Showing posts with label Fairness. Show all posts
Showing posts with label Fairness. Show all posts

Thursday, 13 June 2013

Over 148 Construction companies apply to be on the CITB BE FaIR Framework pilot - CITB’s new industry-approved accredited framework for fairness, inclusion and respect in the workplace

The CITB BE FaIR (Built Environment Fairness, Inclusion and Respect) accreditation framework developed by CITB (The Construction Industry Training Board and sector skills council for construction) in partnership with  Constructing Equality Ltd, (The leading provider of construction-specific equality and diversity training and consultancy) supports the construction industry in addressing fairness, inclusion and respect.

Following a successful test of the first six strands in Summer 2012, CITB and Constructing Equality Ltd have received the interest of 148 companies to undertake the pilot, which runs from now until December 2013, of the Main Contractor and Sub-contractor strands and have just offered places to 110.

“Having a diverse workforce is beneficial to a company’s productivity, profitability and growth.  It is great to see the level of interest the framework has generated and the opportunities it presents for demonstrating business practise within the Industry. As an organisation we are committed to attracting and supporting the best workers to the construction industry, reflecting the diverse society we all live in.” – Matt Valentine-Pyle, CITB

The 110 companies range from small sub-contractors like Highwire Ltd, Macform Ltd and Cullins Ltd all the way up to large main contractors like Vinci plc., Wates Group, ISG plc. and Graham.
With 13 main contractors, largely drawn from UKCG members, and the declared support of this framework from the Industry Leadership Group for Fairness, Inclusion and Respect chaired by Judy Lowe, CITB Deputy Chair, this new approach to diversity, that sets a baseline of fairness for everyone, seems to be really hitting a key note with companies across the industry.

Graham, one of the test companies, is part of the pilot and has already identified that they are seeing improvements across their business, especially amongst their workforce on site, in morale, motivation and commitment to fairness, inclusion and respect for everyone.

Taking on the CITB BE FaIR framework enables companies to develop and progress as they move through accreditation levels from simply complying with the law at Level 1 right the way through to being a leading light for best practice in the sector at Level 4.

This (CITB BE FaIR) is a construction-specific accredited framework that has been designed to support the industry’s wide range of companies and organisations in addressing equality law and public sector equality duties through encouraging and developing fair practices in the workplace for all.
The CITB BE FaIR Framework is written in “strands” that segment the sector into its different types of organisations   and help identify and support the relevant challenges and needs.

Companies wishing to find out more about how they can adopt the BE FaIR framework should contact their CITB local office or the CITB website.



Monday, 3 June 2013

How we got to here - a history of Constructing Equality.


This month marks the sixth year anniversary of Constructing Equality Ltd and we thought we would provide you with a bit of history and perspective so that you can understand how we are working to make change in the sector.

2007 – 2009 The Learning Years                
Originally, after leaving my job as a site manager, I set up the company with the aim of helping businesses find an approach to aspects around equality that could understand the challenges they faced. What was very clear from the off was that the industry could not overcome many of the barriers it was presented with such as: - false self-employment, poor trainee record, and nepotistic culture, without working together. We knew
this because companies that had tried told us they found this work was undermined by competitors poaching staff they had trained and therefore were unable to pay more, was diluted on projects without the same underpinning and was not valued by clients - who often valued short-term initiatives for the community over longer term progress for industry; consequently this did not win tenders.  You might think that this is not important to equality, but it is, very important indeed. How can we expect the majority of the industry to co-operate in encouraging and developing individuals from minority backgrounds when they themselves feel undervalued, badly treated and threatened? We felt that in order to bring equality to the sector we needed to start with the workforce we already had.

