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You will be an experienced people leader and have a desire to build a team around you. The current team of 3 is being expanded and your responsibility will be to shape that team, adding 3 new heads once you join.
You must have access to your own vehicle and a drivers license. This role would suit someone who comes from a building surveying, construction or engineering background.
In return, you will be taking on a new and exciting Head of Service role for a well known organisation. You will have full support at every turn, the freedom to influence other key stakeholders in the organisation and have your say at Senior Management meetings.
For a confidential discussion, please contact the consultant managing this post, Nicholas Coppard Nicholas. Coppard mrgpeople.
Applications are open until the role is filled. This is an urgent posting, requiring an immediate start. The Management Recruitment Group MRG seek to add to their core team with the appointment of an experienced Delivery Consultant who is capable of managing numerous search assignments within the Real Estate Advisory, Development and Asset Management markets.
MRG are a long established, solution led recruitment organisation operating across the Property industry.
Covering a variety of sectors and services lines, they offer true expertise to their clients. Priding themselves on market knowledge and understanding, a unique analytical process and state-of-the-art candidate generation methods, MRG have amassed a track record of consistent delivery.
The successful Delivery Consultant will work to deliver complex senior level retained recruitment assignments.
The appointed candidate should have a solid understanding of the property industry in London and the UK and be capable of communicating and building relationships with senior real estate industry individuals.
The successful candidate will have the opportunity to work on number of high-profile senior level recruitment campaigns, have access to first class training and development and the opportunity to progress their career into a more consultative, quality driven environment.
If you are looking for your next successful career move with longevity and the potential to grow your expertise in retained recruitment please contact Matthew Evans for a confidential discussion.
Split across various sites, the school has approximately pupils aged 2 to 16 on roll and they take great pride in delivering a breadth and depth of education that goes beyond academic success with a clear emphasis on the development of the whole child.
With high demand for places, and the backing of Dukes Education, the school has been through a period of growth with a number of historic, grade listed buildings having been acquired; allowing them to consolidate their vision and provide the settings and facilities for their ambitious plans for the future.
You will lead the marketing function to promote the school to the prospective parents and pupils. Taking responsibility for the schools marketing initiatives, supporting the recruitment and communications objectives of the school.
You will lead and create the development of social media content and channels, manage the design and printing of promotional literature, production of the schools nurseries newsletters and the content of the school's website.
The successful candidate will possess a proven track record in delivering marketing initiatives. You will be an experienced marketer with the ability to create and support the delivery of marketing campaigns.
This role will require high level of attention to detail and the ability to communicate with a large number of stakeholders.
For further information or a confidential discussion please contact Hayley Mintern hayley. All direct and third party applications will be forwarded to MRG.
Our client is a leader in the residential sector and specialises in small to medium sized schemes in the Hertfordshire area. They have a requirement for an Assistant Site Manager who has experience of working for a Contractor in the residential sector and are looking to move up the ladder to Site Manager level.
You will have a knowledge of programming, health and safety procedures, managing of sub contractors and good knowledge of general construction.
Apply for this position below or alternatively for further information please contact Dominic Monaghan on or email dominic.
If you are seeking a career move but this position is not right for you please browse the other vacancies on our website. We are specialists in Residential Recruitment and have a range of posts available.
We also welcome speculative applications. Are you someone who likes to take responsibility for projects and to work within a team of like-minded professionals across a multi-disciplinary partnership?
Bidwells has an exciting opportunity for an experienced property and facilities professional to join their established Fund Management team.
You will be responsible for leading a talented team to deliver services to commercial clients, some of whom have been acted for, for over years.
The clients include owners of diverse portfolios ranging from the UK's top science and business parks, to city centre retail spaces.
This is a new role within the Bidwells team, providing a rare opportunity to really make your mark as a property and facilities professional within a diverse property consultancy business.
As Head of Property and Facilities management at Bidwells, you will be responsible for leading the overall delivery of the commercial facilities management services with your primary focus being on the following:.
Leading a team of property professionals and support staff as well as providing functional direction to the wider team.
Ensuring the team complies with Legislative and RICS regulations; auditing current protocols and processes and driving continuous improvement in this area.
Working with the Head of Fund Management on developing and delivering the Property and Facilities Management business strategy. Bidwells offers a competitive salary package, and the chance to benefit from the success of the business.
Compliant working focus and experience of ensuring a team operates to the very highest level of service delivery and compliance.
