A great idea goes nowhere without the right people to turn it into reality. While every structure is held in place by reinforced concrete, the real foundation of a successful construction project is always the strong, dependable team that put it all together in the first place.
For over a decade, I’ve helped major multinational construction companies find the right talent for their mega projects, including HS2 and Hinkley Point C in the UK, the Doha Metro in Qatar, The Palm in Dubai, the new Klang Valley Mass Rapid Transit system in Malaysia, and Vision 2030 in Saudi Arabia.
During that time, I found major differences between businesses that recruited successfully, and those that had a harder time assembling a squared-away team.
The companies that have had the most success have used the following rules of thumb:
1. Establish a strong employer brand
When people see your logo, what do they think of – and how do they feel? Which values do they associate with your company, and which of your previous projects gives the best impression of how creative and ambitious your vision truly is?
If you want to bring in highly motivated talent, you’ll need to give them something to be passionate about. A generous salary will surely be appreciated, but money usually doesn’t drive teams to put in maximum effort, day in and day out. If money is the only thing you’re offering, then you’ll attract people who are only in it for the money.
More likely, you want people who are driven by purpose, recognition, and the satisfaction of having achieved something meaningful. So build up your brand name through inspiring storytelling and crisp presentation. Showcase successful completed projects, while emphasising the scale and impact of your work.
People want well-being in a positive work environment, with opportunities for professional development and career growth within the company. So use digital media to put a spotlight on your existing team in a way that makes them feel welcoming and approachable. Highlight your diversity and inclusion efforts, as part of a wider effort to show the real-world benefits of your work. By making your brand synonymous with the kind of excellence that inspires people, you will begin to attract interest from more well-rounded candidates…
In short, be humble and realistic. Yes, you are building one of the biggest projects in the world — and the novelty and prestige attached to that fact goes a long way. However, understand that the right person will join for many other reasons as well.
Sell the overall project, the team, the work, the role and everything that comes with it, rather than presuming that people will join you just for the paycheck.
2. Offer competitive compensation and benefits
That paycheck is still pretty important, though, and you’ll need to make an offer that respects the true value of each employee’s time and energy. So before you start recruiting for a given position, research industry standards and decide on a competitive pay package to attract experienced professionals.
Just as importantly, make sure you provide attractive benefits such as healthcare, retirement plans, and performance-based bonuses. These types of benefits add a human touch to the equation, and let employees know that their company is also taking care of them on a personal level.
Keep in mind that your project may involve bringing people out to a remote location, for long days and weeks of work, combined with cultural adjustments and other unpredictable factors. If you are trying to lure someone away from a comfortable role in a major city to work in a remote location, they need to be compensated accordingly.
3. Streamline the recruitment process
Make the application process simple and user-friendly. That starts by responding to applications promptly so as to maintain candidate interest. When it is time for an in-person interview, treat each candidate with as much courtesy as you would give to a company client. Respect their time, invite them to ask questions, and give them a clear picture of the company and its goals.
Then, it’s time to evaluate. Look at the bigger picture alongside the skillset that each candidate brings. If you are building a project the likes of which have never been built before anywhere in the world, then searching for people who have built something the same is pointless. By the same token, if your candidate has worked in a given country for 20 years, but nothing major was built there until a decade or so ago, then their experience might not be as extensive as advertised.
Remember to always keep the process moving. Streamline the next steps to minimise the time between application and job offer, and be forthcoming about what’s happening on your end. The goal is to give each new candidate the smoothest possible experience. That way, either they join your team with a positive mindset, or they continue their job search elsewhere – but going away with a very positive impression of your business, which they might then share with friends in the industry.
4. Know what you want
When you are hiring staff for a mega project, it’s easy to think you know what you are looking for. It’s often someone who has followed a very similar career path to you.
This conventional approach might not always deliver the desired results. While everyone dreams of finding the perfect candidate, that person probably doesn’t exist.
To build a truly effective team for mega projects, it’s essential to distinguish between essential skills and areas where flexibility can be allowed.
Recognising the value of diverse perspectives and skill sets can enhance the team’s problem-solving abilities and foster innovation.
Mega projects demand a wide array of talents, including technical expertise, leadership qualities, and collaborative prowess. Embracing a broader perspective in your recruitment strategy can lead to unexpected yet highly valuable additions to your team.
5. Make data-driven hiring decisions
When putting a new team together, remember that individual talent is vital but it can only take you so far. Team chemistry, cultural understanding, and social coordination can have a real multiplier effect. Just as importantly, their absence can make entire projects fall apart.
That’s why it’s important to thoroughly research and vet candidates, even to the point of using psychometric assessments to further screen them for aptitude, attitude, and cultural fit.
Teammates will get along better with each other if they have shared values and similar personal preferences at work. Even a highly qualified, hard-working, responsible employee might be a poor fit for your specific team, if their habits and expectations differ too much from those of the other team members.
In my experience, the most common example of this phenomenon comes about through personality types. If one person on the team likes to give orders and be the centre of attention, and everyone else is more comfortable following clear directions, then they can usually work together without much friction. But if the team has two or more people who each want to be the alpha, they might compete with each other to the detriment of the overall objective. And if no one on the team sees themselves as a leader, then no one will step up to set the tone, make timely decisions, and coordinate the action.
Personality types can be hard to pinpoint by looking at a CV, or even by observing candidates during a job interview whose structure almost requires the applicant to defer to the interviewer. Psychometric tests break through these barriers by revealing the important personality traits that would normally stay hidden during recruitment, but can play an important role in team success.
Need help finding the right talent for your mega project? Get in touch at https://thehighfieldcompany.com/contact-us/
Author: Toby Ball, Managing Director, The Highfield Company
