Construction Personnel Management

Construction Personnel Management
Assignment
What if Construction Personnel Management Fails

&
Techniques for its Improvement
Name: Abasin Salihi

Roll #: 182CM001
Branch: CTM
Semester & Year: 1th, 1th
Main asset of any organization lies in people. Quality, productivity, profitability, customer
satisfaction and the image of a company depends largely on training, coordination and
motivation of its staff. For a company to function properly it requires that the persons
composing know, willing and able to work properly.
inadequate people management can lead to myriad problems that hinder the performance of
an organization:
 Lack of motivation
 undefined responsibilities
 Lack of training / information
 Lack of internal communication
 Non-cooperation
 Lack of coordination
 Conflicts of interest
This will create the following problems:
personality conflicts and teamwork becomes non-existent. There is gross underutilization of
skills and capabilities of experienced employees. Other talented professionals are not
groomed in a generally negative working environment. Poor motivation and lack of
incentives and recognition lead to poor performance and even production of poor quality of
goods and services. Vacancies and job postings don’t get filled in time and key business
functions and operations get affected--having a knock-on effect across the organization. Poor
working conditions force many workers to quit. Many other employees are also forced to
leave the organization. And much more
Here are some of the methodologies to solve such problems.
Leadership
Leadership can be defined as the ability of an individual to develop the potential of a team in
pursuit of a common interest.
There are different leadership styles (authoritarian, participatory, consultative, ...). Each style
may be appropriate to the context and characteristics of employees. The source of leadership
may be the charisma, the hierarchical power, the power of knowledge or behavior.
1. Mentoring
The mentoring (mentoring) is a process by which a person (mentor) teaches, advises, and
guides to another (the mentee) in their personal and professional development. It is the
traditional "sponsorship" that currently is used primarily in high positions in organizations.
Some advantages of mentoring:
Mentoring is a powerful tool that facilitates the retention and transmission of knowledge in
the enterprise
 Increase satisfaction guardian and the ward
 Increase staff retention and commitment of these with the company.
2. Education Climate Assessment
diagnostic technique allows for an objective assessment of the degree of satisfaction of
people in an organization, understand their needs and expectations at work and their
perception of existing problems.
3. Competence Management / Knowledge Management and

Performance Evaluation
This methodology allows to reconcile the interests of the company with the interests of each
individual. While comparing the knowledge and skills required by the organization to those
who reside in people.
competence is the ability or quality which makes a person is able to play a role.
management skills, involves identifying all you need for people to know, willing and able to
provide full value for the benefit of the organization.
skills management, requires:
 An identification of the skills necessary for achieving the objectives of the
organization (strategic, tactical and operational)
 skills assessment in the Members of the organization
 A plan to bring existing powers with the necessary
 setting and monitoring targets both individual and collective performance. These
goals should be possible to verify the use of these skills
4. Incentive Systems
An incentive system is to facilitate the reconciliation of the interests of each person with the
interests of the company.
Incentives should be established objectively, based on agreed targets and indicators. The
incentive system should be transparent, clear and concise.
5. Analytical and Problem Solving and Teamwork

The competitiveness of an organization depends largely on his ability to turn problems into
opportunities.
To deploy this policy, we must educate the staff, encourage, lead it, promote internal
communication ... but also implement techniques for analysing problems, identifying causes,
possible solutions and implementing them in the most efficient.
6. Meetings Management
At the end of many meetings, participants have the feeling of having wasted time and no
concrete objectives or actions without analysing deeply enough problems without creating the
required commitment to address changes.
The efficient management of meetings require a protocol establishing practical rules of
conduct in all three phases of the meeting:
 Preparation (collection of information, convening the meeting, ...)
 Implementation Meeting (time management, agenda management, formalization of
the record ...)
 Monitoring (monitoring of the agreements of the meeting)
At any meeting is crucial the role of moderator. Among other functions, the moderator must:
 ensure continued item
 Ensure that each case is treated with depth and rigor
 Ensure that all involved have had the opportunity to participate
 Detect and resolve any conflict of interest
 ensure that decisions are made by the mechanism previously agreed (preferably by
consensus)
 Detect and avoid bias in the analysis and decisions
7. Internal Communication
Internal communication (horizontal and vertical upward and downward) is a prerequisite for
improving the work environment, encourage engagement, providing leadership and
coordination of all people in an organization.
Internal communication should not be left "random", but must be planned, implemented and
verified in a manner that ensures that for, Who, When and How to contact.

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Construction Personnel Management

What if Construction Personnel Management Fails

Name: Abasin Salihi

3. Competence Management / Knowledge Management and

5. Analytical and Problem Solving and Teamwork

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