If you want your business to thrive, it’s essential to get your marketing right. Fail to advertise your company correctly could mean potential customers go to your competitors, costing you work and money. You’re probably an expert in construction but not so much a marketing whizz – so take a look at our top tips that will help you smash your online marketing this year. Target customer ‘personas’ A customer persona is essentially a ‘character’ or a semi-fictional ‘person’ that represents all the key traits of your target audience. This hypothetical customer is created using in-depth research and analysis of real customers. You may look at their buying behaviour, their reasons for purchasing, what their values are, how they like to communicate, what they dislike and what influences their decisions. Once you have a firm grip on your customer personas, you can create marketing and advertising campaigns that speak to them – with clear, detailed information you know they’re looking for. Follow your customers’ journey Understanding your customers’ journey from start to finish is essential if you want to maximise conversions. Customers are likely to take a lot of small steps before employing you, from searching for building companies on Google and reading customer reviews online, to dialling your number and employing you for the work. This is where software like intelligent call tracking comes in handy – as you can link your phone sales to your digital marketing campaigns – giving you better results. Companies like Responsetap provide integrated solutions so you can spend less time analysing data sets and more time on the job at hand. Produce engaging content Content is king in marketing – it is how you will communicate to potential customers, showcasing your company values and experience. It’s important not to produce as much content as you can in the hope of attracting attention, as it’s likely to have the opposite effect. Users may be confused if there is too much information to read and may get bored, leading them to an alternative website. Instead, create specialist content that is relevant to your target audience and answers their questions. It should be written and presented in a way that’s easy to digest and understand, so it may be worth investing in a mix of written, video and graphic content. Implement SEO strategies This may not be your area of expertise, but don’t underestimate the value of a strong SEO strategy. Being visible in search engines like Google is more important than ever, particularly in the construction industry where competition is fierce. This is where SEO comes in – helping to rank your website higher than your competitors’ in search engines. With customer buying behaviour and markets changing constantly, it’s important to remain a step ahead and be prepared to change your marketing tactics in line with current trends. This is the only way your company will stay on top for decades to come.

Not matter what industry you’re based in, a business success thrives on improvements being made and one of the most effective ways to do so, would be to appoint an internal auditor out of one of your staff, or hire a third-party internal auditor. The job of an internal auditor is to act as a fresh pair of eyes on your business processes, reviewing the behaviour of them on a daily basis to see whether: Processes are being followed Processes are still effective/relevant Risks occur during these processes Output is of a consistently high standard Depending of the nature of your business, certain departments would need more frequent internal audits than others. How to plan an audit Step one, would be to draw up a list of areas that need an internal audit. This may include: Purchasing Purchase invoice process Purchase order process Sales Sales invoice process Sales order process Sales quote process IT and Security Human Resources Accounting Payroll process Expenses process Manufacturing Preparation of Item A Production of Item A Finish/Quality Control process Shipping Stock process Shipping process Once you’ve listed your areas and process within your organisation, you can plan how frequent you require an audit. With this information, you can create an Internal Auditing Calendar for the year. Drawing up a calendar Audits should be considered as a necessity and not an additional process of the business structure. Drawing up a calendar ensures that the audits will be completed on time and frequently. Your internal auditing calendar doesn’t need to be anything fancy. A simple template to follow could be: By using an audit calendar, you will be able to alert your chosen departments in advance on any scheduled audits, which is recommended to be able to prepare the correct documentation for you to review. It also gives the internal auditor a chance to locate the process documents and review how the process should be followed and write up relevant questions, before they observe it in action. The process of an internal audit Observing and reviewing With questions needing to be answered, the internal auditor must monitor the performance of employees on the processes they’ve been given, preferably in a natural scenario ((i.e. the task needed doing that day). Asking the employee questions about the process they are performing will give the auditor insight as to whether or not the member of staff is, a) following the process properly, and, b) understands the process and the risks it is designed to mitigate. Based on the answers received, the auditor can plan out areas that need refresher sessions, or aspects of the process that may have not aged well (such as inefficient practices compared to technology that has been brought into the workplace). Evaluation With the completion of the observation and interview process, the internal auditor needs to document their findings and highlight areas that need improving. The document again, can be as simple or detailed as you require, as long as it records the findings. In the event of a process found to be non-compliant, the auditor will need to recommend further measures in an action plan. They may also need to raise a Non-Compliance Report, depending on your company and its quality compliance measures and recognitions: Process Findings Compliant? Process 1 Procedure completed in accordance to outline of Process 1. No risks found. ✔ Process 2 Equipment used as part of Process 2 suffering notable wear and tear. Product quality affected by this.  ✘ Process 3 Data is stored accurately and safely in accordance to outline of Process 3. No risks found. ✔ Plan of action Working with the respective head of department, an action plan must be created to address any issues or risks highlighted in the internal audit. This should include the finding, the corrective action, who will take ownership of implementing the corrective action, and the deadline for doing so. There should also be a follow-up date to ensure the corrective action has been applied: Finding Corrective action recommended Non-compliance report number Owner Deadline for implementation Review Process 2 Replace hydraulic torque wrench power head. NCR4 George 01/12/19 01/01/19 The process of internal auditing is a benefit to any business, and it should be implemented as a critical procedure, and not simply as something to tick off in the books!  You could also consider Sources:

