A REPORT EXPLORING MANAGERIAL SKILLS,

TRAINING AND THE IMPACT OF THE RECESSION.

 INTRODUCTION

The Chartered Institute of Building

(CIOB) is the leading professional
body for managers in the global
construction industry. Established in This research will attempt
1834, the CIOB continues to lead to gain insight into what
construction managers require
the way in promoting and maintaining and how they have responded
standards of excellence in the sector. to the financial crisis, which
left many without jobs.
The CIOB draws its members from a wide range
of professional disciplines, from across the building
and construction supply chains. These include
clients, consultants and contractors, as well as
specialists in regulation, research and education.

The purpose of this research is to investigate

management in the construction industry.
It explores managerial skills, training and the
impact of the recession.

To ensure our research met our objectives we

worked with change and talent management
experts, Crelos 1 , who offered us an excellent
INTRODUCTION

insight into management and leadership skills.

EXECUTIVE SUMMARY P3 1 www.crelos.com

METHODOLOGY P4
MANAGEMENT VS. LEADERSHIP P6
CONSTRUCTION MANAGEMENT P10
TRAINING & DEVELOPMENT P12
MANAGEMENT DURING THE RECESSION P15
MOVING FORWARDS P18
RECOMMENDATIONS P20

CONTENTS
MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 01
 EXECUTIVE SUMMARY

In 2009 there were over

200,000 construction managers
in the UK, and a further 98,000
working as senior managers,
executives and business process
managers in the industry 2 .
The CIOB is considered by many to be the leading
Institute for management in the construction
industry. Following on from our research into
leadership in construction, we wanted to delve
deeper and explore the skills and qualities needed
by managers in the industry.

This research explored construction management This research has made us

and how it relates to management in more general aware of the matters that need
terms. 70% of respondents felt that the qualities further attention, particularly
and skills needed by construction managers are diversity and innovation – key
different to those needed by managers in other areas that are required to drive
industries, primarily because construction the industry forward. It has also
managers need to be more adaptable and flexible become clear that the industry
in their approach. is starting to look beyond the
recession; many are now
The research has revealed some interesting, looking at the positives and
yet concerning results; despite the industry’s seeking new opportunities,
drive for diversity in recent years, 60% consider whilst also examining what
promoting equality and standards to be one of they need to develop.
their weakest skills. The majority of respondents
considered promoting equality and encouraging By Laura Warne,
innovation to be their worst skills out of the list Innovation & Research Manager
we were examining.

We also explored the training and development

of managers and how the recession had impacted
their careers. 64% of respondents stated that
the recession had a negative impact on their
role; however 45% also referred to positive
impacts which occurred as well. Another
consequence of the recession is that many
in the industry are feeling demotivated;
overall more than 41% referred to either
EXECUTIVE SUMMARY

they or their team feeling this way.

2 Construction Skills Network, Blueprint for UK construction skills

IT HAS ALSO 2009-2013, p.4.
BECOME CLEAR
THAT THE INDUSTRY
IS STARTING TO
LOOK PAST THE
RECESSION.

MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 03

METHODOLOGY METHODOLOGY

Fig.1 Age:

20 OR UNDER - 0.3%
21-30 - 14.1%
31-40 - 20.3%
41-50 - 33.1%
Fig.3 Current job level: 51-60 - 24%
61AND OVER - 8.2%

50
100
150
200
CLERICAL/ADMIN 0.7%
CONSULTANT 6.3%
DIRECTOR 15.5%
SENIOR MID MNGMNT 25.4%
MIDDLE MNGMNT 28.4%
Fig.2 Gender:
JUNIOR MNGMNT 6.3%
SUPERVISOR 1%
EDUCATIONALIST 3.3%
OTHER PROFESSIONAL 4.7%
STUDENT 2.3%
TRAINEE 0.7%
The questionnaire used to gather OTHER 5.5%

our research was developed in MALE - 93.2%

FEMALE - 6.5%
collaboration with Crelos, experts PREFER NOT TO
DISCLOSE - 0.3%
in change and talent management. Fig.4 Sector:
The survey was conducted

0
50
100
150
200
250

using a web-based application

and an email was sent out ARCHITECTURE 1.4%
to 28,000 CIOB members. BUILDING CONTROL & STANDARDS 1.8%
COMMERCIAL MNGMNT 5.4% Fig.5 Number of employees

