Prioritising People in Construction: A Blueprint for Growth and Efficiency

When Mark and Ruth Crisp founded Chapel Properties in 2014, they built more than just high-end homes – they built a company culture rooted in craftsmanship, integrity, and exceptional project management. As the business grew, they faced a challenge familiar to many construction firms: how to scale without losing the essence of what made them successful in the first place.

As a qualified Civil Engineer and a Fractional People Director, I was brought in to help them navigate this transformation. At the heart of my approach was the need to prioritise people. The construction industry often focuses on materials, deadlines, and budgets, but the true differentiator is, and always will be, the workforce. It’s a fact that businesses which invest in their people will see higher efficiency, stronger leadership, and sustainable growth.

The CITB’s Priorities: Aligning People with Industry Needs

The Construction Industry Training Board (CITB) has outlined key priorities for the sector, which align closely with Chapel Properties’ transformation:

1. Attracting Skilled Talent – CITB is investing £554 million to bring diverse, skilled individuals into construction.
2. Training & Development – £315 million is allocated to upskilling the workforce, ensuring businesses retain top talent.
3. Improving Operational Efficiency – CITB is working to streamline training systems, making them more responsive to industry needs.

These priorities reinforce the importance of structured leadership, clear communication, and a strong company culture – elements that have been central to Chapel Properties’ success.

The Transformation at Chapel Properties

When I joined Chapel Properties as a fractional People Director, the leadership team faced several challenges, which included:

• Leadership strain – Mark Crisp was handling too many responsibilities, which meant this was limiting overall strategic growth.
• Communication gaps – where employees lacked clarity on company goals, this lead to inefficiencies.
• Company culture – while a strong culture existed, it wasn’t formally embedded into operations.
• Systems and processes – overall project management lacked consistency.

To address these, we focused on six key areas:

1. Clarifying strategy and vision – we defined long-term business goals and ensured every team member understood them.
2. Winning the right work – we identified profitable, scalable projects to optimise resources.
3. Embedding company culture – we formalised The Chapel Way to maintain a strong workplace ethos.
4. Developing leadership – roles and responsibilities were redefined, creating a sustainable management structure.
5. Improving communication – structured meetings were introduced, including board discussions and town halls.
6. Implementing scalable systems – We developed clear, data-driven reporting structures for better decision-making.

The Results: A People-First Approach Pays Off

The impact of prioritising people has been transformational:

• Improved decision-making – structured reporting allows for informed business choices.
• Enhanced leadership – senior and middle managers are stepping up, reducing the burden on the senior leadership team.
• Stronger communication – employees now have clear direction, improving engagement and efficiency.
• Optimised operations – the company has greater visibility on non-profitable projects.
• Sustainable growth – with a clear strategy and strong leadership, Chapel Properties is positioned for long-term success.

As we move into the next phase, we continue to develop middle management, refine leadership coaching, and sharpen strategic goals, all while keeping people at the heart of everything we do.

People Are the Future of Construction

The construction industry is built on more than bricks and mortar – it thrives on the expertise, dedication, and commitment of its people. Businesses that recognise this and embed a people-centric strategy into their USP will not only grow but redefine what it means to be successful in construction.

Let’s Transform Your Construction Business

The success of Chapel Properties proves that prioritising people isn’t just good for morale – it’s essential for growth and efficiency. If you’re facing similar challenges in leadership development, operational inefficiencies, or company culture, then considering fractional HR support could be really valuable for your business.