The dichotomy between the ways that our society has habitually approached physical and mental health is epitomised by the current mental health crisis in the construction industry. The UK’s construction industry is ballasted by a well-established framework of physical health and safety practices, and protocols relating to first aid. In a stark contrast, the mental health of employees has – until fairly recently – been an area of long-standing neglect. The construction industry has historically lacked a culture in which employees feel comfortable talking about their mental health, reducing the chance of issues being addressed before they become critical. In 2017, data from the Office of National Statistics revealed that male site workers in the construction industry are around three times more likely to take their own lives than the average UK male. Although awareness of the problem is increasing, the yearly suicide rate in the construction industry is currently estimated to be at two employees per day. In order to approach this problem in a way which is preventative, employers can familiarise themselves with the aspects of a career in construction that can contribute to mental ill health. Steps can then be taken to mitigate known stressors. For instance, implementing policy changes that shape a culture in which employees feel able to access the resources they need to look after their mental health. Common stressors in the construction industry Paradoxically, the high risk of physical injuries is one of the stressors that can contribute to mental health problems among workers. A culture in which mental health issues are stigmatised and employees feel uncomfortable raising them is another contributory factor to the escalation of problems. According to the recent survey data, nearly 30% of professionals working in construction took time off work in 2018 due to mental health issues. Of this group, 63% felt the need to hide the real reason for absence from their employer. (It is pertinent to note that presenteeism – in which employees mask their troubles and compel themselves to show up for work nonetheless – is also problematic for employers. When employees struggle with mental health issues at work, their focus is compromised, which, in the construction industry especially, can lead to costly mistakes, accidents, and related legal disputes and claims.) Incidents can be avoided by facilitating a culture in which employees feel empowered to seek the help they need. The Mates in the Mind launched in 2017, aiming specifically at alleviating mental health issues within the construction industry, and reached more than 187,000 individuals across the sector in their first year of operation. Types of issues which they encounter regularly include anxiety, depression and problems related to sleeping. Insomnia contributes to other mental health issues, and anxiety in particular. Other prevalent problems include struggling with behavioural issues – such as becoming quiet, withdrawn or prone to outbursts – and developing feelings of self-loathing and worthlessness. Intercepting psychological problems, rather than allowing those affected to suffer in silence, will help those affected find ways to stabilise their mental health. How can a Mental Health First Aider help? There has historically been a pervasive culture within the construction industry of stigmatising mental health problems. Company initiatives that protect the mental health of employees need to be implemented to overhaul it. In 2018, a small but important step was taken in this regard, with the Construction Industry Training Board (CITB) funding 13 Mental Health First Aid Instructor courses across the total workforce. The intention is that those who attend this initial training act as the seeds of change within the industry, going on to train an additional 2500 on-site staff as Mental Health First Aiders by 2020. More about Mental Health First Aid MHFA England, the largest provider of this type of training in England and Europe, says, “the key to creating a mentally healthy environment is about truly understanding the people within it – their attitudes, behaviours and learning needs.” The introduction of a Mental Health First Aider among the workforce is hailed as a transformative step in this direction. By giving mental health visibility in policies and practices that physical health traditionally receives, the initiative aims to reduce suicide within the construction sector. The key elements of the Mental Health First Aider role which benefit corporate culture with regards to mental health are the emphases that the training places on noting the signs of mental ill health, and on broaching the topic with the affected co-worker. Rather than suffering in silence and/or struggling with the choice to verbalise what they are experiencing, employees will be approached in an appropriate manner by the Mental Health First Aider. This is calculated to reduce feelings of isolation, and they are more likely to feel supported in facing their problems. Mental Health First Aiders receive training in directing their fellow employees towards the resources and treatment options that they might need to access, rather than delivering treatment themselves. This is an important distinction to make – it is their responsibility to identify the need for a therapist, rather than to act as one. Noticing those experiencing problems and creating a supportive atmosphere is the remit of the Mental Health First Aider – a powerful means of changing the current corporate culture for the better, but an insufficient means of tackling the problem on its own. Constructive criticism: policy changes that support progress While the introduction of MHFA is a positive start, an additional 40,000 first aiders would be required to adequately cover the industry. Instead of introducing Mental Health First Aiders as a sole approach to the problem, employers in the construction industry need to safeguard the mental health of their workforce with clearly defined policies, which are implemented in full. Recommended approaches to creating a mental health policy that empowers the MFHAs to perform their role effectively include: Defining the role of the MFHA within the company clearly. As discussed above, the Mental Health First Aider role has limitations, and it is important that both they and