Have you ever found a fabulous candidate, but you don’t currently have a vacancy? If you can make space for someone with a unique skillset who will be an asset to your business, it can make all the difference to your growth plans. Meesons A.I. Ltd, the entrance control security specialists, have gone all out to attract the best people into the business – with some impressive results so far.
The Client, Meesons A.I. Ltd
Meesons A.I. Ltd with its Headquarters based in Skipton have established a nationwide presence installing and maintaining projects at some of the most prestigious and iconic buildings in the UK. The company is planning to expand into new territories, new sectors and new products in 2019.
The company was founded in the 1800’s as a hardware store selling architectural ironmongery based in Sheffield. Over the years Meesons has moved into the security sector and has over 30 years’ experience, specialising in entrance control.
Jeremy Terry, Meesons’ Chief Executive Officer, took the decision in 2017 to invest in building and developing the workforce to support his ambitious growth plans.
Jeremy identified that in order to grow he needed to enhance the team with new skills and experience to realise his vision. Jeremy engaged Jayne Chadwick, part time HR Director of People Puzzles, to develop the Meesons people strategy. Jayne began working with the company in November 2017 by conducting a ‘fact find’ with every member of staff.
‘Early on in the process we identified resources and skills gaps in the sales and operations teams. We also identified that they weren’t closely enough aligned, which could sometimes result in inefficiencies in the delivery of projects’ said Jayne.
Meesons were finding it difficult to recruit quality people with relevant industry experience and knowledge. A more creative way to attract talent that would give them the vital edge needed to help grow their market share.
Jayne worked with the CEO to develop the new organisational structure and recruitment was identified as a key priority. As part of the restructure, Jeremy transitioned into the newly created role of Chief Executive Officer (CEO) to allow him to develop and grow the business further.
Mick Clark, Meesons’ Regional Director, was appointed as Chief Operating Officer (COO) with responsibility for the new sales and operations team. The ‘one team’ ethos, has resulted in a more collaborative way of working, with an enhanced customer focus and responsiveness to the successful delivery of projects.
‘We had to bring in new talent from within the industry,’ says Jeremy. ‘Many organisations struggle to recruit the right people; with a bespoke product offer and a complex sales process, Meesons really needed people who could hit the ground running. The recruitment drive was very strategic, it was all about attracting and appointing people with the right ‘fit’ culturally, and personal values that aligned with the newly developed company values.’
This meant a flexible and proactive approach was adopted to meet great candidates, even if there wasn’t an immediate role. ‘The development of the new structure has been very fluid, and if the right candidate is identified that can add value to the business, we’ll assess the budget to ensure affordability and create a role,’ says Jeremy.
This is what happened when the CV of a Specification Manager was sent to the COO by a recruiter. ‘As soon as he saw the CV, he knew the candidate could add real value to the business,’ says Jayne. ‘We saw that someone with these skills could build valuable relationships with architects, contractors, developers and potential clients to create quality leads.
Since being appointed in August 2018, the Specification Manager has proved to be a great addition to the sales team.
Alongside recruitment and restructuring, Jayne wanted to make Meesons an attractive proposition for existing and new employees. She worked collaboratively with the team to develop a strong set of company values and behaviours, which are embedded into the recruitment, induction and new performance framework.
She also introduced the business to IT consultancy Freeman Clarke to develop a new automated project management system to streamline operational processes. This will be launched in April 2019.
The new structure and people have helped to make the organisation more customer focused. ‘The new additions have enhanced the field-based resource’ says Jayne. ‘Now, from the moment a project is secured, a Project Manager is assigned who conducts all pre-start activity on site and manages the delivery of the project.’
The investment in staff and systems is clearly beginning to pay off. Turnover and profits for 2018/2019 are in excess of 30% from the previous year and the company will achieve its strategic objectives.
The coveted ISO9001 standard has recently been achieved, and with a new project management system soon to be in place, the company looks poised to win even more business and deliver on growth targets for the coming year.
‘It’s an exciting time to work at Meesons,’ says Jayne. ‘It’s a successful, growing company. Everybody who works here is committed and actively involved in achieving the long-term plans. The team are very proud of their products and service which are critical in protecting buildings and keeping their users safe’.
Jayne Chadwick, HR Director.