or telephone 01423 704155

Brexit, and the future of European resourcing….

2016-07-12T12:33:00.000+01:00

Martin Sorrell of WPP suggested the Remain campaign was out of touch with the concerns and views of the majority of the electorate. The focus on the rational economic argument, neglecting the emotionally-driven issues of sovereignty and immigration, was an error.

The full consequences of Remains’ failure are hard to predict but they will likely include slower growth rates in the UK and beyond. There will be considerable uncertainty for some time, which will slow decision-making and deter economic activity and investment. Delaying triggering Article 50 feels like there was little expectation of Brexit succeeding, little plan for afterwards, politicians resigning and in a time when businesses need swift action to reduce uncertainty.

All this in a business world that has become self burdened with caution, risk-aversion and short-termism. We have already seen examples of investment being put off or cancelled altogether, the faltering Tata Steel sale process, or the delayed EDF Hinckley Nuclear investment are cases in point. Besides, this could have serious implications for our National ability to satisfy future UK Energy demand (if the lights start going out, will the Brexiteers be ok with that?), and future job loses.

However, we have no choice but to look ahead to a post-Brexit future and will that be so different politically. After all of this upheaval, will we revert back to something which operates in a similar way to pre referendum? If the UK needs to make concessions on free movement of people and immigration in order to retain trade relationships – are we not back to Square one?

Paradoxically, WPP and other firms may become more European than ever. While the UK may have voted to leave Europe, companies have not. Four large top 10 markets are in Western Continental Europe – Germany, France, Italy and Spain. Here it’s likely to spur recruitment of people employed in European markets faster than in the UK.

The strategic reaction to Brexit may be to pursue a greater focus on the fast-growth markets (“emerging” economies); a greater focus on data and digital; and (another irony) a greater focus on getting people to work together more effectively across national and functional boundaries for the benefit of clients.

Working together for its clients (the electorate) is something the UK’s politicians are finding hard to do. After a vote for division and isolation, and a descent into political in-fighting, this message of unity is one that Westminster would be well-advised to listen to.

By Duncan Carter, Director at Macallam Executive Search and Interim Management

FM World annual survey in the facilities management sector

2016-06-21T14:14:00.000+01:00

As part of the FM World annual survey in the facilities management sector, we were asked to contribute by answering some questions as to what we thought were the skills and capabilities currently being demanded in the FM market?

Here are our thoughts on how we see the jobs market in the FM sector in 2016.

What skills are organisations seeking from their FM personnel?

There is a steady flow of requirements for experienced FM managers with strong communication, commercial, customer skills and often technical service line knowledge; however the changing demands of many client environments are driving the need for greater skillsets. In some cases we see more emphasis on senior skills in commercial and change management, than the need for technically driven people who understand a specific client sector.

However, there is still a significant need for FM experience by contractors who feel they need to present people to their clients who have knowledge in FM and experience in that sector. It’s a case of can they influence their client to recruit someone from outside.

Are FM-specific qualifications seen as a must-have, or are they less relevant at senior level, where the emphasis is more on the 'management' part of facilities management?

In the main, qualifications are less important than proven management ability to deliver results.

Where contractors are constrained by budgets, do they ever seek to recruit from within and invest in training current staff in various management skills?

Contractors do develop people through their Training and Development schemes, but that's a whole separate topic which would require in detail analysis of their effectiveness.

Are employers looking for facilities managers with better qualifications today, when compared to five, ten years ago?

Better qualifications help, but wider experience is more beneficial. In some cases, providers would like to bring people into the FM sector at GM or Account level from other industries. There is a view that FM has become over inflated with high salaried, often average people. In sectors such as manufacturing, it is possible to find well qualified, graduate calibre managers with sophisticated management skills, large team management, process and six sigma training for much lower salaries. These people can also bring new ideas into a maturing market. As contractors come under increasing cost pressure, these are becoming attractive options. A good example is, Macallam appointed Joe Podolsky from Emerson, the Global engineering manufacturer to successfully develop a key market for GWS, Johnson Controls.