2009 – 2011 – Formulating a Plan
The first two years were spent reading quite a bit - the next few were spent reading a lot; undertaking a Masters degree and transferring onto a PhD . Not only did we need to improve conditions in the sector for the individuals within it, but for the companies too and we needed to be able to back this up with research. Whilst ten years in industry gave us a good background in the sector we needed to establish a greater depth to the understanding of how policy, politics and the economy shaped the way the industry operates and then look at how we could set in motion a realistic plan to overcome those challenges together as a sector. We know from historic work, to succeed it needed to have value, but be reasonably priced, be highly complex in its understanding of the sector, people and equalities as well as easy for companies to understand and use - but most importantly have the ability to bring the industry together; trusting that if we worked together we would all benefit. Early on we understood that we could not develop this trust from a consultancy framework, nor could we do this alone. We therefore decided to approach CITB the sector skills council.

2012 – Present - Making Progress
CITB were looking to develop an equality standard of their own - so, with the timing right, we put forward the idea of something bigger - that went beyond equalities and tackled the issues faced by the sector in a way that was affordable and attainable to all organisations working within it. We won the bid and have been developing the CITB BE FaIR framework for the last year and a half with the first 6 strands (Sub-contractors and Main Contractors) being piloted this year and the second set of 8 also being tested. The BE FaIR framework has had an amazing response and whilst it is at the core of our business, it’s not all we do.
We also undertake research for CITB and other clients, Training for companies like Graham, Taylor Wimpey and Derbyshire County Council and consultation for the likes of  Vinci, CITB and CIC.

Aside from the business of making money, we commit 10% of our time to work which helps move this agenda forward in industry - not only with our more recognised resources like the website, quiz and newsletter, which contain a wealth of information and opportunities for companies to promote good practice, but also by running projects to retain students in universities, collecting data in industry (CIC), visiting schools to talk about careers in industry and talking at events.

In the future, we want to involve more of you in this work - creating a scheme where you can become supporters of Constructing Equality Ltd., which will essentially mean that you support the right of all people in industry to be treated fairly.  We in turn will look to give you training and opportunities to showcase your passion. At the end of the day, the company is guided by a love of industry and a vision of the potential of the sector. 

We already do amazing things on a daily basis - just imagine how much more we could do in the right working environment.

Please get in touch to find out how you can get involved,

Happy Building

Chrissi

Friday, 24 May 2013

Interview advice for individuals from black minority ethnic communities.


Following on from last week’s blog looking at what people from black and minority ethnic communities can do to increase their chances of making it through to interview stage, we shall now consider how to put across a good impression when you get there - highlighting areas we know can cause barriers to some people from non-white British backgrounds when seeking jobs in the UK.

As we stated last week, our position on what is right and wrong is irrelevant; and we are not saying that everyone will face these barriers, or create them - rather, that they can exist. And whilst the law is here to protect you, sometimes people aren’t always consciously aware or even care that they are being discriminatory. Consequently, you should be aware of the barriers you may face so that you can decide if you want to avoid companies that won’t be supportive of your experience in the workplace, or use tools to navigate around this behaviour in order to increase your chances of finding employment.

Dress
Whilst race and religion are different considerations, religious affiliations are often cultural. And stereotypes can sometimes be linked to items that display belief - be that jewellery or clothing and this can sometimes damage your chances at interview. Whilst the ideal would be to remain neutral at interview stage - ensuring that such items (jewellery especially in this case) are removed or hidden - there are some doctrines that require a more visible display of faith. In these instances we would advise that you broach the subject to address any potential misunderstandings that the employer may have and redress  any concerns they may have of your ability to do your job safely.

Body Language
Interview stage is all about rapport; the majority of the decision will be made on the things that are not said, rather than the things that are. Although we would advise that you do not attempt to read other peoples’ body language, we would advise that you do influence your own. There are cultural norms in the UK that suggest a good applicant such as: - a firm handshake, direct eye contact and straight posture. Make sure you display these traits because, as difficult as this might be if your culture values opposing nonverbal cues, you may wish to give yourself the best possible chance of appearing competent, confident and capable in the eyes of the interviewer.

Work History
If your work history contains periods where you worked abroad or in an organisation that an employer might consider “non-British”, bear in mind that there could be an assumption that this work would not apply to the UK market and they might not value this contribution. Make sure you point out how your skills are transferable and the additional diversity can, in truth, add value to the organisation through increased experience and knowledge around how different cultures approach challenges.

