Embed Size (px)
Citation preview
A REPORT EXPLORING MANAGERIAL SKILLS,TRAINING AND THE IMPACT OF THE RECESSION.
This
rese
arch
will
att
em
pt
to g
ain insi
ght
into
what
const
ruct
ion m
anag
ers
req
uir
e
and
ho
w t
hey
hav
e r
esp
ond
ed
to t
he f
inan
cial
cri
sis,
whic
h
left
man
y w
itho
ut
job
s.
The C
har
tere
d Inst
itute
of
Build
ing
(CIO
B)
is t
he lead
ing
pro
fess
ional
bo
dy
for
man
agers
in t
he g
lob
al
const
ruct
ion ind
ust
ry. E
stab
lished
in
18
34
, th
e C
IOB
co
nti
nues
to lead
the w
ay in
pro
mo
ting
and m
ainta
inin
gst
andar
ds
of exce
llence
in t
he s
ect
or.
The C
IOB
dra
ws
its
mem
bers
fro
m a
wid
e r
ange
of pro
fess
ional
dis
ciplin
es,
fro
m a
cro
ss t
he b
uild
ing
and c
onst
ruct
ion s
upply
chai
ns.
These
incl
ude
clie
nts
, co
nsu
ltan
ts a
nd c
ontr
acto
rs, as
well
as
speci
alis
ts in
regu
latio
n, re
sear
ch a
nd e
duca
tio
n.
The p
urp
ose
of
this
rese
arch
is
to inve
stig
ate
man
agem
ent
in t
he c
onst
ruct
ion ind
ust
ry.
It e
xp
lore
s m
anag
eri
al s
kill
s, t
rain
ing
and
the
imp
act
of
the r
ece
ssio
n.
To e
nsu
re o
ur
rese
arch
met
our
ob
ject
ives
we
wo
rked
wit
h c
han
ge a
nd
tal
ent
man
agem
ent
exp
ert
s, C
relo
s1
, w
ho
off
ere
d u
s an
exce
llent
insi
ght
into
man
agem
ent
and
lead
ers
hip
skill
s.
INTRODUCTION
CONTENTS
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
INT
RO
DU
CT
ION
01
EX
EC
UT
IVE
SU
MM
AR
YP
3M
ET
HO
DO
LOG
YP
4M
AN
AG
EM
EN
T V
S. L
EA
DE
RSH
IPP
6C
ON
STR
UC
TIO
N M
AN
AG
EM
EN
TP
10
TR
AIN
ING
& D
EV
ELO
PM
EN
TP
12
MA
NA
GE
ME
NT
DU
RIN
G T
HE
RE
CE
SSIO
NP
15
MO
VIN
G F
OR
WA
RD
SP
18
RE
CO
MM
EN
DA
TIO
NS
P20
1
ww
w.c
relo
s.co
m
This
rese
arch
has
mad
e u
s
awar
e o
f th
e m
atte
rs t
hat
need
furt
her
atte
ntio
n, par
ticu
larl
y
div
ers
ity
and in
no
vatio
n –
key
areas
that
are
requir
ed t
o d
rive
the in
dust
ry fo
rwar
d. It
has
als
o
beco
me c
lear
that
the in
dust
ry
is s
tart
ing
to lo
ok b
eyo
nd t
he
rece
ssio
n; m
any
are n
ow
loo
kin
g at
the p
osi
tive
s an
d
seekin
g new
op
po
rtunit
ies,
whils
t al
so e
xam
inin
g w
hat
they
need
to
deve
lop
.
In 2
00
9 t
here
were
ove
r 2
00
,00
0 c
onst
ruct
ion m
anag
ers
in
the U
K, an
d a
furt
her
98,0
00
wo
rkin
g as
senio
rm
anag
ers
,execu
tive
s an
d b
usi
ness
pro
cess
man
agers
in t
he ind
ust
ry 2
.
The C
IOB
is c
onsi
dere
d b
y m
any
to b
e t
he le
adin
g
Inst
itute
fo
r m
anag
em
ent
in t
he c
onst
ruct
ion
ind
ust
ry. Fo
llow
ing
on f
rom
our
rese
arch
into
lead
ers
hip
in c
onst
ruct
ion, w
e w
ante
d t
o d
elv
e
deeper
and e
xplo
re t
he s
kill
s an
d q
ual
itie
s needed
by
man
agers
in t
he in
dust
ry.
This
rese
arch
explo
red c
onst
ruct
ion m
anag
em
ent
and h
ow
it r
ela
tes
to m
anag
em
ent
in m
ore
genera
l
term
s. 7
0%
of re
spo
ndents
felt t
hat
the q
ual
itie
s
and s
kill
s needed b
y co
nst
ruct
ion m
anag
ers
are
diff
ere
nt
to t
ho
se n
eeded b
y m
anag
ers
in o
ther
ind
ust
ries,
pri
mar
ily b
eca
use
co
nst
ruct
ion
man
agers
need t
o b
e m
ore
adap
table
and fle
xib
le
in t
heir
appro
ach.
The r
ese
arch
has
reve
aled
so
me inte
rest
ing,
yet
conce
rnin
g re
sult
s; d
esp
ite t
he ind
ust
ry’s
dri
ve f
or
div
ers
ity
in r
ece
nt
year
s, 6
0%
co
nsi
der
pro
mo
ting
eq
ual
ity
and
sta
nd
ard
s to
be o
ne o
f
their
weak
est
skill
s. T
he m
ajo
rity
of
resp
ond
ents
consi
dere
d p
rom
oti
ng
eq
ual
ity
and
enco
ura
ging
inno
vati
on t
o b
e t
heir
wo
rst
skill
s o
ut
of
the lis
t
we w
ere
exam
inin
g.
We a
lso
explo
red t
he t
rain
ing
and d
eve
lopm
ent
of m
anag
ers
and h
ow
the r
ece
ssio
n h
ad im
pac
ted
their
car
eers
. 6
4%
of
resp
ond
ents
sta
ted
th
at
the r
ece
ssio
n h
ad a
nega
tive
im
pac
t o
n t
heir
role
; h
ow
eve
r 4
5%
als
o r
efe
rred
to
po
siti
ve
imp
acts
wh
ich
occ
urr
ed
as
well.
Ano
ther
conse
quence
of
the r
ece
ssio
n is
that
man
y
in t
he in
du
stry
are
feelin
g d
em
oti
vate
d;
ove
rall
mo
re t
han
41
% r
efe
rred
to
eit
her
they
or
their
team
feelin
g th
is w
ay.
EXECUTIVE SUMMARY 2
Co
nst
ruct
ion S
kill
s N
etw
ork
, B
luep
rint
for
UK
co
nst
ruct
ion s
kill
s
20
09
-20
13
, p
.4.
By
Lau
ra W
arne,
Inno
vati
on &
Rese
arch
Man
ager
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
EX
EC
UT
IVE
SU
MM
AR
Y
03
IT H
AS
ALSO
B
EC
OM
E C
LE
AR
TH
AT
TH
E IN
DU
ST
RY
IS S
TA
RT
ING
TO
LO
OK
PA
ST
TH
E
RE
CE
SSIO
N.
METHODOLOGY
Fig
.1A
ge:
Fig
.3C
urr
ent
job
leve
l:
20 O
R U
ND
ER -
0.3
%21
-30
- 14
.1%
31-4
0 -
20.3
%41
-50
- 33
.1%
51-6
0 -
24%
61A
ND
OV
ER -
8.2
%
Fig
.5N
um
ber
of
em
plo
yees
in y
our
org
anis
atio
n:
20 O
R U
ND
ER -
14.
6%21
-50
- 9.
7%51
-100
- 1
0.4%
101-
200
- 11
.1%
201-
500
- 12
.6%
MO
RE T
HA
N 5
01 -
34.
4%I D
ON
’T K
NO
W -
1.4
%N
/A -
5.8
%
Fig
.2G
end
er:
MA
LE -
93.
2%FE
MA
LE -
6.5
%PR
EFER
NO
T TO
D
ISCL
OSE
- 0
.3%
ME
TH
OD
OLO
GY
ME
TH
OD
OLO
GY
The q
uest
ionnai
re u
sed
to
gat
her
our
rese
arch
was
deve
lop
ed
in
colla
bo
rati
on w
ith C
relo
s, e
xp
ert
sin
chan
ge a
nd
tal
ent
man
agem
ent.
