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This person might not be tasked with implementing all of the training efforts, but is in charge of quarterbacking the company’s commitment to recruit, grow and retain the best. HR evokes that image of a person you only see on your first and last days with the company.Ī talent development director is more like business development for talent. Some companies have developed the position of talent development director. They can still be successful in their current role, make a good living and feel appreciated. Sometimes an employee doesn’t have what it takes to move to the next level. If an employee isn’t displaying the core competencies attached to their position, they need to know.

Feedback can be either a pat on the back or some constructive criticism. People want to work for an employer that recognizes when they do a good job.Ĭompanies should develop a feedback culture. Start Dishing Out the FeedbackĬompanies should focus on developing a culture of catching people doing things right. Then they can understand what it is going to take to move up the food chain. They also need to understand what it means to be successful in their current role. But the employee needs to understand why. I’ve talked to countless engineers and project managers who’ve been told that they “just weren’t ready” to advance. They also want to know what their career trajectory looks like. Help Employees See a FutureĮmployees want to feel like their company is investing in them. This process also puts a company in a better position to help employees climb the career ladder, which helps with the retention effort. It also becomes easier to screen out candidates who likely aren’t a good cultural fit for the organization. Once those core competencies are identified, companies can begin writing better job descriptions that will attract better applicants. But a successful project manager should also have an entrepreneurial spirit, and be capable of communicating well on both the jobsite and in the boardroom. Yes, those are important job requirements. It isn’t good enough to say a project manager should be capable of managing three projects for a total of $10 million at a 10 percent gross margin. Companies should identify the core competencies they desire in a candidate for a certain position.

The “cultural fit” is one of the biggest challenges a company has. three project managers and two superintendents because one of them will need to rise up to operations director over the next 5-8 years two additional project managers to oversee two new site projects Now is the time for companies to be seeking out replacements for key personnel. Part of the broader employee challenge is the succession challenge. Why would anyone want to hitch themselves to that wagon? Hire the Right Types of People A common mission statement is to “be the best at what we do.” That is too nebulous. What does your company stand for? What is your image and mission? Many company executives can’t even answer that question they are focused on booking work and completing projects.

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Why would a free agent, recent graduate or military veteran want to work for you? Your answer needs to be more compelling than, “We offer good pay and benefits.” That is somewhat vanilla-and every company says that. The first piece to finding great employees is to create an attractiveness around your company. Their efforts are multi-pronged and happen over a period of time. Successful companies are strategic, deliberate and disciplined in their efforts. Our recent Talent Survey has helped uncover what best-in-class firms are doing to control the talent variable. It also happens to be one of the most controllable. By Gregg Schoppman, Principal, FMI CorporationĪfter surveying executives from some of the top construction firms, it is clear that the “talent quotient” is one of the most challenging variables in play right now.