Case study - Gleeds
APM Corporate Accreditation case study
Gleeds is a world class independent property and construction consultancy with more than 130 years’ experience, working with some of the world’s best brands. From advising on more than £2bn worth of defence projects to being pivotal on some of the UK’s most prestigious projects, such as the London 2012 Olympics and Crossrail, Gleeds takes immense pride in its client relationships and the expertise and knowledge it brings to each varied project.
Sustainability and corporate social responsibility are deeply rooted in the organisation’s philosophy, with every area of the business recognising the important role Gleeds plays in the future of the built environment.
Gleeds’ own competencies have been carefully mapped against the APM Competence Framework, and have been further developed to include other core competencies specific to the business.
Director for Gleeds, Chris Paxford, says: “It’s vital to have a clear defined pathway for people to follow. We have based our competencies on APM’s, but added our own Gleeds ones to construct a holistic framework. As people progress against the APM competencies, they also progress against the Gleeds ones.”
By aligning formal professional qualifications and affiliations to job roles, members of staff are given a clear view of expectations for progression with the company. Job descriptions clearly demonstrate the APM qualification required for each grade, and the level of complexity for each competence increases with the grade of personnel.
Good governance is about how people behave. These behaviours need to be set from the top.
As a project manager, your job is to split the work up into different tasks and ensure others complete their part of the jigsaw puzzle. This entails overcoming a number of hurdles. So what are the most common of these, and how can you get ahead?