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
05
Sco
tlan
d (
7%)
Irela
nd
(6%
)
No
rthern
Ire
land
(2.
1%)
Wal
es
(2.6
%)
No
rth E
ast
(3.6
%)
No
rth W
est
(7%
)
Yo
rksh
ire (
3.1%
)
Eas
t M
idla
nd
s (6
%)
West
Mid
land
s (5
.1%
)
Eas
t (3
.8%
)
Lo
nd
on (
10.7
%)
So
uth
Eas
t (1
5.2%
)
So
uth
West
(5.
7%)
Rest
of
the w
orl
d (
22.3
%)
04
The s
urv
ey
was
co
nd
uct
ed
usi
ng
a w
eb
-bas
ed
ap
plic
atio
n
and
an e
mai
l w
as s
ent
out
to 2
8,0
00
CIO
B m
em
bers
.
Resp
ond
ents
were
ask
ed
genera
l dem
ogr
aphic
quest
ions
rega
rdin
g th
eir
age
(Fig
.1),
gend
er
(Fig
.2),
job
leve
l
(Fig
.3)a
nd
sect
or
(Fig
.4),
and
the n
um
ber
of
em
plo
yees
in t
heir
org
anis
atio
n (F
ig.5
).
CLE
RIC
AL/
AD
MIN
0.7%
CO
NSU
LTA
NT
6.3%
DIR
ECT
OR15.5%
SEN
IOR
MID
MN
GM
NT25.4%
MID
DLE
MN
GM
NT28.4%
JUN
IOR
MN
GM
NT6.3%
SUPE
RVIS
OR1%
EDU
CAT
ION
ALI
ST 3.3%
OT
HER
PRO
FESS
ION
AL4.7%
STU
DEN
T2.3%
TRA
INEE
0.7%
OT
HER
5.5%
50
100
150
200
Fig
.4Sect
or:
ARC
HIT
ECTU
RE1.4%
BUIL
DIN
G C
ON
TRO
L &
STA
ND
ARD
S 1.8%
CO
MM
ERC
IAL
MN
GM
NT5.4%
DES
IGN
MN
GM
NT4.3%
EDU
CAT
ION
& T
RAIN
ING
3.7%
ENG
INEE
RIN
G2.4%
FAC
ILIT
IES
MN
GM
NT
3.0%
HER
ITAG
E &
CO
NSE
RVAT
ION
0.6%
INN
OVA
TIO
N &
RES
EARC
H 0.3%
PLAN
NIN
G2.0%
PRO
CU
REM
ENT1.4%
PRO
JEC
T M
NG
MN
T32.7%
QU
ANTI
TY S
URV
EYIN
G 7.4%
SITE
MN
GM
NT12.5%
SUST
AIN
ABLE
DEV
ELO
PMEN
T 1.6%
OTH
ER19.6%
0
50
100
150
200
250
MA
NA
GIN
G P
ROJE
CT
S
PRO
BLEM
SO
LVIN
G S
KIL
LS
DEC
ISIO
N M
AK
ING
MA
NA
GIN
G T
EAM
CO
MM
UN
ICAT
ION
SK
ILLS
PRO
VID
ING
LEA
DER
SHIP
DEV
ELO
PIN
G W
ORK
ING
REL
ATIO
NSH
IPS
MA
NA
GIN
G R
ESO
URC
ES
ENSU
RIN
G C
OM
PLIA
NC
E
MA
NA
GIN
G R
ISK
PLA
NN
ING
/IMPL
EMEN
TIN
G C
HA
NG
E
TRA
NSP
ARE
NC
Y
MA
NA
GIN
G B
USI
NES
S PR
OC
EDU
RES
ENC
OU
RAG
ING
INN
OVA
TIO
N
PRO
MO
TIN
G E
QU
ALI
TY
& S
TAN
DA
RDS
20
40
60
80
100
VS.LEADERSHIPMANAGEMENT
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
MA
NA
GE
ME
NT
VS.
LE
AD
ER
SH
IPM
AN
AG
EM
EN
T V
S.
LE
AD
ER
SH
IP
07
06
There
has
long
been
a debat
e a
bo
ut
the
diff
ere
nce
s betw
een
man
agers
and le
aders
.M
any
desc
ribe le
aders
as v
isio
nar
ies,
where
asm
anag
ers
are
requir
ed
to im
ple
ment
the v
isio
nth
rough
car
efu
l pla
nnin
gan
d o
rgan
isat
ion.
In a
n a
rtic
le w
ritt
en in
the H
arva
rd B
usi
ness
Revi
ew
3 ,
man
agem
ent
is d
esc
ribed a
s ‘c
opin
g
with c
om
ple
xity’, w
here
as le
aders
hip
is d
esc
ribed
as ‘co
pin
g w
ith c
han
ge’ – t
wo
dis
tinct
ive a
nd
com
plim
enta
ry s
yste
ms
of ac
tio
n (F
ig.6
).
It is
evi
dent
that
the in
dust
ry la
cks
a cl
ear
defin
itio
n
of a
lead
er;
witho
ut
defin
itio
n it
is d
iffic
ult t
o a
ssess
the d
iffere
nce
s betw
een a
lead
er
and a
man
ager.
It is
als
o t
hen d
iffic
ult t
o d
efin
e h
ow
lead
ers
are
sele
cted a
nd h
ow
they
sho
uld
be d
eve
loped.
There
is
a co
nse
nsu
s vi
ew
that
lead
ers
hip
is
imp
ort
ant,
par
ticu
larl
y in
tim
es
of
chan
ge,
beca
use
vis
ion a
nd
ris
k a
re
ess
enti
al in m
ovi
ng
forw
ard
s.
Ho
weve
r, t
his
do
es
no
t m
ake
man
agem
ent
less
im
po
rtan
t;
stro
ng
man
agers
will
ensu
re
ord
er
duri
ng
chan
ge a
nd
will
man
age t
he r
isks
that
inevi
tab
ly a
rise
.
In t
his
rese
arch
we a
sked
resp
on
den
ts t
o s
ele
ct
their
best
and w
ors
t m
anag
eri
alsk
ills.
(Fig
.7)
It is
no
t su
rpri
sing
that
man
agin
g p
roje
cts
and
pro
ble
m
solv
ing
skill
s w
ere
co
nsi
dere
d
by
the m
ajo
rity
to
be t
heir
best
skill
s. T
hese
are
bo
th k
ey
skill
s re
quir
ed
by
const
ruct
ion
man
agers
due t
o t
he n
ature
of
the p
roje
cts
wit
h w
hic
h
they
are invo
lved
.
The m
ajo
rity
felt
that
their
wo
rst
skill
s w
ere
pro
mo
ting
eq
ual
ity
and
enco
ura
ging
inno
vati
on. B
oth
of
these
skill
s
are o
ften c
onsi
dere
d m
ore
in-l
ine w
ith lead
ers
hip
rat
her
than
man
agem
ent,
alo
ng
wit
h
pla
nnin
g an
d im
ple
menti
ng
chan
ge a
nd
tra
nsp
arency
.
Ho
weve
r, d
esp
ite lead
ers
hip
skill
s b
ein
g co
nsi
dere
d a
mo
ng
the w
ors
t, p
rovi
din
g le
aders
hip
is c
onsi
dere
d b
y 8
0%
to
be
one o
f th
eir
best
skill
s.
3
J.P.
Ko
tter,
What
lead
ers
real
ly d
o,
Har
vard
Busi
ness
Revi
ew
, D
ece
mb
er
20
01
.
MA
NA
GIN
G
PR
OJE
CT
S A
ND
PR
OB
LE
M S
OLV
ING
SKIL
LS
WE
RE
C
ON
SID
ER
ED
, B
Y
TH
E M
AJO
RIT
Y, T
O B
ET
HE
IR B
EST
SK
ILLS.
