Workforce Development - A Good Investment?

The key talent planning areas - Overview

As I speak at different events around the country people come up and ask a lot of really good (and sometimes tough) questions.  One of the ones I frequently hear is "What are some of the key talent planning areas that I should be working on?"

That's a big area, and I'll try to expand on some of these over the next few weeks, but let me begin by summarizing for you:

Operating Model - (what "stage" is your organization in?)

• Growth, contraction, restructuring, reorgs, funding

Workload & Flow - (how are you approaching the process of managing your workforce?)

• Outsourcing, combining functions, realigned duties

New Positions - (what is the expected impact of new additions?)

• New positions; additional headcount on existing positions

Technology - (how will technology affect my workforce requirements?)

• Expected productivity gains; reduced headcount needs

Work Processes - (how can we re-engineer our current processes to acheive smarter results?)

• Expected productivity gains; reduced headcount needs

Retirements - (looking at the inevitable loss of knowledge, experience and industry contacts)

• Planned (known) and historical level of unplanned

Turnover (recognizing that levels of long-term commitment are going down, and that competition for skilled workers is going up)

• Planned and unplanned voluntary and involuntary

Diversity (as our workforce gets increasingly diverse, not get more multicultural - our organizations need to be more adaptable)

• Any specific goals or talent gaps that need filled

Buy vs. Build - (FTE vs contingent labor pool - which works best for you?)

• Recruit or train/develop the needed skills internally

Competencies - (Its all about having the competencies you need to get the job done)

• Any gaps in required capabilities & related competencies

The Hottest Jobs (for College graduates)

According to Parade magazine, there are plenty of good paying jobs in HIGH DEMAND in today's market for graduates:

Forensic accountant
Combines accounting, auditing and investigative skills: $30,000-$150,000

Logistics manager
Plan, implement and control flow of goods or services: $35,000-$118,000

Corporate librarian
More companies need specialists to manage information: $37,000-$93,000

Emerging media specialist
Managers in Web content and online marketing need communication skills and tech savvy: $26,500-$100,000

Physical therapist
Aging baby boomers will drive the increasing need: $34,600-$74,000

Information security
Workers plan, implement and support network security: $47,000-$122,000

Source: Challenger, Gray & Christmas Inc., with data provided by the Bureau of Labor Statistics and industry sources

If you're looking for work, these folks are hiring...

In case you haven't been keeping up with current events in the global workforce, the hottest job market in construction in the world right now is not in China, but in Dubai in the United Arab Emeriates.

At this time, Dubai is said to currently have 15-25% of all the world's cranes.  And what are these cranes building you might ask?  Well, here are a few of the projects on the boards:

The Dubai Waterfront.  When completed it will become the largest waterfront development in the world.

The Palm Islands in Dubai. New Dutch dredging technology was used to create these massive man made islands.  They are the largest artificial islands in the world and can be seen from space.  Three of these Palms will be made with the last one being the largest of them all. 

Upon completion, the resort will have 2,000 villas, 40 luxury hotels, shopping centers, movie theaters, and many other facilities. It is expected to support a population of approximately 500,000 people.  It is advertised as being visible from the moon.

The World Islands.  300 artificially created islands in the shape of the world.  Each island will have an estimated cost of $25-30 million.

The Burj al-Arab hotel in Dubai. The worlds tallest hotel.  Considered the only '7 star' hotel and the most luxurious hotel in the world.  It stands on an artificial island in the sea.

Hydropolis, the world's first underwater hotel.  Entirely built in Germany and then assembled in Dubai, it is scheduled to be completed by the end of 2006.

The Burj Dubai.  Construction began in 2005 and is expected to be complete by 2008.  At an estimated height of over 800 meters, it will easily the be world's tallest building when finished.  It will be almost 40% taller than the the current tallest building, the Taipei 101.  Fifty stories (around 190 meters) of the Burj Dubai have already been completed.

The Al Burj.  This will be the centerpiece of the Dubai Waterfront.  Upon completion it will rival The Burj Dubai for the title of tallest building in the world.  The exact height of the building is being kept strictly confidential for reasons of competition.  Since the Al Burj and Burj Dubai are both striving to become the world's tallest building, it is rumored that the Al Burj will be built a little higher since the Burj Dubai will be completed first. 

