Literature Review
Discuss About The Retaining A Workforce Construction Industry.
Globalization has led to emergence of talent leadership becoming a key driver in the existing competitive market for organizational success. The current society has moved from industrial to age Intellectual capital (Kramar, 2014). Construction companies now compete on their skills and attract the talents and the best of his employees the most striking employees can achieve a higher level than the average market share of the company increased earnings. These “knowledge beings” are not the same plant, equipment and inventory as the industrial era. Intelligent the capital is the knowledge and experience of each employee in the organization. Recent era within construction industry has been immensely transformational with rise of importance in human capital (Ball, 2014). Companies within the construction sector have experienced tremendous expansion in human capital needs with increasing number of projects taking place, however the project has failed to attract sizable number of employees and workers into the sector. There has been a challenge with respect to retaining talent pool as well. Small construction companies world over have not been able to retain their key talents due to several factors while large companies have been struggling con tenuously to maintain their pool of workers (Ling & Leow, 2008). The scope of this analysis undertakes such key challenges that are faced by companies within the industry in attracting the right kind of talent as well as in retaining them.
Literature analysis is relevant for understanding and ascertaining the key challenges that are faced in attracting and retention of talent. For the purpose of current analysis academic literatures from earlier annotated bibliography as well as from new sources have been identified in order to evaluate the issue in detailed manner (Worrall et al., 2010). In the scope of earlier annotated bibliography there have been five critical aspects of worker’s conditions studied within the scopes of the construction industry.
Job design forms critical aspects for any type of job and it is integral for workers in the 21st century to maintain a work life balance. Lingard, Francis and Turner (2010) in Article 1 evaluate work–family enrichment in the Australian construction industry, with its implications for job design. This article evaluates key aspects of work-family conflicts that workers from construction sector faces. An appropriate job design is able to provide adequate amounts of job satisfaction absence of which might lead to employee dissatisfaction. With increasing gender diversity and inclusion of women workforce within construction industry, job design have become most essential component that can help attract employees. Dabke et al. (2008) evaluates that an adequate job design leading to job satisfaction is essential to attract and retain workforce. This article primarily identifies the several factors of job satisfaction associated with women workforce that is essential to integrate.
Job Design in Construction Sector
Employees within every sector have some or the other kind of performance appraisal techniques, however within the scope of construction industry worldwide such scopes seem to be missing. Madter, Bower and Aritua (2012) in the Article 2 of the annotation a framework for individualizing project management career development in the construction industry is analysed. Though there exists multiple scopes for self-developments within the industry only a few companies offer scopes for employee’s self-development, thus lowering opportunities for appraisal. Abdel-Wahab (2012) analyses the scope for apprenticeship within the industry which has become a long forgotten concept. The industry has become stagnant offering limited opportunities for employees and workers to enhance their perspectives concerning career opportunities.
Due to robust growth within the construction industry, it has attracted employees from a number of developing and underdeveloped nations. This has created diversified workforce within the industry with existence of cross-cultural communication framework within project teams. Ochieng and Price (2010) in proposed Article 3, analyses ways of managing cross-cultural communication in multicultural construction project teams which takes place in Kenya and UK. Ofori (2012) analyses construction industry in Ghana which have been built by taking in workers from various parts of Africa as well as India and other less developed countries. Thus, in construction industry prevalence of cross-cultural communication often imposes various types of barriers that need to be overcome. Employees and workers in such companies face challenges to interact with one another.
In order to allow the construction industry to grow sustainability, key skills and leadership capabilities has to be identified. Such competencies once identified have to be attracted and retained so as to gain maximum possible maximum possible retention with employee attraction. Siew (2014) in Article 4 evaluates Human Resource Management in the Construction Industry-Sustainability Competencies. This article evaluates attributes such as OHS along with other safety procedures, safety auditing and other aspects that need to be accommodated such that skills and knowledge amongst employees can be retained. Del Puerto, Guggemos and Shane (2011) article evaluates strategies for attracting and retaining female construction management students. This article evaluates the key aspects of job within construction sector that is integral for attracting and retaining adequate talent within the industry.
Increasing diversity within workplace makes it essential to attain collaboration amongst varied types of workers. Othman, Idrus and Napiah (2012) propose the same Article 5 of Human resource management in the construction of a sustainable development project: towards successful completion. Absence of collaboration often leads to dissatisfaction amongst employees forcing them to leave their jobs. Arashpour, Shabanikia and Arashpour (2015) accommodate a valued approach within construction industry so as to be able to cater to satisfaction amongst knowledgeable workers.