For further information on this or for a confidential discussion please get in touch on T: 01423 704154 or E: enquiries@macallam.com

FM services sector is on the up

2015-09-24T10:43:00.001+01:00

According to the latest quarterly report from the CBI Service Sector Survey, the FM services market has seen a healthy boost in levels of business. 48% of companies surveyed reported a rise in business volumes, 22% increased selling prices and 47% an overall increase in profitability.

The UK services sector remains the largest part of the economy, accounting for about three quarters of economic activity and this increase in activity is mainly as a result of the wider economic recovery and improved confidence.

The other key development in the market is the recent trend in outsourcing and shift away from single service contracts towards bundled services and total facilities management packages. Private and public sector clients are now looking to reduce procurement costs through seeking ‘one-stop-shop’ solutions, a trend which is expected to continue.

What does this mean for the sector and how does this translate for recruitment? With the recent return to positive growth, the FM sector is now expected to continue developing with a predicted forecast of £23.2 billion by 2018.

In response to this companies are now required to upskill their existing workforce and attract new talented recruits capable of adopting new technologies in order for businesses to maintain their competitive advantage in the workplace.

Macallam remains well positioned within the FM arena to assist with any potential recruitment needs either on permanent or interim basis.

For a private and confidential discussion, please call 01423 704154 or email enquiries@macallam.com

Business leaders need to focus on adoption of new technologies not deployment

2015-09-17T11:47:00.001+01:00

Large companies will all agree that in order to reduce the productivity gap, investment and adoption of new technologies is key; yet even with this investment why are people still working in the old fashioned way?

As recently quoted by Sacha Romanovitch, Chief Executive for Grant Thornton UK “we define ourselves by working in boxes, like when you’re running factory shifts and you need to be physically there. We have still not broken out of the paradigm of the industrial era”.

Top talent are now bringing their own list of job requirements including increased flexibility, job mobility, and teleworking so having the technologies in place to support these is vital for companies wishing to grow their skills pool.

Technology will help attract, build and retain the next generation of business leaders. Exacerbated with the increased number of Baby Boomers retiring and Millennials entering the workforce, the latter of whom have grown up with the Internet; companies really need to embrace the latest technologies and market intelligence and failure to do this will in the long term lead to a talent management crisis.

For further information please call 01423 704154 or email enquiries@macallam.com

For full details on the article click here

Q2 of 2015 sees a slow down in M&A activity in UK FM market

2015-09-17T10:24:00.000+01:00

According to research by Grant Thornton, Q2 of 2015 has seen a slow down in Mergers & Acquisitions activity in the UK FM market.

Q1 was possibly artificially inflated with Kiers acquisition of Mouchel which has been the largest transaction seen in the sector since the private equity-backed buyout of Keepmoat in Q3 2014.

The slow down has been driven mainly by lower activity among international buyers following uncertainty in the UK market post July budget and the concerns regarding the potential impact of the increasing minimum wage. Large contractors are already confirming that increased labour costs will wipe out significant profits from their bottom line and that share prices have already seen a significant drop.

With this underlying level of uncertainty surrounding profits outlook, M&A activity is unlikely to pick up as clients need stability. Other evidence reveals that whilst most clients appear to trust the relationships they have built up with their contractor and are prepared to give them the space to watch how things progress, they are now quicker to consider re-tendering if standards slip; so the emphasis on people performance and delivery is key.

Unfortunately as an industry sector, whilst offering a wealth of career opportunities; people tend to fall into the FM profession rather than choosing it and with the impending retirement of baby boomers, the industry will be faced with severe talent shortage at middle and senior management level. Some key players are aware of the cost to the business and the importance of preparing a talent funnel.

In response to this Macallam have developed a fully integrated recruitment solution to assist clients in becoming an “employer of choice”.

For further information please call 01423 704154 or email enquiries@macallam.com

Social recruitment – evolve or get left behind

2015-09-10T11:31:00.001+01:00

Most people would agree that change is the only constant now. Darwin wrote, “It is not the strongest of the species that survives, nor the most intelligent, it is the one that is most adaptable to change.”
Millennials are now shaping the future workplace, having grown up with technology and being used to using it for communication, entertainment, education, and work.