Fig
.7B
est
and
wo
rst
man
ageri
al s
kill
s:
Fig
.6Sys
tem
s o
f ac
tio
n:
So
urc
e: Sch
erm
erh
orn
et
al., 1
99
4
MA
NA
GEM
ENT
FO
CU
SLE
AD
ERSH
IP F
OC
US
PL
AN
NIN
GV
ISIO
N/M
ISSIO
N
AL
LO
CA
TIN
G R
ESP
ON
SIB
ILIT
YIN
FU
SIN
G V
ISIO
N
CO
NT
RO
LL
ING
&
MO
TIV
AT
ING
& IN
SP
IRIN
G
PR
OB
LE
M S
OLV
ING
CR
EA
TIN
G R
OU
TIN
E
CR
EA
TIN
G C
HA
NG
E
& E
QU
ILIB
RIU
M&
IN
NO
VA
TIO
N
PO
WE
R R
ET
EN
TIO
NE
MP
OW
ER
ME
NT
OF O
TH
ER
S
CR
EA
TIN
G C
OM
PL
IAN
CE
CR
EA
TIN
G C
OM
MIT
ME
NT
EM
PH
ASIZ
ING
CO
NT
RA
CT
UA
L
ST
IMU
LA
TIN
G E
XT
RA
EFFO
RT
OB
LIG
AT
ION
S
LE
AD
ER
DE
TA
CH
ME
NT
L
EA
DE
R IN
TE
RE
ST
IN
& R
AT
ION
AL
ITY
OT
HE
RS A
ND
IN
TU
ITIO
N
RE
AC
TIV
E E
NV
IRO
NM
EN
T
PR
OA
CT
IVE
EN
VIR
ON
ME
NT
AP
PR
OA
CH
AP
PR
OA
CH
TH
E C
IOB
’S
RE
SEA
RC
H IN
TO
LE
AD
ER
SHIP
E
XP
OSE
D A
C
LE
AR
LA
CK
OF
LE
AD
ER
SHIP
WIT
HIN
TH
E IN
DU
STR
Y.
The C
IOB
’s r
ese
arch
into
lead
ers
hip
4 expo
sed a
cle
ar
lack
of le
aders
hip
within
the
indust
ry, w
ith m
any
resp
ondents
unab
le t
o n
ame a
ny
influ
ential
lead
ers
in c
onst
ruct
ion.
Only
28%
of re
spo
ndents
fro
m
the U
K h
ad w
ork
ed o
r st
udie
d
inte
rnat
ional
ly, co
mpar
ed t
o o
ver
thre
e q
uar
ters
of in
tern
atio
nal
resp
ondents
(Fig
.10)
.
Resp
ondents
who
indic
ated
that
inte
rnat
ional
experi
ence
did
hav
e a
n in
fluence
on t
heir
man
agem
ent
skill
s desc
ribed it
as a
po
sitive
one. M
any
stat
ed
that
their
insi
ght
into
diff
ere
nt
culture
s ga
ve t
hem
a b
road
er
kno
wle
dge
and u
nders
tandin
g
of m
anag
em
ent
5 an
d p
roje
ct
deve
lopm
ent.
Oth
ers
sai
d t
hat
it
help
ed t
hem
‘th
ink o
uts
ide o
f th
e
bo
x’ an
d e
xplo
re p
ract
ices
and
skill
s th
at t
hey
wo
uld
no
t hav
e
do
ne o
therw
ise. (F
ig.1
1)
Man
y al
so e
mphas
ised t
hat
const
ruct
ion is
a g
lobal
indust
ry
and h
avin
g an
unders
tandin
g o
f
oth
er
culture
s an
d e
xperi
ence
s
repre
sents
a t
wenty
-fir
st
centu
ry w
ay o
f w
ork
ing.
It h
as g
iven t
hem
the
oppo
rtunity
to e
xperi
ence
new
chal
lenge
s, w
hic
h t
hey
wo
uld
hav
e o
therw
ise n
ot
enco
unte
red, w
hic
h h
ave
mad
e t
hem
bett
er
man
agers
.
The C
IOB
has
been
consi
deri
ng
fair
acc
ess
to
the
pro
fess
ions
in r
esp
onse
to
the
Go
vern
ment’
s co
nsu
ltat
ion
do
cum
ent.
Co
nst
ruct
ion
has
lo
ng
give
n o
pp
ort
unit
y
to p
eo
ple
fro
m a
var
iety
of
bac
kgr
ound
s an
d is
push
ing
har
d f
or
a m
ore
div
ers
e
wo
rkfo
rce. T
he C
IOB
als
o
sees
the im
po
rtan
ce o
f hav
ing
peo
ple
fro
m b
oth
co
gnat
e
and
no
n-c
ogn
ate r
oute
s
to a
chie
ve t
his
div
ers
ity.
This
will
ensu
re t
he ind
ust
ry’s
lead
ers
and
man
agers
hav
e
vari
ed
and
dis
tinct
exp
eri
ence
s
and
exp
ert
ise, a
stro
ng
fusi
on o
f p
eo
ple
to
imp
rove
co
nst
ruct
ion
5 .
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
MA
NA
GE
ME
NT
VS.
LE
AD
ER
SH
IP (
CO
NT
).
09
Fig
.9D
o y
ou c
onsi
der
yours
elf w
ell
man
aged
?:
YES
- 41
.5%
NO
- 1
6.2%
SOM
ETIM
ES -
36.
1%N
/A -
5.4
%O
THER
, PLE
ASE
SPE
CIFY
- 0
.9%
Fig
.11
Do
yo
u t
hin
k
your
inte
rnat
ional
experi
ence
has
had
an
influ
ence
on y
our
man
agem
ent
skill
s?:
Fig
.10
Hav
e y
ou
wo
rked
o
r st
ud
ied
in
tern
atio
nal
ly?:
YES
- 41
.6%
NO
- 5
8.4%
YES
- 82
.3%
NO
- 1
7.7%
Fig
.8H
ow
go
od
a m
anag
er
do
yo
u t
hin
k y
ou a
re?:
EXC
ELLE
NT
7.5%
ABO
VE A
VERA
GE
62.6%
AVER
AG
E 28.1%
BELO
W A
VERA
GE
0.1%
POO
R0.0%
N/A
1.6%
0
100
200
300
400
500
08
4
CIO
B,
Lead
ers
hip
in t
he
const
ruct
ion in
dust
ry,(2
00
8)
htt
p:/
/ww
w.c
iob
.org
.uk/
reso
urc
es/
rese
arch
<htt
p:/
/ww
w.c
iob
.org
.uk/r
eso
urc
es/
rese
arch
>
5
CIO
B,
Sub
mis
sio
n
on f
air
acce
ss t
o t
he
pro
fess
ions,
20
09
,
htt
p:/
/ww
w.c
iob
.org
.uk/
abo
ut/
cio
bp
olic
ies/
po
licye
d
CONSTRUCTION MANAGEMENT
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
CO
NST
RU
CT
ION
MA
NA
GE
ME
NT
C
ON
ST
RU
CT
ION
MA
NA
GE
ME
NT
11
10
Co
nst
ruct
ion m
anag
em
ent
is a
mo
dern
pro
fess
ion t
hat
deve
lop
ed
in a
n a
ttem
pt
to im
pro
ve t
he c
onst
ruct
ion
pro
cess
. T
he c
onst
ruct
ion m
anag
er
has
been d
esc
rib
ed
as
a p
ers
on ‘w
ork
ing
wit
h t
he o
wner,
arc
hit
ect
/engi
neer
and
co
ntr
acto
rs t
o c
reat
e a
mo
re f
avo
ura
ble
envi
ronm
ent
for
eff
icie
nt
const
ruct
ion p
ract
ices’
and
so
meo
ne w
ho
‘ass
um
es
the a
pp
licat
ion o
f m
anag
em
ent
to m
axim
ise
the q
ual
ity
and
min
imis
e c
ost
and
tim
e o
f d
eliv
ery
’ 6
.
The fir
st p
ublic
ised p
ublic
use
of th
e c
onst
ruct
ion
man
agem
ent
conce
pt
was
on t
he c
onst
ruct
ion o
f
the W
orl
d T
rade C
entr
e in
1966. A
co
nst
ruct
ion
man
agem
ent
firm
was
em
plo
yed t
o m
anag
e t
he
pro
ject
, w
ith t
he p
urp
ose
of co
ord
inat
ing
and
adm
inis
teri
ng
the 7
00 p
lus
contr
acts
invo
lved 6
.
