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It all began in 1958 when Sir Lawrie Barratt built Britain’s very first Barratt home near Newcastle. The business continued to grow throughout the 1960s and we were listed on the stock exchange in 1968. Our iconic advert featuring Patrick Allen in the helicopter followed shortly after.
In the 1980s we created the Oakleaf brand and were the first house builder to offer part-exchange to our customers, enabling more people to buy a new home than ever before.
By the 1990s, Sir Lawrie had stepped down from regular involvement in the business and Barratt Homes had well and truly become a household name in Britain.
And now we include some of the sector’s most successful brands: Barratt Homes, David Wilson Homes, Barratt London and Wilson Bowden Developments.
Combined, these businesses build and sell thousands of new homes and commercial and mixed use properties. We provide homes for all incomes, including shared ownership, helping meet Britain’s growing housing needs in towns and rural areas across the country. Once again we've achieved 5 star house builder status – the only major national house builder to have been awarded the maximum rating for eight years in a row. It's also the twelfth year we've won more NHBC Pride in the Job awards than any other house builder.
So, as a high performing business we’re offering a fantastic opportunity to people who are looking to develop a career in an exciting and rapidly developing industry.
Our vision is to lead the future of house building by putting customers at the heart of everything we do. Our priorities are:
Putting Customers First – both home buyers and the internal departments that rely on us to work together so we can deliver the right product, on time.
Great Places – building homes that are a pleasure to live in and will enhance their local communities.
Leading Construction – focusing on excellence and efficiency.
Investing in Our People – ensuring their personal development and success.
Our principles will ensure the financial health of the business by building trust in our long-term business and community relationships, and taking responsibility for the safety of our people and the environment.
Our innovative partnerships, particularly in terms of public sector land, are leading to more homes being built.
We know that a diverse team means a stronger business, is better for our customers, and makes us a more attractive employer, which is why we are committed to Diversity and Inclusion.
We are committed to creating an environment where all employees are included, treated with dignity and respect, and are in a position to reach their potential, and contribute to our future success. For us, it’s not just a tick box exercise, it is an integral part of our business priorities.
I have been working at Barratt Developments full-time
Progressive company trying hard to catch up and be the market leader in an industry not known for its innovation. Opportunities for training and progression for those who seek it out.
Not a very flexible or modern approach to work life although they are trying to slowly change this.
I applied through a recruiter. The process took 2 days. I interviewed at Barratt Developments (London, England) in October 2013.
Was initially contacted by recruiter who put my CV forward for consideration. About a week later I was scheduled for a phone interview. I felt that the interview went very badly; I found it impossible to build any sort of rapport, the interviewer had not seen my CV, they expected candidates to know a great deal about the inner workings of their competitors; and all this for a position that did not exist and was now being introduced at the company. I was disappointed at the phone interview, left with a less-than-positive impression of the company and certainly did not expect to be called in for a face to face interview.
Surprisingly two weeks later the recruiter informed me that I was on a shortlist to be interviewed in person. I received an email which informed me of the interview and to prepare a 60 second elevator pitch targeting one of three groups of people (irate customers, sceptical executives or uncooperative staff). On the day of the interview we all met with the other 3 candidates in one of several assessment groups and met a manager who introduced herself, her assistant and one other person who did not introduce themselves.
We were given some information and told to prepare to speak to a “customer” who would be coming in to complain. We were split up and put into different rooms where we prepared and waited. At some point two people came into the room, the manager who we had met earlier and another person who did not introduce themselves. Before I could make my introductions a third person walked in, this was a paid actor who was playing the part of the irate customer. As they had all come in together I did not initially realise that the exercise had started. I spent about 20 minutes dealing with the “customer” after which she left and I was asked by the two interviewers to assess my performance. They were obviously on a tight schedule because they left abruptly before I could get any feedback. Then I was interviewed by the manager’s assistant who was nice enough, but knew absolutely nothing about the role. It was the first time I had interviewed for a position without any idea of what the job was; there was not job description at all. Although nice enough she really could only give me answers to very broad questions concerning company culture.
Then a more senior manager walked in and I spent the ten minutes he was there trying to get some of my questions answered to no avail. Disdain is the only word I can think of to describe his demeanour. Then another interviewer walked in, without introducing herself and told me to begin with my elevator pitch, timing me on her phone and literally cutting me off mid-word when the sixty seconds were up. Then we proceeded to engage in role play-play where I had to re-do my pitch in various ways; bring it down to 10 seconds, make it more dramatic (“Daily Mail headline”), make it more emotional, make it less emotional etc. I felt as if I was in an acting class. I assume part of the exercise what to assess EQ, there were lots of questions about what I wanted people to feel when I spoke to them, or how I would feel getting a particular reply. They told me I was done before rushing out of the room on to the next applicant.
I left in a state of confusion not having the slightest idea how I had done; quite certain that I did not want to work for this company, that I would never fit into such an organisation. It seemed that people were intentionally rude; I just can’t tell if that was part of the test or if that is the company culture. The job itself ultimately was to handle the complaints of customers who had spent hundreds of thousands of pounds at least to buy a new house and were now discovering the issues or snags that new built properties often have and are considered normal within the construction industry. Effectively it involves taking a lot of abuse from very angry customers on a daily basis. I could handle that, I don’t think I could handle the abuse from my colleagues.
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