Whilst social media is not a new phenomenon, within the recruitment arena it has brought positive change to both companies recruiting and candidates. For companies, it is now easier to get to know your candidate than ever before and for candidates it provides a platform to showcase your skill sets and interact with potential recruiters; making the entire application process easier and more engaging.
A recent survey showed LinkedIn is still the most-used social media platform for recruiting, used by 94 percent of recruiters and employers. In the 11 years since LinkedIn hit the recruiting scene, social media has changed the way employers and recruiter’s source talent

Macallam understand the importance of giving clients and candidates choice using different platforms reducing both the time and cost of hire. We simplify this process further by first identifying this talent and then connecting with this talent to suggest those candidates who best match against specific job criteria and therefore improving the overall quality of hire.

To discuss how we can help, please call 01423 704154 or email enquiries@macallam.com

Passive candidates represent a key talent not to be missed

2015-09-10T11:27:00.000+01:00

2015 is already proving to be a competitive year for recruiters faced with skills shortages and a high demand for quality hires from companies. We will continue to witness a big shift towards closing the gap between active and passive candidates; a key talent pool not to be missed.

In today’s global market, passive candidates, meaning those not actively seeking employment opportunities, represents two thirds of the population. A recent survey confirmed that on LinkedIn 45 % of these passive candidates would be open to talking to a recruiter about new job leads yet this remains a hugely untapped talent pool with only 61 % of companies actively recruiting passive candidates.

Our recruitment strategy capitalises on this by looking to acquire top talent, whether active or passive using social media to build strong relationships with top talent regardless of current job status making the potential recruitment process timely and efficient and providing the client with best “cultural fit”.

To discuss how we can help please call 01423 704154 or email enquiries@macallam.com

The importance of becoming a “Destination Employer”

2015-09-10T11:26:00.001+01:00

After the traditionally quieter summer months of recruitment things are now starting to pick up and gather pace. The job market and recruitment is constantly developing but are these changes being truly understood and effectively adapted to?

At Macallam, we continually challenge the recruitment landscape to keep pace with talent acquisition and understand the importance of building a "talent pool" ahead of client needs. Often the people in the job market who are actively looking are not the best or most suitable people for your vacancy. Statistics show that whilst 95% of candidates are employed 75% will always be receptive to attractive and professional propositions, so our focus is about building strong relationships and having a pre-vetted network of executives available to call upon for future hires.

Candidates are not just looking for just any new opportunity - they want the right one and Macallam assists employers in creating a positive company culture and brand identity to attract and retain top talent. Providing a winning candidate experience through positive employee engagement programmes and “selling” the clients business to the candidate can make the difference for a successful outcome and is often overlooked in the direct hiring process.

With talent shortages ever prevailing; more and more clients understand the importance of creating a positive company culture and brand identity in order to achieve “Destination Employer” status. After all business is about people and it is the only the right talent that will help drive your business forwards.

To discuss how we can help please call 01423 704154 or email enquiries@macallam.com

Growth in the Design and Fit Out Sector

2015-09-01T16:47:00.001+01:00

Since 2013 the Interior Design and Fit out market has bounced back and continues to grow as commercial clients look to take undertake extensive refurbishment and repair work rather than new build projects.

Despite an upturn in the economy however trends predict that at least in the medium-term trend in many sectors will be away from capital intensive new build projects towards refurbishment and fit-out, which should provide good opportunities for contractors and material suppliers.

Macallam has witnessed this growth with an increased number of Interior Design clients boosting their recruitment strategies to respond to the increasing demand of the market and looking to acquire the best leadership talent to drive their business forwards. To view some of these exciting opportunities in Design and Construction Management click here to visit our jobs page.

