cygnet texkimp logo
Cygnet Texkimp Ltd

Assignment: – Cygnet Texkimp had announced some significant structural changes which required a series of senior management positions filling to head up the key areas of the business. The positions identified included Account Director, Head of Procurement, QHS Manager, Head of Controls Systems, Product Directors, Head of Procurement, Project Managers and Head of Spares and Maintenance. These were required over a space of 4 months. The diversity of the different roles meant they required not only a business which understood the different disciplines but most importantly understood the business impact, individual delivery and cultural fit.

Our Process: – We were involved in the development meetings to understand why the structural changes were key to the business growth and set out an agreement of priority roles to fill. Where necessary we challenged the essential requirements of the roles whilst getting underneath the skin of the different business areas and the long term vision for each of them. Following this we identified the key people internally who have the expertise, knowledge and contacts to help deliver a selection of the very best candidates on the market.

What happened: We used a mix of advertisement, search and recommendation sources to provide a selection of at least 3 candidates which met the recruitment policy we had outlaid in the beginning. We used a series of agreed weighted competency assessments and interviews to benchmark our understanding versus then agreed requirement. Following this we provided feedback and discussed the different short, medium and long term possibilities of the different candidates.

Once the second stage candidates had been identified we engaged with a trusted supplier of unique personality and ability profiles to benchmark our criteria versus a series of timed assessments. These provided a better objective picture of the fit for the business. Most importantly we continued the dialogue with Texkimp regarding their individual area needs but also how they knit together given the large amount of senior roles required within the business. Following the second interview process we successfully selected and placed all of the key roles above which created a real platform for strength and long term success. Further 3 and 6 month checks on how they have developed has provided useful feedback for the business and its long term attainment of its goals.

Cortlan Fibron logo
Cortland Fibron Ltd

Assignment: – We were tasked with recruiting a new Global Sales Director into the business to support its expansion internationally. The individual needed extensive oil and gas experience, to have sold internationally and be confident of meeting ambitious growth targets. The company has a great culture and people within it; therefore it was imperative that we found an individual that has the drive and ambition to move the business forward without alienated people who have been with the business for many years. They needed to be a real people person who would bring people along with them. The assignment needed to be handled discreetly and professionally.

Our Process: – We followed an extremely stringent process which initially involved mapping out a bespoke service the client was looking for. This comprises of defining the match, timescales, target companies, target individuals and ultimately defining what assessments needed to be made. The process was and always is completely transparent and meant the client received regular formal reports as well as informal progress updates.

What happened: After an initial telephone briefing we met with the client to ensure there was complete clarity on the brief and timescales. We aimed at no longer than a 3 month recruitment period. In the first month our research team identified in excess of 100 hundred target companies that met the defined criteria and then contacted candidates from each business. The individuals that were interested were then spoken by the managing consultant and long listed based on initial screening. We then operated a two stage interview process. Firstly to assess cultural fit, track record and expectations. Secondly to assess competencies as defined with the client.

We generated a short-list quickly and organised first stage interviews. We agreed on a preferred candidate during feedback and quickly put in place a plan to ensure we maximised the chances of completing the assignment with the client’s first choice option. We successfully managed the next stages in the process and managed a win-win negotiation to complete the deal.

Within 2 months of the initial brief we successfully completed the assignment. The client was extremely pleased with the level of communication and advice given to ensure we gave him the best chance of success. The Global Sales Director is now in place and doing well – and happy to provide a referral should you want to know more. We continue to be in touch for feedback and offer advice as necessary.

SCA logo
SCA Hygiene Ltd

Assignment: Perpetual were tasked with exclusively recruiting for a variety of manufacturing based roles to function within a brand new manufacturing hall following recent competitor acquisitions from SCA. The candidates required had to come from a manufacturing or FMCG based background and needed to have industry relevant qualifications to back up their experience. As a managed campaign it was crucial that we set timescales for delivery on each individual role and worked closely with the Management Team at SCA to ensure we sourced and attracted the best candidates to ultimately take the business forward. We needed to match suitable candidates on both skills and cultural fit.

Our Process: Managing a number of roles at any given time is always a fine balancing act to ensure each role is given the time and dedication it deserves. Internally we decided on a set process we would follow to ensure we were able to deliver the same quality based approach to a high number of vacancies. This involved a number a site meetings with SCA management to define the crucial aspects of each particular position and the type of people that would fit those positions. Following those meetings, a key account manager was assigned alongside a dedicated team of rescourcers to ensure delivery could be achieved.

We began by using a variety of methods to attract and speak to as many suitable candidates as possible for the vacancies in question. Following the initial telephone screen we moved to focus on detailed interviews with each candidate that we felt may be suitable for SCA as a business. Following the interview with Perpetual we then generate and submitted a shortlist of candidates that we believed were at the level required to achieve and exceed within the job.

Outcome:Working strategically we initially focused on an Operations Leader vacancy ensuring we found a candidate that had both the willingness and ability to take the next step into a plant management role as and when the opportunity arouse. Using this model we then continued to recruit for a full pallet of Shift Managers, Maintenance Engineers and Process Engineers. Again we were conscious of recruiting a blend of technical staff and using our stringent approach we managed to select a number of candidates with varying levels of ambition to meet the needs of SCA.

We have a unique and intricate understanding of the technical recruitment market. We are focused on quality of service rather than on sales and KPI’s.

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