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Shaping the Future of ConstructionAn Action Plan to solve the Industrys Talent GapFebruary 2018In collaboration with The Boston Consulting Group39754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 1 15.02.18 16:18World Economic Forum91-93 route de la CapiteCH-1223 Cologny/GenevaSwitzerlandTel.: +41 (0)22 869 1212Fax: +41 (0)22 786 2744Email: contactweforumweforum World Economic Forum 2018 All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. REF 120218 - case 00039754 V239754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 2 15.02.18 16:183An Action Plan to solve the Industrys Talent GapContentsExecutive summary 41. Introduction 52. Action Plan 62.1 Company-level measures 62.1.1 Plan talent supply and demand strategically 62.1.2 Foster employee development and continuous learning 72.1.3 Use new technology to increase productivity and job satisfaction 72.1.4 Modernize workplace culture and promote diversity 82.2 Industry-level measures 92.2.1 Run industry image campaigns 92.2.2 Identify and attract new talent pools 92.2.3 Promote common industry practices and transparent career paths 102.2.4 Collaborate with educators on training 102.3 Government-level measures 112.3.1 Sponsor and promote initiatives that spur innovation and improve industry attractiveness 112.3.2 Reduce complexity by promoting standardization and public-private collaboration 112.3.3 Update apprenticeships and academic programmes 112.3.4 Enhance support for jobs and job-matching services 123. Conclusion 13Roundtable participants 14Contributors to the Future of Construction Initiative 1539754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 3 15.02.18 16:184 An Action Plan to solve the Industrys Talent GapExecutive summaryThe Infrastructure and Urban Development (IU) industry has failed to innovate as quickly as other sectors, resulting in stagnating productivity and negative effects on the economy, society and the environment. An ongoing industry-wide shortage of qualified workers is among the key reasons for this issue. It has undermined project management and execution, adversely affecting cost, timelines and quality. It also has impeded the adoption of new digital technologies, such as building information modeling (BIM), automated equipment and cloud-based collaboration tools, which could improve productivity.To close the talent gap and gain the skills necessary to accelerate adoption of promising new technologies, IU stakeholders should collaborate to foster talent through improving workers skills, attracting fresh talent to the industry and promoting new technologies.To identify actions that will close the talent gap, the World Economic Forums Future of Construction Initiative, in collaboration with The Boston Consulting Group (BCG), hosted a roundtable “How to Solve the Talent Gap in the IU Industry?” on 17 October 2017, in BCGs Berlin office. At the roundtable, 32 representatives from leading global design, engineering and construction firms, industry associations, government and academic institutions discussed key issues and developed measures to be pursued at company-, industry- and government-level, which are detailed in the action plan outlined in this report.IU companies must strategically plan talent supply and demand, improve in-house learning and development programmes, and adopt new technologies to improve productivity and job satisfaction. Companies must also update their work culture to appeal to younger workers and become more diverse, including increasing the percentage of women in the industry.Industry organizations should run image campaigns to promote IU jobs, target prospective new pools of talent, such as employees with suitable skills from other industries like gaming, establish common bodies of knowledge, make career paths more transparent, and collaborate on training with academia and vocational training providers.Government must use its role as regulator and major owner of public works projects to develop regulations and sponsor initiatives that spur innovation and thereby increase the attractiveness of the IU industry. It must also harmonize building standards to make projects less complex and less labour intensive, update public-sponsored apprenticeships and academic programmes to include training on new skills, and boost support for job services.39754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 4 15.02.18 16:185An Action Plan to solve the Industrys Talent GapIntroduction The IU industryais a vital part of the global economy and society. The industrys core around engineering and construction alone employs approximately 100 million people worldwide and its nearly $10 trillion annual revenue represents about 6% of global GDP.1Communities couldnt function without the built assets the industry provides, including transport infrastructure (airports, roads and railways etc.), social infrastructure (hospitals, schools, courthouses etc.), and housing and commercial real estate. The industry also has a significant impact on the environment. It is a major consumer of raw materials and producer of construction-related waste. Furthermore, buildings create 30% of global greenhouse gas emissions.2Many industries have made tremendous advances during the last few decades by adopting new technologies to make themselves more efficient and increase labour productivity, but the IU industry has not fully embraced innovation. Productivity has stagnated as a result, a situation compounded by the industrys ongoing talent shortage and declining attractiveness to younger workers as an employer.In many countries, IU companies have spent years scrambling to fill job openings with suitable personnel. In the United Kingdom, hard-to-fill vacancies have more than doubled since 2011.3In the United States, 86% of contractors struggle to fill key roles.4The industry has an entrenched gender gap, with women comprising only 13% of the workforce overall and an even smaller percentage in less physically demanding, highly-skilled management positions.5A rapidly ageing workforce further complicates the sectors employment outlook. The share of employees who are aged 60 and older is increasing faster than any other age group while the proportion of employees under 30 is falling the fastest, according to a World Economic Forum survey.6A widespread unfavourable perception of IU jobs exacerbates the talent gap. Although people believe the industry makes a difference and is important for society, the general perception of industry jobs is negative. For example, in the UK, just 11% of people think jobs in the construction industry are “exciting”, according to a YouGov poll.7Furthermore, only 42% of employers believe that graduates and new hires are adequately prepared for entry-level jobs. The IU industrys ongoing digital transformation aggravates the situation. The industry is finally embracing innovations, such as building information modeling (BIM), 3D printing and augmented reality. New technologies require companies across the industrys value chain to have staff with suitable digital skills, but given the wider situation, they face fierce competition for that talent, vying against technology companies, business to consumer (B2C) businesses and start-ups.To improve productivity and address global challenges, such