METHODOLOGY
DESIGN MNGMNT 4.3%
EDUCATION & TRAINING 3.7%
in your organisation:
Respondents were asked ENGINEERING 2.4%
FACILITIES MNGMNT 3.0%
general demographic questions HERITAGE & CONSERVATION 0.6% 20 OR UNDER - 14.6%
INNOVATION & RESEARCH 0.3% 21-50 - 9.7%
regarding their age (Fig.1), PLANNING 2.0%
PROCUREMENT 1.4%
51-100 - 10.4%
gender (Fig.2), job level PROJECT MNGMNT 32.7% 101-200 - 11.1%
QUANTITY SURVEYING 7.4% 201-500 - 12.6%
(Fig.3) and sector (Fig.4), SITE MNGMNT 12.5% MORE THAN 501 - 34.4%
and the number of employees SUSTAINABLE DEVELOPMENT 1.6%
OTHER 19.6%
I DON’T KNOW - 1.4%
in their organisation (Fig.5). N/A - 5.8%

Scotland (7%)
Ireland (6%)
Northern Ireland (2.1%)
Wales (2.6%)
North East (3.6%)
North West (7%)
Yorkshire (3.1%)
East Midlands (6%)
West Midlands (5.1%)
East (3.8%)
London (10.7%)
South East (15.2%)
South West (5.7%)
Rest of the world (22.3%)

04 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 05

MANAGEMENT VS. LEADERSHIP MANAGEMENT VS. LEADERSHIP

Fig.6 Systems of action:

MANAGEMENT FOCUS LEADERSHIP FOCUS

PLANNING VISION/MISSION

ALLOCATING RESPONSIBILITY INFUSING VISION

CONTROLLING & MOTIVATING & INSPIRING

PROBLEM SOLVING

CREATING ROUTINE CREATING CHANGE

& EQUILIBRIUM & INNOVATION

POWER RETENTION EMPOWERMENT OF OTHERS

CREATING COMPLIANCE CREATING COMMITMENT

EMPHASIZING CONTRACTUAL STIMULATING EXTRA EFFORT

OBLIGATIONS

LEADER DETACHMENT LEADER INTEREST IN

& RATIONALITY OTHERS AND INTUITION

REACTIVE ENVIRONMENT PROACTIVE ENVIRONMENT

APPROACH APPROACH
There has long been It is not surprising that
Source: Schermerhorn et al., 1994 managing projects and problem
a debate about the
solving skills were considered
differences between by the majority to be their
managers and leaders. In this research we asked respondents to select
their best and worst managerial skills. (Fig.7) best skills. These are both key
Many describe leaders skills required by construction
as visionaries, whereas managers due to the nature
Fig.7 Best and worst managerial skills:
managers are required of the projects with which
they are involved.

20
40
60
80
100
to implement the vision
through careful planning MANAGING PROJECTS
The majority felt that their
PROBLEM SOLVING SKILLS

VS. LEADERSHIP
and organisation. worst skills were promoting
DECISION MAKING
equality and encouraging
MANAGING TEAM
In an article written in the Harvard Business There is a consensus view COMMUNICATION SKILLS
innovation. Both of these skills
Review 3 , management is described as ‘coping that leadership is important, PROVIDING LEADERSHIP
are often considered more
with complexity’, whereas leadership is described particularly in times of change, DEVELOPING WORKING RELATIONSHIPS
in-line with leadership rather
as ‘coping with change’ – two distinctive and because vision and risk are MANAGING RESOURCES than management, along with
complimentary systems of action (Fig.6). essential in moving forwards. ENSURING COMPLIANCE planning and implementing
However, this does not make MANAGING RISK change and transparency.
PLANNING/IMPLEMENTING CHANGE However, despite leadership
It is evident that the industry lacks a clear definition management less important;
TRANSPARENCY
of a leader; without definition it is difficult to assess strong managers will ensure skills being considered among
MANAGING BUSINESS PROCEDURES
the differences between a leader and a manager. order during change and will the worst, providing leadership
ENCOURAGING INNOVATION
It is also then difficult to define how leaders are manage the risks that is considered by 80% to be
PROMOTING EQUALITY & STANDARDS
selected and how they should be developed. inevitably arise. one of their best skills.

