(This is Part 2 of a guest post by Bob Morgan, an architect based in South-East Asia. Part 1 will be found here.)
Good Morning Jobseekers!
PART 2: Recruitment Specifics
Having made the decision to ‘Recruit’, we need to analyze the requirements, and formulate a ‘Brief.’ Firstly, this will provide a level of ‘Analysis’ – Indeed, it might also identify other areas of the Studio, where adjustments or improvements can be made; or will have to be made – And, just like any Project Brief it should be ‘Developed and Adapted’ as circumstances change, and further opportunities present themselves.
Identify Need
Will the New Recruit be a Permanent Member of the Studio Team? Or, would a more flexible ‘Part-Time’ approach be more applicable? Much here will be dependent upon the Job itself – For instance, will there be direct role with Clients? Here, an Experienced and Senior Member of the Practice will be required! – Hardly the remit of Part-Time Agency Staff! – Do not think otherwise!
In addition, Studio ‘Personality Interactions’ should be considered. Indeed, the Studio Contingent should be part of the entire process. Your ‘Recruitment Plan’ will soon develop into ‘Recruitment Policy’ – Yet should remain ‘Flexible’ to Circumstances, Events and Personalities.
Lawyers in the US use a methodology using the terms ‘Finders, Minders, and Grinders’ in terms of Job Roles. The same analogies can be used for the Architects’ Studio. However, for the Small Practice, it could become more ‘Personal’ in that “We need another Samantha!” Here, it should be seen that ‘Samantha’ has become a ‘Walking Candidate Specification!’ By the same token, opposing views should also be taken into account – “We don’t want another Gerald!”
Whilst there might be sufficient immediate work for a ‘New Start’ – Can this be sustained? What other ‘Pipeline Projects’ are likely to become ‘Live?’ Alternatively, will having more staff enable you to take more work, with a greater diversity? – Candidates might have skills and specialisations that have prevented you from taking Commissions in the past.
Would it be possible to ‘Lend’ staff to a Collaborator, should times get hard? Or, could a ‘New Start’ become a ‘Shared Resource?’ Indeed, after spending a great deal of time and effort in ‘Recruiting,’ no one wants to go down the route of ‘Redundancy’ after a few months! Moreover, if an appointment is successful, how do you ‘Retain’ that member of staff?
Identify Costs
Firstly, open a Job Number or an Overhead Code for ‘Recruitment.’ It will be surprising how much time will be spent! Costs should then be engrossed into Practice Overheads, in order that a ‘Value’ can be given to the ‘Decision to Recruit.’ This is especially relevant where a Recruitment Agency has been engaged – And, costs will be substantial!
Agencies can be of benefit for initial Candidate Screening and Interview – Saving both Time and Cost, on the part of Practice Principals. However, the Agency Fee will be high (Allow 2-3 Times Gross Monthly Salary) – And, remember that the Agency will have a ‘Pool of Usual Suspects’ at its disposal!
Secondly, the ‘New Recruit’ will have both Direct and Indirect Costs attributable to him. These will have to be factored into a Schedule of Hourly Rates. Some adjustment to the ‘Spread of Overheads’ will also be required Studio-Wide. It is also worthwhile carrying out several ‘What If Scenarios’ in order to achieve the ‘Best Value’ from a new member of staff. Here it should be seen that you are generating a ‘Business Case.’ The Business Case should also identify how that new member of staff will be paid! – Together with other Employee Overheads.
Thirdly, there might be an element of ‘Cost Absorption’ during the early stages of the appointment – It will take a little while for a ‘New Start’ to ease himself in, and become fully productive. Additionally, the appointment might have been ‘Unforeseen,’ with the Cost of the Appointment being spread over several projects, or projected future income.
Fourthly, you could still be ‘Pursuing Options,’ and wish to remain flexible. Here it is important to ‘Compare Costs’ between one procurement method and another. It is also important to look beyond the ‘Bottom Line!’ – A ‘Tenet of Recruitment’ that is often forgotten. Some options might have ‘Hidden Costs’ or could become ‘Expensive’ or ‘Inflexible’ over time; so sufficient research is essential.
Person, Salary and Grade
Almost certainly, the ‘Salary Element’ will be derived from the Costs above. However, there should be a Salary Range, within which to work. This ensures ‘Compatibility’ in terms of the Existing Studio Team, and also allows latitude in terms of Annual Reviews and Increments – Not forgetting that your Current Booking Rates should already contain a large proportion of the Annual Review or Increment.
‘Salary’ must also address any ‘Perquisites’ such as Car, Fuel, Accommodation, Health Insurance, and Pension Contributions. Your Research and Calculations should enable you to ‘Balance Salary Packages’ effectively.
In my own case, several staff are provided with ‘Lodging Accommodation.’ However, this is almost unique to The Philippines. Costs are ‘Nominal’ and can either be ‘Included’ within a Salary Package, or are deducted from Net Pay. Here, genuine incentives can be offered to ‘New Recruits!’ – “Once ‘Permanent’ I will cover your Accommodation Costs!”
