It gives me a great deal of personal satisfaction to develop and maintain relationships with candidates within the scope of my role and that their experience is positive from start to finish. We have recently experienced huge change in the way businesses operate. For example, flexible working arrangements are now commonplace. My age, everyone always seems shocked when I tell them how old I really am.
In , I won the Sports Girl of the Year award at school - there is a plaque in my honour, which my niece recently told me is still there to this day!!! Live by the golden rule. Focused, loyal, trustworthy. A cross between Nicole Scherzinger and Pocahontas. Get in touch with Leena for an informal chat about how MRG can help you and your recruitment needs. How has the Student Accommodation market evolved since you joined the sector?
I got involved back in when there were very few purpose-built student accommodation blocks and even fewer operators, all of which were still trying to work out how to best operate these buildings most effectively. Interestingly at that point, we were looking towards university accommodation as the most comparable operation and hiring from that background as well.
We also had a lot of military applicants and candidates as it was thought that a Sergeant Major would be used to dealing with 18—year-olds. My first opening as a General Manager was a lot about crowd control, trying to keep students who had all been to the same nightclub in Newcastle with 20 bouncers on a Tuesday evening, all coming back to their halls of residence at 3am with one night security guard. The key focus here was safety and this was very different compared to now where the focus is more one of customer service.
Fast forward five years and the market had grown up a little, predominantly because of increasing competition and new entrants into the sector. This led to improved processes being put in place and a better experience for employees and residents alike as the sector became more institutional.
With this came the arrival of some significant, more well-known investors. This also saw some of the better-known providers pick up smaller portfolios and incorporate them into their brand, such as the Liberty Living acquisition of the Dom in portfolio in Although there was increasing recognition of the sector as a place to invest capital, this was still a long way from where we are today. Move forward a few years more and we saw some more institutional investors begin to look more favourably at the PBSA sector, mainly due to its granularity of income.
These institutions had a lot of exposure in long term leases with big name retailers, and they suddenly saw PBSA comparably as a less risky investment model with a proven track record of return on investment. Some of these buildings are now so professionally managed on a large scale, that they were proving very attractive and creating something of a sweet spot for investment in the UK real estate market. One of the key features of the sector today is diversity; we see a significant number of international students in the market who, in turn, can have different expectations to UK students of years ago.
This can be seen with wellbeing programmes, community facilities and flexible spaces for students to study and socialise. Nido are at the forefront of this and invest a significant amount of time and money communicating with students and looking for new ways to adapt to their changing needs, and to improve their experience in our residences.
You mention that it was common for PBSA providers to recruit from halls of residence and military backgrounds back in ; how has this changed in the present day? Good question. Some of the fundamentals are still the same in terms of the skill set you need to have. In order to make sure the summer turnaround happens effectively, you need a military style operation to make sure that all facilities and maintenance issues are completed in time, rooms are cleaned, and buildings are ready to start welcoming students in September.
The big difference is the extra expectations that students now have, which pushes residence General Managers to think not just about the four walls of a room, but the extra components of why a building is successful. This is where having good sales techniques, B2B relationships and marketing skills come in. On top of this, the modern market is geared more towards student mental health and wellbeing with providers taking on more of a responsibility from an ethical standpoint so you can be as much a source of support as somebody collecting rent these days.
Where are Round Hill and Nido focusing their efforts for expansion over the upcoming years? We have a lot of focus across Europe right now and a lot of my time has been spent growing this aspect of the business. We are onboarding new investors over the upcoming months who share our vision in the way that we want to grow.
Particularly during the pandemic, we were very lucky that Round Hill Capital have an extensive network of European offices that give us a competitive advantage in our knowledge of local markets and help make our expansion plans into new territories come to life.
This is particularly helpful when considering local issues with regards to construction and development. How do you think the shift towards co-living models affect the attraction on 2nd and 3rd year students to PBSA?
We love the idea, and we are already doing this in Germany for example where we have a lot of mixed tenure tenancies, with residents living alongside students. It has been done on the continent for many years and we see it frequently in the Netherlands as well. The tax regimes both in the UK and abroad are often unclear on exactly where co living fits, and this all leads to a lack of certainty for developers.