MANAGEMENT
3 J.P. Kotter, What leaders
MANAGING really do, Harvard Business
Review, December 2001.
PROJECTS AND
PROBLEM SOLVING
SKILLS WERE
CONSIDERED, BY
THE MAJORITY, TO BE
THEIR BEST SKILLS.

06 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 07

 MANAGEMENT VS. LEADERSHIP (CONT).

development. Others said that it

helped them ‘think outside of the
box’ and explore practices and
skills that they would not have
done otherwise. (Fig.11)
Fig.9 Do you consider
yourself well
Many also emphasised that managed?:
construction is a global industry
and having an understanding of
other cultures and experiences
YES - 41.5%
represents a twenty-first NO - 16.2%
century way of working. SOMETIMES - 36.1%
N/A - 5.4%
OTHER, PLEASE SPECIFY - 0.9%
It has given them the
opportunity to experience
new challenges, which they
would have otherwise not
encountered, which have
The CIOB’s research into made them better managers. Fig.10 Have you
leadership 4 exposed a clear worked
lack of leadership within the or studied
The CIOB has been internationally?:
industry, with many respondents considering fair access to the
unable to name any influential professions in response to the
leaders in construction. Government’s consultation
document. Construction
Only 28% of respondents from has long given opportunity YES - 41.6%
the UK had worked or studied NO - 58.4%
to people from a variety of
internationally, compared to over backgrounds and is pushing
three quarters of international hard for a more diverse
respondents (Fig.10). workforce. The CIOB also
sees the importance of having
Respondents who indicated people from both cognate Fig.11 Do you think
that international experience and non-cognate routes your international
did have an influence on their to achieve this diversity. experience has had
an influence on your
management skills described it This will ensure the industry’s management skills?:
as a positive one. Many stated leaders and managers have
that their insight into different varied and distinct experiences
cultures gave them a broader and expertise, a strong
knowledge and understanding fusion of people to YES - 82.3%
of management 5 and project improve construction 5 . NO - 17.7%

Fig.8 How good a manager do you think you are?:

4 CIOB, Leadership in the
THE CIOB’S construction industry, (2008)
0
100
200
300
400
500

RESEARCH INTO http://www.ciob.org.uk/

resources/research
LEADERSHIP <http://www.ciob.org.uk/r
EXCELLENT 7.5%
esources/research>
EXPOSED A ABOVE AVERAGE 62.6%
5 CIOB, Submission
CLEAR LACK OF on fair access to the
AVERAGE 28.1% professions, 2009,
LEADERSHIP WITHIN http://www.ciob.org.uk/
BELOW AVERAGE 0.1% about/ciobpolicies/policyed
THE INDUSTRY.
POOR 0.0%

N/A 1.6%

08 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 09

CONSTRUCTION MANAGEMENT CONSTRUCTION MANAGEMENT

Practically all respondents stated

Fig.12 Sectors related to construction management:
that construction managers had
to be more adaptable as the

50
100
150
200
250
300
350
industry was very unpredictable
at times and they would have to
ARCHITECTURE 43.6%
BUILDING CONTROL & STANDARDS 20.2% adapt to different environments
COMMERCIAL MNGMNT 14.3%
DESIGN MNGMNT 11.6% and people frequently.
EDUCATION & TRAINING 33.5%
ENGINEERING 16.3%
Construction management is a modern profession that FACILITIES MNGMNT 28.7%
HERITAGE & CONSERVATION 24.7% They also stated that
INNOVATION & RESEARCH 29.4%
developed in an attempt to improve the construction PLANNING 10.8% construction managers needed
PROCUREMENT 8.2%
process. The construction manager has been described PROJECT MNGMNT 4.5% to be more adaptable because
QUANTITY SURVEYING 13.5%
as a person ‘working with the owner, architect/engineer SITE MNGMNT 3.4% of the amount of changing
SUSTAINABLE DEVELOMENT 15.2%
TIME MNGMNT 17.9% legislation that affects the
and contractors to create a more favourable environment NONE OF THE ABOVE 21.6%
industry. Many felt that there
for efficient construction practices’ and someone who tends to be a lot more legislation
‘assumes the application of management to maximise The biggest confusion seems to arise when affecting the construction
the quality and minimise cost and time of delivery’ 6 . considering whether architecture and those industry than other industries.
in education and training should be labelled
The first publicised public use of the construction under the term construction management. As well as being more
management concept was on the construction of adaptable, many stated that
the World Trade Centre in 1966. A construction It is apparent that the majority see construction construction managers needed
management firm was employed to manage the management as encompassing a wide and diverse to be more flexible in their
project, with the purpose of coordinating and range of sectors and skills. The CIOB is currently approach, again due to the
administering the 700 plus contracts involved 6 . working on a definition that will consider all changing environments that they
elements of construction management and bring encounter on a regular basis.
Prior to this, after the Second World War further clarity to the term.
when there was a pressing demand for social However, it is not clear whether
and industrial building work, the Institute of Respondents were also asked to give their own the industry does differ with
Builders (early CIOB) made significant progress definitions of construction management. The other industries in being more
to plug the urgent gap for better construction most common response was that a construction adaptable or if these skills are
management skills, that would make best use manager coordinates the whole construction benchmarked with managers
of scarce national resources. process from pre to post construction and that in other sectors.
it requires an array of skills, both technical and

