HR in a construction company

HI Nisha
My first job in HR was a bit like that, Management wanted HR but didn't really know what it was. My first few months I didn't really know what I was to do so I held meetings with each manager to find out what issues they were having. On the back of that I realised there was issues with absence management and recruitment, so these were the areas I focused on. I introduced RTW interviews, kept a spread sheet of each departments absences and each month forwarded that to the line manager so they could see who the repeat offenders of Mondayitis were. I also started detailing a monthly report and sending this to my line manager as well as the MD. I would detail what I was working on, what I thought I should focus on as well as staff turnover, absence rates.
I also worked away updating policies and informing staff of the policies as they were not communicated to staff.
I also took it upon myself to look after training records and working with managers to see who needed training etc and I would source the training and do follow up meetings after the training to see how it had benefited the employee and how it was helping them in their day to day role. Again all this I detailed on my report. I would also add in local employment law cases esp ones where the local company had lost and had to pay out a fine or compensation, this was done to show them what would happen if they didn't follow procedure or adhere to legislation

Eventually it worked and they came to see me as valuable to the management team and involved me in the more important meetings.
You need to show the managers what you are capable of and how you can benefit their departments.
Good luck
T

Hi Nisha,

I am a sole HR administrator in a construction company as well.

I am lucky in the fact that the company recognises that they need HR and utilise me a lot (although sometimes it's because they think HR should do it, even if not always the case!)

However, I had a discussion this morning in regards to how we engage with staff and we how pass information on to them. I came up with ideas about going to sites etc but I was informed that the staff are 'volatile' and this would upset them. When I questioned why the staff where volatile I was told that's the way the industry is - which is one of the most commonly used phrases I have heard.

It can be difficult to change peoples mindsets. I have manged to win over one of the managers from our landscaping division and he has agreed we need to think of ways to change the culture.
I have already won over the property division who already engage with staff more than they used to.
It took perseverance but I started by winning them over one by one. I would put together ideas and send them to the relevant people (they were not always HR related, but they start to recognise you than more than just a 'paper pusher').

I suggest that you put your ideas together and try and introduce them one by one. Management also love money savings and increased productivity so try and work these into your ideas and presentations.
I created reports showing the trends in staff and salaries etc. I made them basic and too the point and they have gone down well with the management team.

You need to show them that HR is more than contracts and polices but there is more involved. Don't give up hope! the culture can change.

Thanks very much for sharing your experience, Maisie... and welcome to the Community :)

Excellent explanation Maisie - and welcome to the community.

Hello Nisha
I joined a scaffolding company nearly 3 months ago, I am their first HR manager. The company does recognise it needs an HR presence as it is expanding rapidly, so my experience is slightly different but, I have started with looking at attendance and have have looked in detail at individual employees and why they have been off.
I have also done some training for managers on managing sickness absence and as others have said introduced the concept of the return to work interview. I have also referred individuals to an Occupational health service which has been beneficial to those individuals.
being supportive in the attendance review meeting as enable me to build a rapport with the individuals who have problems.
I have also been working closely with the Company Health and Safety manager and together we are highlighting the H&S risks but also the HR risks to the board. So for the first time the company has a risk register that is visible to the Board.
I am also taking time to get to know the Board Directors and the managers, supervisors and team leaders in the company to see what their issues are.
I would try and get the support of a manager who can guide you through to help understand what the Board sees as important..

Hi Nick,
This is fantastic, yiu have been performing a lot of HR activities in 3 months. I have learnt how to identity the problem areas and approach respective team members through the responses from community members. Yours is helpful in thinking from different angle and i will try to appraoch the H&S side if the organisation to better idea of the project side.

Thank you so much for your input.

Hi Nick, do you mind popping me an email.. jack_daniels0991@hotmail.co.uk. I have a couple of questions if you don’t mind as I to work in scaffolding. Thanks in advance.