That makes it a really exciting time to join us. Our Operations Managers are the magic ingredient we use to deliver an exceptional customer experience; they put the customer centre-stage and ensure the rest of the business does so too.
They strive for customer retention and recommendation. The Operations Manager will lead the day to day running of our properties, driving the performance of the team, through actionable KPIs and defining and monitoring customer services, to ensure that our student experience is first class.
You will take responsibility for ensuring we fill our properties all year round, with customers who want to stay year after year, creating a vibrant community.
You will have a track record in facilities hospitality or leisure management. You will have excellent interpersonal and communication skills and strong commercial ability.
The role will suit individuals with a high level of credibility, team leadership and the capability to deliver excellence. For a confidential discussion please contact Charlotte MacGregor charlotte.
We believe that successful Talent Attraction and Career Management is all about the quality of the recruiter. When you work with MRG you will deal with an expert, someone who speaks your language and will grow with you as your business grows or help you when you need to move to develop your career.
Our Board has an average of over twenty five years experience in recruitment in Construction and Property, our Managers average over twelve years in their specialist fields and our Consultants average over ten years.
I would like to say for the record that you have been more than helpful in finding us the right person — this has not been a straightforward role to fill and you have been very persistent as well as patient.
Susan Morris, Careys. Michael and the MRG team are highly experienced, extremely professional and of the highest integrity. Customer service was exceptional and candidate feedback consistently very high.
They take time to fully understand the specific skill requirements of any vacant role before putting together a tailored list of suitable candidates.
This approach has resulted in us recruiting a number of high calibre individuals over recent months. In addition to being commercially aligned with our business needs, they are also nice people to work with!
As I was already at a senior position I had to be very certain, as much as anyone can be, about the move to my next role.
I was working at Arup, a highly respected company and my next move had to be my dream job. Elliot took on board all my questions and most importantly conveyed the culture and values of HOK and described the team I would be working with and the leadership.
I am happy I made the move and that Elliot took the time to find me for the right role. He has excellent industry contacts and always delivers to the brief.
Managing Director, Metrus. She has developed a good grasp of the type of individuals we require that are not only suited to our business but also the clients that we work with.
He now brings his wealth of experience in the residential sector to MRG. We have recently made a key senior hire using MRG, and the process was completed with the usual speed and efficiency that I have come to expect.
Nick has always taken the time to understand our exact needs and only supplies top quality talent. Constant updates and reviews are maintained and follow up communication is applied ensuring the successful candidates are still suitable.
After reviewing the recruitment approach, it was a straightforward decision for me to select them as our retained recruitment partner.
David Craven invested time to gain a deep understanding of our organisation, our strategy and our culture, this coupled with their expertise in the FM space made it clear from the beginning that they would be trusted advisors.
Throughout the experience they have been professional, discrete and available to assist with any concern raised. Associate Director - QS Practice. They have found quality candidates for each position we have asked them to look at, and have pre-selected them to ensure they are appropriate.
Deputy Director of Estates, Leading Midlands-based university. It was an absolute please to work with you and Nick Coppard. Your professionalism throughout the process has been appreciated".
David managed to secure me 3 interviews in quick succession, and from my first contact with David, to having 3 offers on the table, only took 6 working days!
I would be more then happy to recommend David and MRG to my friends and family". No hesitation to recommending their service for similar candidates looking for a fresh challenge or change of environment as part of their career development".
Now some may say that could be luck fate or simply a good match between company and candidate! If that was the end of the story one could simply agree and move on.
David continued to work with my company and successfully provided four further successful candidates over the next two to three months!
Again, could be good match etc. This provided assurances that David was not simply filling seats, but he actually cared about the On-going relationship.
If and when we need to look for quality candidates David is one of the first names that spring to mind.
Well done David, please continue doing what you do because you do it very well! You phoned before during and after and I have never received such great support!!
I will keep you up dated on how I am getting on and so looking forward to starting on Wednesday! Her expertise brings many important qualities and skills to the table, but perhaps most importantly she genuinely takes the time to understand her clients on both sides of the recruitment equation to ensure as ideal a match as possible.
In short Nanja was an absolute pleasure to work with, and I recommend her without hesitation. Nanja was very professional in her approach and delivered well beyond expectation.
Her customer service was great from the start and would highly recommend her to any business or client. The last few months has certainly see mixed messages in the media on the state of Independent Sector.