To discuss how we can help please call 01423 704154 or email enquiries@macallam.com

Networking Tips

2014-01-15T11:06:00.000+00:00

Networking isn’t just for the job search, when you’re coming to your contacts for an immediate payoff. Senior professionals need to make networking a part of their daily routine, not just an alarm they sound when it’s time to switch jobs.

Nevertheless, the move to an active job search is prime time to refresh your existing network, both online and off. The Internet has extended the reach and complexity of networking opportunities, but it hasn’t replaced the need for traditional human encounters. People need to know you, and you need to know people, to establish your credibility and get the inside scoop on new opportunities.

1. Navigating Your Network

Social networks like Facebook and LinkedIn haven't changed where you network so much as how.

Networking used to mean working the phones, attending industry events and trading business cards. It still does. But today you can augment and support those efforts with the click of a button).

2. Alumni Networking Rules

Leverage your alumni association to find and win a job, but know the rules about what is and isn't fair play.

Alumni associations are a great jumping off point to networking, but it’s just the start. A job seeker is still obligated to make a genuine connection before leveraging an alumni connection for a job opportunity.

A simple introduction where you disclose that you’re up for a job and just ask if they have any advice about the industry in general. A better way than a basic cold call would be to meet them through a mutual contact or via a regular alumni association networking event and start up a relationship from there.

3. Apply and Network in One Step

The next generation of job application software will let you see whom you already know at the company, so you can express your interest in helping a particular organisation and network at the same time.

There are many features from the leading automatic online job application software packages, and is being adopted by many HR departments. If you do submit your CV through these channels, you’ll be able to view potential connections between the organisation and your existing professional network.

They are able to link to your LinkedIn account to show you who in your network may be connected to someone at the organisation; that lets you follow up your application with an e-mail to a colleague to request a referral or set up an introduction to someone who can.

Referrals matter! Studies have shown that more than 60 percent of jobs are filled through referrals. Employers fast-track job candidates who are recommended by current employees; statistically speaking, employee-referred hires prove to be better hires, have longer job tenures and therefore represent a far sounder investment on the part of employers.

A career change is stressful and the process time-consuming whatever the circumstances. Let Macallam support you support through this challenging period. For more information click here.

Top 5 Interview Tips

2013-12-03T10:35:00.002+00:00

If you're counting down the days till your next job interview, these helpful hints will help you get in the right mood so you can leave a lasting impression on the interviewers.

1. Do your research

Preparation is the key to a successful interview and to getting that appointment you desire. It is the little things that make the big difference. Fail to plan, and you plan to fail. You are certain to be asked specific questions about the company, so make sure you've done your homework on things like their last year's profits, competitors and latest product launches. Also take a look at the latest developments in the industry so you can converse with confidence.

2. Practice key interview questions & answers

Although there is no set format that every job interview will follow, there are some questions that you can almost guarantee will crop up. You should prepare answers to some of the most common interview questions about your personal strengths and weaknesses, as well as being able to explain why you would be the best person for the job.

3. Look the part

Appearances shouldn't matter, but the plain fact is that you are often judged before you've even uttered a word. Make sure your shoes are polished, your clothes fit correctly and that your accessories are subtle. Dressing one level above the job you're applying for shows a desire to succeed.

4. Stay calm

Good preparation is the key to staying in control. Plan your route, allowing extra time for any unexpected delays, and get everything you need to take with you ready the night before. Remember to speak clearly, smile and remember that your interviewers are just normal people, and the may be nervous too!

5. Ask questions

You should always have some questions for your interviewer to demonstrate your interest in the position. Prepare a minimum of five questions, some which will give you more information about the job, and some which delve deeper into the culture and goals of the company.

If you feel you need expert assistance to prepare you for that all important interview or require a little help with creating strategies for a winning interview then why not join up to our Talentrack career consultancy programme.

For further information click here.

Top 10 CV Do’s & Don’ts

2013-11-25T10:04:00.000+00:00

A Curriculum Vitae is an essential marketing tool and getting an interview can depend on how good your CV is. The way you present your CV can have an overwhelming influence over whether your CV is even read, let alone get an interview. You need to consider what to include, how much detail is needed and how to make your CV stand out from others.

