Four hires, three pathways, and one decline turned around

An industrial cooling systems firm came back for conversion support four times in one year. Each hire was different: a safety coordinator, a career switcher with no engineering background, an HR executive, and a senior facilities head. Each needed a different route, and one was declined on its first route before being approved on another. All four were approved.

Industry context

Cooling system suppliers sit between manufacturing and the built environment. They size and supply equipment, run projects, commission systems on site and support them for years afterwards. That spread means one company can have roles that fit several different conversion pathways, and choosing the right one for each role is half the work.

What changed and why CCP applied

The four conversions: a safety coordinator moved into operations and customer experience, with ERP scoping, process mapping and service tracking; a sales executive with no engineering background moved into an assistant project engineer role covering equipment sizing, drawings, site surveys and commissioning; an HR and admin executive moved into an HR and operations role with product knowledge, technical procurement and inventory; and the head of a facilities division at another group moved into project delivery and operations excellence for cooling projects.

Our strategy

Each role was routed on its own merits. The operations coordinator went through the different job scope pathway against a tight deadline; because the company had used the programme before, it also had to confirm that the earlier hire was still employed. The assistant project engineer was first submitted under the built environment pathway, and a parallel filing went in on the different job scope pathway before that window closed. The built environment application was declined on timing, after the three-month window passed during a portal outage, and the parallel filing was approved. The HR and operations role was aligned with its operations scope in our consultation process, which fitted the advanced manufacturing pathway, and it was approved. The senior hire was moved from the built environment to the advanced manufacturing pathway after a review of the contract, and the assessor’s query on the training content was answered by showing how product and system knowledge underpinned the planning work.

OJT activities included

• Equipment sizing, proposals and site surveys for the assistant project engineer.
• Workflow mapping for ERP scoping and end-to-end service requests for the operations coordinator.
• Specifications, bills of materials, supplier submittals and spare parts for the HR and operations executive.
• Project planning, commissioning, a factory throughput audit and a competency matrix for the senior hire.

Outcome

Roles

Four new hires across operations, project engineering, HR and operations, and project delivery

Pathways

Different job scope, built environment and advanced manufacturing

Status

All four approved, one after an initial decline on another pathway

Strategic value

A repeat employer with a clear route for each type of role

Key takeaway

Where a deadline is at risk, file the backup route early. The parallel filing on a second pathway is the only reason the assistant project engineer’s case survived the first decline.