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People at Quanta: Richard

Richard Allen our consultant managing the role
Posted by  Richard Allen
Published on 7 February 2017

Richard Allen has been with Quanta since 2014, when he came on board as Global Business Manager for our Renewable Energy division. With a strong history in recruitment and management, he was the perfect fit for our team and has proven to be a brilliant addition. Here’s his story:

What attracted you to Quanta in the first place?

“I interviewed with the leadership team of Stephen, Spencer and David and really bought into the culture of the business and where they wanted to take it,” says Richard.

“The opportunity was particularly attractive as it was a market and industry I’d never worked in before. I did my research on the renewables market and saw it was a real growth area with a lot of government expenditure going into it at the time, and as I joined off the back of the recession I knew there would be a lot of construction going on”.

What are your favourite things about working at Quanta?

“My team,” says Richard, echoing what most team members within Quanta say when asked this question.

“When I first joined, I felt my team didn’t always work as well together as they could. Now, we’re a cohesive unit where collaborative work is celebrated. More than that, most of the people in my team are now friends as well as staff, and we’ve cultivated a real family feel with great communication.”

Richard also points to the guidance he receives from his Sales Director David as a highlight of his work days.

“David has given me the autonomy and opportunity to develop and grow renewables. He’s been a good sounding board for personal development and is quite methodical and calm in situations. From him, I’ve adopted the management mantra of ‘pause, reflect and engage’.”

What kind of manager are you?

“I’ve refocused our team priorities at Quanta and avoid micro-managing where possible,” explains Richard.

“I try to lead from the front and give my team the tools they need to be successful, allowing them to feel empowered by understanding what they’re doing and why they’re doing it. Recruitment consultants need to really get to know the people they’re placing and the industries in which they work. So for me and my team, I encourage consultants to learn about windfarm construction, skills required and clients they’re talking to so they are better prepared to place candidates. Once my team realised I was doing this myself, they felt encouraged to do the same and research the market.”

What training do you need to have to be a manager?

“I was never actually given management training until I came here – my skills were all self-taught. This is largely due to the nature of the organisations I was at previously, as they were fairly small enterprises that grew quickly and didn’t place that emphasis on training.”

That all changed when Richard arrived at Quanta.

“The ethos here is about looking to the future and making sure that people can develop and utilise their management techniques to lead others to be the best they can be,” he says.

“Quanta offers training at every level, with both in-house and external trainers providing training schemes and courses throughout the year.”

What does your role as Global Business Manager entail?

“I have two remits,” says Richard. “The first is managing a couple of accounts myself – those that are high-touch and high value – along with relationship building and account management.”

“From a management side of things, my main scope of work is to make sure the guys are organised, their calendars have enough activity to hit their stats, and they’re making the right kinds of calls. The team needs to make sure clients have active pipelines and understand the added value of Quanta. The consultants need to merge with delivery executives and use job boards to identify candidates, so I oversee this to ensure it’s done efficiently. Compliance is also a major factor as we work across the whole of Europe.”

As for reviews and meetings, Richard favours an informal approach where possible.

“I do have weekly and fortnightly reviews scheduled in with agendas, but day-to-day I will sporadically visit people’s desk and find out how they’re getting on. Micro-managing isn’t for me.”

What would you be doing if you weren’t working in recruitment?

“If I wasn’t in recruitment I would probably be playing rugby! But I’ve been doing this since university and I’ve never even considered a career in anything else,” says Richard.

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