Masonry Magazine August 1997 Page. 27
Work Force
The unavailability of skilled labor is the number one limitation to growth in most markets. Shrinking labor pools are affecting contractors in every market and industry segment. This is forcing organizations to reduce turnover by focusing more attention on working conditions and employee morale, and to put more effort into and resources toward employee recruiting.
An aging work force is contributing to labor shortages, created by a negative industry image that does not attract young workers.
Workers who are entering the work force have less technical and basic skills, forcing organizations to take on more internal training in order to develop a quality work force.
The shrinking labor pool is forcing organizations to look to nontraditional labor pools such as women and minorities. This in turn has driven a need for employee training in diversity and gender sensitivity.
Employees are becoming more sensitive to constant relocation and are becoming more demanding in their involvement in these decisions.
All of the work force trends are forcing managers and leaders to exert additional effort in motivating and keeping employees. The techniques of yesterday do not work today, and this is driving more management and leadership training.
Procurement
There is a shift toward teaming of construction stakeholders to provide one-stop shopping for purchasers of construction products. This is being accomplished through short-term joint ventures, long-term strategic alliances, and vertical integration through mergers and acquisitions. All of these combinations are based building and alliance skills.
Design/build continues to become a more prevalent procurement process, even in the public sector, as owners and agencies begin using alternative procurement strategies focused on "best value." However, hard bid for now, is here to stay.
Prequalification requirements are pushing quality programs and the need for additional presentation and speaking skills. Owners are looking for a team that can clearly communicate their abilities and virtues.
Owners are increasingly using a safe working history as a selection criteria.
Project Delivery
Project schedules continue their trend of time compression, and cycle time for construction processes will be the major focus of the next decade. We have progressed from "fast track" to "flash track," and there is no looking back. This puts additional pressure on the need for effective project management and field productivity.