As we all know (From being an Employee), people do talk about Salary, or the lack of it! Therefore, a ‘Semblance of Structure’ is essential. No doubt and at some point, Booking Rates, and Salary Grades will be cascaded to a level of ‘Middle Management.’ Therefore, there should be an ‘Apparent Logic’ which does not become ‘Irksome!’
At quite an early stage I established a simple Grading System, as the Practice began to grow. This also defined Fee Earners and Non-Fee Earners, together with Fee Earning Potential (Derived from Overhead Data). In doing so, there is often a requirement to address Local Culture. Ironically, the Middle East and Asia attribute greater ‘Status’ from a Grade, than from Salary Level! Hence, Specific Grades were created for our Document Controller and Practice Manager. Viz.,
| ADMINISTRATIVE & SUPPORT | |||
| AS1 | Non-Fee Earning | Housekeeping | $ Minimum to $ Maximum |
| AS2 | Non-Fee Earning | Admin Assistant | $ Minimum to $ Maximum |
| AS3 | Non-Fee Earning | Messenger/Driver | $ Minimum to $ Maximum |
| AS4* | Partial Fee Earner 20% | Document Controller | $ Minimum to $ Maximum |
| PROFESSIONAL & TECHNICAL | |||
| PT1 | Full Fee Earning 90% | Studio Assistant/Intern | $ Minimum to $ Maximum |
| PT2 | Full Fee Earning 90% | Technician | $ Minimum to $ Maximum |
| PT3 | Full Fee Earning 85% | Senior Technician | $ Minimum to $ Maximum |
| PT4 | Full Fee Earning 80% | Architect | $ Minimum to $ Maximum |
| PT5 | Full Fee Earning 80% | Senior Architect | $ Minimum to $ Maximum |
| PRINCIPAL OFFICERS | |||
| PO1* | Partial Fee Earner 40% | Practice Manager | $ Minimum to $ Maximum |
| PO2 | Partial Fee Earner 70% | Associate | $ Minimum to $ Maximum |
| PO3 | Partial Fee Earner 60% | Partner | $ Minimum to $ Maximum |
Ultimately it is ‘The Person’ which will be the deciding factor, both in terms of ‘Specification’ and ‘Appointment.’ Unfortunately, this is something that cannot be predicted with the aid of a ‘Spreadsheet!’ Indeed, this part of the process is rather more ‘Ethereal and Intellectual!’ – Not to mention, requiring more than an element of ‘Gut-Feeling!’
Timetable
In the same way that Cost has to be controlled, your Timetable should be considered in the same way as ‘Cost.’ Again, it will be surprising as to how long the process can take. It is usual to allow 3 Months between Advertising a Position until the appointee is ‘On-Board’ (Assuming a 1 Month Notice Period). It is also important to keep in mind that potential candidates will also be pursuing their own agendas, and might not be willing to wait.
Process of Recruitment at an Architecture Firm
Much here will be dictated by Territory, Local Culture and the Method of Procurement. However, the Recruitment Process should also be recognised as a ‘Marketing Opportunity!’ An advertisement in a Professional Journal or on a Website, will ‘Turn Heads’ with Local Competitors. Indeed, many ‘Named Practices’ advertise merely to ‘Wave the Flag!’ – They are not advertising for Staff at all! – Often this is used as a ‘Weapon of Mass Distraction,’ in order to counter ‘Rumours and Conjecture,’ regarding Workload or impending Lay-Offs!
Your ‘Initial Pitch’ should also take account of Location and Territory – Will a Local Advertisement generate ‘Quality Applicants’ from a relatively small catchment area? However, at the other extreme an Internet Posting should create a much broader audience. It should also be noted that it will also attract ‘Applicants with Baggage!’
However, and whilst there is some merit in ‘Waving the Flag,’ one of the most reliable routes to pursue is one of ‘Personal Recommendation.’ This could be from Colleagues, Collaborators, or Studio Staff. However, your Practice Policies and Background Due Diligence should ensure that are no familial or other untoward associations.
Selection might involve one or two interviews, dependent upon role. For my part, I like to keep things relatively informal. At the First Interview, I usually invite a Team Leader and we make casual introductions around the Studio, sometimes leaving a Candidate with a Member of Staff. The Second Interview requires Candidates to present a short Paper on a subject of their own choice. This is a common part of the Studio Culture, with staff giving presentations at CPD and Staff Meetings. Offers and other formalities then follow. We also provide Feedback to Candidates who have been unsuccessful.
Before appointment we carry out some Essential Background Checks. These cover Continuity of Past Employment, Verification of Qualifications, and at least 2 Employer References. However and before we carry out the checks, Candidates are given an opportunity to divulge any ‘Bad Experiences’ – After all, we have all carried out some ‘Essential Editing’ on our CVs to take account of ‘Rogue Employers,’ Periods of Unemployment, or situations where it ‘Just did not Work!’ I usually ask the question “Will I get any ‘Surprises?” – If nothing else, it does encourage ‘Honesty!’ – Which is then returned as ‘Respect and Trust.’