Yet has the recent pandemic offered the sector a chance to shine. William Wyatt Chief Operating Officer stated that the schools leadership worked effectively together to ensure that they were able to offer a robust online platform for learning.
Many of the staff worked around the clock over the Easter break to ensure they were up and running for the start of term. With small class sizes and a concern about the divide between the digital learning provision at the forefront of many parents minds.
The Independent Schools Association recently reported a surge in parents of high school students looking for private school places in September.
Increased numbers, the advanced of technology in the education sector and the need to keep smaller class sizes.
How will the building and estate needed to adapted to accommodate the growing demand. With an increase in numbers, the advancement of the use of technology and the need to keep smaller class sizes, how will the building and estate need to adapted to accommodate the change in demand from them?
As an Interim Search Consultant, I think it is so important to take the time to talk my clients through a range of solutions to their talent and attraction challenges.
Below are some points worth thinking about when you are considering the real impact of hiring an interim over waiting for a permanent campaign to complete.
There is no stronger message than a clear cut business case. Interim Managers Provide Value for Money This notion of an interim manager being good value for money may surprise many.
After all, at first glance interim managers are not cheap. This is because they fail to realize the true way to value an interim manager's contribution.
So how do you gauge the return on investment from an interim manager? In a typical recruitment scenario a company takes a month to find the right person.
The executive being hired will then have to typically serve a three-month notice period. So it will be four months before the candidate is in place, and five months before you know whether they are really the right choice or not.
If the decision has been a bad one, you start all over again. A senior manager is, on average, worth at least three times their annual salary in terms of their contribution to a company.
Unlike a permanent employee who can have several months of grace while they settle in, get to know their way around an organisation, meet people and so forth, interim managers are recruited with a clear set of deliverables and a fixed, often incredibly short time scale in which to deliver.
They know how to quickly fit in and get things moving. They will not get sidetracked with office politics. They are implementers who know they will be judged on their ability to hit the ground running and deliver from day one.
Depending the importance of the deliverables the value of this speed can be enormous. Within a matter of weeks, they had a seasoned project executive on the project and delivering results.
Interims Offer Experience and Objectivity You can add to the ROI considerations the interim executives' value as an impartial sounding board.
Remember, interims do not expect to have a long-term career with you, so they are not going to tell you what you want to hear — they will tell it how it is.
Their candour could save you a fortune. Also interim executives offer instant experience and a capability which is almost always one rank higher than the job requires.
Matthew Donovan - Interim Search Consultant. With Universities having to adjust quickly to more online learning, there was a need to support students in a new way.
Those that remained in accommodation and those that returned home needed the connection of the university teams more than ever. Through this, a virtual res life community was born.
Student accommodation professionals responded quickly and creatively, rising to the challenge with enthusiasm and passion. We recently caught up with James Greenwood Student Experience Manager at UAL who has delivered over 72 different types of online events including meditation, yoga, dance, fitness, energy healing and positive psychology.
The programme has been well received by the students and staff with over 3, in attendance. James said it will certainly be something that adopt next year as has provided a unique opportunities for students and staff to be involved in events.
We are seeing many institutions offering sophisticated online platforms that will enable students to start building relationships before they arrive on campus.
Managing digital communities can be as challenging as managing a traditional res life programme. With the new term fast approaching it looks as if virtual communities are here to stay with a blended offering of in-person and virtual events, opening up the offering to those living off campus.
Q2 of effectively put the industry on hold, with virus related issues causing sites to cease activity.
Share prices are on the up in the house building sector as the financial markets identify the strength of future demand and activity.
On the back of this activity, demand within the recruitment sector is high with house builders identifying the need for high calibre personnel.
Employers are astute enough to realise that with the change in the market it is imperative that staff are of the highest quality, and possess well-honed skills.
The University of Oxford team highlighted by Bloomberg have been at the forefront of the research and in collaboration with AstraZeneca, look close to a viable solution.
It shows once again the vital function that higher education services with the UK economy and societal importance. The news of the collaboration between Anglia Ruskin and the new Peterborough University is a testament to the enduring appeal of higher education and its impact on a region.
We have been fortunate to represent ARU in the past and they are an institution with a passion for innovation and providing a learning environment which enhances the student experience.