Performance Appraisal within Construction Sector
The word “talent” is now referred to as a narrower core group leaders, technical specialists and companies. The current economic and demographic changes indicate that competition is restored talented workers with a strategic need. Companies compete for senior employees many reasons (National Research Council, 2009). The main reasons for this are demographic changes, higher turnover, and economic growth and globalization. In order to attract and retain workforce within the industry a framework consisting of five basic elements has to be supported such as; to draw, to choose, to engage, to develop and employee retention. For such organizations, each is new talent needs are serious disorders. Every new demand for skills represents a crisis and in case the construction company does not have plans it has to wait for a prolonged period of time (Lu, 2009). Often the company has to await the need for development or strength employees leave the job and look for a new solution. The first step towards planning strategic plans involves, as the body affects the quantity and quality of future needs of the company, and potential skills, consider, sooner, the rights and programs of training to control the process. Concern is not just the future, but also the levels of information (Ofori, 2008).
Another reason for concern within the construction sector is emergence in Generation Y employees, which will increase the lack of high skilled workers. It is important to note that if Generation Y leave the workplace, they also take the depth of their experiences with them they, so there is not only a fall in the number of employees, but also a disadvantage trained workers (Wang et al., 2008). However, it is not as simple as replacing a competition by a person who suits the job. Moreover this group enters the workplace with a new set of expectations. They have been erected as independent thinkers by their parents and have they received huge amounts of praise and recognition. Generation Y is eager for a balanced life with flexible working hours and feedback, instead of an annual assessment. Another trend affecting the workplace is a shorter meeting with employees (Midtsundstad, 2011). The average length of employment in all age groups gradually declined in the past several decades.
In case construction workers leave the company, the profit goes with them. Time, energy and money are lost. Moreover time, energy and money were spent to bring the other person in an adequate way. These employees are entering the process at the bottom of quality and productivity curvature. To summarize these shifts, the construction industry will have too few employees who have workforce to replace the work, skills and talent of pensioners retired (Esmi & Ennals, 2009). This talent will be defective affect the company in many ways such as longer to fill positions, higher costs for filling positions, higher expectations in terms of salaries, benefits such as work with private balance and so on.
Prevalence of Cross-cultural Framework in Construction Industry
Analysis of relevant challenges in attracting and retaining talents reveals various considerations that need to be taken into consideration. The industry is rapidly expanding offering more and more opportunities across every country. Therefore leaders across these industries need to visualize processes that need to be considered such that adequate inflow of talents takes place in the industry. The following recommendations will allow overcoming challenges that exists.
Construction Industry is experiencing fast paced transformation with High Speed ??Digital Transmission via Firewall Technologies through, Building Information and Modeling (IBM), wirelessly, 3D Printing, and automatic equipment, where different skills are required.
Choosing a corporate culture that is not a traditional, as proposed by various successful innovators, offers to absorb the highest potential of many different areas and standard industrial action. Contrary, many or most structural companies are featured by conservative corporation culture that are not compatible with Generation Y employees. Culture Capability attracts Young Employees providing them with adequate empowerment.
Construction companies actually use non-conventional tactics – professional, women, those who are with technology or technology information technology. Combined teams have different industrial shields and occupations to strengthen strong influences by the recent BSA-based consultation group showing a clear link between the work force and the diversity and diversity. As the construction industry continues to sustain its technical change, it needs a lot of different and flexible skills, and companies should not only work with existing skills but also potentially.
Including innovative initiatives and new technology, construction companies cannot be prepared for future, but may also face the challenges of competence. Extreme automation, outside plant, prefabrication, new equipment. Such advances will increase productivity (and wage), and also spend time consuming time (answer two major answers to our study). Some initiatives that are now standardized at the automotive industry can be used to build a small physical demand.
Analysis of potential job 48% found that the construction industry fulfilled their expectations on the issue. Learning and development continues to be particularly important in a highly changing operational environment requiring various skills. Construction companies must incorporate learning and development of culture through inner-school, partnership with external or both will help broaden prospects as well.
An aspect of talent management cannot be completed without referring to different priorities of the Y and Z generation. Today’s young talent looks beyond the salary and package benefits and emphasizes flexibility, purpose and morality. Many companies in the technology and other sectors have facilitated recruitment systems and storage systems to reflect these new priorities. Construction companies need to create spells if they want to compete for talented talent.