Modesty
There is a fine line here; whilst culturally the UK can be modest sometimes, this is false and at interview you need to project your very best. There’s an art to selling yourself without coming across as overbearing, so practice on friends till you can get it right. Also have a look at this: - handy guide from what I learned today shows some good examples of how the British can use language in often confusing manner,




Remember if something is not mentioned it does not mean it is not being thought about - make sure you take the chance to alleviate concerns and instead leave the interviewer feeling that any perceived differences will add value to their business. 

Happy Building

Chrissi

Friday, 17 May 2013

Construction and the black and minority ethnic communities


This week Panorama showed a programme called “Jobs for the boys”, which considered findings that young African men were twice as likely to be unemployed than their white counterparts. We were interviewed for the programme and gave advice on seeking positions in construction from the black minority ethnic communities. As it was only a half hour program not all of the advice we gave made it to the final edit so we felt a blog with further information might be of use.

Please note: this is a large and complicated area so do additional research into factors that may affect you.


Firstly, there are internal and external factors to consider. Internal factors are the things you do personally that might stand in the way of you getting a job and external factors are the things that create barriers for companies that are beyond your control. Internal factors can be due to your background, culture, community, etc., and can affect how you feel, hold and present yourself. One example is how you communicate. Consider that up to 83% of communication is reliant on non-verbal cues (proximity, eye contact, touch) and cultures can be very picky about the rules.  For example, a study found that Italians touched over 200 times in an hour when having a conversation, whereas the British just two to three. So if someone British was talking to someone Italian they might feel uncomfortable with the amount of touching whilst the Italian might find their British friend to be cold and unfriendly. This gives you an example of how the way you walk, talk and hold yourself can have a massive impact on getting a job - we know that most people make their decision subconsciously within seconds of someone walking through the door, so make sure your body language mimics what they are expecting.
Externally there are also barriers.....

Both construction and ethnic status are not as simple as they first look; barriers to construction for example, will depend upon what area of the industry you are looking to get into. The trades (the actual work of laying bricks, cladding buildings, etc.) mostly recruit people they know, which means if they mostly know white British people, they will mostly employ them.  On the other hand finding a job within the professions (Quantity surveyor, architects, site managers etc), where bigger firms often rule the roost, can be easier for minority groups to access than the trades, but promotion and a welcoming environment, once inside, can be a bigger challenge.
Black or minority ethnic status is also a dependant factor, as stereotypes and challenges differ between one group and another. Factors such as religion, skin colour, language, name, and family responsibility could have an impact on the way you are perceived which, whilst it shouldn’t, can create a barrier.  In construction we have heard “Asian kids don’t want to work in construction as they all want to be doctors” and “all the Irish are good for is ground-working”.  Unfortunately we have also heard far more offensive stereotypes (it should be noted not only in construction)  but I don’t want to reinforce them by writing them down.  The point is, clumping together issues around race isn’t always helpful, instead what I shall do is give some advice on what you might want to consider when applying for a job.


Please acknowledge that, in writing this, what I feel is right and wrong is irrelevant.  This is based upon challenges we know you might face and what can be done to work with the way things are - it is up to you to decide what feels right for you: -

What to do

Your CV – This should be about getting you through the door; interview stage is where you can wow with your brilliance. At CV stage companies are looking to see if you have the basic requirements but there are other factors that can hinder your chances of making the sift - your ethnicity is sometimes linked to the assumption that English will be a second language and then the further assumption that if it is a second language you will not be skilled enough in it - therefore you need to set out your stall.

Your name - Some employers in the UK are more likely to employ someone with a traditionally British name; we hear and have seen research on this from large and small companies and, as a workaround, people have been known to employ a British nickname to get them through to the interview stage.


Your spelling - Linked with language assumptions above - make sure you do all you can to challenge this perception where it might occur; people will be hypersensitive to your spelling and grammar and what my white (albeit Irish) name will get away with, yours might not.  Again it’s not fair that we have to work around these issues – but that’s why I’m writing this blog in the first place and trying to bring about change.

