Our client is an Ironmongery and Door Hardware supplier, providing exquisite architectural hardware and fittings to some of London’s most luxurious properties.
Location: London, UK
Key Responsibilities: As a Junior Estimator, you will play a pivotal role working on projects for our prestigious clientele. Your responsibilities will include:
1. Scheduling: Develop and manage project hardware schedules.
2. Estimating: Work closely with the project design and contractors to provide accurate and detailed project cost estimates.
3. Procurement: Help with procuring the package including managing bespoke items from manufacturing
Qualifications:
Quantity Surveying
Excellent communication and negotiation abilities.
Excellent customer service attitude.
Use of Microsoft Office 365.
What We Offer:
Competitive salary
Exciting and challenging projects in a dynamic work environment.
Opportunities for professional growth and development.
If you are interested in this position, please contact SFR Recruitment Solutions for a complete job description and a confidential conversation.
Architectural Ironmongery | Internal & External Doors | Access Control | Window & Door Hardware
Our client is an established and leading supplier of building products and builders’ hardware.
The business is now looking to recruit a Sales Coordinator because of the continued growth and demand from customers in the area. This role is internal based in the trade counter in Kent DA13 9PH.
The Role
What does the role involve?
Ironmongery: House Builder and Commercial.
General hardware sales via phone, email.
Booking out and inputting.
Liaising and negotiating with suppliers and customer.
Trade counter assistance (hardware)
The Person
Located close to DA13 9PH
Experience of selling building and / or construction products
Worked in a similar position for 2+ years.
The Benefits
A salary dependent of experience
Monthly bonus
Working for an independent family owned business
Great team and training.
If you are interested in this position, please contact SFR Recruitment Solutions for a complete job description and a confidential conversation.
Architectural Ironmongery / Door Sets / Locks & Security / Access Control / Washroom / Automation
Talent attraction is a term used in the Human Resources and Talent Acquisition field to describe luring the most desirable of passive candidates to a specific employer and incentivising them to apply for work with implied and envisioned benefits.
Recruit
Finding and recruiting the people and skills you need to drive business growth.
Train
Talent training is the actual training activities in which employees might participate, like seminars, workshops and lectures. Industry Specific learning through External Education Providers. Talent transformation encompasses those activities, but it might also include coaching, mentoring, new on-the-job experiences and working with employees to help them discover their goals and untapped talents.
Retain
Retaining talent, or employee retention, means the ability an organisation has to keep its employees. This is when employees choose to stay with their current company, rather than look for opportunities elsewhere.
SFR have provided recruitment solutions for many years, finding talented individuals for the Ironmongery, Door and access solutions sector.
We also work closely with our clients to devise a plan to not only attract and recruit talent but to retain the very best talent in the industry. Including how to build a compelling employer brand, create a seamless hiring process, and deliver a welcoming, motivating candidate experience.
Like all good plans, it starts with an honest conversation.
Nurturing Development & Creating an Oasis. Written by Bryony Matthews & Matthew Robinson
If you’ve been following the first two parts of this series, you’ll know why Liam Neeson’s iconic quote in Taken, Disney’s The Lion King, and even the British reality TV show Come Dine With Me, have been referenced in relation to the ironmongery sectors workforce.
As we reach the finale, you might wonder how themes of breaking an entry, children’s stories and the pursuit for culinary perfection can conclude in an all-encompassing fashion.
It is particularly challenging for anyone when opening dialogue to discuss the elephants in the room, to guide the conversation in such a way to ensure it is not too hard – and not too soft.
We can take a cue from Goldilocks, to connect the aforementioned themes, highlight the takeaway for the finale topic and draw the series to a close.
When it comes to creating an oasis in the work environment and nurturing personal development, we want to get it ‘just right’. Unlike the example that can be found in Goldilocks, however, we don’t want to do so at the expense of disrupting others.
There is a risk that what works for one, doesn’t work for another. And insufficient plans can be a catalyst in the pursuit of jumbo opportunities and desire to migrate to pastures new.
Cultivating an environment that encourages professional development and a working environment to thrive in, requires both a collaborative effort, and understanding.
Whilst Goldilocks had no business in doing so, there is a benefit in trying new things to find the best outcome. With so much specialist training available for different areas of CPD, here are some initiatives that can double up as ways to help in addressing development and creating a healthy work environment, in a new way:
1. Learning Effective Meeting Strategies
If Family Fortunes surveyed the top things people say when leaving a meeting, ‘that could have been an email’ must be at the top of the board. Every meeting that is perceived as ineffective or of adding little value, risks chipping away at engagement as well as morale, and sets the expectations for undesirable meeting culture. Various studies and research highlights just how much time is spent in meetings and is considered as unproductive. Investing in developments to improve meetings is a great way to change culture and ensure a nurturing, refreshing environment to be part of.
