Beard has secured Investors in People Gold. Neil Sherreard, deputy chairman, explains the contractor’s strategy behind the accreditation.
Construction has always been a people business. Beyond the buildings – and the technical expertise, sector experience and commerciality required to deliver them – you need the right people.
As the challenges facing construction continue to grow, including skills shortages and a turbulent economic environment, investing in wellbeing is no longer a ‘nice to have’. It’s fundamental to retaining talent and building successful businesses.
At Beard, we don’t see wellbeing as a standalone initiative, but as part of how we work every day. We aim to create an environment where people feel trusted, listened to and able to thrive over the long term.
Our vision as a company is to build with heart and ambition – and that applies just as much to how we support our people as it does to how we deliver projects.
Our recent Investors in People (IIP) assessment recognised this approach, awarding us Gold accreditation in both We Invest in People and We Invest in Wellbeing, and placing us among the top 12% of IIP-accredited construction companies.
During the IIP assessment interviews, colleagues consistently described Beard as a great place to work. New starters said their expectations had been exceeded, while staff turnover has fallen by three points over the past three years to just 5.9% – a figure we’re particularly proud of in an industry where retaining experienced people remains a challenge.
These results haven’t happened overnight. They’ve been built through consistent, practical improvements that put people at the centre of the business.
Our wellbeing strategy looks to:
- create opportunities for colleagues to come together away from projects and programmes;
- equip our people with the skills, training and support they need to develop;
- make time for activities that support communities.
Putting strategy into action
Our recent away day in company-owned woodland at Wrington Warren, Bristol, is a great example of this in action. Held during Mental Health Awareness Week, more than 70 colleagues took time away from their busy schedules to enjoy paintballing, archery, axe throwing and a woodland walk with a treasure hunt.
While our events like these might seem like light-hearted fun, their real value lies in helping colleagues reconnect with one another, build stronger relationships and step away from the day-to-day pressures.
Another important strand of our approach is embedding wellbeing into leadership. Our managers play a vital role in creating environments where people feel supported, trusted and empowered. We’ve invested heavily in leadership development because good leadership helps deliver projects safely, on time and on budget, but also ensures our people feel supported and have the resources to grow and thrive.
But it’s not a one-size-fits-all, so we’ve created a series of bespoke programmes to support colleagues’ specific needs.
Our Leadership Development Programme (LDP) gives people the skills to hold senior positions in the immediate and mid-term future, helping us to recognise and promote talent from within. We’ve also developed a next-gen version of the LDP, identifying early-career professionals with leadership potential and giving them the right skills and guidance.
We recognise that work needs to be done to attract and retain women in the sector. EmpowerHer is our bespoke initiative that aims to equip women with a growth mindset, teach them how to communicate with clarity and confidence, and give and receive feedback effectively.
Technical and specialist skills
Beyond leadership development, we know we have a vast array of technical and specialist skills within the team. Last year, we launched Skills to Build, a businesswide knowledge-sharing initiative that connects colleagues with technical experts across the business and encourages mentoring, collaboration and continuous learning. By making it easier for people to access expertise and support one another, we’re building confidence as well as capability.
Of course, none of us has all the answers and the IIP assessment also highlighted areas where we can improve. Wellbeing isn’t something you ever finish; it’s something you continually learn from and improve.
For us, making wellbeing part of the way we lead, communicate and collaborate is not a priority because it’s good for accreditation or recruitment, but because it’s the right thing to do.
The buildings we deliver will always be our legacy. But that legacy wouldn’t exist without the people who create them. Looking after those people isn’t simply good business – it’s how we’ll build a stronger, more resilient construction industry for the future.
