Evolutionary Value of Recruitment Partnerships in Manufacturing and Engineering. - Dudley Child Executive Recruitment

Following on from our relationship with Cranfield University, Dudley Child Recruitment Ltd were chosen as a “subject business” for the 2 day projects within the EPDP course (Enhanced Professional Development Programme).  To conclude the process, presentations were delivered recommendations were made, the course leader summed up with a brief chronology of manufacturing activities.  He advised that the first manufacturing activities to emerge from developing nations are usually textiles based.  The resulting regional population then requires developments to be made in food quality and supply – hence providing a food industry. 

Subsequently, a need is developed to support these activities with mechanical and electrical engineering which then further encourages growth and differentiation into alternative routes of manufacturing.  This is ultimately followed by service support which is where companies such as Dudley Child Executive Recruitment fit into the food chain.

Throughout all stages of the evolution of manufacturing, there is an immediate requirement for quality of product.  Furthermore, as time progresses this level of quality is researched, refined and developed in a never-ending cycle of continuous improvement.  Manufacturing facilities are commissioned to focus on the delivery of products within a specific range with organisational growth the result.

Recruitment is often viewed as an “evil” (not always a necessary one!) where the quality of service (the product) varies continuously and the setting of client expectations (the customer) constantly shifts which is reflected in the markets confidence in the value of building-in such a resource to the process.

As is commonly discussed, a manufacturing business should always review the activities that are adding value to the product and ultimately the customer - the choice of recruitment partner needs to be viewed in exactly the same way.  How can they add value? What credibility do they have IN YOUR SPECIFIC SECTOR?  What quality controls are in place to maximise the returns (quality and longevity of selected individual)? And how confident are you of achieving your end goal? 

Recruitment should be viewed almost as a CAPEX investment.  For example, just because your business may utilise conveyor systems in the production process does not mean that all available conveyor-related pieces of capital equipment will; be suitable, add value, and deliver results.  Research suitability and choose a resource that works for you.  Companies within the ManEng sector should be dictating the level of quality from recruitment businesses – not the other way around.

If you would like to discuss how we may be a valuable partner for you to consider, or even advise as to which key areas of competence can be used to differentiate between your current options, please contact me directly via This e-mail address is being protected from spam bots, you need JavaScript enabled to view it .