The Burj al Alam, or The World Tower.  Upon completion it will rank as the world's highest hotel.  It is expected to be finished by 2009. At 480 meters it will only be 28 meters shorter than the Taipei 101.

Dubailand.  Currently, the largest amusement park collection in the world is  Walt Disney World Resort in Orlando, which is also the largest single-site employer in the United states with 58,000 employees.  Dubailand will be twice the size of Walt Disney World.  Dubailand will be built on 3 billion square feet (107 miles^2) at an estimated $20 billion price tag.  The site will include a purported 45 mega projects and 200 hundred other smaller projects. 

Dubai Sports City.  A huge collection of sports arenas located in Dubailand.

Currently, the Walt Disney World Resort is the #1 tourist destination in the world.  Once fully completed, Dubailand will easily take over that title since it is expected to attract 200,000 visitors daily.

Ocean Heights and The Princess Tower , two huge luxury condominium and apartment towers to be built on the Dubai Marina.  At over 100 stories tall, The Princess Tower will become the largest residential building in the world after construction is done.   

The Dubai Marina is an entirely man made development that will contain over 200 highrise buildings when finished.  It will be home to some of the tallest residential structures in the world.  The completed first phase of the project is shown. Most of the other high rise buildings will be finished by 2008.   

The Dubai Mall will be the largest shopping mall in the world with over 9 million square feet of shopping and around 1000 stores.  It will be completed in 2008. 

Ski Dubai, which is already open, is the largest indoor skiing facility in the world. 

Some of the tallest buildings in the world will line the Dubai Marina.

The UAE Spaceport would be the first spaceport in the world if construction ever gets under way.

The Dubai Metro system, once completed, will become the largest fully automated rail system in the world.

The Dubai World Central International Airport will become the largest airport in size when it is completed.  It will also eventually become the busiest airport in the world, based on passenger volume.

There are currently more construction workers in Dubai than there are actual citizens (although Dubai does has a 80% expatriate population).  And they don't have nearly enough to fill the demand.  The only downside - labor problems seem to be widespread and wages and safety aren't up to U.S. standards, so don't say I didn't forewarn you.

Workforce Development Ideas - Digineer

An exciting new blog by David Brown, a highly knowledgeable consultant and construction industry expert, explores the elements of recruiting and retaining engineers in todays "digital workplace".  Titled "Workforce Development Ideas - Digineer" it provides some sound ideas to help employers maximize this important resource - engineering talent.  David knows what he's talking about, having many years of "hands-on" expertise.  You'll come back to this article and his blog often!

OSHA's Top 10 - NOT AGAIN ?

Recently, Hal Macomber in his Reforming Project Management blog, wrote a great article entitled "OSHA’s Top Ten Violations for 2006 — More of the Same", and pointed out the ongoing pattern of construction infractions, which as he points out, is not that dissimilar from the previous pattern of cases.  Hal correctly states that while strides have been made by many companies, people are being injured in roughly the same numbers as they have been for the last 15 years.
Benjamin Franklin's famous quote  "The definition of insanity is doing the same thing over and over and expecting different results", would seem to apply here.
Why, one might ask, would any construction firm owner be willing to endure the disruptions and costs associated with OSHA violations, or worse yet, the injuries and financial and reputational consequences that come with violations that aren't caught in time?
I have always asserted that you pay for a training program, whether you have one or not.  I also have found from many years of running construction businesses that the mandated OSHA 10 does not go nearly far enough.  Safe practices are built into construction businesses - they are not an not an add on.  OSHA awareness is not something you DO - it is something your firm IS.
Would firm owners, if they thought about the "real" economic cost associated with implementing this type of safety attitude, be willing to make the investment in training and practices to make a real difference?  Is the problem predominantly the smaller less experienced contractors that have yet to "get it" and are looking at the quick way, (versus the right way) to get the job done? 

