The assignment would venture into the role of Human Resources in making the business successful in the construction business. The challenges and the ways to resolve them along with the futuristic and innovative thing of the subject are also part of such activity which are been discussed herein. The Australian construction sector is been taken for the research to discuss the future professionals of HR roles.
A Human Resource (HR) professional is supposed to be the department in business which supports and promotes the business ethics among the people for best outcomes. The competencies needed in the job for the future HR professionals would be to critically analyze the competency management aspects in business to align the manpower with the business. The employee development programmes and competency management is going to be the key for future day business successes (Nolan, 2013). The motivation for the employees should make the expectations clear and appraise about the job in regular intervals to develop their skill sets. The future professionals have to have the capability to develop meaningful behaviour in the business where the ideas and changes are a constant source of betterment.
The accountability of the HR professionals for the job that they do and the changes they are directed at are an important part of the exercise. The meaningful exchange with the team and taking accountability for the future professionals is desired. So the HR has to set the platform for the ethical, effective and cost effective system of processes in the business (Patil, & Kant, 2012). The vibration in the team should be developed in a manner that would make the people accept changes for best business outcomes since the technology and new innovations are adding to the business domain regularly. To keep parity with the competitors and thus make the best use of it is one big responsibility of the HR professionals of the future (Nolan, 2011).
The adaptability factor is another very important aspect as the businesses are changing fast and are adopting the new technologies and its offerings. This makes the team be adaptable to take up those needful changes to stay competent (Landsberg, 2010). Further, the people in the business are changing as well where the people of diverse demographics are joining the work force each day. A culture that is adaptable by people of all cultures and community can join the business work force. The culture of integration would be an important aspect for future HR professionals where their cultural awareness and neutrality in organizational practices would be a great and effective step to merge all with the main stream (Hirsh, 2010).
The communication is another aspect where the channels of both inward and outward communications channels have to be given priority. The use of internet is such that it has helped people to know the needs and act likewise (Hoyle, 2012). The communication style, mode and content should be such that it gets to all and harms no sentiments. The inward communication like request of leave or grievances are also important to keep the team integrity and attrition in control. The asset management in HR is of huge importance so not on grooming and training the people but also retention of them would be of great professional need for future HR professionals (C. Ross, 2014).
These make the force of manpower in the business of great quality and integrity who all contributes to the business and also makes the processes simplified and more effective with the employee generated idea. The HR has to be people centric so that the needs of the business are well percolated in the team of people working for the business objectives (Connor, 2011). The changes and its anticipation for the future HR professionals is another aspect which is of utmost importance. The understandings of the business needs are such that they can be very useful for the professionals to group of people in the business. These are the needful aspects that future HR professionals need to come with a solution (Zheltoukhova, 2015).
The management of Human resources (HR) in the construction sector is immense and the HR for the future industry management has to be well equipped with the needful to manage the situations. The management of people may face a variety of problems like the performance of the employees in the field of work which is very much a skill related challenge (Burbridge, 2011). The competitive tendering of the day have brought in immense competition where the businesses for the lowest bid offerings forgets the needful aspects of employee safety and guidelines or the cost related to it. Nevertheless, there may be multiple players in the same project that may have different style of HR management making the optimal coordinated processes for the job unattained at times (Cameron et al., 2010). Thus the project would be to find out the skill gaps in the Australian Construction industry.
Many construction industries of the day are facing a shortage of skilled labour to meet the project expectations which is been further developed of the business and the sector. This shortage of skilled manpower in the sector is been discussed here to find what is the reasons for the same. These problems have a diverse amount of problems for the business. The sustainability of the business, the viability of the standards of the sector’s performance as well as the productivity that in turn affects profitability for the business are all interlinked (Phillips, 2011). Hence the importance of the HR and the skills sets of the people in the construction business is key to its growth and sustainability (Brecher & Chen, 2010). Machinery is a large part of the business but the operators or the quality control personnel and even the quality control personnel for the sector is seeing a massive shortage in terms of manpower for its operations.
The problem is been solved by the major construction businesses by hiring the foreign labours with the needed skills for such project where the local Australian people are losing a great opportunity to be a part of the economy and be into the jobs generated by the industry of infrastructure and constructions (Mello, 2008).
What will be the aspects of the need for skills in the construction business and access?
Why that gap has been created and the reasons those have made the gap to happen?
What needs to be done to make the sector have its desired manpower and skill sets in the future to be self-sufficient?
So the research would answer to the needed attributed of the construction and the skills sets required to suggest the gaps that is evident in the Australian construction market. (Griffin, 2013).
The Skill set Gap in the Construction business
By definition, when the people with a set of skills needed for a specific purpose of construction are not enough in number such problem of skill gap happens. The business tries many ways to match up the demand of the manpower with the jobs but the attained level of popularity is yet very low (Ruhs & Anderson, 2010). The business is also seeing a great deal of generation gap in its operations where the gap between the skill sets as well as the approach towards the business is another very troubling aspect as the uniformity is missing in the people of various age groups or of various skills in various areas of constriction sector. Australia have its history of hiring migrant workers for the infrastructure projects which were mainly due to skill sets not being developed in the local population. The construction of the railways, Dams and even in special architectural designs and execution the outsourced manpower is used by the economy due to its own shortcomings of lesser skilled manpower to see the needful (Brooks, 2012).
