When people are asked to picture construction employees, what often comes to mind are hardworking, clock-in and clock-out, push-through-the-day professionals. This, in turn, positively affects a company’s profitability, revenue, client experience, turnover rate, talent acquisition, employer brand and even workplace safety.
The good news is that these obstacles are surmountable if construction leaders understand exactly what motivates their teams. Many high-risk situations, including changes in contract scope that put employees out of work and unpredictable outcomes of bidding wars, make it crucial for employees to trust that leaders are effectively planning for their future.
Encourage them to dig deep, be honest about where they see room for improvement and offer suggestions for making that happen. The more active employees are in planning for the company’s future, the easier it will be for them to envision their own success in the company. Strong, sturdy and resilient are great strengths for any employee, but barely graze the surface of skills and qualities found among construction professionals.
In fact, construction employees ranked “my job allows me to use my strengths” as the number two driver of employee engagement. You can further determine if there are any other skills employees would like to put to use or brush up on. Make a strategic plan based on how employees can use these skills now and identify what the company can do to help them continue to grow from their strengths and weaknesses.
To meet employees’ changing expectations, leaders need to be in tune with their team and understand exactly what they need to succeed. Then, let them know leaders are listening and value their opinion by offering solutions for helping them meet their true potential.
Employees who feel heard, who have input in the business and who know they’re part of building the company’s future will remain motivated and passionate about their careers
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