Tips for Construction Leaders to Guide a Mobile Workforce through Change in 2022
New corporate procedures, new safety requirements, and new technology deployments are all examples of change
Fremont, CA: COVID-19 permanently altered the landscape of the construction sector. While adjusting to these unusual conditions has been difficult, there is a silver lining: the construction sector demonstrated that it could withstand enormous hurdles and emerge stronger on the other side. But the changes aren't done yet – and now is the time to prepare for them.
New safety requirements, new corporate procedures, and new technology deployments are all examples of change. The good news is that all these developments can enhance growth and opportunity in the building sector. As a result, construction leaders must start thinking about how new developments will affect their company and personnel, both directly and indirectly, and take steps to ensure everyone's success.
Ways your team can have a smooth transition and success in adopting new processes and technologies.
• Establish trust and secure buy-in
Fear of the unknown is the most significant barrier to adopting new technologies. Employees don't always comprehend why new technologies are getting used or how they can affect their job security. Implementing an employee time monitoring technology, for example, may make payroll staff fear losing their jobs. First and foremost, the payroll staff must comprehend the rationale for automating the payroll process and the possible benefits to their position. They'll be a lot more willing to embrace the time tracking system once they realize they won't have to spend time manually entering or processing payroll data.
• Prepare the blueprints in advance
Change is difficult to implement, even in the best of circumstances. Still, following the inherent adjustments that we all had to make in business last year, it will need extra motivation to achieve success. Rolling up one's sleeves and working directly with one's team is the greatest method to start new business practices or deploy new technologies. They should be well-versed in the new project and be able to put themselves in the shoes of others. More precisely, they must understand each critical member of their team's unique requirements to carry out the strategy - and plan accordingly.
•Showcase how new initiatives will complement your team's skills
Even the most basic technology may be intimidating to certain people, particularly those who are fewer computers aware. That's when setting goals comes into play. Construction supervisors might provide training or on-site technical mentorships to allay employees' fears. It is vital to commit time and money to good training and goal setting for each team of employees as part of the implementation. Employees who see themselves as having a chance to advance as part of the process will be active participants and change agents.
Weekly Brief
Read Also
