{"id":35201,"date":"2017-09-25T14:05:50","date_gmt":"2017-09-25T13:05:50","guid":{"rendered":"https:\/\/www.pbctoday.co.uk\/news\/?p=35201"},"modified":"2017-09-25T14:05:50","modified_gmt":"2017-09-25T13:05:50","slug":"attracting-talent-using-infrastructure-strategies","status":"publish","type":"post","link":"https:\/\/www.pbctoday.co.uk\/news\/hr-skills-news\/attracting-talent-using-infrastructure-strategies\/35201\/","title":{"rendered":"Attracting talent using infrastructure strategies"},"content":{"rendered":"

With infrastructure strategies at the top of the agenda, how does the industry attract the talent needed to deliver the next generation of major projects?<\/h2>\n

Infrastructure is vital to\u00a0our economy and way of life. It provides\u00a0one\u00a0of the\u00a0foundations we need to work, live healthily\u00a0and enjoy leisure.<\/p>\n

Extraordinary skills <\/a>and ingenuity are needed to manage the complex and vital projects being carried out\u00a0in the infrastructure sector. There are a number of resourcing strategies that might be implemented by organisations to achieve the sector\u2019s primary objectives, including:<\/p>\n

\u2022 Modernising the approach to recruitment;<\/p>\n

\u2022 Identifying and attracting the next generation of recruits;<\/p>\n

\u2022 Attracting experienced people from related industries;<\/p>\n

\u2022 Modernising the industry and promoting excellence;<\/p>\n

\u2022 Mobilising projects more quickly;<\/p>\n

\u2022 Accelerating the delivery time of projects;<\/p>\n

\u2022 Providing excellent training and expanding career opportunities.<\/p>\n

Now to explore a couple of these in more detail.<\/p>\n

Modernising the approach to recruitment<\/h3>\n

Attitudes to work reflect the employment market; the general trend since the 1980s might best be summarised as follows:<\/p>\n

\u2022 People live and work much longer.<\/p>\n

\u2022 Technology and the emergence of new industries have accelerated changes in the workplace, including a greater likelihood of losing a job (without any perceived stigma that may have been present before the 1980s).<\/p>\n

\u2022 People no longer expect to have a \u2018job for life\u2019. Therefore, there is a greater propensity for people to change jobs or even industries with relative ease.<\/p>\n

\u2022 There is much greater flexibility \u2013 for both employers and employees \u2013 which is much more suitable for the current employment market.<\/p>\n

These changes need to be reflected in the approach to recruitment, which must be more flexible, friendly and informative.<\/p>\n

In order to attract and retain people, conventional recruitment or HR practices alone cannot be relied upon. The strategy, therefore, should incorporate techniques that most people refer to include marketing, sales and public relations.<\/p>\n

\u2022 Marketing: Identify who needs to be attracted to the industry and understand what they need and want from any career that the sector can offer them. Keep them fully informed about the infrastructure industry so that they can understand it and feel that they have already formed a relationship with it before they even apply for a job. The information provided must be expressed in language that means something to the target group.<\/p>\n

\u2022 Sales: During the recruitment process, use sales techniques. This means talking specifically about the benefits of the industry and the roles that are available as well as assessing candidates for their education, skills and attitude.<\/p>\n

\u2022 Public Relations: In order to attract and retain people, the infrastructure sector and individual projects need good PR. This affects people\u2019s perceptions and, for those working in the sector, good PR can improve morale and job satisfaction.<\/p>\n

It must be emphasised, however, that it is not just about the messages. It is vital to continue to develop the sector in a way that makes it an excellent place to work and therefore attracts and retains a highly skilled, fully motivated and well-paid workforce.<\/p>\n

All employing organisations \u2013 particularly the larger ones, professional institutions and trade associations \u2013 should be applying this strategy.<\/p>\n

Providing excellent training and expanding career opportunities<\/h3>\n

The engineering, property, construction and infrastructure industries have, from time to time, expressed concern about the difficulties of recruitment and one of the many reasons that employers have cited is that school-leavers and graduates do not come to them with the right skills.<\/p>\n

This is in contrast to other industries (notably the tech and finance industries), which take the view that the skills gained by school-leavers and graduates are the starting point for a comprehensive training programme that turns each recruit into the finished article. As a result, they are able to create a highly trained, highly paid workforce.<\/p>\n

Given the diversity of requirements of different parts of the infrastructure sector or, indeed, different employers, it is naive to expect new entrants to be prepared for every type and size of employer. The best way of producing a skilled workforce is to create different expectations and a different balance between education and employer training.<\/p>\n

There is a view within many industry sectors that it takes a certain amount of time to become professionally qualified. In most cases, the length of time required to qualify in various disciplines has changed very little over the last few decades, despite the enormous gains in productivity created by the continued advance of digital technologies.<\/p>\n

This is in conflict with the aims of new generations that have been brought up in the age of digital technology and want to advance their careers at the very earliest date. The strategy therefore must include:<\/p>\n

\u2022 Accepting the fact that graduates and school-leavers will need significant training after they start work;<\/p>\n

\u2022 Preparing a suitable training programme for a variety of roles;<\/p>\n

\u2022 Emphasising the opportunities for online training and learning methods that can be carried out in short modules wherever possible and be used at any time and any place;<\/p>\n

\u2022 Relating pay and rewards to the performance on the training scheme;<\/p>\n

\u2022 Communicating the excellence and benefits of the training scheme during the recruitment process;<\/p>\n

\u2022 Continually uplifting the standard of training to create a highly productive, highly paid workforce that attracts more and more people to the industry.<\/p>\n

This should be used by all employers, professional institutions, trade associations, further and higher education authorities.<\/p>\n

You would think it would be easy to attract and retain the best people to the many excellent organisations that represent the infrastructure industry. To some extent it is, but the sector always appears to have a gap in resources and faces bigger changes and challenges ahead.<\/p>\n

Continue reading about all seven infrastructure strategies\u2026<\/h3>\n

This article has been extracted from the Infrastructure channel available on RICS isurv<\/a>. The section is maintained by Stan Hornagold, Director at Stay Out Front.<\/p>\n

Find out more about isurv, how the information portal could benefit you, and to register for your free trial at: rics.org\/isurvhub<\/a><\/p>\n

RICS <\/a>Training also has an online Commercial Management in Infrastructure distance learning course starting soon \u2013 aiding professionals to gain the fundamental skills required to work as a Commercial Manager on infrastructure programmes. Find out more at: rics.org\/inframanager<\/a><\/p>\n

 <\/p>\n

RICS<\/strong><\/p>\n

Tel: 024 7686 8584<\/p>\n

training@rics.org<\/a><\/p>\n

www.rics.org\/training<\/a><\/p>\n

\n<\/div>","protected":false},"excerpt":{"rendered":"

With infrastructure strategies at the top of the agenda, how does the industry attract the talent needed to deliver the next generation of major projects?<\/p>\n","protected":false},"author":16,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[285],"tags":[579,779,640],"stakeholder_rel_tag":[172510],"contributor_rel_tag":[],"class_list":{"0":"post-35201","1":"post","2":"type-post","3":"status-publish","4":"format-standard","6":"category-hr-skills-news","7":"tag-infrastructure","8":"tag-pbc-today-october-2017","9":"tag-sh-rics","10":"stakeholder_rel_tag-rics"},"acf":[],"yoast_head":"\nAttracting talent using infrastructure strategies | Planning, Building & Construction Today<\/title>\n<meta name=\"description\" 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