Your language - Cultures can have different approaches   to showing respect. So where in the UK we are somewhat more reserved, friends from Uganda and Northern India who now work in the UK can be somewhat more enthusiastic when applying for roles - exclaiming that they would “love the chance to work for such a brilliant, amazing and fantastic organisation”. Unfortunately, this can sometimes be seen as false and, consequently, weakens your application.

What to look out for

Also, companies that work for the public sector are subject to different legislations and are therefore, not only more open to employing people from none white British communities, but also have further support in place to develop their careers.

Where to go

These organisations can help: -
    • Stephen Lawrence Trust
    • Princes Trust
    • Youth Build Bradford
If anyone sees this as useful let us know and next week we will write about the interview stage next week.

Happy Building,

Chrissi 

For all things construction and equality, get yourself over to the Constructing Equality Ltd. website. 

Friday, 3 May 2013

The Anonymous Blog Strikes Back


At Constructing Equality Ltd. we like to create blogs that are both engaging and interesting for the reader - blogs that stimulate and prompt research and investigation by anyone that may have an opinion, or view, that they feel will contribute to a particular matter related to construction and/or equality and diversity.  We want to use this blog is as platform for discussion; a place where people of all ages, backgrounds and professions can anonymously write their responses to initiate discussion.


Last year we were approached by a woman working in construction who proposed to us the idea of hosting an anonymous blog. She considered some of her experiences as potentially harmful to her career and was unsure what to do - she wasn't so much looking for answers as a platform to let off a bit of steam; a place where she could talk about the experiences and behaviours she had encountered and hopefully interact with others who’d had similar experiences, or who had suggestions as to how to deal with them.

An anonymous blog was suggested as a way of enabling open discussion without fear of reprisal either for her, people like her or those who wish to comment.

The long and short being - we began to host the anonymous blog; a place where people of any age, sex, race, ability etc. can write a blog post, which we will host, and generate vibrant discussion. The anonymous blog has already enabled a number of people to have a platform for debate and gain guidance and resources to support them and their journey.


We want to encourage more of you to use the anonymous to reap the benefits of constructive debate and discussion and there are a number of rules for using the anonymous blog which can found at an earlier blog from last year.

We see this as a tool for industry, and individuals in the industry, and want you to use it as your own, so get blogging!

If you want to add rules, groups or networks, please let Kyle know and we will do what we can to support you.

Construct Away,

Kyle

For all things construction and equality, get yourself over to the Constructing Equality Ltd. website. 

Friday, 26 April 2013

Wedding rings – “To wear or not to wear?”


“I have spoken to people who have said they'd remove engagement or wedding rings before going into a job interview.

Has it become so bad that we perceive ourselves as having to almost lie in order not to be judged as falling into a certain stereotype? I.e. She is engaged and will therefore be married and have kids within a year so she’s not worth employing?”

In an ideal world the answer would be to wear your rings; the law is in place to protect you and make sure that you will not be discriminated against so you should have nothing to worry about.

The problem is we don’t live in an ideal world.  And whilst if you did face discrimination in a job interview because your prospective employers suspected you were newly married and about to start a family you could take legal action, but first of all, you would have to know that was the reason for their decision.  
Secondly, you would need to be able to prove it. Neither of which are particularly easy to do.

Even if you could prove it, the expense of a court case, in terms of finance, time and mental well-being  is high and the pay-outs are low - if you take away the few big pay-outs that are awarded, you find an average of £3/4k.

So what then should you do?

If you need a job, don’t care what job is and just have to pay the mortgage now…then it might be best to leave the ring at home. You see, it’s not just that some people do not employ “women of child bearing age” (a phrase we have heard more often that we would like to admit) or those who are recently married.  Although this direct discrimination is common, it is not the only thing you need to worry about; there is also the problem of inherent bias - subconsciously a lot of people think mums will take more time off, not be fully committed and generally fall short of the work a man can do. It doesn't matter that research has found the opposite to be true and it doesn't matter that you don’t want children; you look like you might have them and, to the under-educated, that makes you a risk not an asset.