Pri
or
to t
his
, af
ter
the S
eco
nd W
orl
d W
ar
when t
here
was
a p
ress
ing
dem
and fo
r so
cial
and in
dust
rial
build
ing
wo
rk, th
e Inst
itute
of
Build
ers
(ear
ly C
IOB
) m
ade s
ignifi
cant
pro
gress
to p
lug
the u
rgent
gap fo
r bett
er
const
ruct
ion
man
agem
ent
skill
s, t
hat
wo
uld
mak
e b
est
use
of sc
arce
nat
ional
reso
urc
es.
Ho
weve
r, t
his
defin
itio
n d
oes
no
t gi
ve a
cle
ar
view
of w
hat
co
nst
itute
s a
const
ruct
ion m
anag
er
and t
he m
any
sect
ors
and s
kill
s it e
nco
mpas
ses.
Defin
itio
n p
roble
ms
oft
en a
rise
and t
his
has
been c
onfir
med in
our
rese
arch
. W
e a
sked
resp
ondents
to
sta
te w
hat
sect
ors
they
consi
dere
d
to n
ot
be e
nco
mpas
sed b
y th
e t
erm
‘co
nst
ruct
ion
man
agem
ent’
fro
m a
list
of va
rio
us
sect
ors
and
ele
ments
that
rela
te t
o c
onst
ruct
ion (F
ig.1
2).
The b
igge
st c
onfu
sio
n s
eem
s to
ari
se w
hen
consi
deri
ng
wheth
er
arch
itect
ure
and
tho
se
in e
duca
tio
n a
nd
tra
inin
g sh
ould
be lab
elle
d
und
er
the t
erm
co
nst
ruct
ion m
anag
em
ent.
It is
appar
ent
that
the m
ajo
rity
see c
onst
ruct
ion
man
agem
ent
as e
nco
mpas
sing
a w
ide a
nd d
ivers
e
range
of se
cto
rs a
nd s
kill
s. T
he C
IOB
is c
urr
ently
wo
rkin
g o
n a
definit
ion t
hat
will
co
nsi
der
all
ele
ments
of co
nst
ruct
ion m
anag
em
ent
and b
ring
furt
her
clar
ity
to t
he t
erm
.
Resp
ond
ents
were
als
o a
sked
to
giv
e t
heir
ow
n
definit
ions
of
const
ruct
ion m
anag
em
ent.
The
mo
st c
om
mo
n r
esp
onse
was
that
a c
onst
ruct
ion
man
ager
coo
rdin
ates
the w
ho
le c
onst
ruct
ion
pro
cess
fro
m p
re t
o p
ost
co
nst
ruct
ion a
nd
that
it r
eq
uir
es
an a
rray
of
skill
s, b
oth
tech
nic
al a
nd
man
ageri
al. M
any
also
sta
ted
that
the t
erm
was
difficu
lt t
o d
efine a
s it
inco
rpo
rate
s m
any
diffe
rent
const
ruct
ion s
kill
s th
at a
lread
y hav
e
their
ow
n d
efinit
ions.
Resp
ond
ents
were
ask
ed
if
they
tho
ugh
t th
e
qual
itie
s/sk
ills
need
ed
by
const
ruct
ion m
anag
ers
are d
iffe
rent
fro
m m
anag
ers
in o
ther
ind
ust
ries;
tho
se w
ho
sta
ted
they
were
(7
0%
) w
ere
ask
ed
to s
tate
the d
iffe
rence
s (F
ig.1
3).
Pra
ctic
ally
all
resp
ond
ents
sta
ted
that
co
nst
ruct
ion m
anag
ers
had
to b
e m
ore
ad
apta
ble
as
the
ind
ust
ry w
as v
ery
unp
red
icta
ble
at t
imes
and
they
wo
uld
hav
e t
o
adap
t to
diffe
rent
envi
ronm
ents
and
peo
ple
fre
quentl
y.
They
also
sta
ted
that
const
ruct
ion m
anag
ers
need
ed
to b
e m
ore
ad
apta
ble
beca
use
of
the a
mo
unt
of
chan
ging
legi
slat
ion t
hat
aff
ect
s th
e
ind
ust
ry. M
any
felt
that
there
tends
to b
e a
lot
mo
re le
gisl
atio
n
affe
ctin
g th
e c
onst
ruct
ion
ind
ust
ry t
han
oth
er
ind
ust
ries.
As
well
as b
ein
g m
ore
adap
tab
le, m
any
stat
ed
that
const
ruct
ion m
anag
ers
need
ed
to b
e m
ore
fle
xib
le in
their
app
roac
h, ag
ain d
ue t
o t
he
chan
ging
envi
ronm
ents
that
they
enco
unte
r o
n a
regu
lar
bas
is.
Ho
weve
r, it
is n
ot
clear
wheth
er
the in
dust
ry d
oes
diffe
r w
ith
oth
er
ind
ust
ries
in b
ein
g m
ore
adap
tab
le o
r if t
hese
skill
s ar
e
bench
mar
ked
wit
h m
anag
ers
in o
ther
sect
ors
.
It w
as a
lso
em
phas
ised
that
the t
ech
nic
al k
no
wle
dge
and e
xperi
ence
needed b
y
const
ruct
ion m
anag
ers
was
also
a m
ajo
r diff
ere
nce
– n
ot
only
do
co
nst
ruct
ion m
anag
ers
need t
o k
no
w h
ow
to
man
age
they
also
need t
he t
ech
nic
al
kno
wle
dge
to
perf
orm
on a
const
ruct
ion p
roje
ct.
6
P. S
cott
& E
. Sco
wal
ter,
The h
isto
ry o
f co
nst
ruct
ion m
anag
em
ent,
19
86
. N
OT
ON
LY D
O
CO
NST
RU
CT
ION
MA
NA
GE
RS
NE
ED
TO
KN
OW
HO
WT
O M
AN
AG
E,
TH
EY
ALSO
NE
ED
TH
E T
EC
HN
ICA
L
KN
OW
LE
DG
E T
OP
ER
FO
RM
.
Fig
.13
Do
yo
u t
hin
k t
he
qual
itie
s/sk
ills
need
ed
b
y co
nst
ruct
ion
man
agers
are
d
iffe
rent
fro
m
tho
se in m
anag
ers
in
oth
er
ind
ust
ries?
:
YES
- 70
.0%
NO
- 2
5.6%
I DO
N’T
KN
OW
- 4
.4%
50
100
150
200
250
300
350
BUIL
DIN
G C
ON
TRO
L &
STA
ND
ARD
S 20.2%
ARC
HIT
ECT
URE
43.6%
CO
MM
ERC
IAL
MN
GM
NT14.3%
DES
IGN
MN
GM
NT11.6%
EDU
CAT
ION
& T
RAIN
ING
33.5%
ENG
INEE
RIN
G16.3%
FAC
ILIT
IES
MN
GM
NT
28.7%
HER
ITA
GE
& C
ON
SERV
ATIO
N 24.7%
INN
OVA
TIO
N &
RES
EARC
H 29.4%
PLA
NN
ING
10.8%
PRO
CU
REM
ENT8.2%
PRO
JEC
T M
NG
MN
T4.5%
QU
AN
TIT
Y SU
RVEY
ING
13.5%
SIT
E M
NG
MN
T3.4%
SUST
AIN
ABL
E D
EVEL
OM
ENT
15.2%
TIM
E M
NG
MN
T17.9%
NO
NE
OF
TH
E A
BOVE
21.6%
Fig
.12
Sect
ors
rela
ted
to
co
nst
ruct
ion m
anag
em
ent:
TRAINING & DEVELOPMENT
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
TRAI
NIN
GAN
DD
EVEL
OPM
ENT
TRAI
NIN
GAN
DD
EVEL
OPM
ENT
13
12
It is
impo
rtan
t th
at m
anag
ers
rece
ive a
ppro
pri
ate
trai
nin
g an
d d
eve
lop
ment
to e
nsu
re t
heir
sk
ills
are k
ep
t up
-to
-dat
e a
nd
in-l
ine w
ith
rece
nt
chan
ges
in r
egu
lati
on a
nd
inno
vati
on.