Sustainability Competencies in Construction
Construction is still regarded as a dirty job, but companies are well positioned to create more attractive images – one of the dynamic and efficient jobs. Construction accounts for 6% of the world’s GDP. This creates a physical environment for all other industries, growing and quality of life for everyone affected by social infrastructure such as hospitalization, transportation systems, schools and theaters. In addition, building and engineering achievements- or Pyramids, Egyptian romanosols, Panama Canal or high-rise buildings, such as the Burj Khalifa – are always attracted and continue to do so. Stakeholders should work very closely to publicize the impact, and their interesting things should be expanded through social media. The company must start from the beginning and go to schools and universities to define the industrial model to create motivation for its workers.
Cooperation with foreign organizations is important – and universities, for example, to provide Learning and Development expertise and to suit industry demands experience. Different jobs will require a strong budget in the industry, and often a lot of money. As always, any investments should be good and should be carefully planned to pay in the future. Failure to invest investing experience is impossible. Collaboration amongst various departments and diversified workers will help create more opportunities.
References
Abdel-Wahab, M. (2012). Rethinking apprenticeship training in the British construction industry. Journal of Vocational Education & Training, 64(2), 145-154.
Arashpour, M., Shabanikia, M., & Arashpour, M. (2015). Valuing the contribution of knowledge-oriented workers to projects: a merit based approach in the construction industry. Construction Economics and Building, 12(4), 1-12.
Ball, M. (2014). Rebuilding Construction (Routledge Revivals): Economic Change in the British Construction Industry. Routledge.
Dabke, S., Salem, O., Genaidy, A., & Daraiseh, N. (2008). Job satisfaction of women in construction trades. Journal of Construction Engineering and Management, 134(3), 205-216.
Del Puerto, C., Guggemos, A. C., & Shane, J. S. (2011, April). Exploration of strategies for attracting and retaining female construction management students. In 47th ASC annual international conference proceedings (pp. 6-9).
Esmi, R., & Ennals, R. (2009). Knowledge management in construction companies in the UK. AI & society, 24(2), 197-203.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Ling, F. Y. Y., & Leow, L. (2008). Enabling knowledge flow: Retaining graduate women in the Singapore construction industry. Journal of Construction in Developing Countries, 13(2), 65-81.
Lingard, H. C., Francis, V., & Turner, M. (2010). Work–family enrichment in the Australian construction industry: Implications for job design. Construction Management and Economics, 28(5), 467-480.
Lu, N. (2009). The current use of offsite construction techniques in the United States construction industry. In Construction Research Congress 2009: Building a Sustainable Future (pp. 946-955).
Madter, N., Bower, D. A., & Aritua, B. (2012). Projects and personalities: A framework for individualising project management career development in the construction industry. International Journal of Project Management, 30(3), 273-281.
Midtsundstad, T. I. (2011). Inclusive workplaces and older employees: an analysis of companies’ investment in retaining senior workers. The international journal of human resource management, 22(06), 1277-1293.
National Research Council. (2009). Advancing the competitiveness and efficiency of the US construction industry. National Academies Press.
Ochieng, E. G., & Price, A. D. F. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK. International Journal of Project Management, 28(5), 449-460.
Ofori, G. (2008). Leadership for future construction industry: Agenda for authentic leadership. International Journal of Project Management, 26(6), 620-630.
Ofori, G. (2012). Developing the Construction Industry in Ghana: the case for a central agency. A concept paper prepared for improving the construction industry in Ghana. National University of Singapore, 3-18.
Othman, I., Idrus, A., & Napiah, M. (2012). Human resource management in the construction of a sustainable development project: towards successful completion. WIT Transactions on Ecology and the Environment, 162, 169-180.
Siew, R. Y. J. (2014). Human resource management in the construction industry–Sustainability competencies. Construction Economics and Building, 14(2), 87-103.
Wang, Y., Goodrum, P. M., Haas, C. T., & Glover, R. W. (2008). Craft training issues in American industrial and commercial construction. Journal of construction engineering and management, 134(10), 795-803.
Worrall, L., Harris, K., Stewart, R., Thomas, A., & McDermott, P. (2010). Barriers to women in the UK construction industry. Engineering, Construction and Architectural Management, 17(3), 268-281.
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