2. Understanding Different Learning Types
Catering to different learning styles is not only beneficial for creating great presentations and training sessions, but directly impacts the retention of new information for your staff. By being inclusive of different needs, the overall learning experience becomes diversified and much less stagnant.
When investing in education and CPD, understanding learning types can indicate where additional support or time may be required due to the course material and its delivery methods. Without considering and assessing needs, there is a risk in terms of the return on investment from the learning objectives.
3. Cater to Different Motivating Factors
Reward schemes should be fair but that doesn’t mean they have to be a one size fits all solution. There are many initiatives on the market that support learning and development, gamification for objectives and encourage personalised rewards. This level of flexibility provides a level of autonomy and accommodates how one’s goals may change over time.
It is important to understand motivating factors and review throughout one’s career, however there is a risk that this information will not be shared unless there are strong foundations of effective communication and validation of progression needs.
4. Introducing Training Mentor Opportunities
As covered in part two of this series, there are not many titles for the taking. In some cases, this may mean that career progression looks like an uplift for taking on additional responsibilities. Even within the niche of ironmongery, there are further specialisms, whether it is product specific knowledge or a skill.
Utilising the experience of long-term employees and providing clear structures for mentoring can help to provide new opportunities for existing staff and open entry positions to a wider pool of candidates who can develop as the next generation of our workforce.
5. Education & Training in Specialisms
Having the appropriate learning frameworks in place will help in outlining the particular skills, knowledge, experience and behaviours required to fulfil duties in a role. With the recent adaptation to the GAI’s education programme, there is now opportunity to choose a specialist area at Level 3.
Utilising both education and learning plans, there is greater opportunity for less generic and more guided learning and engagement with the relevant and necessary CPD’s to support development of the workforce according to their needs.
As we reflect on this series, from considering why people leave, as well as the opportunities and oasis that talent is looking for, it becomes apparent that the elephants in the room all have commonality when it comes to mitigating the associated risks.
Our ability to connect, and remain connected, is at the heart of successfully addressing these matters.
That is not to say that connections are limited to one dimension.
Remaining connected includes being open to growth and supporting development, even when it means parting ways. Hiding away from such conversations can be counterintuitive where departure is inevitable.
There is much to be said for a community that not only allows but encourages someone to explore a new challenge, even if only to return in a boomerang fashion.
There is much to be said for a community that hands down knowledge and invests in the future.
There is much to be said for companies committed to ‘help the herd’, and last but not least, address the elephants in the room.
Jumbo Opportunities & the fight for Heavy – Weight titles. Written by Bryony Matthews & Matthew Robinson
Over 986 million.
That’s the amount in US dollars that the highest-grossing traditionally animated film of all time made during its initial release in 1994.
Even in the animal kingdom, titles hold great social relevance- a concept that The Lion King’s narrative is hinged upon.
With its power to evoke emotions, it’s no wonder that the enchanting tale strikes a chord with us.
In the movie, when it comes to being King; Scar was overly entitled, whilst Simba was largely burdened – two polar opposite belief systems, that many of us may have witnessed in others, especially in relation to the working environment.
Whether it’s the formalities of being addressed properly, or what we do for work: titles can be a sensitive area, as they serve to summarise who we are- and what we have achieved.
In the pursuit of a winning title, however, we want to keep any recipes for disaster in the past, much like the ‘Come Dine With Me’ archives.
Titles might not be weighted to everyone in an equal sense, and for some: it might not matter at all.
Putting personal preferences aside, it’s important not to glean over the fact that it matters to some, and recognise that our titles go hand in hand with our career development, along with any respective promotions.
When it comes to new opportunities, a job title can offer clarity and succinctly represent the duties and expectations of the role and its responsibilities.
There is a risk, however, that it doesn’t.
This can cost time and money, delaying the efficiency of the recruitment process and the overall experience for our sectors workforce.
Integrating a new member of staff is a shared experience- it can impact the whole team and their respective workload, well-being and morale, both positively and negatively.
When it comes to the ironmongery sector, there aren’t many titles for the taking. Anyone looking for a heavy-weight title will want to ‘float like a butterfly, sting like a bee’ – not struggle to punch, like a fight in a dream.
It’s important for development and progression to be attainable to retain talent, or the zest for progression has potential to come and go as quickly as the latest viral TikTok.
In comparison to other sectors that may offer more consistency in titles and their respective duties, job titles in architectural ironmongery are often influenced by the size of the business and the number of departments – as a result, roles can include very different responsibilities, from one company to another.
The comparison for opportunities therefore, is not necessarily apples for apples, posing a risk that other sectors can be more appealing based on a more ‘weighty’ title.