Resp
onse
s sh
ow
that
Co
nti
nuo
us
Pro
fess
ional
Deve
lop
ment
(CP
D)
is t
he m
ost
co
mm
on w
ay
of d
eve
lop
ing
man
agers
, w
ith 5
5%
sta
ting
this
form
ed
par
t o
f th
eir
deve
lop
ment.
Ad
ho
c tr
ainin
g an
d n
atura
l pro
gress
ion w
ere
als
o
po
pula
r m
eth
od
s; w
here
as t
he m
ore
str
uct
ure
d
app
roac
h o
f tr
ainin
g m
anag
ers
in a
man
agem
ent
trai
nee s
chem
e w
as a
less
po
pula
r ro
ute
(15.9
%).
Man
agem
ent
trai
nee s
chem
es
appear
to
be
a deve
lopm
ent
route
use
d m
ore
by
larg
er
const
ruct
ion c
om
pan
ies.
Ove
r a
quar
ter
of
resp
ondents
, w
ho
wo
rked fo
r co
mpan
ies
em
plo
ying
ove
r 500 p
eo
ple
, st
ated m
anag
ers
were
deve
loped in
this
way
, co
mpar
ed t
o
only
6%
of re
spo
ndents
who
wo
rked fo
r
com
pan
ies
em
plo
ying
less
than
100 p
eo
ple
.
Cre
los
com
men
tary
‘W
ith 5
5%
of m
anag
ers
sta
ting
they
are d
eve
lop
ed
usi
ng
CP
D,
this
lack
of le
aders
hip
skill
s m
ay
po
int
to a
n in
suff
icie
nt
focu
s o
n
deve
lop
ing
lead
ers
hip
skill
s in
the c
onst
ruct
ion in
dust
ry’s
CP
D.
Witho
ut
these
skill
s th
e in
dust
ry
may
be h
ind
ere
d in
mo
ving
pas
t
the r
ece
ssio
n, re
peat
ing
mis
takes
ob
serv
ed
in t
he la
st
rece
ssio
n d
uri
ng
the la
te 1
980s’
As
well
as b
ein
g th
e m
ost
po
pula
r w
ay t
o d
eve
lop
man
agers
, C
PD
is c
onsi
dere
d
by
93%
of re
spo
ndents
to
be im
po
rtan
t fo
r m
anag
ers
to u
ndert
ake (F
ig.1
6).
This
hig
hlig
hts
a k
ey
trai
nin
g
oppo
rtunity
in d
eve
lopin
g
the s
kill
s th
at w
ere
co
nsi
dere
d
amo
ng
the w
ors
t in
the
pre
vio
us
sect
ion.
89%
of re
spo
ndents
co
nsi
der
it im
po
rtan
t fo
r m
anag
ers
to h
ave a
pro
fess
ional
qual
ifica
tio
n (F
ig.2
1).
The b
enefit
s o
f hav
ing
a
pro
fess
ional
qual
ifica
tio
n in
the
indust
ry a
re v
ery
evi
dent
fro
m
these
resu
lts.
In t
he c
urr
ent
job
mar
ket
hav
ing
a pro
fess
ional
qual
ifica
tio
n c
an m
ake a
sign
ifica
nt
diff
ere
nce
, w
ith m
ore
oppo
rtunitie
s fo
r bett
er
jobs.
89%
OF
RE
SPO
ND
EN
TS
CO
NSI
DE
R IT
IM
PO
RT
AN
T F
OR
MA
NA
GE
RS
TO
HA
VE
A P
RO
FE
SSIO
NA
LQ
UA
LIF
ICA
TIO
N.
Fig
.15
Do
es
your
com
pan
y su
pp
ort
yo
ur
futu
re
deve
lop
ment?
:
YES
- 67
.5%
NO
- 2
0.9%
NA
- 1
1.6%
Fig
.20
Do
yo
u h
ave
a p
rofe
ssio
nal
q
ual
ific
atio
n?:
YES
- 81
.3%
NO
- 3
.7%
CURR
ENTL
Y W
ORK
ING
TO
WA
RDS
ON
E -
15.1
%
Fig
.21
Ho
w im
po
rtan
t d
o
you t
hin
k it
is f
or
man
agers
to
hav
e
pro
fess
ional
q
ual
ific
atio
ns?
:
Fig
.16
Ho
w im
po
rtan
t d
o
you t
hin
k C
PD
is
for
man
agers
:
VER
Y IM
PORT
AN
T -
50.7
%IM
PORT
AN
T -
42.6
%N
OT
VER
Y IM
PORT
AN
T -
5.4%
I DO
N’T
KN
OW
- 1
.1%
NO
T A
T A
LL IM
PORT
AN
T -
0.1%
0
50
100
150
200
250
300
350
400
CO
NT
INU
OU
S PE
RSO
NA
L D
EVEL
OPM
ENT
55%
AD
HO
C T
RAIN
ING
(IN
HO
USE
OR
EXT
ERN
AL)
48.3%
BY M
AN
AG
ING
OT
HER
S 32.2%
MEN
TO
RIN
G27.1%
NAT
URA
L PR
OG
RESS
ION
41.9%
JOB
ROTA
TIO
N/S
ECO
ND
MEN
T 6.8%
ON
TH
E JO
B T
RAIN
ING
33.9%
MA
NA
GEM
ENT
TRA
INEE
SC
HEM
E15.9%
TH
EY A
REN
’T11.4%
DO
N’T
KN
OW
1.1%
N/A
3.3%
OT
HER
3.6%
Fig
.18
Ho
w h
as h
avin
g a
pro
fess
ional
qual
ifica
tio
n h
elp
ed y
ou?
BET
TER
JOB50.3%
INC
REA
SED
SA
LARY
43.2%
PRO
MO
TIO
N31.3%
MO
RE JO
B O
PPO
RTU
NIT
IES60.1%
BET
TER
UN
DER
STA
ND
ING
OF
MY
JOB
50.0%
MA
DE
ME
A B
ETT
ER M
AN
AG
ER41.8%
PREV
ENT
ED M
E LO
SIN
G M
Y JO
B IN
REC
ESSI
ON
10.5%
IT H
ASN
’T H
ELPE
D M
E 9.6%
OT
HER
14.5%
0
50
100
150
200
250
300
350
Fig
.19
Of
the m
anag
ers
yo
u w
ork
wit
h, w
hat
p
erc
enta
ge h
ave a
pro
fess
ional
qual
ific
atio
n?
0%
1-25
%
26-5
0%
51-7
5%
76-9
9%
100%
I DO
N’T
KN
OW
N/A
0
50
100
150
200
FINANCIAL BENEFITS, REWARDS & INCENTIVES 54.3%CLEAR TARGETS 22.4%
REGULAR POSITIVE FEEDBACK 31.0%PERSONAL DEVELOPMENT PLANS 32.8%
PROMOTION34.2%TALENT DEVELOPMENT PROGRAMME 8.4%
EMPOWERMENT25.9%JOB ROTATION/SECONDMENTS 3.8%
TRAINING26.0%MENTORING15.2%
COACHING 9.7%FORMAL SUCCESSION PLAN7.5%
THERE IS NO COMMON WAY 21.9%DON’T KNOW2.1%
N/A4.7%OTHER3.6%
050100
150
200
250
300
350
400
VER
Y IM
PORT
AN
T -
45.5
%IM
PORT
AN
T -
43.8
%N
OT
VER
Y IM
PORT
AN
T -
9.4%
I DO
N’T
KN
OW
- 0
.7%
NO
T A
T A
LL IM
PORT
AN
T -
0.7%
Fig
.17
In y
our
org
anis
atio
n, w
hat
is
the
mo
st c
om
mo
n w
ay o
f re
tain
ing
and
/or
rew
ard
ing
man
agers
?:
Fig
.14
In y
our
org
anis
atio
n, ho
w a
re m
anag
ers
deve
lop
ed
?:
As
sho
wn in
the g
raph a
bo
ve
(Fig
.22)
,resp
ondents
were
asked t
o s
tate
wheth
er
the
rece
ssio
n w
as h
avin
g a
po
sitive
,
nega
tive
or
bo
th p
osi
tive
and
nega
tive
impac
t; d
ependin
g o
n
their
resp
onse
, so
me w
ere
dir
ect
ed t
o a
n o
pen-t
ext
bo
x
askin
g th
em
to
sta
te t
he p
osi
tive
s
or
the p
osi
tive
and n
ega
tive
s.
