Masonry Magazine June 1998 Page. 20
Training Investment and Return
A recent survey asked companies to estimate the return on their training investments. Forty-five percent of smaller companies responded their return was under 10 percent. Larger companies tended to report a greater return 60 percent of larger companies reported a return of 20-29 percent.
This question solicited comments, as several respondents said that they found it difficult to quantify the results of training programs. One respondent wrote, "Most training is by nature vague." This shows that companies may not know how to measure effectiveness or evaluate results, particularly in management and non-technical "soft skill" training.
As markets get more competitive, there is greater accountability being required of those providing training and development services. Companies need to know that expenditures for people and skill development do indeed help improve their bottom line and profitability in a competitive marketplace. While not simple, it is possible to evaluate, determine outputs, and measure the results of training initiatives. Developing and utilizing evaluation tools and methods are steps the industry needs to take to assess training's impact and effectiveness.
Training and Technology in the Construction Industry
The availability and use of technology in the industry have increased tremendously. One noteworthy trend is the proliferation of communication and computer tools throughout the construction industry. Most companies are using communication tools voice mail (82 percent), e-mail (73 percent), pagers (75 percent), and cellular phones (94 percent) to improve productivity and communication. Computers, too, play a dominant role in the office, in the field, and as a training tool. Seventy-four percent reported to be using computers on the company's job sites, and 72 percent of managers are provided with laptops.
Regardless of size or revenue, construction companies are beginning to take advantage of computer-based training (CBT) tools. The overall percentage of construction firms that use CBT for training is surprisingly high at 56 percent. Eighty-three percent of the largest firms have CBT available for employees as compared with smaller firms at just over 50 percent. Eleven percent of companies are using distance learning, and 33 percent provide direct access tools, such as CD-ROMs. Employees most likely to use computer-based training are senior executives, estimators, and office managers. Least likely to use computer-based training is field labor, though the largest firms are using these tools 2-3 times more than smaller firms at this level.
There is incredible latent potential in these technological tools to increase productivity and provide relevant and easily accessible training to employees in the field and in the office. Better and more innovative utilization of these technologies may help address the difficult issue of how to provide training for job-site staff or to staff at various locations. As more computer programs are developed to meet the training needs within the construction industry and as tools become more versatile, available, and affordable, technology can be used to deliver training when and where it's most needed.
Stepping up to the Challenge
Addressing Internal Issues for Success in External Challenges
Many of the challenges facing the industry are internal issues, such as ineffective planning and scheduling, poor communication, and lack of skilled management, rather than external threats like competition and lack of craft labor. These issues could be successfully addressed through the training and development of internal employees, at both the management and craft levels. Resolving internal issues will lead to improved productivity, greater competitiveness, and new solutions for the external issues.
Clearly the industry needs to focus on finding and retaining qualified people for technical and craft work. Companies may want to consider partnering with local community colleges or technical schools, offering internships, establishing apprenticeships, paying for education in return for a certain number years of work, etc. Employees could receive incentives for recruiting other qualified workers.
Leverage the current communication and computer technologies as training tools. Most construction firms have invested in and are utilizing communication tools and computers to enhance their productivity and communication. These tools, particularly computers, can be used to develop new training methods and materials and to provide greater access to training to all types of employees. Better tools and programs need to be developed to meet the particular needs faced by the industry, such as delivering training to workers on site.
Conclusion
The construction industry is operating in a tight but growing economic market. These conditions make for fierce competition for jobs and skilled personnel. Many of the challenges that have faced the construction industry over the past five or seven years continue to be compelling issues-lack of skilled people at both the craft and management levels, ineffective planning and scheduling, and poor communication both within and between companies. It appears the industry has not taken sufficient steps to resolve these issues.
While many firms have increased or are increasing their investment in training and development, it is still an underutilized solution for addressing these chronic issues. In other fields, many companies are recognizing that their success depends on attracting and retaining valued employees. Many companies outside of the construction industry are looking to training and development to help them gain a competitive edge in a tight market. As our culture becomes increasingly knowledge and information-based, investing in a company's intellectual capital is imperative to financial success. Training and development plays a key role in developing internal talents and improving the productivity of all kinds of companies.
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