What do you think the key trends are going to be with regards to technology and how will that affect student experience? I think a lot of the heavy lifting has already been done in a lot of areas of PBSA. Round Hill Capital and Nido Student, in particular, focused on all our buildings having super high-speed internet for all our students which is so important for both study and the evolving communication trends online through video.
The big wins on the administration side have also been transformed including the move from paper contracts to electronic contracts. This is both more efficient time wise but also from an environmental point of view where lots of trees have been saved.
We also pivoted our social programmes online at the start of the pandemic so we can now have outreach to further audiences than we would normally for initiatives such as health and fitness classes. Flower arranging seems to be very popular alongside cocktail and cooking classes. Nido want to be at the forefront of technology in PBSA buildings and we are fully backed by Round Hill Capital who invest in prop-tech funds. This means we normally hear about things before they come to market and can adopt them quickly — such as our popular resident app.
What are the key values you see in Resident Life Programmes? This attracted hundreds of students and was a live event in one of our courtyards attracting top DJs from the UK. We even found past students returning for the event. We have also found that creating resident committees has really helped us evolve these programmes. How can we hope to improve without interacting with our customer base?
This has been well measured over the last few years and ultimately has improved our student experience. We are here, and we are successful because of our Residents; creating and curating amazing communities is what we do and will continue to do. Want to read more? Have a read of some of the other interviews from this series: Jeremy Fletcher CEO at Fresh Property Group focussing on the importance of resident experience.
Lavinia Clarke Operations Director at Essential Living discussing her experience during her first few years in the Build to Rent sector. The vast majority are within the Real Estate, Development and Operations space helping organisations recruit new talent to strategic roles across their organisations. When we discuss our process with our clients, one of the key elements is how we articulate the proposition to the candidate pool.
This entails verbally being able to explain the role requirements, where it sits within an organisations structure and why this is a career enhancing move compared to their current role. We also tend to create visually pleasing, detailed candidate briefing documents to provide more information to read and video content to watch.
But what does this mean? How do you define culture? So, the question remains, how do recruiters articulate the culture of an organisation in an objective and universally attractive way? Well, what exactly do we mean when we talk about culture? A healthy internal culture has long been seen as a building block of performance, belonging and success. Values that every individual, from the CEO right down to the graduates, strive to live by. The definition of culture is to cultivate and grow, and that is what a good culture in an organisation does — it grows organically, through the shared values of its staff.
By getting a full view of an organisation and the cogs within it, you can relay this back to the candidate candidly and honestly. He understood that his contribution mattered. Companies with a strong purpose and a strong culture, are able to articulate that offering to their staff — from the senior directors to the graduate recruits.
When day-to-day responsibilities are imbued with a deep sense of significance, individuals thrive and weather even the most daunting aspects of employment including challenging task, low wages and stigmatized work. For some organisations they may feel they have lost sight of their purpose; or, like ourselves, they are embarking on the journey to create one. While we have a collective understanding of what we seek to achieve verbalising it is more difficult.
I find organisations with clear values and sense of true purpose much easier to represent from a recruitment standpoint.
Often times the culture of the business is set by its leaders but lived by the teams underneath. I run the team nationally who specialise in Bids and Work-Winning roles across all sectors.
I am most proud of the number of successes I have had in developing my teams. I have also been able to promote two of the team at Bid Recruitment this year to Associate Director. How did you get into recruiting Bid management professionals and why? I was recruiting Senior Business Development professionals at the time and a client asked me if I could help with a Bid Manager role. I filled the role, and the subject had caught my interest. The role of a Bid Manager involves project management, commercial, business development, creative, writing, graphics and stakeholder management.
As well as having all these skills the professionals in the market are focused on being the best they can be and winning. What is the biggest thing that's changed in the Bid and 'work-winning' sector since you started?