MANAGEMENT
DURING THE RECESSION
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
MAN
AGEM
ENT
DUR
ING
THE
RECE
SSIO
N
15
MAN
YHA
VEAC
QUI
RED
NEW
SKIL
LSW
HICH
THEY
WO
ULD
NO
THA
VED
ON
EO
THER
WIS
E.
14
Fig
.22
What
im
pac
t is
the
rece
ssio
n h
avin
g o
n
your
role
?:
NO
IMPA
CT -
24.
9%PO
SITI
VE
IMPA
CT -
9.2
%N
EGA
TIV
E IM
PACT
- 2
7.7%
BOTH
PO
SITI
VE
& N
EGA
TIV
E -
35.8
%I D
ON
’T K
NO
W -
2.4
%
Fig
.23
What
nega
tive
im
pac
t is
the r
ece
ssio
n
hav
ing
on y
our
role
?
DEM
OT
IVAT
ING
48.7%
RED
UN
DA
NC
Y 38.5%
SALA
RY C
UT
29.2%
SALA
RY F
ROZ
EN 41.5%
I WIL
L N
OT
GET
A B
ON
US
TH
IS Y
EAR40.0%
MY
AD
DIT
ION
AL
EFFO
RTS
HAV
E N
OT
BEE
N R
ECO
GN
ISED
31.3%
INC
REA
SED
WO
RKLO
AD
41.5%
OT
HER
11.3%
20
40
60
80
100
The r
ece
ssio
n h
as m
ean
t new
and
diff
icult c
hal
lenge
s fo
r m
anag
ers
in
the in
dust
ry. M
any
hav
e h
ad t
ole
arn n
ew
skill
s an
d a
dap
t to
chan
ges
quic
kly
and w
itho
ut
much
guid
ance
or
rew
ard.
It is
duri
ng
this
tim
e w
hen le
aders
and
str
ong
man
agem
ent
are e
ssenti
al t
o p
rovi
de v
isio
n a
nd
the a
bili
ty t
o a
dap
t to
the c
han
ge a
nd
succ
eed
thro
ugh
this
eco
no
mic
cri
sis.
Desp
ite a
lmo
st t
hre
e q
uar
ters
sta
ting
the
rece
ssio
n h
ad a
n im
pac
t o
n t
heir
ro
le, 54%
rece
ived
no
ad
dit
ional
sup
po
rt o
r tr
ainin
g to
help
them
tak
e o
n t
his
new
chal
lenge
(Fig
.25)
.
Fig
.26
What
do
yo
u t
hin
k is
the im
pac
t o
f th
e r
ece
ssio
n o
n y
our
team
?:
NO
IMPA
CT
13.2%
TH
EY A
RE C
LOSE
R A
S A
RES
ULT
18.2%
TH
EY A
RE D
EMO
TIV
ATED
34.2%
TH
EY A
RE M
ORE
MO
TIV
ATED
12.5%
SUFF
ERED
PAY
CU
TS/
FREE
ZES
52.8%
TH
EY H
AVE
HA
D P
AY IN
CRE
ASE
S 1.8%
TH
E T
EAM
HA
S BE
EN D
OW
NSI
ZED
40.8%
TH
E T
EAM
HA
S BE
EN IN
CRE
ASE
D 2.1%
N/A
8.2%
OT
HER
6.1%
50
100
150
200
250
300
350
400
AD
DIT
ION
AL
SUPP
ORT
FRO
M M
AN
AG
ER8.7%
TRA
ININ
G22.4%
MEN
TO
RIN
G6.1%
CO
AC
HIN
G 5.1%
OU
TSO
URC
ED A
DVI
CE
8.1%
OT
HER
0.9%
NO
54.0%
N/A
11.1%
OT
HER
5.4%
50
100
150
200
250
300
350
400
MAN
AGEM
ENT
DUR
ING
THE
RECE
SSIO
N (C
ON
T).
16
The fo
llow
ing
are t
he o
pen r
esp
onse
s fo
r bo
th
the p
osi
tive
and n
ega
tive
impac
ts o
f th
e r
ece
ssio
n:
PO
SIT
IVES
•M
any
hav
e a
cquir
ed
new
skill
s w
hic
h
they
wo
uld
no
t hav
e d
one o
therw
ise
•T
hey
are s
eekin
g o
ut
new
and
mo
re
div
ers
e c
hal
lenge
s to
surv
ive t
he r
ece
ssio
n
•T
he m
ajo
rity
sta
ted
that
they
hav
e h
ad t
o
beco
me m
ore
eff
icie
nt
in t
he w
ay t
hey
wo
rk t
o r
ed
uce
co
sts
but
mai
nta
in q
ual
ity
•O
thers
hav
e h
ad t
o le
arn t
o a
dap
t an
d
beco
me m
ore
fle
xib
le t
o s
urv
ive t
he
chan
ging
and
unce
rtai
n futu
re
•M
any
rep
ort
ed
that
they
had
been g
iven
new
op
po
rtunit
ies
and
resp
onsi
bili
ties
•T
he in
dust
ry h
as b
eco
me m
ore
str
eam
lined
exce
sses
and
wo
rkers
who
did
no
t b
enefit
the in
dust
ry h
ave b
een c
ut.
NEG
AT
IVES
•
Man
y hav
e h
ad t
heir
pay
cut
or
hav
e n
ot
rece
ived
a p
ay in
creas
e w
hen t
akin
g o
n
mo
re r
esp
onsi
bili
ty
•T
he in
dust
ry h
as h
ad t
o m
ake a
lot
of
red
und
anci
es
and
this
has
mean
t lo
sing
man
y ta
lente
d e
mp
loye
es
•R
esp
ond
ents
were
rep
ort
ing
mo
re
stre
ss a
nd
pre
ssure
beca
use
of th
eir
unce
rtai
n jo
b p
rosp
ect
s
•M
any
hav
e a
lot
mo
re w
ork
to
do
beca
use
of st
aff cu
ts, b
ut
less
tim
e t
o c
om
ple
te it
due t
o r
ed
uce
d h
ours
•M
any
are d
e-m
oti
vate
d b
eca
use
of th
e a
mo
unt
of w
ork
and
the la
ck o
f re
war
d b
ut
wo
rrie
d
abo
ut
job
secu
rity
, so
co
nti
nue t
o w
ork
har
d.
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
MAN
AGEM
ENT
DUR
ING
THE
RECE
SSIO
N (C
ON
T).
17
Resp
onse
s hav
e s
ho
wn t
hat
man
y ar
e t
akin
g th
e init
iati
ve
to d
eve
lop
new
skill
s an
d t
ake
on n
ew
chal
lenge
s in
resp
onse
to t
he n
ega
tive
im
pac
t o
f th
e
rece
ssio
n. T
hese
ind
ivid
ual
s
hig
hlig
ht
the lead
ers
hip
po
tenti
al in t
he ind
ust
ry,
and
the e
cono
mic
clim
ate
has
bo
rne o
ut
this
op
po
rtunit
y
to id
enti
fy a
nd
deve
lop
futu
re lead
ers
. T
his
is
imp
ort
ant
to e
nsu
re a
new
vis
ion a
nd
po
siti
ve c
han
ge in c
onst
ruct
ion.
46
.2%
of
resp
ond
ents
sta
ted
that
their
co
mp
anie
s had
been
do
wnsi
zed
as
a re
sult
of
the
rece
ssio
n (F
ig.2
8). O
f th
at
46
.2%
, a
fift
h ind
icat
ed
that
ove
r 5
0%
of
their
wo
rkfo
rce
was
do
wnsi
zed
(Fig
.27)
:
The r
ece
ssio
n h
as fo
rced t
he
indust
ry t
o c
han
ge, to
seek
oth
er
skill
s an
d p
ract
ices
to
surv
ive. It
has
als
o h
ad t
o
beco
me m
ore
effic
ient
due t
o
the h
uge
num
ber
of sk
ills
lost
.