As described in the article. The combination of delivery between on-campus lessons, in-work training, apprenticeships, distance learning and outreach programmes will offer a diversity of teaching which will be incredibly attractive to students who ordinarily might not have considered higher education.
By Matthew Donovan I regularly sit down with up-and-coming executives to discuss the route to board and NED positions. Your CV should demonstrate your independence of mind and readiness to take - and stand by - decisions.
If you opt to focus on NED opportunities in a particular sector - join the relevant trade association, give speeches and write articles for publication.
In short, cultivate a reputation for being a serious thinker about the sector and its future. Reconsider your professional and social networks for the purpose of identifying — or even better, creating — a NED opportunity.
Make an effort to widen your professional network so that your personal qualities are known to more people. Company Size: Be clear about the type of company you want to work for.
At the other end of the spectrum, a non-executive director in a small business may have more involvement in operational matters and if you enjoy this it may be sensible to focus your efforts on this type of business.
Providing the independent viewpoint in managing a school, combined with your business experience, makes you a more rounded NED candidate Take an unpaid role as a NED at a charity or not-for-profit.
This will demonstrate your ability to commit, as well as provide valuable experience. Try and find a mentor who already holds a board role.
Ask them to share insights into the working of a board, advise you on your campaign, and provide access to networks of directors as well as personal referrals.
If you are prepared to invest in your future as a NED, then structured training is an option. You can register for fortnightly email with relevant posts although you will need to specify what you are interested in.
Sign up to their regular newsletter or receive email notifications when new appointments are published that match your requirements. Private sector Many companies use executive search firms to select NEDs.
A key advantage of entering a business through a consultancy like MRG is that you will have been asked to join the business, rather than applied to do so - a small but important part of the dynamic between you and the executive directors for your future working relationships.
The main features of a Letter of Appointment are: The definition of the time you are to serve as a NED The time commitment required Details of any board committee posts you are to hold The fees you are to be paid You can also expect the Letter to include a large quotation from, or paraphrasing of, the Companies Act , which obliges you to act in the long-term interest of the business, all stakeholders, and the wider community affected by business operations.
For more information about becoming an NED, or to discuss our fast-track search processes for specific mandates, please get in touch.
Spring moves into summer and the construction industry starts its own new season as lockdown restrictions ease and we begin to come to terms with the "new normal".
What the "new normal" will be and how long it will last will unfold over the upcoming months, but with government guidance lacking clarity it will be up to us as an industry to make construction work safe and effective through collaboration on all sides.
The summer irises are in bloom. Representing hope, faith, wisdom and courage, irises are a symbol of what we must stand for in the post-Covid world.
Hope that construction sites will continue to reopen, hope that supply chains and manufacturing will remobilise and hope that our people will be confident that they can safely return to work.
Faith that all project team-members will work together, to resolve disputes and not push the burden of losses down the supply or employment chain; pain at the bottom will find its way to the top eventually.
We also need faith that whilst it will take longer to reach contract close or completion, works will need to be re-sequenced and productivity will be lower.
We must use our creativity as an to industry to deliver. We must have a period of reflection from this pandemic and learn lessons to make our organisations more robust for the future.
The lessons of the credit crunch have not been learnt and the fragility of the cash position our industry holds has been exposed again.
We will all be watching with interest as the furlough claims are reviewed, news of further redundancies emerge and whether, or how quickly, reduced salaries are returned to pre-Covid levels.
Actions by our industry leaders now will reveal more about their corporate culture than their inevitable media campaigns which will follow.
The wisdom to prepare for the unexpected and to build in resilience must feature in all of our future business plans.
If the price is too good to be true - it won't be. Further losses will not speed recovery or construction programmes and we should seek opportunities for collaboration, partnership and improving efficiencies to build our way out of this slump.
The last few months have been a period of change and the opportunity is there to maintain this momentum in all areas of project delivery.
It is important to learn from the positives of this situation, the improvements and growth of video conferencing as a networking and management tool, the reduction of travel and consequentially a lessened environmental impact.
Many will incorporate these practices into our day-to-day lives, whilst being ever aware that they will not replace our basic human need for personal contact - the trust and bond that is formed with a handshake is unequivocal.
The wisdom that is gained from overheard conversations in the office, ad-hoc collaboration and shadowing is needed to bring forth the next generation of our industry is why it is so important we do not push to make remote working the forever normal.
