Team, Talent and Core Values; the future of CMA from Managing Director Neil Phillips
Neil Phillips has recently been promoted to Managing Director at CMA Recruitment Group. Having been with the business for over 20 years, the past 12 years as Operations Director, he talks about his vision, plan, priorities, and initiatives for the business for 2023 and beyond.
What is your vision for the future of your company?
“Our vision is focused on growth, innovation, sustainability and opportunity. Our goal is to create an environment where people bond around shared values, feel valued as human beings, and have a voice in decisions that affect them. All of which will allow us to offer a remarkable service that meets the evolving needs of our candidates and clients.”
How do you plan to achieve this?
“To achieve this, we will continue to invest in our people, platform and product offering, focusing on building a strong team of talented and dedicated professionals who share our values and are committed to our vision. In addition, we will be expanding our market reach by exploring new geographic regions.”
What are your top priorities in your new role?
“CMA is a people and relationships business and I predominantly see my role as leading a high-performing team, which share the same values and are capable of achieving the company’s goals.
“This involves attracting, retaining and engaging talented individuals, creating a positive, supportive and inclusive work culture, providing a platform for development and success, and ensuring that everyone is aligned with the company’s shared values and vision.”
How do you plan to approach leading your team, and what is your management philosophy?
“My approach to leading a team is centred around collaboration, transparency, and accountability – with a focus on building a diverse and inclusive team, where everyone feels valued and empowered to contribute, all of which should foster growth and development.
“My management philosophy is based on servant leadership, where I prioritise the needs of the team and strive to provide the resources and support they need to succeed. I believe that by empowering and enabling the team, we can achieve our shared goals and create a positive impact.”
How do you plan to stay connected with your team and ensure that everyone is aligned on goals and priorities?
“Maintaining open lines of communication is key and I think you can then break this down into five key areas: Set clear goals and expectations; have regular check-ins to ensure everyone is on track; create a culture of transparency; and encourage regular 360 feedback to manage progress and highlight learning and development opportunities.
“Finally, and probably the most important, is to celebrate successes and milestones, no matter how small. This can help to boost morale and motivation and reinforce the team’s sense of shared purpose and values.”
How does your company differentiate itself from competitors in the industry?
“Over 43 years, we have built relationships as a dependable and long-term supporter in our local communities across the Solent and Thames Valley regions. We are proud to have supported over 28,000 candidates secure the roles they have wanted and – last year alone – supported 482 businesses in the region with their successful recruitment campaigns.
“We think it’s down to two key factors. Firstly, our team, which has over 400 years of combined regional knowledge. And secondly, our approach in supporting our candidates and clients, including being an active member of the professional advisory community and being a major sponsor for key student and member societies.
“This people, team and community approach is a key differentiator which allows us to offer a high level of expertise, professionalism, and dedication to all stakeholders and is something I am focused on as we look to evolve our positive and supportive work culture, and remarkable service offering.”
What do you see as the biggest challenges facing your industry or organisation, and how do you plan to address them?
“One of the biggest challenges facing the recruitment industry more widely is the need to identify and attract talent to their teams in a highly competitive job market. This requires us to effectively communicate the value proposition of CMA to potential employees.
“The second challenge is the need to continually adapt to rapidly changing technological and social trends. The rise of social media and other digital platforms has fundamentally changed the way that candidates search for and apply to jobs.
“Addressing these challenges will require us to be innovative and adaptive in our approach, with a continued investment in our people and platform, ensuring that we are providing the best possible experience for our team, candidates and clients.”
Can you talk about any new initiatives or projects that you’re excited to lead in your new role?
“The initiative that I am most passionate about is the CMA Academy which we’ve recently launched. This valuable asset has helped us to attract the right people with huge potential, and will allow us to develop a pipeline of talent, enhance our company culture, improve productivity and performance, and support diversity and inclusion initiatives.
“CMA has a strong track record in people development; three of the current board started in similar positions and have progressed through the business. Mark Smith, being the latest to join the board in January this year. This really does demonstrate that CMA is a place where people can develop their skills, increase job satisfaction, build professional networks, gain recognition and credibility, and advance their careers.”
How do you plan to balance the responsibilities of your new role with other commitments or obligations you may have outside of work?
“Balancing the responsibilities of any role with commitments outside of work can be challenging, but it is essential to ensure that you maintain a healthy work-life balance. I look to set clear priorities for my time and focus on the tasks that are most important, blocking out time for important tasks, meetings, and deadlines.
“Clear communication with the team about my availability and priorities, and delegating tasks effectively all help to free up time and focus on tasks that require my attention.
“I try to take breaks throughout the day to recharge and refresh my mind and I’m a big fan of the lunchtime walk even it’s only for 15 minutes. We’re having discussions internally at the moment about setting clear boundaries between work and personal time, where we avoid checking emails or taking work calls unless it’s an emergency. I think it’s essential to take care of yourself and prioritise well-being so you can be effective in any role.”
Thanks to Neil for sharing his thoughts, focus and vision as we move forward into an exciting new era for CMA. It’s clear that team, talent and core values will continue to remain a key focus for the company, as they have for the past 43 years.