An examination at recruiting talent that aligns with a firm’s strategy
By Gregg Schoppman, FMI
Even when the game isn’t on, the world of sports keeps pressing. Even in the dead of winter, baseball teams are doling out large sums of money to get the best free agents in the market. Before the last tick of the Super Bowl, general managers and coaches are feverishly examining the fresh crop of college recruits that are entering the draft. Both baseball and football have drafts and both have the opportunity to enhance their talent through free agency. Teams such as the Yankees seem to have an endless stream of cash to pay for the best players OTHER teams have developed in their farm system. On the other hand, how many wide receivers did the Detroit Lions draft in the early 2000s? There is not the same clamor of recruiting in the world of construction. Imagine the fanfare as Brand X Construction makes their 8th selection on an equipment operator and their 10th selection for that amazing project engineer. While there is no draft per se, firms annually get to select from a bright group of women and men in high schools, trade schools and universities. Additionally, there is no moratorium on free agency, as professionals regularly traverse the construction landscape seeking new opportunities. All that being said, firms need to understand how their strategy aligns with their talent goals. For instance, recruiting new talent from universities may be a sound philosophy for some firms but without the right strategy to support it, the new professionals will only flounder. In the end, every firm will engage in both talent pools – the farm system and free agency – but the ones that make a conscious decision and back it up with the right tactics will win the never-ending war for talent.
A Case for the Farm System
Whether it is the wide-eyed new graduate from a local university or college or the greenhorn apprentice from a trade school, both hopefully come into a new firm with a ton of ambition and little to no experience. Schooling provides essential skills but there is almost no equivalent to seeing construction real time. The flaw that many firms have is that they recruit from these sources and thrust many individuals into a world with little to no training. How often have we heard “We let them sink or swim…” or “We throw them to the wolves” or “We put them in the fire”? Why are we throwing anyone anywhere? Yes, real world experience is imperative and there are few substitutes but there are methods and means for accomplishing this all why setting new team members up for success.
The first is a development plan that aligns with the operational model of the firm. Even if a new manager learned about change orders and RFIs, there should be indoctrination with the firm’s model. Constructing a schedule using software is one thing, but build a schedule in concert with a seasoned superintendent. Firms that rely on rookie talent must have a “playbook” that clearly articulates how to build in accordance with said firm. Too often, new associates are handed a standard operating procedures manual on Day 1 and that might be the last time it is opened, unless they are looking for a vacation request. This playbook needs to be the “how to” for just about everything anyone would need to do in the firm, regardless of tenure.
Secondly, there needs to be a robust training program for all associates that focuses on practical knowledge. The operative word is “all.” What better way to reinforce the “how to” then have senior and junior associates mingle together? Additionally, even the saltiest of veterans can be “reminded” of the firm’s best practices from time to time.
The farm system approach does not mean the firm avoids free agents. However, creating home grown talent focuses on molding a cadre of associates that learn the firm’s way of building from Day 1, since there are no other behaviors yet to take root.
A Case for Free Agency
Whether a firm always seems to have a bountiful backlog or because the talent pool in their market is weak, bringing in free agents seems the most viable source of talent. Free agents have already been trained and in some cases a book of business that they have developed. They bring their own tool kit and Rolodex from their X years in the industry. However, it is important to note that they also bring in their own tool kit and behaviors from their X years in the business (did we mention that already?). For every superstar in sports that braved the free agency market, there are countless stories of the teammate who was a cancer to the team and had a detrimental effect on the business. The same can be said for a construction organization. Without a codified set of best practices and most importantly a strict methodology for accountability, free agents can run amok and leave a wake of destruction internally and externally.
Training this group is less about the construction methods and means but more about the firm’s culture and behavioral model. Free agents have worn a “few jerseys” in their time. It is important to make sure the current jersey is the right fit and creates a sense of belonging and passion. Whether it is how customers should be treated or why a process is integral to the firm’s success, free agents need to see the connective tissue to ensure they get bought in.
Accountability is also critical. The scoreboard doesn’t change because a new player arrives on the field. In the end, talented managers and superintendents need to play within the confines of the model leadership has created. While there needs to be an openness to new ideas and avoidance of the status quo, the firm has to protect against multiple versions of the playbook simply because a manager “did it this way at her/his last job.”
It can seem serendipitous when looking at talent acquisition. Every firm would love a steady stream of qualified applicants exactly when they need them. The reality is much different and will vary considerably based on market conditions, geography, sources of talent, etc. However, a firm can make the conscious decision on how it wants to strategically position itself as a magnet for talent, rookie or seasoned veteran. Now, should we talk about signing bonuses?
About the Author
FMI is the largest provider of management consulting, investment banking, and research to the engineering and construction industry. FMI works in all segments of the industry providing clients with value-added business solutions. For more information visit www.fminet.com or contact gschoppman@fminet.com.