It is
impo
rtan
t fo
r th
e in
dust
ry
to c
ryst
allis
e a
nd m
ainta
in
these
pra
ctic
es
for
when t
he
indust
ry w
ork
load
incr
eas
es.
Cre
los
com
men
tary
“L
ike m
ost
ind
ust
ries,
the
const
ruct
ion ind
ust
ry is
suff
eri
ng
fro
m h
igh leve
ls o
f
dis
enga
gem
ent
and
ris
k lo
sing
tale
nte
d e
mp
loye
es
to o
ther
org
anis
atio
ns,
or
wo
rst,
to
org
anis
atio
ns
outs
ide o
f th
e
ind
ust
ry. W
e b
elie
ve t
hat
there
is a
win
do
w o
f o
pp
ort
unit
y
for
the ind
ust
ry t
o s
ho
w v
isio
n
and
enga
ge w
ith its
tal
ent
po
ol.
Sta
ff m
ove
ments
po
st r
ece
ssio
n
are a
lso
an o
pp
ort
unit
y fo
r
the ind
ust
ry t
o a
ttra
ct n
ew
tale
nt
fro
m o
ther
ind
ust
ries.
”
Fig
.28
What
are
the
imp
acts
of
the r
ece
ssio
n
on y
our
com
pan
y?:
NO
IMPA
CT
6.4%
POSI
TIV
E FI
NA
NC
IAL
IMPA
CT
5.8%
NEG
ATIV
E FI
NA
NC
IAL
IMPA
CT
54.0%
DO
WN
SIZ
ING
46.2%
REC
RUIT
MEN
T F
REEZ
E44.7%
REC
RUIT
MEN
T D
RIVE
2.6%
RE-S
TRU
CT
URI
NG
40.6%
AC
QU
ISIT
ION
S 4.4%
I DO
N’T
KN
OW
1.7%
N/A
4.3% O
TH
ER11.2%
50
100
150
200
250
300
350
400
Fig
.24
Hav
e y
ou h
ad t
o a
dap
t yo
ur
skill
s as
a r
esu
lt
of
the r
ece
ssio
n?:
YES
- 42
.9%
NO
- 5
1.7%
NA
- 5
.4%
Fig
.27
What
perc
enta
ge o
f yo
ur
wo
rkfo
rce
do
wnsi
zed
as
a re
sult
o
f th
e r
ece
ssio
n?:
0-5
- 11
%6-
10 -
15%
11-2
0 -
18%
21-3
0 -
18%
31-4
0 -
6%41
-50
- 4%
50+
- 2
0%D
ID N
OT
KNO
W/ C
ON
FID
ENTI
AL
- 8%
Fig
.25
Hav
e y
ou
rece
ived
any
of
the
follo
win
gd
uri
ng
the
rece
ssio
n?:
MA
NA
GE
ME
NT
IN
TH
E C
ON
ST
RU
CT
ION
IN
DU
ST
RY
20
10
MO
VIN
G F
OR
WA
RD
S
19
Oth
er
resp
onse
s in
clud
e a
need
fo
r m
ore
mo
tiva
tio
n
and
co
nfid
ence
desp
ite t
he
unce
rtai
nty
of
the c
urr
ent
clim
ate a
nd p
atie
nce
to
co
ntinue
thro
ugh
the h
ard t
imes.
Man
y al
so in
dic
ate t
he
need fo
r m
ore
‘so
ft s
kill
s’
such
as
pre
senta
tio
n s
kill
s,
com
munic
atio
n a
nd
adm
inis
trat
ion.
Co
mpute
r sk
ills
incl
ude b
asic
leve
l use
and
als
o inte
rest
in lear
nin
g an
d u
sing
new
pro
gram
mes,
such
as
for
desi
gn.
The n
eed t
o b
eco
me
mo
re a
dap
table
, fle
xib
le a
nd
effic
ient
were
als
o c
om
mo
n
resp
onse
s an
d t
hese
tie
in
with o
ther
them
es
evi
dent
fro
m t
he r
esu
lts.
Genera
lly, re
spo
ndents
stat
ed t
hat
they
needed t
o b
e
mo
re o
ptim
istic
and p
osi
tive
as it
is a
ffect
ing
their
team
s
and r
esu
ltin
g in
a d
e-m
otiva
ted
wo
rkfo
rce.
Man
y al
so s
tate
d t
hat
they
did
no
t need a
ny
furt
her
skill
s.
MOVING FORWARDSM
OV
ING
FO
RW
AR
DS
18
Resp
ondents
were
asked w
hat
they
needed t
o m
ove
forw
ards
and t
ackle
th
e c
hal
lenge
s fa
cing
the in
dust
ry (F
ig.2
9).
Thre
e c
om
mo
n t
hem
es
occ
urr
ed
in t
he o
pen t
ext
resp
onse
s:
1. T
he m
ost
co
mm
on r
esp
onse
was
that
resp
ond
ents
wan
t to
purs
ue o
ther
hig
her
ed
uca
tio
n q
ual
ific
atio
ns
and
als
o r
eac
h t
heir
full
mem
ber
stat
us
of
the C
IOB
and
oth
er
pro
fess
ional
inst
ituti
ons
to im
pro
ve t
heir
skill
set
and
op
po
rtunit
ies.
2. A
gre
ater
kno
wle
dge
of
inno
vati
on is
req
uir
ed
,
par
ticu
larl
y re
gard
ing
sust
ainab
le c
onst
ruct
ion.
Resp
ond
ents
wan
t m
ore
acc
ess
to
info
rmat
ion
on inno
vati
ve p
ract
ices
and
up
dat
es
on o
ther
adva
nce
ments
in t
he ind
ust
ry. A
bett
er
und
ers
tand
ing
is r
eq
uir
ed
befo
re inno
vati
ve
pra
ctic
es
can b
e u
tilis
ed
on a
wid
er
scal
e.
3. R
esp
ond
ents
wan
t to
enhan
ce t
heir
ind
ust
ry
exp
eri
ence
and
kno
wle
dge
and
als
o e
xp
lore
the o
ther
ind
ust
ries
and
their
exp
ert
ise.
Man
y st
ated
they
wan
ted
to
lo
ok t
o o
ther
ind
ust
ries
to lear
n n
ew
skill
s, w
hic
h c
ould
be u
tilis
ed
in t
he c
onst
ruct
ion ind
ust
ry t
o
imp
rove
pro
cess
es.
RE
SPO
ND
EN
TS
STA
TE
D T
HA
T T
HE
YN
EE
DE
D T
O B
EM
OR
E O
PT
IMIS
TIC
AN
D P
OSI
TIV
E A
S IT
IS
AFFE
CT
ING
TH
EIR
TE
AM
S.
ABI
LIT
Y T
O C
HA
NG
E/A
DA
PT
ENVI
RON
MEN
TAL
ISSU
ES
CRY
STA
L BA
LL/M
AG
IC W
AN
D
CO
MM
ERC
IAL
MA
RKET
AW
ARE
NES
S
IT/C
OM
PUT
ER P
ROG
RAM
MIN
G S
KIL
LS
FIN
AN
CIA
L A
WA
REN
ESS/
ECO
NO
MIC
S
LEG
AL
UN
DER
STA
ND
ING
/LEG
ISLA
TIO
N
MA
RKET
ING
/SA
LES
WID
ER IN
DU
STRY
EX
PERI
ENC
E
INN
OVA
TIO
N A
WA
REN
ESS
MC
IOB
QU
AL/
OT
HER
QU
ALS
OC
CU
PAT
ION
AL
H&
S
HR/
DIS
PUT
ES/C
ON
FLIC
TS
RISK
MA
NA
GEM
ENT
FORE
IGN
LA
NG
UA
GE/
OVE
RSEA
S EX
PERI
ENC
E
PRO
CU
REM
ENT
LEA
DER
SHIP
MA
N M
AN
AG
EMEN
T S
KIL
LS
Fig
.29
What
skill
s ar
e n
eed
ed
to
mo
ve f
orw
ard
s?:
RECO
MM
END
ATIO
NS
20
RECOMMENDATIONS
1.C
PD
mus
t ad
dres
s m
anag
eria
l ski
lls:
Co
nti
nuo
us
Pro
fess
ional
Deve
lop
ment
cours
es
must
ensu
re t
hey
are a
dd
ress
ing
man
agem
ent
skill
s. T
he r
esu
lts
hav
e s
ho
wn t
hat
the m
ajo
rity
of
resp
ondents
fo
und p
rom
oting
equal
ity
and
stan
dar
ds
to b
e o
ne o
f th
eir
wo
rst
skill
s; C
PD
sho
uld
be u
sed
to
help
man
agers
im
pro
ve t
his
and
oth
er
weak
skill
s, a
s th
is in p
arti
cula
r
is im
po
rtan
t fo
r th
e f
utu
re o
f co
nst
ruct
ion.