The market is moving so quickly and is very candidate driven at the moment; it is most definitely a fast moving competitive place for companies. When recruiting there are often too many stages in the process, not an attractive package offering, not enough agility when making a decision or putting forward your best offer to a good candidate can be costly. We are seeing Bid professionals at all levels receive multiple offers in many cases above their initial salary expectations.
That I always wear a suit! I used to swim for Buckinghamshire when I was younger and while I am nowhere near as fast of fit as I was then, I still love the water. Whenever I hit an obstacle, remembering the quote always makes me take a step back, take a fresh look and find the right solution. Driven, Gregarious, Conscientious And finally, who would play you in the movie about your life? Have a role, or looking for a new job and think Daniel could help?
Get in touch today for an informal chat. By James Gregory After 18 months experiencing a lack of travel, holidays, and face to face meetings, it would be fair to say that a short trip up to Manchester was a welcome change from daily life between the London office and home. From new commercial units, an everchanging skyline and high occupancy levels in rental properties, it is a city very much flourishing as the business epicentre of the north. A real glimpse into what a brand new Build to Rent scheme should look like.
Smiling faces on arrival, a spacious lobby full of light, and well furnished with state-of-the-art equipment. From the second you walk in; it does really feel like a place you can call home. I was whisked into one of the 4 elevators which is more than I have seen in other buildings of this size and straight up to the roof. I walked out into the glorious Manchester sunshine and onto the spacious roof, which has a running track and spectacular views over the city.
Kate greets one of the residents by name and Indea regales me with a recent event that took place in the communal lounge, flower arranging, which seems to have brought a lot of the members of the community together.
The running track is well used, with a resident recently completing a marathon on the roof for charity! The more I talk to Kate and Indea, the more I get the sense that this is one of the top priorities.
Technology of course plays a big part in this, and the state-of-the-art gym, spin room and exercise studio seem to be a big hit with residents.
Alongside this runs an events programme which offers a variety of events to cater to the needs of differing guests. So, what about the rooms? Some flats have balconies with great views and all for a very competitive market price. Interestingly, both Kate and Indea have backgrounds in the student accommodation sector and have found the transition across to build to rent fairly smooth. Both agree the sales cycle is different and the residents have more of an interest in creating a community, as it is a permanent home for many.
They both agree that Build to Rent is the place to be at the moment across alternative investments. Viewings are going through the roof; occupancy levels are above projected rates and there are new buildings going up across all corners of the UK. A great marketing tool and something very useful for residents who need occasional use of a car. Interested in working in a Build to Rent scheme? Or, have a role that you need help with filling?
Get in touch with James Gregory today for an informal chat. I pride myself on helping others secure a new role and watching them grow in their new company - the more people I can help the happier I am. One of my proudest moments at MRG was when I first started in September , we had just started a large campaign with University College London and had to recruit 35 Accommodation Advisors in the space of two months.
The campaign went really well and we managed to secure all the vacancies. How did you get into Student Accommodation recruitment and why? After being made redundant from my previous company due to Covid I was looking for a change in the sector I recruited within. Student Accommodation stood out to me as it's an area that has massive potential, and it continues to grow year on year.
It's a fun and quirky sector which I really enjoy working in. Every day is different which brings a range of challenges, which I love. I love the fact that I work with so many diverse people from multiple sectors student accommododation, hospitality, retail and leisure.
I'm also very fascinated with all the different types of student accommodation buildings. Candidates respond quicker through communicating with them via text message or WhatsApp, rather than emails.
Some people don't believe me when I tell them I play football - I have played on and off since the age of When I was younger I played football for Hampshire, as well as my local team.
I was born with bright ginger hair. Start a new day as if it's your last - enjoy every moment. Loud, easily persuaded and happy. I would hope to think Cameron Diaz. The room was full of excitement for the future of the sector. The keynote speakers portrayed a very positive outlook of the current and future market within the build to rent sector.
Many were very encouraged of the recent appointment of a senior figure in the Conservative Government Michael Gove to the post of Housing Minister. Hopefully a sign of the importance housing will play for this government. Many are looking at ways of making schemes green and reducing the carbon footprint.
