The challenge of driving and maintaining skills in the industry

Graham Reid
10 December 2014

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Creating the winning teams that talented staff want to join is critical to success, says Hyder regional managing director Graham Reid.

Driving and maintaining skills in our industry is a complex matter.

I liken it to the chicken and egg theory – do the projects drive the skill requirements or do the experts with the skills drive the solutions to our clients’ projects? 

Ultimately, the best talent, no matter what industry, will seek out the opportunities to be involved in work that is engaging, challenging, motivating and rewarding.

"Our role as business leaders is to create the environment in which those with the skills we seek can see themselves aligned with us for the long term"

So how do we ensure we win the innovative and cutting edge projects that retain star talent and key skills? 

In my view it’s simple – by listening to our clients. It’s the tried and tested way to gain understanding of their strategy, business drivers and objectives. Armed with this knowledge, we can anticipate their needs and adapt our approach – whether that is developing capabilities in growth areas, aligning regional business units to the client’s structure or upskilling to deliver with new software.

Excellence is defined by the client, so we must be agile.

I believe it’s also cultural. In today’s market, we can’t stand still. To be successful we need to be one step ahead of yesterday. As consultants, we have to evolve in line with our clients, rather than shoehorn our ideas and ways of working onto them.

I’ve always been one to challenge the status quo, take things to the ‘stretch’ level and do everything that little bit better the next time. Embedding this culture into your business can be a powerful source of competitive advantage.

Creating the opportunity for people to develop by investing in training is another obvious driver. 

Another emerging trend that I believe has equal developmental value is co-locating. Working side by side in the same location with the client, the contractor and other delivery partners creates an environment in which people can share and build upon ideas. 

It’s becoming an increasingly logical approach to take, especially in joint venture projects. When we collaborate more, we build trust, and if you get that right, it will inherently deliver more value, drive out waste and develop an overall more effective experience. 

Everyone wants to be on the winning team. Our role as business leaders is to create the environment in which those with the skills we seek can see themselves aligned with us for the long term. That is our challenge.

Graham Reid. is Hyder's UK regional managing director