SFR reveals a closer look into how strategic job titles can influence the recruitment process. Here are some insights and solutions to the matter at hand;
1. Reflecting the Problem: In some cases, hiring managers end up changing job titles and descriptions to attract more suitable candidates, after low engagement with vacancies. It’s essential that a job title accurately reflects and communicates the challenges and objectives a company aims to address, and it may require thinking ‘outside of the box’ to efficiently attract talent that is aligned with the mission and vision.
2.Considering Responsibilities: It is necessary to address the demands placed on the business to both determine and highlight the appropriate level of seniority and responsibility for each job title. Ensuring clarity on structure up front ensures that the expectations are understood and explains differences from one company to another, without assumption.
3.Communicating Flexibility Levels: Recognising that the size of the company largely impacts job titles and organisational structures, discussions should include where flexibility can be offered, or where there are more rigid hierarchies. This can help with a seamless fit into the business and avoid assumptions that a job title might come with expected levels of rigidity or greater flexibility.
4.Fostering a Culture of Growth: Understanding how much someone is driven by their title helps in creating a culture that values talent development and growth. Clarity relating to the job title, such as how the role might transition into a more senior role, or what training aligns with the expectations and responsibilities of the position can motivate and retain top talent.
5. Prioritising Individual Development: Implementing individual development programs to nurture and support future talent ensures that growth is not left to chance. By offering personalised growth plans, organisations can address any discrepancies in expectations relating to the job title early on and ensure that employees have the opportunity to reach their full potential.
By reviewing these factors, companies in the architectural ironmongery sector can attract top talent, reduce risks, and create a thriving workforce.
Whilst strategic methods can be used to attract talent through an effectively communicated job title, the creation of great opportunities is multi-faceted.
Where candidates are concerned, the pursuit for what is ‘ideal’ is personal, and it can easily leave anyone lost in the woods.
If you are looking for your next jumbo opportunity, remembering to remain open to exploring options, trying new things and asking key questions goes a long way in finding the right fit.
When One Moves on: Migrating to Pastures New. Written by Bryony Matthews & Matthew Robinson
The only thing worse than a work bestie leaving is probably if the go-to guru leaves. You know the type…they live and breathe insider knowledge and are somewhere between the ‘Yoda’ or ‘Alexa’ of your business.
ChatGPT has nothing on them. They know the ungoogleable.
In fact, they often are ungoogleable – among the few that remain off the grid.
Sometimes talent lies in these hidden gems. Oftentimes, talent hides in plain sight and it is easy to forget how niche the industry really is, as we remain immersed in our day-to-day norm.
As a collective, ironmongers in the construction world very much have hidden talents that will become increasingly more relevant, as the requirement to demonstrate competency rises.
The talent pool, however talented, is limited. And the risks that occur when one moves on, can have a ripple effect.
Addressing this head on, requires a balanced level of awareness so that we can challenge norms, nurture positive responses and steer clear of only reviewing risks from a negative perspective.
This is a challenge in and of itself, but it is important to highlight, that in order to grasp the true impact of when talent leaves the industry, calls first for recognition of the value that lies in the talent that we have.
Competent ironmongers are individuals with a very particular set of skills. Skills that have been acquired throughout their career, skills that would make anyone in the industry with a vacancy say ‘I will look for you, I will find you, and I will hire you’.
Point taken.
So, when talent leaves a niche industry such as ours, both the workforce and employers may be faced with several risks, such as; loss of expertise, decreased efficiency, talent shortage, as well as delays and disruption to business as usual.
With a view to maintaining a solution led focus, we explore some initiatives to help minimise the impacts and inspire some solutions, when one moves on;
Reducing the Risks of Burnout When someone leaves the proverbial building, taking all of their knowledge with them, the rest of the team can be left scrambling for the answer like a countdown conundrum. Firefighting can be caused by many things- but where talent leaving the industry is concerned, the risk of burnout can be proactively reduced through establishing continuity plans.
This involves having systems, processes, and documentation in place to enable others to seamlessly pick up the workload and access relevant information to continue the work – without significant interruption and without unnecessary firefighting. Cultivating and contributing to this way of working also ensures minimal disruption in case one of the team is suddenly unable to work.
Reducing the Risks of Poaching It’s one thing for talent to leave a company, but it’s another for talent to be poached by another industry. When talent leaves, the risk of poaching can increase due to the temptation in others to follow suit, or because of the ripple effect created by the workload.
We know that the workforce has transferable skills that are desirable for head hunters. Simply providing an open forum to discuss issues can help reduce the risk of talent being lured away. Evaluating and benchmarking are both essential practices to help identify gaps and develop strategies to improve.
Where there is no progression available for an employee, ironmongers that pursue a new opportunity but remain in the industry, contribute to the quality, skills and knowledge of the existing workforce and can serve to improve the value and reputation of the sector. Whilst this may create a gap for their employer, the conservation of talent is of benefit to the wider community.
