HR Process Redesign for Construction & Real Estate 

 

CLIENT CONTEXT & PROBLEM

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The client specialises in civil construction and rose to prominence over the past two decades.  They are a major player in the state and central government civil projects including the construction of schools, hospitals, and government offices. Of late, they have ventured into private turnkey projects too.  Now, they want to take up large scale projects in the private sector and expand their operations pan India.

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While they started bidding for key projects outside the government sector, they noticed that the bidding, project management methodologies, material management tracking etc. are not on a smooth track, as happens in the government sector, they are familiar with. So, such initiatives encountered delays and roadblocks either in the initial state or during execution. The company was worried about the stumbling block on their ambitious initiatives.

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APPROACH & SOLUTION

 

Our consultants started by conducting assessments & surveys from the senior management of the company to downwards in the employee hierarchy to understand the vision and expectations of the firm. We documented and analysed the project management systems and processes in place. We then verified the recent interactive trails of these projects, to find out the realistic pattern of the flaws in the system. The lack of a professional team with capabilities to match the needs of world-class construction posed the main problem for the company. Once the flaws were pinned, we conducted intense Focussed Group  Discussions with the middle-level management, who got the people on the job.

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Consoul introduced the change management program based on the results obtained from assessments and was carried out with the full support of the company owners. The issues and gaps prevailing in the HR front, preventing the firm from going in an expansive mode, were mapped against the competencies prevailing and identified the further requirements. The organization structure was re-designed to include new designations and re-definition of existing teams.  We prepared a master plan for the change management which included: Total Organizational Improvement Programme by documenting a system for recruitment, onboarding, training, appraisal and mentorship in the organisation. A competency framework was detailed and prepared for different positions in the company. Later the competency mapping exercise was conducted for all crucial positions.  Consoul prepared confidential questionnaires with indices and parameters for all job categories with provisions for specific inputs of issues and motivating factors at each level.  We designed definitive skill sets needed at each level of employees, also by setting targets for the existing force to meet the standardised competencies for respective roles in a timeframe; implementing Employees Performance Management System & tailoring KPI as performance indicators for boosting efficiency. Moreover, we established channels for continued Learning and Development.

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Solution Highlights:

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• Created a Vision, Strategy, Objective, Measures (VSOM) map, with the agreement at all levels.

• Established, defined and documented communication channels.

• Developed JDs, SOPs, KPIs, and Checklists for key functions and roles.

• A Training Need Analysis was conducted, for the implementation of new systems and digitisation. The training was designed and being imparted continuously.

• Established system for periodical review and results analysis.

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BUSINESS RESULTS

 

• The documented processes established a clear path to enforce the smooth transition of the existing manpower to a highly competent workforce.  

• Measurable changes were visible in the conduct and skill levels of the existing staff within three months of implementation of the scheme. 

• The learning urge was visible by the number of voluntary enrolments to online classes by the employees.  Also, off-line training courses for skill development were conducted and monitored continuously. 

• The recruitment processes were conducted in line with the competency maps. 

• The company started associating with major projects in new areas. The management felt the changes with a more competent and ready-to-market workforce.