MANAGEMENT
However, this definition does not give a clear managerial. Many also stated that the term It was also emphasised
view of what constitutes a construction manager was difficult to define as it incorporates many that the technical knowledge
and the many sectors and skills it encompasses. different construction skills that already have and experience needed by
their own definitions. construction managers was
Definition problems often arise and this has also a major difference – not
been confirmed in our research. We asked Respondents were asked if they thought the only do construction managers
respondents to state what sectors they considered qualities/skills needed by construction managers need to know how to manage
to not be encompassed by the term ‘construction are different from managers in other industries; they also need the technical
management’ from a list of various sectors and those who stated they were (70%) were asked knowledge to perform on a

CONSTRUCTION
elements that relate to construction (Fig.12). to state the differences (Fig.13). construction project.

6 P. Scott & E. Scowalter, The history of construction management,1986.

NOT ONLY DO
CONSTRUCTION Fig.13 Do you think the
qualities/skills needed
MANAGERS NEED by construction
managers are
TO KNOW HOW different from
those in managers
TO MANAGE, in other industries?:
THEY ALSO NEED
THE TECHNICAL YES - 70.0%
NO - 25.6%
KNOWLEDGE TO I DON’T KNOW - 4.4%

PERFORM.

10 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 11

TRAINING AND DEVELOPMENT TRAINING AND DEVELOPMENT

As well as being the most

popular way to develop
Fig.17 In your organisation, what is the managers, CPD is considered
most common way of retaining by 93% of respondents to
and/or rewarding managers?:
be important for managers
89% OF to undertake (Fig.16).
RESPONDENTS
This highlights a key training
CONSIDER IT opportunity in developing
IMPORTANT FOR the skills that were considered
MANAGERS TO HAVE among the worst in the
A PROFESSIONAL previous section.
QUALIFICATION. 89% of respondents consider

FINANCIAL BENEFITS, REWARDS & INCENTIVES 54.3%

400 it important for managers Crelos commentary
350 to have a professional ‘With 55% of managers stating
qualification (Fig.21). they are developed using CPD,
300
this lack of leadership skills may

PROMOTION 34.2%
PERSONAL DEVELOPMENT PLANS 32.8%
250 The benefits of having a point to an insufficient focus on

REGULAR POSITIVE FEEDBACK 31.0%

TRAINING 26.0%
professional qualification in the developing leadership skills in

EMPOWERMENT 25.9%
It is important that managers receive appropriate 200

CLEAR TARGETS 22.4%

THERE IS NO COMMON WAY 21.9%
training and development to ensure their industry are very evident from the construction industry’s CPD.
150
Without these skills the industry

MENTORING 15.2%
these results. In the current job
skills are kept up-to-date and in-line with 100 market having a professional may be hindered in moving past

COACHING 9.7%

TALENT DEVELOPMENT PROGRAMME 8.4%

FORMAL SUCCESSION PLAN 7.5%
recent changes in regulation and innovation. the recession, repeating

N/A 4.7%
qualification can make a

JOB ROTATION/SECONDMENTS 3.8%

50

OTHER 3.6%

DON’T KNOW 2.1%

Responses show that Continuous Professional significant difference, with more mistakes observed in the last
0
Development (CPD) is the most common way opportunities for better jobs. recession during the late 1980s’
of developing managers, with 55% stating this
formed part of their development.
Fig.14 In your organisation, how are managers developed?: Fig.19 Of the managers you work with, what
Ad hoc training and natural progression were also Fig.18 How has having a professional qualification helped you? percentage have a professional qualification?
popular methods; whereas the more structured

