11 March 2019
Creating a workplace culture to be proud of

Corporate social responsibility is high on RedRock's agenda, and it's something Talent Acquisition Manager Rochelle Bowen has particularly close ties to.

Creating a workplace culture to be proud of

I’ve been at RedRock Consulting for more than three years now, and as our Internal Recruiter it’s been my job to make sure that our new starters are the right fit for the business. This goes far beyond core competencies and their previous experience – our priority is focusing on who our potential recruits are as people.

Corporate social responsibility is high on our agenda at RedRock, but you can’t just say that you’ll do good for the local community and expect it to happen, it requires proactivity. When we picked a charity partner in 2017, The Grand Appeal seemed like the obvious choice. A number of RedRockers have close ties to the Bristol Children’s Hospital, including me – only a few months earlier, my prematurely born twins were in the newborn intensive care unit.

That was a process that in itself highlighted how important a work family can be. Once I was aware of the issues with my pregnancy, I had to go for weekly scans each week which RedRock had no reservations about facilitating – my daughters were both my priority and theirs. At 26 weeks I went for my normal scan, told the office I’d be back in an hour and thought nothing more of it, only to arrive at the hospital and be admitted to give birth that day.

I stayed in hospital for nine days after that, and the team at RedRock checked in on me every day to make sure everything was going well. I wasn’t supposed to be on maternity leave for another three months, but not once was I made to feel like I had dropped the team in it – they dealt with things in the office and picked up my jobs where I had left off.

It’s a work family here, and that’s a feeling that gets stronger the longer you are here – that’s why we have so many members of staff that have been here for five or 10 years, and some even longer. The more you put into it, the more you get out of it, and it’s far more than financial rewards and other incentives.

As part of our work with the Grand Appeal, the office was collecting Christmas presents to give to the children in the hospital. On the day they were given out, my daughter was in the ward, so that was extremely emotional. It really highlighted how important the additional work we do at RedRock is, it literally drove it home.

So as not to lose that sense of family within the team, we recently took it upon ourselves to change our internal recruitment process and we now use Arctic Shores to assess our applicants. This new method of testing ensures we continue hiring the right people and maintain our environment. We don’t have big egos in the team, and we even do away with a strict hierarchy until it’s needed – our directors pitch in with the workload and are always approachable.

We’ve also changed our training methods as part of the onboarding process. New recruiters often learn independently by working with a designated person within the business, but we recognised the benefits of making sure our new members of staff experience the same thing. The resourcing team we have set up, run by Alex Marsh, provides a 13-week training period that get them ready for life at RedRock in all aspects of the business.

And already we’re reaping the rewards. The people are a great fit for the business and have begun making their first placements earlier than they would’ve done with our old methods, with several now working towards being recruitment consultants in their own right. Every single new recruit who has come in through our new team has stayed with us (which is practically unheard of in this industry!) and  crucially they have become part of the RedRock family.

Most importantly, our team is growing while our culture and ethos is being maintained, and everyone is buying into it – that’s what makes RedRock such a great place to work.