Meriden-based recruitment group Pertemps has won the regional finals of the Coutts 2005 Prize for Large Family Business.

Kent Thompson, Tim Watts, Jenny Jackson, Mike Owen, Carmen Watson, Roger Englefield

Pertemps was established in 1961 by Connie Watts and is currently headed by her son, Tim, who has been chairman since 1981. His daughter, Amy, extends the family involvement to a third generation, managing the group’s fashion agency, RMG Models.

Judges were impressed by the way Pertemps reflected this family heritage in its behaviour towards staff, clients, candidates and local communities.
“The benefits of staying family-owned is that the Employees have complete control over the direction and culture of the business,” said Mr Watts. “My philosophy continues to be that people are what power our business – and by treating them as an extension of our family, by giving them rewards, opportunities, support and responsibility, we develop a committed and driven enterprise.”

In 2004, Mr Watts launched a Share Incentive Plan which gifted 90 per cent of the workforce shares in the company. It paves the way for a 49 per cent stake of the group to be handed to employees by 2008, creating an ownership model that is similar to the John Lewis Partnership.

Stephen Hammersley, Central Regional Judging Committee, Tim Watts, Pertemps, Robin Potter, Coutts Birmingham

At the same time, the group was demerged into five independent groups of companies, with senior managers giving complete autonomy to shape their own future.

In the community, meanwhile, the group has supported charities like the Spinal Injuries Association, Midlands Regeneration and the Birmingham Foundation, while the company matches any fundraising activities undertaken by any and all of its staff to a maximum of £500 per employee.

It also makes regular donations to local colleges, schools and sports teams, and sponsors the Pertemps Bees Rugby Club in Solihull and thirty five horse races. “In an industry now dominated by consolidation, public listings and management buy-outs, we’re delighted by the success this family-centred approach has brought us,” Mr Watts added. “Above all, it has developed a culture that translates to a human, caring and hands-on approach to recruitment for candidate and client alike – a powerful proposition in our market.”

With group turnover consistently growing and profit well in excess of £4 million per year, Mr Watts’ approach clearly makes sense from a commercial perspective. But it has also been reciprocated in the loyalty of his staff – “my extended family”, as Mr Watts terms them.

More than 120 employees have been awarded a silver watch to commemorate 10 years service, while 20 have received a gold Rolex watch to mark 25 years at the company. “I’m proud that the vision and values that my mother held dear when she set up the company are continuing to flourish more than four decades on,” Mr Watts concludes. “It shows that, with the right philosophy, private enterprise still has an extremely important role to play in 21st century society and can compete toe-to-toe with the big blue chip giants.”