0
50
100
150
200
250
300
350
400
0
50
100
150
200

0
50
100
150
200
250
300
350

approach of training managers in a management

CONTINUOUS PERSONAL DEVELOPMENT 55%
trainee scheme was a less popular route (15.9%).
BETTER JOB 50.3% 0%
AD HOC TRAINING (IN HOUSE OR EXTERNAL) 48.3%
BY MANAGING OTHERS 32.2% INCREASED SALARY 43.2% 1-25%

MENTORING 27.1%
Management trainee schemes appear to be
PROMOTION 31.3%
26-50%
NATURAL PROGRESSION 41.9% a development route used more by larger MORE JOB OPPORTUNITIES 60.1%
JOB ROTATION/SECONDMENT 6.8% 51-75%
construction companies. Over a quarter of BETTER UNDERSTANDING OF MY JOB 50.0%
ON THE JOB TRAINING 33.9%
respondents, who worked for companies 76-99%
MANAGEMENT TRAINEE SCHEME 15.9% MADE ME A BETTER MANAGER 41.8%
THEY AREN’T 11.4% employing over 500 people, stated managers 100%
PREVENTED ME LOSING MY JOB IN RECESSION 10.5%
DON’T KNOW 1.1%
were developed in this way, compared to IT HASN’T HELPED ME 9.6% I DON’T KNOW
N/A 3.3%
OTHER 3.6% only 6% of respondents who worked for OTHER 14.5%
N/A

TRAINING & DEVELOPMENT

companies employing less than 100 people.

Fig.15 Does your company Fig.16 How important do Fig.20 Do you have Fig.21 How important do
support your future you think CPD is for a professional you think it is for
development?: managers: qualification?: managers to have
professional
qualifications?:

VERY IMPORTANT - 50.7% VERY IMPORTANT - 45.5%

IMPORTANT - 42.6% YES - 81.3% IMPORTANT - 43.8%
YES - 67.5% NOT VERY IMPORTANT - 5.4% NO - 3.7% NOT VERY IMPORTANT - 9.4%
NO - 20.9% I DON’T KNOW - 1.1% CURRENTLY WORKING I DON’T KNOW - 0.7%
NA - 11.6% NOT AT ALL IMPORTANT - 0.1% TOWARDS ONE - 15.1% NOT AT ALL IMPORTANT - 0.7%

12 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 13

 MANAGEMENT DURING THE RECESSION

Fig.22 What impact is the

recession having on
your role?:

NO IMPACT - 24.9%
POSITIVE IMPACT - 9.2%
NEGATIVE IMPACT - 27.7%
BOTH POSITIVE & NEGATIVE - 35.8%
I DON’T KNOW - 2.4%

The recession has meant new and

difficult challenges for managers
in the industry. Many have had to
learn new skills and adapt to changes
quickly and without much guidance
or reward.
As shown in the graph above
It is during this time when leaders and strong (Fig.22), respondents were
management are essential to provide vision and asked to state whether the
the ability to adapt to the change and succeed recession was having a positive,
DURING THE RECESSION

through this economic crisis. negative or both positive and

negative impact; depending on
Despite almost three quarters stating the their response, some were
recession had an impact on their role, 54% directed to an open-text box
received no additional support or training to asking them to state the positives
help them take on this new challenge (Fig.25). or the positive and negatives.
MANAGEMENT

Fig.23 What negative impact is the recession

having on your role?
MANY HAVE
20
40
60
80
100

ACQUIRED NEW
SKILLS WHICH THEY
DEMOTIVATING 48.7%
WOULD NOT HAVE REDUNDANCY 38.5%

DONE OTHERWISE. SALARY CUT 29.2%

SALARY FROZEN 41.5%

I WILL NOT GET A BONUS THIS YEAR 40.0%

MY ADDITIONAL EFFORTS HAVE NOT BEEN RECOGNISED 31.3%

INCREASED WORKLOAD 41.5%

OTHER 11.3%

14 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 15

MANAGEMENT DURING THE RECESSION (CONT). MANAGEMENT DURING THE RECESSION (CONT).