However, some Employers, with more ‘Draconian Human Remains Policies’ are less than understanding. They are intolerant of ‘Gaps and Overlaps,’ and may also insist upon Credit Checks, and Criminal Record Searches. Personally, it begs the question “Would I want to work for such a Company?” It is no different to entering a Shopping Mall where ‘All Customers’ are considered as being ‘Potential Shoplifters!’ – Hence, a sense of ‘Balance and Relevance’ should be adopted.
For example, my own ‘Discrete Techniques’ have uncovered an Undischarged Bankrupt (Applying for an Accountancy Role); Disbarred (Negligent) Architects; Career Fraudsters; Bogus CVs (Electrical Tradesman purporting to be an Electrical Engineer); and various applicants who had the unenviable reputation of being termed ‘Unemployable!’ – All of these facts were determined at a Pre-Interview Selection Stage, without recourse to Credit Checks and Criminal Records! – Again ‘Balance and Relevance.’
On the other hand, my first introduction to my Business Partner was at a Party in Dubai. He had just been ‘Fired’ from a High Profile firm of Interior Designers! However, he had lasted longer than any other person in that role! – The Branch Principal of the firm had a ‘Legendary and International Reputation’ of which I was fully aware. A week later he joined me as Practice Manager! – We have recently celebrated a Decade of working together! – And, his former employer no longer exists!
Once engaged, a ‘New Recruit’ is adopted by a ‘Mentor’ (Usually a Functional Manager) and an ‘Office Buddy’ of a similar grade and age. These relationships are not merely for the initial Orientation Period, but are encouraged to continue, reinforcing the ‘Team Culture.’
The Studio Atmosphere is ‘Informal,’ but with a Defined Structure. Support Staff and Principals also work in the Main Studio Space. However, there are ‘Quiet Zones’ and separate Video Conference Areas – We even have a ‘Smoking Lounge!’ (If I Pay, then I Say!)
This is very different to other ‘Local’ Competitor Practices, where staff work in a ‘Sewing Factory Environment;’ ‘Clock-In and Clock-Out;’ Premises are covered by CCTV; Staff provide their own Tea, Coffee, and Lavatory Stationery; and a Security Guard is employed to prevent staff from leaving before their ‘Shift’ ends! – I even know of one firm that uses Retail Inventory Tags, and records Toilet Breaks! Again, it begs the question “Would I want to work for such a Company?”
There will no doubt be times when ‘Personal Issues’ begin to affect both an Employee’s Work and Performance. Here, it is essential to spot the ‘Warning Signs’ before a situation escalates – Which is a principle of ‘Good Management!’
I do not need staff to ‘Clock-In and Clock-Out’ as they are ‘Trusted!’ – Surely, if I can ‘Trust’ someone to deal with a Multi-Million Dollar Project, then by the same token, I can ‘Trust’ them to account for their time! It is then purely a role of Senior Staff to spot anyone ‘Slacking’ – Followed by a ‘Discrete Word!’ – Informality, but with a Defined Management Structure!
Disengagement
New Recruits are appraised progressively over an initial One Month Probationary Period. In certain situations this can be extended, for a further month in order to align with possible Project Deadlines, or Submissions. Progress and Performance is then discussed directly with the New Recruit. Again, the concept of ‘The Two-Way Street’ should highlight ‘Highs and Lows’ on both sides, and areas for improvement or development.
However, there are times when it ‘Just does not Work!’ Here, a Direct Confrontation is required, as soon as problems arise – Either to put things in order, or to call a complete halt. It is far better that this be done ‘Sooner rather than Later!’ With my own Practice, such circumstances have never arisen (We must be doing something Right!) However, where they have occurred in the past, they relate mainly to ‘Personality Interactions!’ – Two people working adjacent to each other, yet only communicating via Email!
I do not profess to having all of the answers! – Much depends upon Territory, Culture and Personalities. Yet the journey into ‘Recruitment at an architecture firm, Employment and Retention’ can be quite a lonely one at times. For the expanding Small Practice, it can bring the benefits of a ‘Studio Atmosphere’ – Breaking the tedium of operating as a ‘Team of One!’ However and despite your own Practice Culture, you will always be ‘The Boss!’ – And, never ‘One of the Lads!’
However, take solace in the fact that if your Practice is managed well, the Studio recognize that ‘The Boss takes the Risks!’ – ‘Respect’ (Because that is what you do well) and ‘Trust’ (Because that is what you do ‘Consistently Well!’)
Bob Morgan BA(Hons)Arch Dip Arch
SAMANIEGOMORGAN
Bob’s career began in 1974 as a Trainee Technician in the United Kingdom. After School of Architecture he specialized in Volume Developer Housing and Healthcare Projects. Since 1996 he has pursued a very ‘International Calling’ – Working throughout the Middle East, and now South-East Asia. In 2010 he founded SAMANIEGOMORGAN which provides High Quality Design and Documentation Services to UK and Middle Eastern Architects and Developer Clients.
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