Background: a major English-speaking engineering group has won a contract to build a hospital. The project should take 15 years and involves the extension of the hospital followed by the destruction of the existing part. One of the technical problems is therefore working while the hospital is still in operation, i.e. enabling the doctors to continue their job.
Recruitment challenges: the aim is to replace one of the project leaders on the project management support side. This project leader had not managed to build trust with the users of the building (i.e. the doctors, who were very worried about not being able to work properly during the construction process).
Our challenge was very rapidly to do a survey of all hospital projects undertaken in the last few years to identify any project management support, project owner or construction profiles.
Added value provided by the firm/Skills used: our strategy was to talk to the hospital operators and doctors to understand the ‘user’ vision of the building and be able to challenge the candidates.
Our network rapidly enabled us to identify people who had been successful at running large hospital building projects and therefore to reassure our client about their knowledge of doctors and their issues.
Result and recruited profile: by listening to the voices of both doctors and project managers, we identified a project leader profile within a building firm who, having already managed a similar situation, immediately rebuilt trust on the site.