The following are the open responses for both

the positive and negative impacts of the recession:

POSITIVES
• Many have acquired new skills which
they would not have done otherwise
• They are seeking out new and more
Responses have shown that
diverse challenges to survive the recession
many are taking the initiative Crelos commentary
• The majority stated that they have had to
to develop new skills and take “Like most industries, the
become more efficient in the way they
on new challenges in response construction industry is
work to reduce costs but maintain quality
to the negative impact of the suffering from high levels of
• Others have had to learn to adapt and
recession. These individuals disengagement and risk losing
become more flexible to survive the
highlight the leadership talented employees to other
changing and uncertain future
potential in the industry, organisations, or worst, to
• Many reported that they had been given
and the economic climate organisations outside of the
new opportunities and responsibilities
has borne out this opportunity industry. We believe that there
• The industry has become more streamlined
to identify and develop is a window of opportunity
excesses and workers who did not benefit
future leaders. This is important for the industry to show vision
the industry have been cut.
to ensure a new vision and and engage with its talent pool.
positive change in construction. Staff movements post recession
NEGATIVES
• Many have had their pay cut or have not are also an opportunity for
received a pay increase when taking on Fig.26 What do you think is the impact
the industry to attract new
more responsibility of the recession on your team?: talent from other industries.”
• The industry has had to make a lot of
redundancies and this has meant losing

50
100
150
200
250
300
350
400

many talented employees The recession has forced the

• Respondents were reporting more NO IMPACT 13.2%
industry to change, to seek
stress and pressure because of their THEY ARE CLOSER AS A RESULT 18.2% other skills and practices to
THEY ARE DEMOTIVATED 34.2% 46.2% of respondents stated survive. It has also had to
uncertain job prospects
THEY ARE MORE MOTIVATED 12.5%
• Many have a lot more work to do because that their companies had been become more efficient due to
SUFFERED PAY CUTS/FREEZES 52.8%
of staff cuts, but less time to complete it THEY HAVE HAD PAY INCREASES 1.8%
downsized as a result of the the huge number of skills lost.
due to reduced hours THE TEAM HAS BEEN DOWNSIZED 40.8% recession (Fig.28). Of that It is important for the industry
THE TEAM HAS BEEN INCREASED 2.1% 46.2%, a fifth indicated that to crystallise and maintain
• Many are de-motivated because of the amount
N/A 8.2%
of work and the lack of reward but worried over 50% of their workforce these practices for when the
OTHER 6.1%
about job security, so continue to work hard. was downsized (Fig.27): industry workload increases.

50
100
150
200
250
300
350
400
50
100
150
200
250
300
350
400

Fig.24 Have you had to adapt Fig.25 Have you Fig.27 What percentage of Fig.28 What are the
your skills as a result received your workforce impacts of
any of the ADDITIONAL SUPPORT FROM MANAGER 8.7% the recession NO IMPACT 6.4%
of the recession?: downsized as a result
following on your POSITIVE FINANCIAL IMPACT 5.8%
TRAINING 22.4% of the recession?:
during the company?: NEGATIVE FINANCIAL IMPACT 54.0%
MENTORING 6.1%
recession?: 0-5 - 11% DOWNSIZING 46.2%
COACHING 5.1% 6-10 - 15% RECRUITMENT FREEZE 44.7%

OUTSOURCED ADVICE 8.1%

11-20 - 18% RECRUITMENT DRIVE 2.6%
21-30 - 18% RE-STRUCTURING 40.6%
OTHER 0.9%
YES - 42.9% 31-40 - 6% ACQUISITIONS 4.4%
NO - 51.7% NO 54.0% 41-50 - 4% I DON’T KNOW 1.7%
NA - 5.4% N/A 11.1%
50+ - 20% N/A 4.3%
DID NOT KNOW/ CONFIDENTIAL - 8% OTHER 11.2%
OTHER 5.4%

16 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 17

MOVING FORWARDS MOVING FORWARDS

Other responses include a

need for more motivation
and confidence despite the
uncertainty of the current
climate and patience to continue
through the hard times.

