Re Skilling Human Resources For Construction 4 0

This book examines the burgeoning revolution in the construction industry known as Construction 4.0, the attendant need for re-skilling human resources, and key stakeholders' roles in developing the required skills for Construction 4.0. It views the lack of 21st-century skills and skills gap in the industry as significant challenges limiting the uptake and implementation of Construction 4.0 technologies, especially in developing countries. In order to determine the skills required, this book examines the critical technologies of Construction 4.0, such as building information modelling (BIM), robotic construction, 3D printing and drones, which have transformed the construction industry, thereby creating digital, intelligent and sustainable construction solutions. Furthermore, the book considers the benefits, risks and relevant skills required to implement Construction 4.0 technologies.

Although construction is one of the most labour-intensive industries, people management issues are given inadequate attention. Furthermore, the focus of attention with regards to HR has been on the strategic aspects of HRM function - yet most problems and operational issues arise on projects. To help redress these problems, this book takes a broad view of HRM, examining the strategic and operational aspects of managing people within the construction sector. The book is aimed at project managers and students of project management who, until now, have been handed the responsibility for human resource management without adequate knowledge or training. The issues addressed in this book are internationally relevant, and are of fundamental concern to both students and practitioners involved in the management of construction projects. The text draws on the authors' experience of working with a range of large construction companies in improving their HRM operational activities at both strategic and operational levels, and is well illustrated with case studies of projects and organizations.

Contributed papers presented at a workshop.

The construction sector is one of the most complex and problematic arenas within which to manage people. As a result, the applicability of much mainstream human resource management (HRM) theory to this industry is limited. Indeed, the operational realities faced by construction organizations mean that all too often the needs of employees are subjugated by performance concerns. This has potentially dire consequences for those who work in the industry, for the firms that employ them and ultimately, for the prosperity and productivity of the industry as a whole. In this new edition of their leading text, Andrew Dainty and Martin Loosemore have assembled a collection of perspectives which critically examine key aspects of the HRM function in the context of contemporary construction organizations. Rather than simply update the previous edition, the aim of this second edition is to provide a more critical commentary on the ways in which the industry addresses the HRM function and how this affects those who work within the industry. To this end, the editors have gathered contributions from many of the leading thinkers within construction HRM to critique the perspectives presented in the first edition. Each contributor either tackles specific aspects of the HRM function, or provides a critical commentary on industry practice. The authors explain, using real-life case studies, the ways in which construction firms respond to the myriad pressures that they face through their HRM practices. Together the contributions encourage the reader to rethink the HRM function and its role in defining the employment relationship. This provides essential reading for students of construction and project management, and reflective practitioners who are interested in theoretically informed insights into industry practice and its implications.

The modern workforce is continually evolving, presenting an ongoing challenge to business stakeholders, from workers to administration. Technological advancements, shifting consumer preferences, and the ever-changing global economic landscape have set the stage for a resounding conundrum. How can workers, employers, and society adapt to this rapidly transforming environment? Reskilling the Workforce for Technological Advancement presents an answer in the concept of reskilling existing workforces. As highlighted in the book, reskilling offers a path to not only address the challenges faced by individuals but also to propel businesses and society forward. The first issue at hand is the need for workers to continually develop new skills and adapt to new roles in response to technological advancements. Reskilling the Workforce for Technological Advancement presents a compelling solution by outlining how reskilling can open to new career opportunities, boost earning potential, and provide the necessary tools for individuals to remain competitive.

This work shows that business investment in knowledge-based capital is a key to future productivity growth and living standards and sets out recommendations in the fields of: innovation; taxation; entrepreneurship and business development; corporate reporting; big data; competition and measurement.

From Katherine Newman, award-winning author of No Shame in My Game, and sociologist Hella Winston, a sharp and irrefutable call to reenergize this nation's long-neglected system of vocational training After decades of off-shoring and downsizing that have left blue collar workers obsolete and stranded, the United States is now on the verge of an industrial renaissance. Companies like Apple, BMW, Bosch, and Volkswagen are all opening plants and committing millions of dollars to build products right here on American soil. The only problem: we don't have a skilled enough labor pool to fill these positions, which are in many cases technically demanding and require specialized skills. A decades-long series of idealistic educational policies with the expressed goal of getting every student to go to college has left a generation of potential workers out of the system. Touted as a progressive, egalitarian institution providing opportunity even to those with the greatest need, the American secondary school system has in fact deepened existing inequalities, leaving behind millions of youth, especially those who live in the de-industrialized Northeast and Midwest, without much of a future at all. We can do better, argue acclaimed sociologists Katherine Newman and Hella Winston. Taking a page from the successful experience of countries like Germany and Austria, where youth unemployment is a mere 7%, they call for a radical reevaluation of the idea of vocational training, long discredited as an instrument of tracking. The United States can prepare a new, high-performance labor force if we revamp our school system to value industry apprenticeship and rigorous technical education. By doing so, we will not only be able to meet the growing demand for skilled employees in dozens of sectors where employers decry the absence of well trained workers -- we will make the American Dream accessible to all.

Malaysia’s economy is doing well, but social and governance challenges must be addressed. The new government prioritises inclusive growth and improving trust in public institutions. Further progress toward the planned target of high-income country status by 2024 will also require focusing on productivity growth with structural reforms to move up the value chain and improve skills. Ensuring environmental protection will improve the quality of growth.