Do...

Construct your CV with your prospective employer in mind. Look at the job advert or specification and think about what the job involves, and what the employer needs. Find out about the employer, culture, operating style and make your experience relevant.
Tailor your CV to the job. Your CV shouldn't be your life story but should be tailored for the job you're applying for, focusing on the aspects that are important for that role.
Make it clear and tidy. Check your spelling and grammar and read it through carefully. It’s amazing how many CV’s have spelling mistakes in them.
Place the important information up-front. Put experience and education achievements in reverse chronological order. Include experience and interests that might be of use to the employer: IT skills, voluntary work, foreign language competency, driving skills, leisure interests that demonstrate team skills and organisation/leadership skills.
Quote concrete outcomes to support your claims. For example, ‘This reduced the development time from 7 to 3 days’ or ‘This revolutionised the company’s internal structure which led to a reduction in overheads from £2.3million to £1.7m per year’.

Don’t...

Include information which may be viewed negatively – failed exams, divorces, failed business ventures, reasons for leaving a job. Don’t give the interviewer any reason to not include you.
Make your CV more than three pages long. You can free up space by leaving out or editing information that is less important. For example, you do not need to include referees or include a detailed account all of the jobs you have held since school. Place more emphasis and detail on the recent and most relevant ones. Add details about your most recent qualifications, which are more relevant, but summarize the rest.
Dilute your important messages. Don’t bother with a list of schools you attended or a long list of hobbies. Such things like this and school grades can be summarised. Concentrate on demonstrating the skills they require, what you have achieved and what benefits your clients have gained from your work.
Use jargon, acronyms, technical terms - unless essential.
Lie – In this era of the “Information economy” people and employers have many ways of checking what you say is true, and may dismiss you from the process or at worst employment if they find this is untrue.

If you do not have the time to create a new CV or you feel you need expert assistance with re-writing or re-modelling your document why not join up to our Talentrack career consultancy programme.

For further information click here.

Are companies looking for the perfect CV missing out?

2013-11-18T10:48:00.000+00:00

Are companies looking for the perfect CV missing out? The perfect CV doesn't always belong to a perfect candidate.

Many organisations still place too much emphasis on CV’s rather than the actual candidate. Many companies only consider interviewing applicants who have perfectly written CVs and as such many potentially great employees are being dismissed too quickly.

Mistakes are part of the learning process, why should a mistake detract from a CV? If it’s true that the person who never made a mistake never made anything, why should a tarnished CV hinder a career? Insisting on perfect doesn't make sense, especially not in a skills shortage.

In the 2011 PricewaterhouseCoopers Global CEO survey, nearly 70% of CEO's complained about a talent shortage. Meanwhile 25% of ‘star’ performers hired with often impeccable CVs expect to quit their current role within the next twelve months.

At interview, good people can become disillusioned at relentless questioning over a perceived weak point in their career… perhaps what looks like a poor job choice or a quick job change. These things happen, and while they are often logically explained, many employers get concerned about one small detail and not the bigger picture.

The result is that everyone now chases after the same ‘star’ candidates, making the situation of skills shortage doubly difficult. If employers were more willing to take a calculated risk and interview other high performing individuals, the war for talent might well be eased. In his excellent book “Good to Great”, Jim Collins states: “Good-to-great companies place more weight on character than on specific skills or experience.” These companies place emphasis on a candidate’s outlook, personal values and approach over their experience or qualifications.

Correct culture fit combined with behaviour and skills often say more about a candidate’s suitability than an excellent academic record. For these enlightened companies, obvious candidate credentials are only part of the story and they reap the rewards of this more open minded approach to hiring.

In our view, it’s essential for organisations to work harder at pinpointing the values and behaviours that will define success and look at candidates who match these criteria. It’s vital to include sound judgement, team compatibility, resilience to pressure, curiosity, desire to learn, self-motivation and commercial ability.

We work hard to help companies understand there is a lot more talent out there that can be utilised to greater advantage. So it’s not about accepting second best – it’s about delivering a true competency, culture and values based recruitment model to your organisation.

