As businesses continue to operate during COVID-19, it has become clear that a recession is inevitable. However, a recession doesn’t have to be scary; it is possible to treat a recession as an opportunity to both invest and diversify your construction firm’s future growth. Construction firms can look to the previous recession to create a carefully calculated strategy that will allow them to continue to grow during the expected economic decline.
The industrial revolution of the mid-eighteen to the nineteenth century revolutionized the way humans build things and gave birth to the growth of economies. Like every other sector, the construction industry was not left out in this advancement and was, in fact, a frontrunner in the earlier revolution.
Due to the COVID-19 pandemic, a new talent pool of skilled workers is searching for employment. Now is a great time to find talent to contribute immediately to your business’s growth and actualization. Below are seven insights that will make sure your next hire is a success.
When you’re looking to purchase a new piece of construction equipment, you want to make an investment. While you want to get the most bang for your buck, you also want a piece of equipment that will get the job done both efficiently and effectively, and, most importantly, you want a piece of equipment that will last — because when it comes to construction equipment, there’s not much room for mistakes.
Construction work is quite hazardous, and the safety of your employees is paramount. The most common fatal accidents in construction are grouped into three major categories: Falls from a height, being struck by a moving vehicle, and being hit by a moving object. Most of these accidents occur due to ignorance, negligence, or just gross indiscipline and the disregard of best safety practices.
All businesses depend on cohesive and effective employer-employee relationships. In an era of unforeseen circumstances like the Covid-19 pandemic, the need to keep businesses afloat may cause strain in these relationships, thereby leading to a drop in employee output and morale. While these are trying and new times for all, employers and organizations must seek to calm the fears and anxieties of their employees.
This question isn’t black & white, and you may get a variety of answers. Some project managers may focus exclusively on output, where others may focus on the core competencies required to achieve the required output. Although both answers would be correct, there is a difference between being able to answer the question and prove the results in the work you do.
COVID-19 has presented a unique challenge for subcontractors, causing them to quickly learn how to navigate scheduling impacts. While many projects have seen scheduling disruptions, others, particularly those involving education, transportation, or health-related facilities, have seen their timeline accelerate, causing project managers to need to be able to maximize efficiency. And these changes don’t just affect the schedule; project managers are now tasked with assessing the best way to balance on-site operations with health measures that guarantee workers’ safety.
In a matter of days, 2020 went from being“business as usual” to anything but. The world is wading through the crisis of a generation, and as a business owner, eyes are on you. Your employees and community are looking to you for consistent, steady leadership to bring them through this difficult time. Here are six steps you can take.