Encouraging young QS staff to participate in business decision-making processes has a wealth of benefits, say converts such as Bucknall Austin.

Decisions, decisions; senior executives face a plethora of them everyday. Should the company update its logo? Is there a need for a new office up North? How can the right client group be better targeted? The way these issues are handled has a major impact on a business鈥檚 future, so is it a good idea to ask a twenty-something, junior member of staff for their opinion about how to manage them?

Bucknall Austin, for one, thinks it鈥檚 not only a good idea to involve non-management staff in company decisions 鈥� it鈥檚 an essential part of the staff and the firm鈥檚 development (see box). Gleeds also endeavours to get youngsters talking to senior partners whenever possible (see box) whilst Richard Graves, chairman of Birmingham based Frances Graves, five years ago chose four young, ambitious staff to shadow him in his day-to-day work. Three of the four are now leading teams at the firm and the other has set up his own business.鈥淭hese three young men are now fully conversant about how to run a business, as well as being technically competent,鈥� says Graves.

It鈥檚 not just about making less experienced members of staff feel wanted; business experts agree that tapping junior talent makes shrewd business sense. According to David Wilson, professor of strategy at Warwick Business School, research shows 鈥渢ime and time again鈥� that boards need to listen very carefully to staff working at grass-roots level. He says, 鈥淭he board of any company relies, or should rely, very much on the knowledge and experience of those who actually do the job everyday, particularly in a sector like construction where a lot of knowledge is tacit, that鈥檚 to say, like riding a bike; you can鈥檛 learn from a description of how to ride, you can only learn by doing it,鈥� says Wilson. 鈥淪o consultation between board and staff is critical if the board is to make informed decisions. And, of course, smart people don鈥檛 reside in the boardroom alone.鈥�

Wilson also points to the positive effects of broadening employee participation in decision-making processes on staff retention; staff are more likely to be loyal to a business to which they feel a sense of involvement. Jim Rogers, head of growth and strategic services at business and finance consultant Grant Thornton, agrees. Surveys conducted over the last two years by Grant Thornton suggest that a culture of staff participation is a powerfully retentive tool. Says Rogers, 鈥淥ur research demonstrated that after reputation and sense of mission, a culture of nurturing talent and bestowing responsibility at an early stage is the third most important thing to employees. Remuneration comes after all these factors.

So, clearly, entrusting staff early on with decision making responsibilities reaps rewards.鈥�

It鈥檚 not just large firms that appreciate the contribution that non-executive staff can make. Ken Hubble is managing director at Bedford-based KS Associates, which has four employees. He says each member of the team always has something interesting to say about the company鈥檚 affairs. 鈥淲e鈥檙e a small team so it鈥檚 very important that everyone gets to have an input in the way we run things,鈥� he says. 鈥淓ven the tea lady might have something to say, and why not hear her opinions too?鈥�

Case Study 鈥� Gleeds

With a staff of over 800 and 13 offices in the UK, Alan Baker, managing partner at Gleeds鈥� Nottingham office, says effective communication between staff of all rank and file is vital, especially if good ideas are to be harnessed and talented individuals are to be spotted at an early stage in their career. 鈥淚t鈥檚 very important that we identify characters who are potential high fliers,鈥� he says. 鈥淲e value the contribution people like this can make to the business, whatever their age, and by listening to their ideas we get a better understanding of what work will satisfy their interests. And if they are working in an area of the business that inspires them 鈥� they will perform very well.鈥�

Gleeds has devised a range of methods to establish good links between seniors and juniors. It runs regular informal social events that mingle together different teams and aim to make senior partners accessible to their more junior peers. In a similar vein, managers arrange annual away days where younger team members are invited to give presentations about their work, which makes for a good opportunity to show off their achievements. All staff are encouraged to record their ideas and thoughts on the company鈥檚 Intranet and, for those who are really serious about producing good ideas, Gleeds runs a series of Innovation Forums, which meet at least once a month at varying venues across the country, and are open to all.

There is also an annual conference held for the 250 plus staff in mid-management positions to exchange ideas and practice their presentation skills. Gleeds鈥� Nottingham-based Academy, which runs the company鈥檚 in-house training programme, also acts as a forum for sharing ideas and making new contacts. Says Baker, 鈥淲herever we can, we aim to create opportunities for staff to show their mettle, and make it comfortable for them to do so.鈥�

Case Study 鈥� Bucknall Austin

Bucknall Austin has two boards 鈥� one a board of directors (average age around 45) and the other, an alternative board made up of the company鈥檚 rising stars (average age 25). Called the Future Initiatives Team (FIT) or just 鈥榯he young board鈥�, the group was set up in May 2004 to give non-managerial staff a chance to influence the company at board level and channel fresh ideas to their more seasoned colleagues. Up to 12 staff members can sit on the young board, which meets bimonthly or monthly, and the company, an employer of 270 staff, tries to ensure that each of its seven offices across the UK is represented. Half the group鈥檚 members are rotated every six months to allow managing partners to put forward new names to take part. The team鈥檚 brief is simple 鈥� to regularly put forward suggestions to the main board that, if accepted, will enhance the way the company is managed.

So far the young board has put forward two projects to the main board. The first considers corporate social responsibility and sustainability and investigates ways for Bucknall Austin to achieve more sustainable and environmentally friendly working practices. The second looks at ways to improve knowledge sharing among employees. So far, the alternative board has met with success and elements of both projects are to be accepted by the main board.

Phil Higham is managing partner of Bucknall Austin鈥檚 Manchester office and responsible for maintaining the link between the young board and the main board. He says the scheme is offering a valuable, new perspective to the board of directors. 鈥淭he FIT team are very close to the day to day running of the business and have a lot of energy. These two elements combined mean they can offer a fresh outlook about how to tackle nitty-gritty issues and enhance the running of the business.鈥�

The main board has been so impressed with the way the young board has handled its projects that next year it will ask FIT to look at specific issues and come up with ideas for solutions.

鈥淭he scheme works for everyone,鈥� confirms Higham. 鈥淵oung, ambitious staff get to have their voices heard and we get to hear creative solutions.鈥�

"I think the idea is a good principal by Bucknall Austin. David Bucknall (Bucknall Austin chairman) is wanting to drive empowerment across the company and this is part of that. For the first year or so it鈥檚 been a feet-finding exercise. To start with, we had quite a blank canvas so we could decide subjects and issues we felt were important. We decided on corporate and social responsibility and how we could improve the way staff worked together across the firm. Over the summer we will look at how successful those two exercises have been. In September we will then decide on future projects to look at. It鈥檚 a good initiative. It makes you think on your feet and is a real opportunity to change the way you work"

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