From Agency Worker to Team Leader

Laying the foundations for success: Three real stories

At Bouygues UK we operate on a simple principle: recognise potential and nurture it, no matter where someone starts. This approach has had a particularly powerful impact on our agency staff. Rather than viewing temporary workers as interchangeable resources, we actively invest in their development, offering genuine training, real responsibility, and clear pathways to progression. Some of our most valued team members, including several now in management roles, started as agency workers.

The stories of Horea, Liliana, and Alef show exactly what that commitment looks like in practice.

When Horea Crisan started in construction five years ago, he had no experience in the industry. Today, he’s managing teams on site. Liliana Crisan came to Bouygues UK as agency staff and was uncertain about opportunities ahead. Now she’s trusted to make key decisions on logistics and safety. Alef Gubert began by doing basic labour work. Now he understands the entire project picture and leads others.

Their stories aren’t about climbing a corporate ladder. They’re about what happens when someone gives you real responsibility, genuine training, and listens to your ideas.

Trust changes everything

For Liliana, the turning point wasn’t a promotion certificate. It was simpler: “My managers and colleagues embrace my ideas and trust me to make decisions. That trust gives me confidence and shows me that my contributions are truly valued.”

Alef describes a similar moment: “I was given more responsibility beyond what I was originally hired to do. That trust meant a lot because it showed that my managers believed in my potential, even when I was still learning.”

Horea had his moment when asked to coordinate part of a busy team during a hectic site period. “It was a challenge, but I was trusted to handle it with guidance from my manager. After it went well, the feedback I received confirmed I was ready for more responsibility.”

Training that actually sticks

The training these three received wasn’t a box-ticking exercise. Liliana specifically improved her knowledge in logistics and site safety – skills she could immediately use and build on. Alef talks about how courses helped him “see much more than daily tasks” and understand how planning and logistics connect across an entire project. That context matters.

For Horea, step-by-step training matched his growing confidence. He didn’t jump straight into management; the training prepared him for each new level of responsibility.

What they’d tell someone starting out

Liliana’s advice: “Believe in yourself and stay motivated. If you truly want to achieve something and are willing to work hard, you can progress. Take every opportunity to learn, ask questions, and show initiative.”

Alef’s perspective: “Every day is a chance to learn something. Ask questions, be proactive, and don’t be afraid to take on more responsibility when the opportunity comes. People notice effort and attitude.”

Horea keeps it real: “Don’t focus too much on where you start. Be open to learning, take responsibility, and stay consistent. If you show commitment, opportunities will follow.”

The manager’s role

Zsolt Schnakovszki is line manager to Horea, Liliana, and Alef. He describes what separates companies that develop talent from those that simply use it:

“Empowering people and giving them opportunities is essential in construction because it helps individuals grow in confidence and skills, no matter where they start. When you provide support, training, and trust, you allow people to realise their potential, take on new challenges, and progress in their careers. As a manager, you should always let them know that you are there when they need you – that’s how you build strong teams and future leaders.”

That’s exactly what his three team members experienced: support without abandonment, responsibility without being left to sink, and genuine belief in their potential.

Why this matters beyond Bouygues UK

These aren’t exceptional stories because three people got lucky. They’re notable because they show what’s possible when construction companies actually invest in their people – especially those starting in lower-skilled roles.

The common thread: real training, managers who genuinely believe in potential, and the kind of trust that comes with real responsibility (not just more tasks). That combination doesn’t just benefit the individuals. It builds stronger, more stable teams and creates leaders who grew by understanding the work from the ground level.

In an industry facing skill shortages and high turnover, these three are proof that the path forward isn’t always recruitment – sometimes it’s recognising the people who are already there.