An exploration of the contemporary state of human resource management (HRM) in construction in the West Midlands

Given that UK construction has, for the last decade, experienced a steadily increased workload, there has been an expectation that the supply of people with requisite skills and ability should match demand by organisations supplying products and services to clients.

As a consequence, the role of managers responsible for training and development has become crucial. Such people, usually referred to as human resource (HR) managers have discovered that ensuring that there is a steady supply of people with capability and expertise is not easy. Their difficulty has been compounded by what is known as ‘churn’ in which employees with relevant experience move frequently to secure higher salaries.  

In order to cope with both higher workloads and deal with raised client expectations, HR managers have had to engage in practical solutions to developing the skill levels and expertise of the new entrants to construction.

For example, non-cognate degree holders are being ‘fast-tracked’ (both in terms of training and education) and given high levels of responsibility. This strategy contains within it elements of risk which must be carefully managed by both line and HR managers. Increasingly, though, organisations are willing to consider creative and innovative solutions to their staff development.

This paper considers the contemporary role of HR managers in construction. Using data elicited from a number of individuals employed in the West Midlands region it describes how construction organisations have coped with the expectations placed upon them.

Importantly, it examines how these individuals have managed skills requirements by their organisations and what how they believe matters will to alter in the futures should there be a slowdown in client demand caused by global economic uncertainty.