Many also indicate the

need for more ‘soft skills’
such as presentation skills,
communication and
Fig.29 What skills are needed to move forwards?:
administration.
Three common themes occurred
in the open text responses: Computer skills include basic
1. The most common response was that OCCUPATIONAL H&S
level use and also interest
respondents want to pursue other higher HR/DISPUTES/CONFLICTS
in learning and using new
education qualifications and also reach their RISK MANAGEMENT
programmes, such as for design.
full member status of the CIOB and other FOREIGN LANGUAGE/OVERSEAS EXPERIENCE

professional institutions to improve their PROCUREMENT

The need to become
skill set and opportunities. LEADERSHIP more adaptable, flexible and
2. A greater knowledge of innovation is required, MAN MANAGEMENT SKILLS efficient were also common
particularly regarding sustainable construction. ABILITY TO CHANGE/ADAPT responses and these tie in
Respondents want more access to information ENVIRONMENTAL ISSUES with other themes evident
on innovative practices and updates on other from the results.
CRYSTAL BALL/MAGIC WAND
advancements in the industry. A better
COMMERCIAL MARKET AWARENESS
understanding is required before innovative Generally, respondents
IT/COMPUTER PROGRAMMING SKILLS
practices can be utilised on a wider scale. stated that they needed to be
Respondents were FINANCIAL AWARENESS/ECONOMICS
3. Respondents want to enhance their industry more optimistic and positive
LEGAL UNDERSTANDING/LEGISLATION
asked what they experience and knowledge and also explore as it is affecting their teams
the other industries and their expertise. MARKETING/SALES
needed to move and resulting in a de-motivated
Many stated they wanted to look to other WIDER INDUSTRY EXPERIENCE
forwards and tackle workforce.
industries to learn new skills, which could INNOVATION AWARENESS
the challenges facing be utilised in the construction industry to MCIOB QUAL/OTHER QUALS
Many also stated that they did
the industry (Fig.29). improve processes. not need any further skills.

MOVING FORWARDS
RESPONDENTS
STATED THAT THEY
NEEDED TO BE
MORE OPTIMISTIC
AND POSITIVE AS
IT IS AFFECTING
THEIR TEAMS.

18 MANAGEMENT IN THE CONSTRUCTION INDUSTRY 2010 19

RECOMMENDATIONS

1.CPD must address managerial skills:

Continuous Professional Development courses
must ensure they are addressing management
skills. The results have shown that the majority
of respondents found promoting equality and
standards to be one of their worst skills; CPD
should be used to help managers improve this
and other weak skills, as this in particular
is important for the future of construction.
CPD can also be utilised to tackle current skill
requirements, such as improving motivation
in the industry and other soft skills.
to see how training soft skills in the
2. Encourage more leadership: construction industry compares with
Leadership is needed to create vision in the management training in other industries.
construction industry and pursue innovation
and change. Respondents are calling for more 4. Industry must continue
innovation; however it often needs leadership to ‘think outside the box’:
to drive this forward. The industry should be New skills should be developed by learning
unified under one vision and to achieve this it from other industries to ensure a better
needs strong leadership. functioning construction industry. Many
respondents have said that the recession has
The industry must also ensure it retains people forced them to learn new skills and this has
who have the skills to show true leadership improved the way they undertake their jobs.
potential. The recession has helped shine a light It is important that this continues to happen after
on prospective leaders and companies must the recession to further improve construction.
ensure these people are developed appropriately.
A working group should be established for
3. Research is required into soft skills: construction professionals to come together
Further research is required to establish how with experts in other industries to share best
construction managers have developed their soft practice and help each other improve.
skills. Training processes which address these skills
should incorporate all management skills and focus 5.Efficiency should be crystallised:
on areas that tend to be of particular weakness. Many respondents to the survey stated that
It should be established how managers have their business and the way they work have
developed these skills they rate most highly and become more efficient during the recession.
investigate whether other weaker skills could also This efficiency must be crystallised to ensure it is

RECOMMENDATIONS
be taught in this way. It would also be interesting maintained once the industry workload increases.

This research was done in collaboration with Crelos.

Crelos is a leading organisational change and talent consultancy
with a proven track record of improving the effectiveness of
individuals, teams and organisations. Our approach to work is
underpinned by what we call ‘precision business psychology’:
We take the very best proven and scientific research regarding
how and why people react and behave as they do. Through
consultancy, assessment, coaching and professional development
we help leaders differentiate their business by accelerating
effective and sustainable corporate change, developing
their board and leadership teams, designing and delivering
successful talent strategies and development programmes.

20
The Chartered
Institute of Building
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for the public benefit the most diverse set of professionals
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Our Mission: We have over 46,000

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professional, representing an
Our 7 Guiding Principles: unequalled body of knowledge
 Creating extraordinary people through professional concerning the management
learning and continuous professional development.
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