This was highlighted with reference to planning permission, with developers having to think very carefully about moving towards carbon neutral models. The Art of Transformation session addressed urban regeneration and change of use.
Allan Lockhart, CEO at New River spoke positively about planners encouraging the re-generation of city centre retail assets in order to offer mixed use schemes to residents.
It was interesting to note how different developers were struggling with the building structures, often finding that a more phased and long-term approach was better than a full refurbishment of a large retail asset. Key issues must also be looked at when re-purposing buildings such as fire safety legislation, which was not being considered by government and planners.
Communication would need to improve in this area before planning was more easily gained and buildings could move forward. This was re-enforced by Grace Oyesoro, Operations Manager at Quintain Living who spoke passionately about her team delivering exceptional service and spoken about in depth by Harry Downes, Managing Director at Fizzy Living as their key reason for success.
Joe Persechino at Axa Investment commented that the Build to Rent market was still far away from gaining the necessary stability of rents and unit numbers before we see any key mergers or acquisitions of companies taking place. A very interesting point was also made that the student market had the stability of nominations agreements from universities to fall back on, which made investors feel more at ease about the long term viability of the sector.
I source the right people and match their skillset with our clients needs. How did you get into Construction and Built Environment Recruitment and why? I would help out in the summer holidays; labouring, loading skips etc for my friends dad who had a small building firm and always found it interesting. What energises you about working in this sector and with Construction Directors? I think because I am a bit older than most recruiters in the sector, they can have a grown up conversation with me most of the time and I have a bit of life experience.
I love the diverse range of characters in that role, and can adapt myself accordingly. However, I sometimes question whether some of my competitors in the industry should really be in charge of a computer and a candidates CV! I am the youngest of 9 kids, and people find it funny my oldest brother is 3 years older than my father-in-law. Loud, short tempered and a useless drinking partner And finally, who would play you in the movie about your life?
Brian Blessed. Grampy Rabbit is also a bit brash, loud and short tempered a bit like me. Regardless of the years gone by since you left school, September always feels like the start of a new term, and a great deal of employers have seen this as the right time to call staff back to the office.
Although at this stage, it seems most businesses are not insisting on 5 days in the office, as even the employers who were most resistant to change have seen the benefits of working from home.
Taking close note to this change will be landlords, leasing agents and particularly the flexi-office sector, as companies try to work out what floor space they now need. There are many benefactors of this increased footfall to business districts, with the hospitality industry welcoming back queues at lunchtimes and drinks on the terrace in this late summer sun, not to mention the train operators!
Those demanding 5 days in the office might struggle to attract or retain talent when competing with a more flexible approach. Perversely, graduates might choose those with a more present workforce so they can learn, develop and socialise - as that is part of what work is about. I for one am already enjoying being in the office - collaborating, learning and exploring the new local sandwich selections for lunch!
A thought-provoking piece with large emphasis on the resident experience. How have you found your transition from Build to Rent into a leadership role focusing on the dual asset class incorporating PBSA? There are a lot of similarities between the two but one of the key things we focus on at Fresh is the wellbeing of our residents. It is — of course — imperative that this remains at the forefront of our thinking.
We are ultimately trying to provide our residents with the best value for the price they pay and ensure life for them is as easy as possible. To achieve this across both asset classes, we work extremely hard to recruit the right team members to ensure the highest standards in delivery. Some of the differences I have found since moving to Fresh include dealing with multiple investors who possess a broad set of expectations and aspirations.
Fresh has over 25 clients, ranging from family investors, pension funds, and institutional investors and each has to be carefully worked with and understood. The other key difference to note is the annual marketing budget and how this is distributed across the year. With the PBSA sector being a more cyclical market, it is easier to allocate direct marketing at certain pinch points to make sure the Fresh brand is visible at the right time.
In BTR, the budget and presence of Fresh across various platforms is more evenly distributed. Why has BTR proved such an attractive investment vehicle for various funds over the last few years? Without dissecting the finer details relating to the lack of bond yields and investors looking elsewhere for a higher return, I think the main reason is the stability of the sector. When considering this, we have to think about the consumer trends as well and how the millennial market is now more comfortable with a long-term rental agreement.
