Historic England’s Post

Partnerships are the backbone of what we do at Aylin White. Our focus on building strong and durable relationships with our clients and candidates ensures we always put our partners’ interests first. As a result, we understand exactly what our clients need and we place our candidates in roles that perfectly match their skills and ambitions. Feedback like this shows us our focus on partnerships is paying off and resulting in the best outcomes for our clients and candidates. To find out more about the work we do, follow the link in the comments below. ↓ #BuiltEnvironment #RealEstate #construction

When I became Assistant Secretary at Washington State Ferries, I set out three strategic priorities to guide our work: Service Excellence, Improved Communication, and Empowered People. These priorities are not just abstract concepts – they form the foundation for how we’re strengthening the organization. Although we still have progress to make, these priorities and our new organizational structure have put us on the right path toward improvement. Service Excellence is the core of everything we do. It’s about delivering reliable, safe, and timely ferry service despite the challenges we face. This priority drives daily operations with a focus on minimizing delays, keeping our fleet in top condition, and ensuring our team is equipped to handle any situation. By prioritizing excellence, we are continually working toward better outcomes. Improved Communication is essential in building trust and transparency, especially when things don’t go as planned. We are committed to enhancing communication both internally and externally to ensure that everyone has timely and accurate information. It’s about fostering open dialogue where feedback drives improvement and our efforts to get back on track are clearly communicated. Empowered People is the third pillar, focusing on our most valuable asset – our team. By giving our employees the right tools, training, and support, we help them excel in their roles, especially during difficult situations. When people are empowered, they can make informed decisions and solve problems quickly, which strengthens the organization from within and ensures we are better prepared for the future. There’s still work to do, but we’re making progress every day by staying focused on these three key priorities.

Tomorrow the 21st of June is the Winter Solstice. Melbourne has been experiencing some particularly cold weather 🥶 and I for one am looking forward to some warmer weather soon! June also brings with it the end of the financial year. Despite the winter chill, the job market has shown signs of stability. Liam Killen, Director of Atlas Partners, shares his thoughts on the current state of the industry as we reach the mid-winter mark: “Hiring across accounting & finance (Atlas Partners key vertical) remains solid, with much of the focus shifting to interim needs to support year-end activities. Contracting remains a popular approach as many businesses experience head count restrictions" ➡ See full article in comments #atlaspartners #melbournerecruitment #jobmarket #winter

If you’ve struggled to retain great property managers in your business, you’re not the only one. Good property managers are hard to find, and harder to keep. That’s why I decided to create profit share agreements with some of my property managers in my own rent roll. So, after being asked about how I did it, I wanted to detail the process in my latest article, "Profit Sharing: The Secret to Successful Property Manager Retention". Here’s what you’ll learn in the article: Strategic Recruitment: Understand the importance of hiring with a long-term vision to facilitate profit sharing. Eligibility Criteria: Set clear milestones for when managers can enter into a profit sharing agreement. Legal Framework: Learn how to draft a solid and transparent profit share agreement with legal expertise. Career Progression: Discover how offering roles like associate director can motivate and retain top talent. Ownership Opportunities: Offer a stake in the business to foster a deep commitment from your team. If you're aiming to improve staff loyalty and retention, and align your team's aspirations with your business goals, this article is a must-read. Click this link to read the full article: https://lnkd.in/gbd2Qpq7

Very interesting pilot scheme with lots to consider on governance and accountability as major programme milestones and baselines are often influenced by political and other considerations. There might be an opportunity to better align performance incentives with Risk Management effectiveness, this could improve confidence in the delivery of major programme outcomes on a more sustained basis. 

We've all heard that "greater risk equals greater reward," but does it hold true for your career? Discover how Deron Brown, president & COO of U.S. operations, believes risk-taking can lead to significant career growth in this latest Forbes Business Council article.

“The [Construction] industry is not broken, it’s simply not true… We’re trying to attract people to the industry… and there are great career prospects.”   Read what our CEO, Andrew Davies, talked about when he sat down with David Rogers from Building Magazine to discuss the construction industry, Kier’s performance and our plans for the future.   You can read the interview in full, here 👇

It's only natural that customers are curious about the people driving their projects, and potential job candidates want to know what it's like to be part of the team. Looking for ways to achieve this? Below we've shared some recent examples of how we help clients with this. #ContentMarketing #ConstructionMarketing #People #EmployerBrand

Are you uncertain if the career you're building is headed in the right direction? Just like this bridge, some paths may look unconventional but are structurally sound. Call or text 305-361-0094 for industry expert guidance to help you build a solid foundation for success. #ConstructionManagement #ConstructionCareers #ConstructionIndustry #CareerAdvice #ConstructionEstimator #ConstructionProjectManager #FloridaConstruction

In six days time it will be ‘Day One’ of ‘Year Two’ for me at South Staffordshire Plc, and whilst in some ways it feels like it has flown by, in other ways I feel like part of the furniture! Timing leads me to reflect on progress over the past year and celebrate some of the key milestones we have achieved as a group: * We co-created, launched and embedded a clear Vision, Mission and Values for the Group so we understand our direction, the part we all play, what we stand for and our values and the behaviours linked to this. This allows our people to be recognised easily and is starting to support our every day purpose, as well as future growth planning! * We have pushed forward with our people strategy – enhancing our leave policies, simplifying and relaunching other key policies, and because being a ‘great place to work’ is really important for us, we have launched our People Transformation Programme with a current hit list of 51 mini projects and counting! We have also launched and trained additional Mental Health First Aiders, our Women’s Network, and have made commitments for other Networks, all to support our diversity and inclusion ambitions! * We have focused on commercials, contracting arrangements and cash (it’s not a dirty word, it’s key for a thriving business). We improved our internal management and governance, have been better at positioning ourselves for growth, and have been more focused at collecting in a timely way for the products and services we provide. * We have launched new objectives linked to our balanced scorecard, building on our people, customer/client, safety, ESG, and financial priorities. As part of this work we now have thriving working Groups for ESG and Health & Safety and clear targets in place to measure our progress. * We have begun a new business planning process, providing us with a clear strategy for the future, ensuring we have a clear plan of how and where we want to grow, who is responsible for this and to make sure we have joined up thinking across the Group to pursue the exciting opportunities I know are ahead. None of which would have happened without the people involved! I’m incredibly thankful for the new connections and relationships I have built across our diverse group of businesses over the last year, with our amazing team of people who have been so welcoming, our engaged and supportive shareholder Arjun Infrastructure Partners, and our committed, trusted supply chain. Working together we are positively focused to deliver for our clients, customers, communities and to protect the environments in which we operate! Which leads me to finish by celebrating some new appointments to support our future success - Joel Stevens and Steve Smith we can’t wait to welcome you to the business and I’m excited to see what your ‘Year One’ looks like 🤩