In our last blog post, we discussed resource management in relation to a recent study done by the Harvard Business School and the Boston Consulting Group. Through the study, a gap in perspectives was discovered between management and employees in how they view change in the workplace. This gap leads operations teams to underestimate employees’ ambitions and as a result, underinvest in their skill sets.
The positive in this gap is that there’s a huge reserve of talent construction companies can tap into with better workforce intelligence: their teams.
Here’s 5 ways they suggest doing that:
1. Create a learning culture
Training used to be event specific – on-boarding a new team member, preparing for specific jobs, or adopting new technologies. Today, however, changes happen so quickly and frequently that companies need to move to a continuous-learning model. Companies should provide learning through project staffing and team rotations, which will help to re-establish entry-level barriers (like education and certifications), and widen the talent pool to draw from.
2. Engage employees through transition
Companies need to offer pathways for employees to improve both personally and professionally. Rather than merely informing your team that change is coming, try engaging with them throughout the process of change.
3. Look beyond the “spot marker” for talent
Offer internal training to develop the skills you are looking to hire for. Giving your employees the chance to upgrade their skills instead of hiring new people for those roles helps to evolve your company and keep your team engaged in improving their skills.
4. Collaborate to deepen the talent pool
Competing for talent doesn’t work. Companies trying to grab the biggest share of skilled labor just end up creating a shortage for everyone. Companies have to work together to constantly refresh and update the talent pool. American utility companies did this in 2006 by creating the Center for Energy Workforce Development to identify what jobs and skills will be needed most, and then created a pipeline to meet those needs.
5. Find ways to manage chronic uncertainty
Some companies have launched internal platforms for employees to volunteer to work on projects outside their skill sets. As new needs surface, companies can quickly identify employees that have the motivation and skills to meet them.
Through workforce intelligence software, companies are able to track their employee growth and skills in relation to projects. This leads to identifying new opportunities for internal growth and better resource management practices. Bridgit Bench enables operation teams to locate opportunities for employee development and search for employees that would benefit from the chance at meaningful, experiential learning.
Lauren Lake is the COO and co-founder at Bridgit. She holds a degree in Civil Structural Engineering and is well-versed in construction workforce management and resource planning processes. Lauren has been named to the Forbes Manufacturing & Industry 30 Under 30 and Best Of Canada Forbes Under 30 Innovators lists. Lauren has presented at industry events and conferences, including BuiltWorlds, Canadian Construction Association, Procore Groundbreak, and more. Follow Lauren on LinkedIn and Instagram.
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