The challenge
Mobilisation is where recruitment breaks. A building completes, thirty roles need filling in twelve weeks, and the people doing the hiring are also opening the property.
The other common failure is quieter: a recruitment process that works on paper and consistently produces people who leave within a year.
How it works
We start with the hiring plan: roles, sequence, budget and lead times, worked back from the date the building opens or the restructure completes.
Job architecture and salary benchmarking follow, then the interview framework and scorecards — built so your managers can actually run them, which is where most processes fall down.
On managed engagements we source, screen and shortlist. On advisory, we build the process and hand it over. Where retention rather than attraction is the problem, we review the process that keeps producing the wrong people.
What is included
- Mobilisation hiring plans — roles, sequence, budget and lead times
- Job architecture and role definition across the operating structure
- Salary benchmarking against live sector data
- Candidate sourcing and screening for operational roles
- Interview frameworks and scorecards your managers can actually run
- Assessment day design for volume hiring
- Onboarding and induction structure
- Recruitment process review where retention is the problem, not attraction
Who is this for?
Hiring plan
Advisory
The plan, the benchmarks and the process — you deliver it.
Managed hiring
Delivered
We run the sourcing, screening and shortlisting.
Process review
Diagnostic
Why the current process produces the wrong people.
Why RESI Consultancy
[Tailor this section — who uses it, and what changed as a result.]
We have sat on the other side of this work. The people delivering it have run the buildings, written the budgets and defended the numbers to owners — which is a different starting point from a framework and a benchmark.
We take no introduction fee or commission from any operator or vendor, and we do not bid for the work we advise on. Any interest that could be perceived as a conflict is declared in writing before an engagement begins.
Outcomes
A team hired to a plan
Roles, sequence and budget worked back from the opening date.
Managers who can interview
Frameworks and scorecards your team can actually run.
Better retention
Where the process was producing the wrong people, the process gets fixed.
Common questions
Asked often enough to answer here.
When should mobilisation hiring start?
Six to nine months before practical completion for a general manager and senior team, and three to four months for the wider operational team. Starting later compresses onboarding into the leasing cycle, which is when a new team can least afford to be learning.
Do you place candidates or advise on the process?
Both, and they are separate engagements. Managed hiring means we source and shortlist. Advisory means we build the plan, the benchmarks and the interview framework and your team runs it.
Free first conversation
Tell us what is not working.
Most people arrive with a scheme that is not performing, an operator they cannot read, or a board paper due Friday. Any of those is a fine place to start. Thirty minutes, no proposal attached.