Reducing the Risks of Delays
Positions can remain vacant for a longer period than is comfortable, or manageable. Based on the time it takes to fill positions in the architectural ironmongery sector, it’s important to reduce the impact of delays and any potential disruption.
Job descriptions that are up-to-date, inclusive, and clearly outline how to demonstrate attributes, not only to support development discussions but help to optimise the recruitment process. Employers that are open to training candidates and have a clear CPD structure can naturally reduce delays, by opening the position to a wider pool.
Getting people connected at the right place and the right time, as SFR can do, can also support efficient placements. Knowledge of the recruitment climate can not only help to indicate the potential time it will take to fill the opening, but can help to retain talent in the industry.
Whilst we have looked at the impact on businesses, where individuals are concerned, there are different considerations to be made when looking for a position. This leads us on to part two, where we look at jumbo opportunities and titles.
As professionals navigate the ever-changing landscape of their careers, transitioning to new sectors can feel like traversing a challenging terrain. However, should adventure lead to no more than an elephant graveyard, individuals should be assured that they can absolutely find their way back and reclaim a title to thrive in their chosen field once again.
As the headline that inspired this series suggests, we are ready to respond – ‘Returning Talent, We Welcome You!’.
A fantastic opportunity for full time employment has arisen at a very successful and fast paced, forward thinking Ironmongery business in Birmingham.
Our client would like to recruit an enthusiastic customer focused Internal Sales Administrator.
Internal – Head-office B6
40 hours per week – Monday to Friday
Rewarding Culture
Company pension
Employee discount
On-site free parking
What we would like to you to do.
Handling order and product enquiries via email, telephone, live chat and social media
Daily inputting of customer sales orders via various methods and invoicing orders
Managing orders by reviewing out of stock items and back orders
Booking in deliveries and building shipments online and via customer portals
Processing customer returns and raising credits
Updating and maintaining inventory across all channels
Maintaining customer feedback and account health
Handling customer complaints
Dealing with courier and customer claims
Creating and maintaining website/platform content
Liaising with other departments such as warehouse, purchasing and accounts team
Other general office administrative tasks
If you are successful.
This role presents a great opportunity to work in a fast developing Ironmongery business. The successful candidate for the role will ideally carry following key skills and qualities:
Sound computer knowledge
Capability to understand Microsoft Office Apps, ERP software
Excellent verbal and written communication
Ability to multitask and use own initiative in a busy demanding environment
Confident, thorough and attentional to detail
A quick learner, with a collaborative can-do attitude
Passionate about helping customers
Fast-paced, forward thinking, progressive business, therefore you will need to be able to adapt to change, be a quick thinker, work well under pressure and take initiatives. You will also be self-motivated and able to prioritise your work load, whilst working as a team.
Ability to commute/relocate: Birmingham, B6.
If you are interested in this position, please contact SFR Recruitment Solutions.
Architectural Ironmongery / Door Sets / Locks & Security
SFR Recruitment Solutions are very excited to be working on this exciting position to join an established and leading supplier or Ironmongery and Doorset solutions.
Main Purpose of the Job
To support field sales teams, respond to client’s invitations to tender and manage ongoing projects.
Essential Skills
Scheduling Architectural Ironmongery
GAI Diploma holder
Key Activities
Producing accurate and compliant door schedules and estimates
To ensure that all customers quotations are handled quickly and effectively and are followed up within the time standards agreed.
Manage new and existing projects
To manage clients’ contact at all levels
Be the eyes and ears of the company and provide feedback to the Directors on compliance, developments, competitive innovations, and perceived customer needs
Nice to Have
Knowledge of sales of Timber Door Sets
Reg AI
Relevant professional qualifications
If you are interested in this position, please contact SFR Recruitment Solutions.
Architectural Ironmongery | Internal & External Doors | Access Control | Window & Door Hardware
Our client is an established and well respected Architectural Ironmonger located in Yorkshire.
We are looking to recruit an Area Sales Manager covering the North of England/M62 corridor from Sheffield upwards but not into Scotland. The successful candidate will require experience in the architectural ironmongery industry, ideally in an external sales role. They will be responsible for maintaining and developing a previous customer base as well as developing new customers and business opportunities.
Any person applying must be comfortable dealing with main contractors, joinery sub contractors, internal fit out companies and architects, G.A.I qualified would be an advantage but not a necessity.
The successful candidate would be supplied with a fully expensed company car, mobile phone and laptop. They will be entitled to 22 days annual leave and will be enrolled in the companies pension scheme.
Responsibilities:
Build strong long lasting relationships with all customers.
Generate new enquires for future work and secure orders.
Identify new business opportunities and follow them through.
Assist with the running of the projects for example site visits.
Overall management of customer account.
Job Type: Full-time
Salary: £40,000 – 50,000 per year including bonus.
Please get in touch with Matthew at SFR Recruitment Solutions if you wish to learn more or apply for this position.