If, on the other hand, you have a bit more choice and don’t need to take the first job that comes towards you; wear the ring . You see if you take a job with an employer who does not understand the business argument for equality and supporting working parents, it is likely that you will eventually find out about it (even if you never have children). If you do, this may be made apparent by being given lesser roles and responsibilities and possibly being made to feel unwanted if, and when, you do conceive. If you have the luxury of being able to take the risk let the employer self-select. This will enable you to find yourself an employer who “gets it”, one who knows the importance of supporting and retaining key talent – and don’t just do this because you’ll get extra maternity pay.  It goes further than that - a supportive working environment is more likely to retain key people which has a positive effect on profit; meaning that this is the company more likely to be around in ten or twenty years’ time.

The changes in law mean that men can now take paternity leave so the risk is there - male or female - and with an increasing number of men becoming the main or sole carer, the point should be that the questions and assumptions are made of all or none; failing to do this is denying someone an opportunity because of their gender, not because of their family status. A company deciding to discriminate is doing so despite the fact that it is illegal; whatever your moral position, they are in the wrong.

Happy Building,

Chrissi x

Friday, 19 April 2013

What did Margaret Thatcher do for women?



The recent demise of Baroness Thatcher has prompted much discussion and debate across the globe, both positive and negative. However, we can mull over the various things she did, or didn't do, for the country during her time in office until we are blue in the face; but what I’m sure we can agree on is that she was a charismatic leader that proved women have a voice, even in an era where business was still very much considered to be a ‘man’s world’.

She was the longest-serving British Prime Minister of the 20th century and is the only woman to have held the office. However, what did she actually do for women? Some would say not a lot. A recent article written by Jenni Murray, a journalist at the Guardian newspaper, gave the opinion that she did nothing at all – an opinion that is contentious in itself.
And while you may disagree with this opinion of “The Iron Lady”, she had some pretty stern views on the promotion of women in her cabinet - Baroness Young, a close friend of hers had been the only female elevated. She was leader of the House of Lords from 1981 to 1983, but had never been elected to Parliament. If you read through Thatcher’s autobiography, there is no mention of any woman apart from Young, her daughter, her secretary, Indira Gandhi and the wives or daughters of other statesmen. No Edwina Currie, no Virginia Bottomley, no Gillian Shephard, no Angela Rumbold.

Upon facing Thatcher for the first time in the mid-1980s, Murray explained that she would dismiss apprehensions regarding low pay, lack of childcare facilities, and poverty in old age and would scorn the idea of feminism – a term that simply wasn’t in her vocabulary.
When asked about her proclivity to improve equal opportunities she would recurrently reply with the view that none of the women were good, or proficient, enough to rise through the ranks.  She would dismiss positive action with an authoritative: "But no, a woman must rise through merit. There must be no discrimination." While this may be extent valid point for some, you would have thought she might have found some qualities of leadership in at least one female in her cabinet.
Furthermore, her empathy for other ambitious women, who were not as lucky as her in terms of finding independent wealth through marriage, was entirely absent. So while it is wrong to take joy from someone’s death, as we have seen people do in the media, especially in areas of the country most affected by her decisions regarding some traditional industries, it is understandable that people may feel negatively towards her and how those decisions affected them and their communities she made during  the ‘80’s.  
Construct Away,
Kyle
For all things construction and equality, get yourself over to the Constructing Equality Ltd. website. 

Friday, 15 March 2013

The middle management minority; using the 6 principles of project management to progress your career.


