Construction Curiosities #84
6 Ways to Boost Psychological Safety in the Construction Industry
Hey! Happy Saturday! Matt here.
Welcome to the Construction Curiosities newsletter!
A special warm welcome to the 62 new subscribers this week!
This weekly Newsletter explores the Curiosities of the Construction Industry. It's meant to help Drag the Construction Industry into the 21st Century by making you think, smile, and become motivated to drive innovation in your realm of the industry.
The Newsletter will focus on 4 primary areas of Innovation:
Technology & Tools
Digital Marketing & Social Media
Upskilling/ Mentorship
Being People First in all of the Above
We won’t hit on each of these topics every week but that’s what is in rotation!
Summary
This week we will look at:
Solutions to Construction’s Labour Shortage
One Video: Referrals The Right Way
One Article: 3 Infrastructure Trends for 2024
One Meme: Monkey See. Monkey Want.
Solutions to Construction’s Labour Shortage – Inclusion and Psychological Safety
by Angelo Suntres, CM Mentors Guest Ep 1
It seems almost impossible to avoid mention of the labor shortage in mainstream and social media these days and, despite rumblings having been around for as long as many workers can remember, it does not seem that much was done to prevent it. This article sheds light on potential solutions that may be easier to implement than you think.
There are currently amazing efforts backed by industry and government to get more people interested in construction careers, especially skilled trades and it is working to some extent, but numbers can be deceiving. Literally, millions of construction workers will be eligible for retirement within the next 10 years. This number of roles to fill is alarming and will be no small challenge to overcome; however, when you dig deeper into the numbers things become even more concerning. The figures in the assessment address the quantity of workers but leave the quality untouched.
They imply that one new entrant is equivalent to one retiree or, in other words, a supervisor with 30 years of experience is considered equal to a first-year apprentice, a stark contrast. This information is not highlighted to be alarmist but rather to emphasize the importance of the issue and everyone’s required involvement in the solutions.
The construction industry today faces both external and internal challenges that have worsened the effects of the labour shortage. From the outside looking in, it is not a great place to work. Much of the general population views construction as a hindrance on their morning commute, as noise and air pollution from machinery, and stereotypical gruff workers. From this perspective, you could say that construction has a marketing issue. Internally, we do a terrible job in the way we treat others and creating a positive human experience both on-site and in the office. Examples of this can be found in the quality of site washrooms and the combative, argumentative and litigious nature of the industry today.
Simply put, the human experience in the construction industry has been systemically lackluster and exclusive, and adding more diverse populations of people into the current state of the industry alone will not solve the problems we are facing, it will make them worse or even introduce new ones.
The future of construction will require a true shift in traditional mindsets and a re-evaluation of what it means to the inclusive and collaborative to provide psychological safety for everyone to thrive and be their best. These terms are not used as buzzwords for marketing copy but as calls to action for anyone reading this. The challenges we are facing today are not isolated to executive leadership or human resources, although those groups will play a key role in helping to address them. The responsibility extends beyond any specific role or department – it is up to everyone, at all levels of organizations to think critically about how they treat their co-workers, customers, suppliers, and vendors and how it impacts the overall industry ecosystem.
When people feel unsafe, they are distracted by risks or concerns and their performance, relationships, and careers will suffer. When defining safety many people consider only physical safety which has improved drastically in recent decades and reduced physical harm and loss exponentially. Imagine the impact on the workforce and industry if the same efforts were focused on psychological safety. It would be extremely beneficial to worker productivity and team performance - especially as it pertains to the labour shortage and diversity initiatives which are, after all, “people problems” that cannot be solved by technology.
It is easy to be overwhelmed by such widespread, complex, and overarching issues but here are 6 things you can start doing right now to make the construction industry more appealing for existing and prospective workers by fostering inclusion and collaboration to develop an environment of psychological safety.
Create Awareness: Companies can invest in ongoing training and education programs that inform employees about the challenges the industry is currently facing and how to address them. These programs can help break down stereotypes and biases while equipping workers with the tools to recognize and address them. By fostering a culture of learning and open-mindedness, construction companies can create an atmosphere of inclusivity, making a more welcome environment for all.
Diversify the Workforce: Encourage your organization to actively diversify its workforce. Embrace gender, ethnic, and age diversity. Research consistently shows that diverse teams are more innovative and effective. By attracting and retaining a broader talent pool, construction can tap into fresh perspectives and ideas, ultimately benefiting not only projects and teams, but the industry as a whole. In order for this step to be successful, organizations must first complete the point above to ensure a culture that embraces differences and challenges and understands how to overcome them.
Collaborative Processes: Promote collaborative decision-making at all levels of your organization. Encourage workers to provide input and feedback, regardless of their position or title. This not only leads to more well-rounded decisions but also makes everyone feel valued and heard, contributing to psychological safety. Be clear that their involvement is important and valued but they must be reasonable about the outcome even if it does not go their way. Communication goes a long way to avoid conflict.
Mentorship and Leadership Development: Establish mentorship programs to help everyone, including underrepresented groups, advance in their careers. Encourage senior leaders to mentor and sponsor diverse talent. This will not only provide opportunities for career growth but also create a culture of support and mentorship that boosts psychological safety. This is an important factor to address the labour shortage as a key to the future will be doing more with less. Broaden the reach of mentors.
Communication, Transparency, and Authenticity: Emphasize transparent communication and follow through with actions. Ensure that all workers are well-informed about project/corporate goals, progress, and any changes. Clear, open communication fosters trust and reduces anxiety, two essential components of psychological safety, and the behavior of ensuring that actions are consistent with communication reinforces the value. Beware that actions that are misaligned with communications will be off-putting and detrimental to the organization.
Zero-Tolerance for Harassment: Enforce a zero-tolerance policy for harassment, discrimination, and bullying. Create a reporting system that protects whistleblowers and ensures swift and appropriate action against offenders. An environment free from harassment is a cornerstone of psychological safety.
The construction industry stands to gain significantly by prioritizing inclusion, collaboration, and psychological safety as core values for the future. These principles not only improve the well-being of the workforce but also lead to better project outcomes, increased innovation, and enhanced reputation which will help to address the labor shortage and inclusion initiatives. By embracing these ideas, construction can build a brighter and more inclusive future for all involved.
Thanks Angelo! Even if you can’t spell “labor” correctly.
If you are interested in the Human Side of Construction yall should follow him on the socials. He literally wrote the book on the topic.
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Do you want to be featured in an Upcoming Newsletter via a Guest Article or a Regular(ish) Contributor in 2024?
Hit me up at matt@constructionyeti.com. And let’s talk about it!
One Video
3 infrastructure trends for 2024
by Construction Dive
Revised Federal Regulations
More Digitalization
New Procurement, Delivery Methods
One Meme
The same goes for me at Trade Shows gathering souvenirs for my kids.
See y’all next week! ✌