Now is the time to make sure experienced resource is accessible and has available capacity not only to kick start projects but to train and develop. Not just the courage to get us all working again and to lead us away from recession, but the courage to build the wisdom we have learnt from this experience into our businesses going forward.
Courage to support flexible working, reducing the skills shortage by empowering mothers to return to work part time, allow parents to share childcare, work part-time, flexi-time and remotely to maintain the balance between work and life.
Courage to continue the life-work balance we have discovered from spending more time with our families and that single trip outdoors a day.
With trust and courage we can empower our workforce to be more efficient and happier - improving productivity for all.
A global pandemic is not historically unprecedented. Our way of life and the way we do business has been challenged throughout history and as a global society we have bounced back; how we do this and how quickly is now the priority.
The power of hope, faith, wisdom and courage to drive collaboration and innovation a good values to bring us together and start making projects happen.
Across varying markets, we are seeing strategic hires continuing to be made throughout the COVID pandemic. It is vital for both interviewers and interviewees to adapt to an online recruitment process.
There is no doubt that companies will continue to embrace technology through the hiring process going forward.
For many candidates and interviewers it is the first time they have conducted interviews online. Here are our 10 top tips for performing at your very best during an online interview.
Find a quiet spot Whilst childcare is no doubt one of the biggest challenges of working from home currently, try to find a quiet place in the house where you will not be disturbed.
Forewarn your family of the scheduled interview time and put a do not disturb sign on the door. The last thing you want is a wandering pet or excitable children interrupting you, mid conversation.
Interviewers understand the pressures currently and they are quite possibly facing the same challenges too, however you want to ensure you give your best account without any distractions.
Dress the part Whilst many of us are enjoying sporting our more casual clothes as we set up the home office for a day of work, remember interviews offer a first impression for your potential future employer.
Dress as you would for a face to face interview. First impressions count! Find a neutral background Your potential new employer will get a view of what is behind you, so it is best to set yourself up in a tidy and professional environment in order to eliminate distractions.
A plain or simple background is best. Get the lighting right Too much or too little light can make it challenging for the interviewer to see you.
Sitting with your back to a window can create a silhouette effect and similarly a dark room with the curtains closed will make it difficult for the interviewer to see you.
If possible, sit facing the window or light source so that you are clearly visible. Do a test run With many software options available for video conferencing, you may not have used the assigned programme before.
Set up a test call with a friend or your recruiter beforehand to ensure that you are comfortable with the camera and audio settings and the software features.
Use this time to get used to where the camera is too and ensure you are looking at it. Make sure your tech is charged and ready to go Whichever device you are using whether it is a laptop or tablet, ensure its fully charged or keep it plugged into power.
Give yourself time As you would for a face to face interview, set yourself up early in case anything goes wrong. Arrive online minutes early to ensure that you logged in and there are no technical glitches.
If there are, you have time to deal with them without being late. Close down everything else on your PC Ensure your emails and browser are closed to avoid any unwanted distractions.
Get yourself in the right headspace Lockdown has been difficult for most of us at one time or another and interviews can be nerve wracking for many people too.
Make sure you are in a positive mindset going into the interview. Take a walk or run ahead of your interview time to clear your head and get yourself in the best frame of mind.
Remember the usual rules apply! Whilst you may be in the comfort of your own home, an online interview holds the same weight as a face to face meeting.
Ensure you are fully prepared, have researched the role and company and can provide tangible examples to back up your answers.
Interviewers will want to know what you are motivated by the role and your reasons for applying. As with all interviews it is a two-way conversation and you have to like them as much as they like you!
Make sure you have questions prepared, not only does this demonstrate your interest but gives you the opportunity to understand any elements of the organisation, culture or role in more detail.
Oxford University stating unequivocally that they had "every intention of resuming the life of the university next term with as large a student cohort as possible".
With the prevalence of mental health problems and loneliness, it will be vital that student services departments can still provide an effective framework of support.
Will international students still want to study at a British University if all teaching is online when such a fundamental part of the experience is making friends and becoming exposed to new cultures?
Higher education providers firmly believe that education should be delivered in a more cost-effective manner which could lead to an increase in virtual learning.
His argument was that online teaching could lead to shorter degrees at a lower cost that will allow universities to increase their student numbers whilst providing students with the skills they need to flourish in the workplace.
Looking back, we may wonder at a world where students were criss-crossing the world for a year at a time, when the 21st century digital world allows much more flexibility, where young people are now used to social events on Zoom, and where physical visits to a home campus could be shorter and more focused.