Further, the site facilities for smaller firms are another aspect where the people don’t get enough safety gears to work due to the pressure of the infrastructure jobs in the nation. The unskilled workers are also been absorbed for the jobs but these need a high degree of supervision to ensure that the work of the personnel is up to the mark. Again, there is a huge demand in the nation for the migrant workers for the construction jobs which make the proposal more difficult to sustain as the number of people coming in for the construction jobs are making the local workers undesirable for the jobs due to the skill gaps. The project performance as well as its profitability and productivity are in great challenge if the manpower engaged in the business is not adequately been addressed (Hsu, 2011; Brown, 2011).
The American association of Construction owners (COAA) have suggested the problems that the business faces due to such manpower supply problems. The delay of the projects, poor productivity and huge cost relating to grooming of new workers are few aspects that have. Hence the grooming and development of the people for the project has to have a direction where the best and most sophisticated gadget use as well as the expectations and the needful coordination are few aspects which are meant to make the project to be online and give the needful outcomes, all its aspects (Robinson, 2012).
Data Collection Method
There are several method to collect the data. Here Primary and Secondary, both approaches can be used. In primary approach, case studies will be used to analyse the information. There are plenty studies which are available in this particular area. Those will be taken in consideration. In secondary data collection method, quantitative approach will be used. There will be some set of questions and a group of people will be asked. Based on their answers, graphs will be made to represent the data.
The project for the assignment is expected to be a 10 week job where the team members have to be groomed to be able to contribute in the business as a skilled member of the larger team in the business. The schedule of the programmes towards that direction and the milestones to active are represented in the Gantt Chart as below.
The Gantt chart gives the tentative period for each job for the project as below.
|
Jobs to be done |
Period of 1st to 3rd Week |
Period of 3rd to 4th Week |
Period of 4th to 6th Week |
Period of 6th to 10 week |
|
Recruitment and Induction |
ü |
|||
|
Job training along with technology |
ü |
ü |
||
|
Team job flow training |
ü |
ü |
ü |
|
|
Supervision of the development of people |
ü |
ü |
ü |
ü |
|
Observing the job performance |
ü |
ü |
ü |
|
|
Finding the shortcomings and planning for the further training |
ü |
The Gantt chart helps the management to observe the growth and development of the people in the business to access their growth and developments. This also ensures that the training is well given to see the desired outputs to happen in the process of the business.
Conclusion
The grooming of people for the future day business is of immense challenges which the HR professionals have to do with utmost care. The changing demographics of the people in business along with the continuous change in the business processes are to be fluid in the team. This capability development would make the future professionals competent for the days ahead.
References
Brecher, R. & Chen, Z. (2010). Unemployment of Skilled and Unskilled Labor in an Open Economy: International Trade, Migration, and Outsourcing. Review of International Economics, 18(5), 990-1000.
Brooks, S. (2012). Ochre House HR Leaders Conference, Gyan Nagpal presentation: Talent Economics – a new rationality in talent management?, Surrey, UK, 14 September 2011. Strategic HR Review, 11(2).
Brown, D. (2011). Evidence-based and analytical people management: new or false dawn?. Strategic HR Review, 10(2).
Burbridge, M. (2011). HR professionals share talent management views. Strategic HR Review, 8(4).
Cameron, R., Joyce, D., Kell, P. & Wallace, M. (2010). Skilled migration as a workforce development strategy for the Australian rail industry. London: British Academy of Management.
Connor, R. (2011). Changing change management. Strategic HR Review, 10(5).
Griffin, R. W. (2013). Fundamentals of management. Cengage Learning.
Hirsh, W. (2010). Thought leaders share their views on the HR profession and its direction for the future. Strategic HR Review, 9(5).
Hoyle, R. (2012). How can I incorporate personality traits into my training strategy?. Strategic HR Review, 11(3).
Hsu, K. (2011). Does Outsourcing Always Benefit Skilled Labor?. Review of International Economics, 19(3), 539-554.
Landsberg, M. (2010). Leading industry experts answers strategic questions. Strategic HR Review, 9(5).
Mello, M. (2008). Skilled labor, unskilled labor, and economic growth. Economics Letters, 100(3), 428-431.
Nolan, S. (2011). The future of HR. Strategic HR Review, 11(1).
Nolan, S. (2013). Talent management. Strategic HR Review, 12(4).
Patil, S., & Kant, R. (2012). Organizational culture a HR strategy for successful knowledge management. Strategic HR Review, 11(6), 322-328.
Phillips, L. (2011). Mitchells & Butlers – HR strategy to deliver business performance. Strategic HR Review, 11(1).
Robinson, V. (2012). Is contemporary HR management strategic?. Strategic HR Review, 7(1).
Ruhs, M. & Anderson, B. (2010). Who needs migrant workers?. 1st ed. Oxford: Oxford University Press.
Zheltoukhova, K. (2015). New ways of working: what is the real impact on the HR profession?. Strategic HR Review, 14(5), 163-167.
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