The stability is also credited to the perceived resilience of the residential rental market. This has been proved in the North American Multifamily Market that was less affected than most areas of the economy through the Global Financial Crisis in Institutional investors and pension funds look closely at these statistics, as well as the ones indicating the general shortage of rental homes in the UK, when looking where to invest their capital and signs are looking positive as more investment pours into the market in What is your take on trends in the amenities market and how important do you think flexibility of space is when considering design for these areas?
From my perspective, the one thing that I have to throw caution on straight away is the risk of getting involved in an amenities arms race.
Any cost put into a development will ultimately go back to the resident on their rental price. Flexibility in amenities spaces is vital in this regard for a couple of crucial reasons. We really do listen to our residents across our 23, units and I think that has been seen in the evolution of our proposition in the last 10 years. I think this also puts us in a unique position to anticipate demand then advise our clients incredibly well in relation to what the customer wants.
We often get involved in the design phases of developments alongside clients, advising them on what we think would work best based on what our residents are telling us.
Proptech is an interesting one because it obviously has its place in the residential market, but this cannot be at the detriment of contact with the customer, which is such an integral part to why Fresh is an industry leader in this area. There are places where technology can make life easier for residents and at this point it becomes valuable and useful.
This is also beneficial as we can see who is on site at any time, which is useful for fire safety. It is vitally important for anything app based that it is integrated into the solution. When working with Yardi recently, the first thing we wanted to make sure in the spec was that it was fully integrated and not a bolt on. This is really important from a data point of view.
Resident apps are important and convenient for paying your bills and booking spaces and makes it more convenient for us as a management platform. This is why measuring resident experience and communicating with them frequently is important. Can you talk to us about what you are looking for when you are hiring and what sectors you have explored in the past? As mentioned before, our DNA is all about deeply understanding our residents and their needs.
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Lost credit card clomid bodybuilding reddit The unit also played a major role in a DEA sting in Thailand against Russian arms dealer Viktor Bout; he was sentenced in to 25 years in prison on charges of conspiring to sell weapons to the Colombian rebel group FARC. The SOD also recently coordinated Project Synergy, a crackdown against manufacturers, wholesalers and retailers of synthetic designer drugs that spanned 35 states and resulted in arrests.
This supply chain has not been independently verified by the Guardian. Of the 16 companies listed in the report as sourcing from battery manufacturers using processed cobalt from Huayou Cobalt, two multinational companies denied sourcing any cobalt from the DRC and five said they had no links with Huayou Cobalt. Amnesty International and Afrewatch claim that despite the denials by some of the named multinationals, none of those companies named could independently verify where the cobalt in their products come from.
ET Secure IT. For transparency on beneficial ownership Many individuals and companies create and operate offshore entities for legitimate reasons, and any presumption that all foreign accounts and offshore registered trusts have illicit money would be unfair.
Development of markets is a complex process: Kanungo He pointed that it is estimated that five years down the line, the demand for bonds will significantly outstrip the supply. RBI asks large borrowers to obtain unique code from banks Coming out with timeline for implementing the LEI, the RBI said borrowers with fund and non-fund exposure of Rs 1, crore and above will have to get the unique code by March 31, All News Videos Photos.
ET View: Data held in demat accounts should be secure too To trace the real beneficial ownership, India must also adopt a unique legal identifier for all persons and legal entities, which include companies, charities and trusts. Aadhaar gets praise at global forum for financial inclusion In a progress report on efforts to assess and address the decline in correspondent banking, FSB said its action plan in this regard is making good progress but the fall in numbers is continuing.
Parliament passes Payments and Settlement Bill Moving the amended bill, Finance Minister Arun Jaitley said it was needed to address the issue of insolvency so that there is protection for payments.
Lok Sabha passes bill to bring payments law in tune with global norms "If we have an obsolete financial system the world will not trust us to the level at which the world should," Arun Jaitley said.
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