as climate change, the housing shortage, and the infrastructure gap, the IU industry must overcome talent obstacles to attract, qualify and retain a sufficient number of people with relevant skills. This report provides an action plan with steps that companies, industry organizations and government can take to reduce the talent gap.The plan was created by the World Economic Forums Future of Construction Initiative in collaboration with The Boston Consulting Group (BCG) based on discussions at a roundtable held on 26 July 2017, in BCGs Berlin office. At the roundtable, 32 representatives from leading global design, engineering and construction firms, industry associations, government and academic institutions discussed key issues and developed measures to be implemented at company-, industry- and government-level. These are detailed in the action plan outlined in this report.aEngineering and construction (E&C) represent the core of the infrastructure and urban development (IU) industry, but it also includes all other parts of the built environment value chain, from provision of building materials to asset operation and maintenance (O&M) as well as real estate and urban services.39754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 5 15.02.18 16:186 An Action Plan to solve the Industrys Talent GapAction planThe action plan outlines twelve steps to solving the talent gap, which companies, industry groups and government can take individually or working together (see Illustration 1). Although the measures take different approaches to addressing the issue, they fall into three overarching categories: Upskilling the current IU workforce, attracting 2.1 Company-level measures2.1.1 Plan talent supply and demand strategicallyHistorically, IU companies have done little workforce planning because of the cyclical, project-oriented nature of construction and the significant share of work performed by subcontractors. That has left companies struggling to meet massive demands for new talent at the start of projects and to retain talent with experience accumulated on the job once work on a project has phased out. In light of the ongoing talent shortage, IU companies must address their talent needs and available supply more strategically, especially for highly-skilled positions.To determine workforce allocation and recruitment needs, talent planning should take into consideration four factors: A companys portfolio of projects; current key roles, new employees, and using technology to increase productivity and mitigate demand for more talent. The report describes the measures in more detail and offers examples of companies and organizations that have taken some of the steps with positive results.employee headcount and skills; skills that will be needed in the future; and anticipated availability of employees with those skills. By analysing all the data, companies can pinpoint potential gaps and the human resources (HR) department can then act based on identified gaps, including hiring, training, transfers and layoffs.The Spanish infrastructure development and management company, ACCIONA, successfully established strategic planning of talent supply and demand by analysing historical data and running workforce simulations. The company clustered key positions, such as project director, into job families. Based on current projects, ACCIONA calculated its talent needs six months ahead. Using that information and past project win rates, the company built simulations to predict what its medium- and long-term talent demands would be for specific job families. The company also built simulations to forecast short-, mid- and long-term talent supply, taking into account historical attrition, hiring, and whether current personnel would be Illustration 1: Solving the IU Industrys Talent GapAction Plan_Talent Gap_Illustration 1_20171215_1000_v send WEF Editing Layout.pptx 0 The Talent Gap Solving Matrix Government Enhance support for jobs and job-matching services Update apprenticeships and academic programs Reduce complexity by promoting standardization and public-private collaboration Sponsor and promote initiatives that spur innovation and improve attractiveness Industry Collaborate with educators on training Promote common industry practices and transparent career paths Identify and attract new talent pools Run industry image campaigns Company Modernize workplace culture and promote diversity Use new technology to increase productivity and job satisfaction Foster employee development and continuous learning Plan talent supply and demand strategically Solving the IU Industrys Talent Gap Government 39754_V2_Action_plan_to_solve_the_industrys_talent_gap.indd 6 15.02.18 16:187An Action Plan to solve the Industrys Talent Gapavailable in the future. The simulations revealed gaps by position, project size, asset category and geography. Armed with the information, HR managers identified steps to address shortages and surpluses, including transferring people between positions and undertaking additional hiring. 2.1.2 Foster employee development and continuous learningAside from interesting work, the top factor that makes a company a desirable place to work is the opportunity for learning and development.8However, only 48% of young professionals feel that employers in the construction industry meet their expectations for job-related development and training. Given the intense competition for highly-skilled employees, and reflecting the issue of a rapidly ageing workforce, IU companies must improve development opportunities to attract younger workers. To do that, they can use technology-based training, institutionalize knowledge sharing, and establish career programmes that recognize learning and development achievements. IU companies can use technology innovations, such as simulations for employee training. In one example, Saudi Aramco created a construction site operations simulation to train safety officers in a move that significantly improved safety performance. Companies can develop digital platforms to help employees learn and share what they know across projects as well as the organization. The Consolidated Constructors Company launched a knowledge-sharing portal to help employees document and exchange ideas and success stories, including sharing key performance indicators (KPIs) of realized savings and productivity improvements. Likewise, Fluor built a knowledge transfer system, which is used by almost all employees companywide, to share information and collaborate within and across projects. As a result of the system, Fluor employees improved the quality, safety and productivity of client projects. ACCIONA deploys a collaborative learning platform with employee-specific training content. The platform is set up like a social network and allows people to share work-related content to foster engagement and connect with co-workers.In addition, companies can institutionalize knowledge sharing through on-the-job training and mentorships. On-the-job training can create a company culture that emphasizes professional development and employees helping each other. Reverse mentorships are another way employees can gain needed digital skills. In reverse mentorships, junior employees share what they know with more senior c
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