Issue link: https://htpgraphics.uberflip.com/i/464860
AGRICULTURE EDITION 31 HRJ GOULD | Structure Staff are divided into specific teams, which in turn are allocated to individual specialised contracts. This allows teams to receive tailored training and be equipped to the highest levels. Each team is controlled by specialised contract managers, who keep up to date with industry practice and legislation. This structured hierarchy allows managers to feed information to team leaders, who in turn cascade the information through to staff. As such, all staff know which manager is responsible for each contract, and therefore who to contact when required. This allows information to flow freely from the 'top' down and from the 'bottom' up, to aid the management team in providing a better service as both a contractor and an employer. In addition, as the company directors also work most days within the teams, customers receive that personal touch, and any small issues that may arise can be dealt with in a prompt and efficient manner. Family values HRJ Gould cultivates a family atmosphere within the company and has an open-door policy (e.g. all employees have the managing director's phone numbers), creating a close relationship between all staff members. This enables anyone to approach the directors or senior management with any issues about work or of a personal nature. All members of staff are treated equally, regardless of their experience or ability, because a team only works well if all its members are happy with their designated roles and responsibilities. Challenges Over its 65 years of trading, the business has faced various logistical, fiscal and expansion challenges. All these have been faced and conquered by maintaining a 'can do' approach. This proactive positive management has led to the company having a very diverse customer base. During these challenging times, an adventurous and entrepreneurial spirit has meant that the directors and managers have always been looking for new opportunities, and have not been afraid to invest in both training and machinery to allow for greater diversification. For example, when a large arboriculture contract working on the rail infrastructure ended due to budget cuts at Network Rail, staff skills were analysed and a correlation was identified with power-line clearance. Rather than making staff redundant, those affected were given specialised training to gain the required qualifications while national companies requiring this specialised utility arboricultural work were approached. A new contract was secured, and all staff were retained. This increased demand for new training and recertification comes at a cost, presenting a financial challenge to be overcome. However, working closely with staff and offering them training in areas in which they have a personal interest has assured employees that the company has a commitment to them as individuals. As such, staff feel valued Karl Lee – Managing Director of Man Coed Ltd and Chairman of the Utility Arboricultural Group 'Their attention to detail and customer service is second to none, and the company's approach to innovative solutions ensures that each problem is reviewed and resolved safely, in a professional manner through reliable and adaptable service.' David Williams – UA5 Surveyor and Utility Climber 'When I first started with Gould over 10 years ago, I had no qualifications. Gould has supported me with training and qualifications, and has given me the opportunity to further my personal and professional development. During this time I have developed a good relationship with the family, which has supported me both in and out of the work environment.' » T E S T I M O N I A L S proactive positive management has led to the company having a very diverse customer base " "