First female FM wins top Middle East award

2013-06-18T10:49:00.002+01:00

Fawzeia Hamad Al Marzouqi, Emirati

Fawzeia Hamad Al Marzouqi, an FM manager with the Emirati government’s facilities services division, has become the first woman to win FM of the Year at the Facilities Management Middle East Awards in Dubai.

Fawzeia is seconded from the United Arab Emirates government’s Musanada division to Macro’s FM team, which is delivering FM services to hundreds of government buildings.

Musanada was set up by Sheikh Khalifa bin Zayed Al Nahyan, president of the United Arab Emirates, in December 2007 as a shared service company serving government departments and agencies.
Fawzeia was recently appointed regional facilities manager of the western region and manages services delivery across a diverse portfolio, including schools, mosques and municipality buildings and other facilities.

Her primary focus is on the quality of service performance and maintaining a safe occupied environment.

“For me as an Emirati woman, this is an honour, especially since I was shortlisted with four men,” she said. “This will inspire me in my career.”

Musanada and Macro are working on a long-term project to implement health and safety, as well as environmental programmes in Abu Dhabi. Fawzeia has taking a leading role in driving contractors’ compliance with regulations from the Abu Dhabi Environment Health and Safety Centre.

Fawzeia has also acted as head of the committee that worked on preparing a new strategy for service agreements with Musanada’s supply chain.

Musanada and Macro were jointly shortlisted for the Overall Facilities Management Company of the Year Award at the ceremony which took place at Jumeirah Emirates Towers in Dubai on 4 June. Macro is a property consultancy and facilities management company working with Musanada, with Macro staff embedded within Musanada. Macro International, Macro’s Abu Dhabi-based operation, won the contract last September. It oversees a portfolio of nearly 3,500 buildings used by government of Abu Dhabi departments and agencies throughout the emirate.

At the time of the contract award, Macro managing director Bill Heath said it was “the most significant FM transformation project seen in the Middle East today”. Last month, Heath became chairman of Macro Group, covering the US, UK, Europe and the Middle East- northern Africa (MENA) region. Heath, who remains managing director of the MENA region, set up the facilities management arm of the Mace Group in 2002. In 2007, he moved to the United Arab Emirates to launch Macro International, which also operates in Egypt, Qatar, Saudi Arabia, Bahrain, Oman, Kuwait and Jordan.

The company has grown from a staff of just two to more than 180 and has a turnover of around £14 million.

In November 2008, FM World recognised Heath as one of the Pioneers of Facilities Management in the UK.

FM World; 18.06.2013

Macallam Launches New Division

2012-10-23T12:43:00.002+01:00

Macallam has over a decade of experience at management levels in the FM market.

Beginning with Balfour Beatty in the late 90’s, we have assisted Directors and Senior Management teams to find talented people across most of the large and smaller contractors, both hard soft and TFM.

Through this depth of experience, we have a unique insight and network of which people can really make a difference to your business!

FM Temps provide a fast and flexible temporary resource service specifically in facilities, property, sustainability and energy management.

View our on-line brochure for more in-depth information on how this could benefit you!

T: 0843 216 8900

E: enquiries@fmtemps.co.uk

W: www.fmtemps.co.uk

Macallam welcomes our newest consultant to the team!!

2012-08-13T12:58:00.000+01:00

The newest person to join Macallam is Jack Smale, an experienced consultant with extensive knowledge in the Construction and Engineering arenas. Jack joins Macallam following the recent departure of senior consultant Chris Hill, whom we wish all the very best to regain full health.

Bringing a wealth of experience to Macallam, Jack will continue working with and building Chris’s network in the industry to appoint executives and management across Civil, Rail and Process Engineering as well as the Energy and EPC sector including Oil & Gas and Nuclear.

He is here to assist you by ensuring you see the right people. Give him a call or make contact via email with your needs and he will be able to give some informed, practical advice on the market.

Jack Smale

T: 01423 534046

E: jack.smale@macallam.com