The construction industry like other verticals, reliant largely on a blue-collar workforce, face the challenge of how to get back to work while complying with an array of demanding restrictions - the way it’s been done won’t work going forward! Back to work social distancing challenges, and other hurdles can be solved through existing and new tech capabilities, but require aligned business and talent strategy to execute well!
Modifying existing technologies like computer vision applications, which can send alerts if workers get too close to each other or aren't adhering to requirements for protective gear. The demand for tools to operate in a post-COVID environment will be important as people spend more time thinking about how they can be more collaborative without on-site visits, Incorporating, 3D scanning, remote inspection tools, and embracing a host of other existing tech will digitally transform the industry - increasing overall efficiency.
A structurally evolving industry embracing digital transformation - integrating construction tech - requires shifts in workforce behaviors,
From white to blue-collar personnel, which inevitably means optimizing talent. How will you align your talent strategy to a vastly changing landscape? From attracting talent to hiring, training, coaching, career pathing and retaining. What’s the cost for not getting this right? Talent Optimization within the Construction Industry
- 3D scanning
- Remote inspection tools
- Mobile technology. Improving real time communication on and between job sites
- Digital “smart” contracts and construction management software. Organizing project information on a single platform. Ability to access up-to-date information from devices in multiple locations. Jumping collaboration and efficiency with subcontractors.
- Drones. Substituting humans in high-risk construction activities and situations. Minimizing on-site equipment theft. Reveal relevant information through increased sight inspection and potential construction issues not identified otherwise. Aerial photos, mapping sites, and thermal images.
- Transforming the company culture leadership through to trenches- Cascading company mission, vision and core values to whole workforce. A modern workforce desires alignment of company and their own values.
- Workforce engagement surveys common in most other industries on employee experience. Less than 40% of firms in the construction industry track
employee engagement a key metric necessary to manage talent optimization! Ensure identified metrics that measure performance drive behaviors that align with
the company culture. As much as 1/2 of firms that track performance have an ineffective process!
- Pre-COVID-19 almost 90% of firms in the construction industry were facing talent shortages. With the largest human capital displacement since World War II the opportunity to attract younger employees is rife, but it requires a cultural change.
- Younger, prospective employees want to be challenged in the workplace, to contribute purposefully beyond a job so career pathing is paramount. Without the opportunity for a healthy work life balance they are likely to chose other firms or industries.
- Construction firms who offer work variety - the opportunity to experience project diversity, responsibility to impact, with career advancement within the firm, and overall industry, professional development, training, networking events, work schedule flexibility, ensuring cultural fit is a primary filter in hiring decisions- will be best placed to attract, inspire retain and optimize the talent necessary to outperform their competition.
- Comprehensive strategy to help ensure employees remain and are successful in the long run as the cost of replacing one employee is $250,000 +>
- Leaders and managers are retaining top performers through various practices - Setting clear and attainable goals. Regular feedback on job performance. Recognizing and appropriately rewarding employee contributions
- Presenting challenging goals, enabling and empowering employees to develop innovative solutions and evolve best practices, beyond passive task execution
- Abundant opportunities for professional development/skills training
- Training, cross training and job rotation. Mentorship programs for high propensity employees
- A culture of internal succession, and development of future leadership. High quality managers means higher workforce engagement. As much as 40% of the drivers of engagement, and discretionary effort correlate directly the quality of management!
Reach out to find out more about Construction tech, digital transformation and best practices in talent optimization