The role of Director of Estates will become increasingly important in the years to come and estates departments will play a vital part in delivering the corporate strategy for institutions.
The profile of these estates teams will increase, and hopefully budgets will grow to meet the new requirements.
Universities that can successfully collaborate between estates, student services and IT should thrive in the coming years.
His thoughts on the workplace reimagined, pre and post Covid What are your initial thoughts on how Covid has changed the working culture? Previously, employees were offered some form of choice in regards to flexible working and the technology they could use, but because of Covid it has accelerated this choice, forcing people to become flexible.
Everyone from board level to junior now get to experience flexible working, whether we like it or not. We are still trying to understand how much productivity has been lost because of the economy, or whether productivity has gone down due to working from home — or both.
Some are fortunate enough to have a room dedicated to working, whereas some people share a small space with others and some have children.
Some themes that are becoming clear; The purpose of the office as we know it will continue to change, and rapidly. If anyone is asked to commute to the office, that purpose will no longer be just to get your head down and process work.
Organisations may have to invest in repurposing these offices. It will serve a different purpose than just a place to work; it may be where we go to feel we belong to the organisation and be part of a community.
We will be choosing to physically be together and be more creative. Are people going to use this as an opportunity to cut cost?
Offer more choice? Hopefully, the winners out of this crisis will be people and technology. The concept we are playing with at the moment is the collection of places you can work from.
You can work from home, you can work from the office, you may go to a local co working place or coffee shop — you can work from a third space designated by the company.
So yes hopefully it will be seen as an opportunity to offer more choice. All of that is transitional. So I believe they will limit the risk by limiting the amount of people who go back to work at any one time.
The other side of this is, as an employee, when will you be comfortable to get back on a tube or a train again? It might take a long time. The choices that individuals make will be different, and I believe employers will have no choice but to work with the needs of the people.
Are your clients taking this as a global strategy, or are they breaking it down according to countries? Are you seeing a blanket plan for how the future of the workplace will look?
Global enterprises and SMEs definitely have different approaches. Every country and culture has taken back control in different ways.
People are going back to work in a controlled manner. Each country is very different. If people had the right equipment they could smoothly transition, for example access to data such in the cloud.
Some companies however were not ready technologically speaking. They had to quickly order laptops, and quickly work out how to go virtual.
Are we going to lose human connection? Definitely not. The more we use technology, the more we will be thirsty to go back to human connection and nature.
If people are struggling with a lack of connection and engagement and find that they are struggling with their mental health, this will go back to the company boards and they will hopefully take action to bring back the balance.
What are Wework doing to keep communities connected? Our portfolios have stayed open across the world unless the governments have shut us down, and we have seen people continuing to use those services where they can.
The mobile community never went away, that has continued to operate. We recently launched a series of webinars where we engaged with our members which has been a success.
Additionally, the sales team reached out to clients on a regular basis to engage. Does the framework exist to move Wework to a digital platform if it needs?
It all depends on how much damage a potential recession will cause to our SMEs. Have they been accommodating? Like everyone else, hopefully they will understand that flexibility is here to stay.
We have been taking each conversation on a building by building basis, to understand what we can do to help each other. People are allowed to roam more, but with masks.
Some shops are open but the children are not back to school yet. The government and scientists are assessing the situation day by day, and they will reassess whether the reopening is the right thing, if there is a risk of a spike.
Realistically, I am not expecting it to be lifted any time soon. Read the paper below. By Matthew Evans With all monumental changes happening at the moment, mental health has been at the forefront of concerns for employers and employees alike.
Massive changes to routine, workload and livelihoods have unsettled the vast majority of people in the UK and across the world.
The charity Anxiety UK have experienced an unprecedented rise in callers since the outbreak of coronavirus, due to the uncertainty and worry experience from people all over the UK who face an uncertain future.
But what determines our capability to cope with change? Emotional Resilience is the name given to the ability to cope with stress, bounce back from hardship and deal with change, and is something many people are tapping into.
When you have a good level of self-awareness, are able to rationalise anxious thoughts and understand yourself, you can improve your own performance and response, leading to better coping strategies, allowing to make the most out of a bad situation.
Tough times are inevitable. Emotional resilience is something we are born with and develop throughout our lives, but there are things that you can do to actively improve your bounce-back ability.