CP
D c
an a
lso
be u
tilis
ed
to
tac
kle
curr
ent
skill
req
uir
em
ents
, su
ch a
s im
pro
ving
mo
tiva
tio
n
in t
he ind
ust
ry a
nd
oth
er
soft
skill
s.
2. E
ncou
rage
mor
e le
ader
ship
:L
ead
ers
hip
is
need
ed
to
cre
ate v
isio
n in t
he
const
ruct
ion ind
ust
ry a
nd
purs
ue inno
vati
on
and
chan
ge. R
esp
ondents
are
cal
ling
for
mo
re
inno
vatio
n;ho
weve
r it
oft
en n
eed
s le
aders
hip
to d
rive
this
fo
rwar
d. T
he ind
ust
ry s
ho
uld
be
unifie
d u
nd
er
one v
isio
n a
nd
to
ach
ieve
this
it
need
s st
rong
lead
ers
hip
.
The ind
ust
ry m
ust
als
o e
nsu
re it
reta
ins
peo
ple
who
hav
e t
he s
kill
s to
sho
w t
rue lead
ers
hip
po
tenti
al.
The r
ece
ssio
n h
as h
elp
ed
shin
e a
lig
ht
on p
rosp
ect
ive lead
ers
and
co
mp
anie
s m
ust
ensu
re t
hese
peo
ple
are
deve
loped a
ppro
pri
ately
.
3. R
esea
rch
is r
equi
red
into
sof
t sk
ills:
Furt
her
rese
arch
is r
equir
ed t
o e
stab
lish h
ow
const
ruct
ion m
anag
ers
hav
e d
eve
lop
ed
their
so
ft
skill
s. T
rain
ing
pro
cess
es
whic
h a
dd
ress
these
skill
s
sho
uld
inco
rpo
rate
all
man
agem
ent
skill
s an
d fo
cus
on a
reas
that
tend
to
be o
f p
arti
cula
r w
eak
ness
.
It s
ho
uld
be e
stab
lished
ho
w m
anag
ers
hav
e
deve
lop
ed
these
skill
s th
ey
rate
mo
st h
ighly
and
inve
stig
ate w
heth
er
oth
er
weak
er
skill
s co
uld
als
o
be t
augh
t in
this
way
. It
wo
uld
als
o b
e in
tere
stin
g
to s
ee h
ow
tra
inin
g so
ft s
kill
s in
the
const
ruct
ion in
dust
ry c
om
par
es
wit
h
man
agem
ent
trai
nin
g in
oth
er
ind
ust
ries.
4. In
dust
ry m
ust
cont
inue
to
‘thi
nk o
utsi
de t
he b
ox’:
New
skill
s sh
ould
be d
eve
lop
ed
by
lear
nin
g
fro
m o
ther
ind
ust
ries
to e
nsu
re a
bett
er
funct
ionin
g co
nst
ruct
ion ind
ust
ry. M
any
resp
ond
ents
hav
e s
aid
that
the r
ece
ssio
n h
as
forc
ed
them
to
lear
n n
ew
skill
s an
d t
his
has
imp
rove
d t
he w
ay t
hey
und
ert
ake
their
jobs.
It is
impo
rtan
t th
at t
his
co
ntinues
to h
appen
afte
r
the r
ece
ssio
n t
o furt
her
imp
rove
co
nst
ruct
ion.
A w
ork
ing
gro
up
sho
uld
be e
stab
lished
fo
r
const
ruct
ion p
rofe
ssio
nal
s to
co
me t
oge
ther
wit
h e
xp
ert
s in
oth
er
ind
ust
ries
to s
har
e b
est
pra
ctic
e a
nd
help
eac
h o
ther
imp
rove
.
5.Ef
ficie
ncy
shou
ld b
e cr
ysta
llise
d:
Man
y re
spo
nd
ents
to
the s
urv
ey
stat
ed
that
their
busi
ness
and
the w
ay t
hey
wo
rk h
ave
beco
me m
ore
eff
icie
nt
duri
ng
the r
ece
ssio
n.
This
effic
iency
must
be c
ryst
allis
ed t
o e
nsu
re it
is
mai
nta
ined o
nce
the in
dust
ry w
ork
load
incr
eas
es.
Thi
s re
sear
ch w
as d
one
in c
olla
bora
tion
wit
h C
relo
s.
Cre
los
is a
lead
ing
org
anis
atio
nal
chan
ge a
nd t
alent
consu
ltan
cy
wit
h a
pro
ven t
rack
reco
rd o
f im
pro
ving
the e
ffect
iveness
of
ind
ivid
ual
s, t
eam
s an
d o
rgan
isat
ions.
Our
app
roac
h t
o w
ork
is
und
erp
inned
by
what
we c
all ‘p
reci
sio
n b
usi
ness
psy
cho
logy
’:
We t
ake t
he v
ery
best
pro
ven a
nd
sci
enti
fic
rese
arch
rega
rdin
gho
w a
nd
why
peo
ple
reac
t an
d b
ehav
e a
s th
ey
do
. T
hro
ugh
consu
ltan
cy, as
sess
ment,
co
achin
g an
d p
rofe
ssio
nal
deve
lopm
ent
we h
elp
lead
ers
diffe
renti
ate t
heir
busi
ness
by
acce
lera
ting
eff
ect
ive a
nd
sust
ainab
le c
orp
ora
te c
han
ge,
deve
lop
ing
their
bo
ard
and
lead
ers
hip
team
s, d
esi
gnin
g an
d d
eliv
eri
ng
succ
ess
ful ta
lent
stra
tegi
es
and
deve
lop
ment
pro
gram
mes.
Our Mission: To contribute to the creation of a modern, progressive, and responsible construction industry; able to meet theeconomic, environmental and social challenges faced in the 21st century.
Our 7 Guiding Principles: � Creating extraordinary people through professional
learning and continuous professional development.
� Promoting the built environment as central to thequality of life for everyone everywhere.
� Achieving a sustainable future, worldwide.
� Advocating exemplary ethical practice and behaviour,integrity and transparency.
� Pursuing excellence in management practice, and technological innovation rooted in evidence based science.
� Being socially responsible and working responsibly.
� Enabling our members to find an emotional resonancewith the Institute; their success is our success.
We have over 46,000 members around the world and are considered to be the international voice of the buildingprofessional, representing an unequalled body of knowledge concerning the management of the total building process. Chartered Member status is recognised internationallyas the mark of a true, skilled professional in theconstruction industry and CIOB members have acommon commitment to achieving and maintaining thehighest possible standards within the built environment. The Chartered Building Company and ConsultancySchemes (CBCs) are a vital part of the CIOB, providing theInstitute’s members with a further business perspective.To find out more about the benefits of either individualCIOB membership or CBC schemes go to our websitewww.ciob.org or call us on +44 (0)1344 630 700 today.
The Chartered Institute of BuildingThe Chartered Institute of Building (CIOB) represents for the public benefit the most diverse set of professionals in the construction industry.
Englemere, Kings Ride, AscotBerkshire SL5 7TB, United Kingdomt: +44 (0)1344 630 700 f: +44 (0)1344 630 777 e: [email protected] w: www.ciob.orgRegistered Charity 280795