5 out of the Top 10? Hmmm

When the American Institute of Architects published their 2006 "Work on the Boards" report in earlier this year in Dallas, there were some interesting rankings, as related to the concerns Firm Principals and Owners had

                   

(1) Retaining   current staff

(2) Finding contractors

(3) Rising costs of running firm

(4) Dealing with env. barriers

(5) Coping with a weak economy

(6) Negotiating appropriate fees

(7) Rising bldg. mats. costs

(8) Managing current workloads

(9) Identifying. new projects, clients

(10) Attracting qualified new staff

Numbers 1 was cited by 27% of the respondents surveyed by the AIA and 10 shouldn't come as a surprise as either.  What was curious however, was the apparent "missed connection" that workforce development and retention have on the other priority items that ARE directly influenced by the quality and availability of a strong firm workforce.  Any firm Principles care to weigh in on this area?

 AIA Work-on-the-Boards Survey, December 2005

Top 10 Most Needed Construction Employees

According to  the California Construction Institute here are the

Top 10 Most Needed Construction Employees

1. Carpenters (82,900 jobs)
2. Construction Laborers (56,000 jobs)
3. First-Line Supervisors/Managers of Construction Trades & Extraction Workers (21,300)
4. Operating Engineers & Other Construction Equipment Operators (13,600)
5. Construction Managers (13,100)
6. General & Operations Managers (7,800)
7. Drywall and Ceiling Tile Installers (7,700)
8. Helpers-Carpenters (7,100)
9. Truck Drivers, Heavy & Tractor Trailer (6,500)
10. Cost Estimators (4,500)

Top 10 Idea - Building a Successful Youth Construction Preapprenticeship Partnership Initiative

You can never start too early.  That's the idea behind a team that's building a successful youth Construction Pre-apprenticeship Partnership Initiative in central Florida, called the Construction Technology Center (CTC). 

The idea is to develop a skilled, younger workforce for the construction trades in Manatee and Sarasota Counties (FL.) through the coordination and promotion of a preapprenticeship program for construction career exploration in high school.. 

In forming this venture, there were many lessons learned, which can serve as a good framework for others:

1. Confirm the existence of trade apprenticeships in the area and subsequent need for      pre-apprenticeship
2. Develop industry/employer/education group utilizing existing relationships with area apprenticeship programs
3. Determine 1st year budget and secure funding commitments
4. Apply for State Program Registration
5. Research OJT requirements for the Child Labor Law
6. Arrange for facilities, equipment and instructors
7. Develop a marketing plan to reach parents, students, counselors, school administrators and contractors
8. Publicize program and enroll preapprentices
9. Activate supplemental activities
10. Develop a program monitoring plan for on-going program evaluation

They formed a Governing Body consisting of a Plumber, Electrician, Mason, HVAC technician, MTI Rep, SCTI Rep, a General Contractor, the Gulf Coast Builders Exchange Director, the Suncoast Workforce Board Director, and CTC Coordinator.

An Advisory Committee was also formed with Reps from the two School Districts, Reps from two Technical Institutes, Reps from Suncoast Workforce Board, Reps from all 5 construction trades, Construction industry employers – and CTC members (financial investors)

Trade Association partners include the Electrical Council of Florida (Manasota Chapter), Manasota Plumbers/Heating/Cooling Contractors, Manasota Air Conditioning Contractors, Masonry Contractors of FL (Tampa Chapter), Florida Concrete & Products Assn.(Region 5N), Gulf Coast Builders Exchange, and various Homebuilder Associations

The Pre-Apprenticeship program consists of Enrollment, 900 hours of curriculum in trades over 2 school years, OSHA training, CPR / First Aid training, Employability skills training, OJT work experience, progress to trades employment and apprenticeship, and articulation with a local community college

In order to participate, candidates must be enrolled in high school, minimum 16 years of age, on track to graduate high school, minimum 2.0 grade point average, and with parental approval/encouragement

In its 3rd year for operation for the program (2005) program, 53 youths enrolled as pre-apprentices, 14 participated in summer OJT, 8 completed 2 year pre-apprenticeship.

Additionally, the program was awarded the 2004 $10,000 Lowe’s grant, a $25,000 Home Depot grant, presented as NAWB best practice model at March 2004 national conference, received 2005 NAWB Ted Small Partnership Award, and received 2005 Manatee Chamber Business/Education Partnership Award