Realistic optimism is a common trait in emotionally resilient individuals. They do not remain focused on the negative, tending to disengage rapidly from problems that appear to be unsolvable.
This is what the most resilient people do. When we avoid scary things we become more scared. When you face your fears they become less frightening.
Several approaches to treating anxiety disorders encourage patients to confront the fear and anxiety head on.
Connection with others releases oxytocin which calms your mind and reduces stress. Although we generally think of role models as providing positive examples to admire and emulate, in some cases a particular person may stand out in the opposite way — embodying traits we emphatically do not want to have.
We can think of such a person as a negative role model. The stress of exercise helps us adapt to the stress we will feel when life challenges us.
Resilient people are very often lifelong learners. They keep growing their mind, learning to learn, and adapting to new information about the world.
People who are resilient tend to be flexible — flexible in the way they think about challenges and flexible in the way they react emotionally to stress.
They are not wedded to a specific style of coping. Instead, they shift from one coping strategy to another depending on the circumstances, such as humour.
Taking it further would we have discussed keeping our children indoors? Home schooling? Buying food for elderly neighbours? Keeping our families safe from an invisible killer?
The madness begins… Like many of us, I have not been into an office building or workspace for over 2 months, but there are signs that I might be able to if we do things right in the next few months.
What is safe? However, before flinging the doors open to your offices the first questions to answer are; Who needs to come back first?
Who can work at home a little longer? Who can become a long-term homeworker without affecting their productivity, mental health and of course the operational efficiency of the company?
Identify and engage with your stakeholders from the board, the heads of department and your service partners to come up with the answers.
A word of warning, getting the above answered needs attention right now, which thankfully everyone in my network is well on the way to solving.
Maintaining building integrity might be your sole responsibility, or that of a landlord. A potential melting pot of trouble for your organisation.
We need to rethink our customers journey. Perspex screens over reception desks, tensa barriers, paperless and contactless visitor management systems are a great start but only really scratch the surface and we need to think way beyond these measures.
Should, daytime housekeeping be scaled right back? Should we move our security to more of a remote monitoring model rather than manned guarding?
I say, all good steps in the right direction. Do we need to know the occupancy levels of our buildings and the density hotspots around it?
Yes, we do. Even prior to COVID this was a good way to manage real estate and its usage, in my opinion this will be a given in every office over a particular size within a couple of years.
Many organisations have adopted advanced monitoring over the last few years as the technology has become easier to install and much cheaper, or should I say better value for money.
Indoor Air Quality monitoring may not necessarily be a legal requirement nor may it ever be, but the health and wellbeing of your employees should always be at the top of the priority list.
So, is that it? Sorry, no. Bring the right people together sooner rather than later. I strongly believe it is not okay to rely purely on your service partners and landlords to come up with the answers.
Engaging with your people has to be intuitive as it is for me otherwise your workplace is destined to limp into next year. About the Author Will Tyler is a workplace consultant who guides organisations through change by skilfully identifying the best solutions for sustainable and progressive operations.
His main focus right now is getting his clients back to work by engaging with key stakeholders to develop strategies and execute urgent plans for new ways of working.
It has been an interesting journey, and here is my perception of it. So unsurprisingly, a thriving construction industry is critical for the economy, hence the government had to keep construction working throughout the initial phase of Lockdown.
It is not just within the hoarding of a construction site that social distancing is restricting construction productivity. The fall in construction productivity due to social distancing restrictions means projects will quite naturally take longer and therefore an increase in their out-turn costs will follow suit.
This in turn raises serious questions of who will pay for the additional cost on a plethora of existing contracts.
More recently it has come to light it shall disrupt not only high-rise buildings, but also Hotels across the land. Also, since the turn of the decade, construction has fought a losing battle with the overrun of programme times and the associated cost plans.
Potentially the drop in production may have a positive impact, with deaths and serious injuries reducing in tandem.
They could be construed as the golden opportunity for construction to nurture its relationship with government and thus evolve to be the Golden Child, and lose its reputation as the Whipping Boy for good.
It would be surprising if production output even drew close to pre-epidemic levels, let alone be on an equal footing, for some considerable time.
All because without a suitable vaccine, the restrictions of social distancing noted above, will definitely have a serious and ongoing impact of productivity, which in turn impacts both cost and quality.
The Jury is still out on Safety, but we should expect a negative impact on both Health; the ONS official statistics show construction has a higher rate of coronavirus deaths compared to many other sectors, and Wellbeing due to the high levels of stress and anxiety that will be generated by post pandemic construction on its workforce, and also its management.
Plus, more-over, cannot be solved in a finite period by applying standard techniques. Key traits being the capacity to create an environment that embraces diversity of views, taking advantage of such collective knowledge, plus understanding this is a major change, gradual in process, calling for persistence and a willingness to bear the pressure that will most certainly come with it.
The subtle, but deeply significant change for government, is meeting the challenge with society, not for society. So, just as I said, the challenge is not insurmountable, if we give it time.
About Elvin Box Commencing his multifarious career as a Craft Apprentice, Elvin is now Chair of London Constructing Excellence, an acclaimed Organisational Design Consultant, international Business School Tutor, Facilitator, Speaker and Writer, renowned for his expertise in utilising creativity to enable innovation and business improvement.
An Executive for multi-national construction organisations in the fields of construction, project and program management, plus Information Systems and Business Development, Elvin has worked internationally across a multitude of sectors within private, public and third-sector organisations, working in the field of Organizational Development OD i.
Why do you think an organisation chooses to employ an interim over other alternatives? My experience is that a client chooses an interim because they want unique, cost effective, service tailored to their needs and developed under their direction.
Interims are more flexible-a number of my assignments have been exploratory initially for three months and then extended- usually six months to a year.
With an Interim, clients can also find also find a lot of varied and useful experience in one person, consultancy tends to be more siloed, requiring a further specialist at every deviation of the brief.
What do you think are challenges facing estates and facilities right now? After the dreadful COVID 19 experience, I can imagine the current estates model is going to change, for a start there will be more working from home and conferencing in business.
Clearly both public and private estates will feel the pressure of a lagging economy and will be looking for ways of freeing up assets and perhaps fewer permanent staff and more automation.
Business may be national and more local this means more efficiency and sustainability - focusing on the assets and systems that are critical to your business then getting best value and high performance in servicing them.
Why become an interim and what are the benefits? I wanted to merge my consultancy background and corporate client experience at Director and Senior Executive level, to provide pragmatic business improvement consultancy so I started Innovate Estates Ltd to focus on what creates real value in estates and facilities strategy, procurement and logistics, interim and consultancy.
Most things revolve around these disciplines. I am committed to practice-based education, so this led to the interest in teaching and writing on estates issues.
The great joy of interim management is having the direct contact with clients. Working in so many different environments is a real learning experience.
My philosophy is to make it as easy as possible for a senior executive client to delegate complex issues setting the pace and staying in control.
An interim provides a safe pair of hands, embedded in the organisation offering a genuine consultancy solution with a rational process and outputs a time frame and a cost, while they get on with the pressing day to day business.
What advice do you have for those considering Interim? For me Interim Management is a career, not an option between full time jobs. You are your own product.
You have to be highly flexible, be prepared to start at short notice, from anywhere and with any available information. The brief will develop in time.
Clients choose interims to bring something tried, trusted but also innovative to the organization, so keep your skills relevant and constantly refreshed, analyze trends, and have educated insight.
Contributing to blogs, learning from how other industries manage their assets and work with supply chains helps. As an interim, your clients expect to use your time with them not just to fill a post but bring ideas and solutions from your wealth of experience from having resolved many complex problems in a wide variety of different organisations.
There is no denying that we continue to find ourselves in unchartered waters and with uncertainty remaining amplified across all echelons of society it is inevitable that many establishments will still be deliberating how best to move forward.
Uncertainty can have a multitude of effects on our emotions both inside and outside the workplace but perhaps most notably it can lead to lower levels of creativity and ultimately have a detrimental impact on our capacity to find alternative ways to achieve results.
This is a challenge for leadership teams as their ability to think creatively and to generate newfound solutions will be essential for innovation in the coming weeks and months.
Regardless of how well-equipped establishments were to deal with this new landscape, short or long-term changes will be required, or will certainly need to be accelerated, to achieve a competitive advantage.
Agility will be key for all organisations and how they can project stability whilst not losing sight of the need to remain flexible with the ability to adapt to a more ambiguous world.
Central to this flexibility will be the willingness of leaders and boards to assess their qualities whilst also recognising the gaps in their own expertise and acknowledging any areas in which they might benefit from bringing in outside assistance.