This blogs borrows from the PRINCE2 seven principles of project management blogged about by projectmanuk; it shall attempt to put the emotional aspects of your career to the side in order to help you progress and achieve your ambitions and goals. It is particularly aimed at minority groups, as they are significantly more likely to face challenges in their work life.  But that being said, the principles can also be applied to a career less likely to face these challenges - quite often the people who would be best placed to lead organisations don’t do so because they place organisational improvement before individual politics; in this circumstance nearly everyone misses out.
  1. Business justification: 
Consider your career as a range of short-term projects
·         Undergraduate to graduate,
·         Traineeship to chartered,
·         Chartered to senior, etc.
Then work out how what is required to get you there, how much this will cost and what additional time you will need to put in. Compare this to the return on your investment - and by return I don’t just mean the average salary you are likely to make, but also the value you place on doing your job, the experiences it will give you and the opportunities it will open up. Keep a check on this at certain key points in your career as circumstances can change, ensure you’re are getting what you need and reassess if you are not. If your career is no longer worth the investment it might be worth finding out why and possibly moving firms or changing careers.

  1. Defined roles and responsibilities: 
Find out exactly what your job role entails and what the job above you requires. Check yourself against your ability to undertake these tasks. Don’t wait for an internal appraisal be proactive so that when your appraisal does come around, you can justify why you think you are ready for that promotion or rise. If the promotion comes around before you have ticked all the boxes still put yourself forward if you have 60% complete. If nothing else it will give you good experience, but being able to show how you have taken hold of your own development, and the skills you have learned over a given period, can prove that you have what is required to do the job even if you’re are not 100% fighting fit. Also, find out the roles of your managers - I don’t advise that you poke a bear with a stick by pointing out where your managers are going wrong, but rather help where you can - show you are an asset that will move the company forward. In short, make sure you really are doing your job and push to achieve the skills you will need for a promotion. Most importantly, make sure people know about it otherwise there really is very little point - I don’t know about you, but I’m too busy trying to manage my own life to be able to notice every detail of someone else’s.
  1. Manage by exception: 
Learn to trust your colleagues and sub-contractors whilst still holding them accountable for their work, in other words let go a little. No one will thank you for micro-managing, and at a professional level you shouldn’t have to. Rather, build relationships and trust and empower those around you to want to produce good work - you’ll be surprised how often people do when given the chance. This doesn’t mean you should be “soft”, if people don’t deliver hold them to account, ensure they redo work and let them know what is and isn’t acceptable – just don’t start a relationship with them as if you have already made up your mind that they will fail, or it will become a self-fulfilling prophecy. Make sure you record the results of your success; soft skill approaches like this can make managers seem “lucky” as there is no visible cause and effect - so show the long term gain in your approach by measuring how often your projects/contractors come in on time/budget/quality and present this to your managers at appraisal. As previously mentioned, they often only know what you tell them, so tell them more.
  1. Focus on skills: 
Think about the skills you want to develop; realistically these should tie into your career plan. Working on the development of these skills can provide you with a way of talking about your development that avoids an emotional situation. For example, instead of talking about how you would have liked to have progressed further and feel unhappy that you haven’t, you can work to develop additional skills that will get you there and use the sum of these skills as evidence for promotion.

  1. Learn from experience: 
Don't risk making the same again and again no matter how unfair the situation might be; consider why certain aspects went well or badly, then incorporate the lessons learned into your approach to your next project. Humans have an amazing capacity to learn, but when it comes to repeating errors made during previous projects, we all too often fail to learn the lessons. If you are not being taken seriously or getting promotions, consider the message you are putting across, learn to manage upwards and sideways as well as down and don’t expect that anyone will notice what you have done just because you have done it.
  1. Tailor to suit the environment: 
Understand how your boss and colleagues work tailor your approach. That doesn’t mean changing your personality, rather working to help them achieve their agendas. It can be too easy to base the world of work upon our own ethics of what is right and wrong; how people should and shouldn’t act - in reality, this is rarely the case - we all have our own moral compass and it’s surprising how much they differ.
The biggest problem with discrimination that two-thirds of minority groups in construction are likely to face is that we will never know about it. From unconscious bias to paternal instincts, discrimination rarely makes a grand entrance these days preferring instead to sneak about in the shadows having a subtle, but important, impact on a career that we don’t usually notice until we feel like it’s too late.
By taking firmer control of your career you can at least be sure you are guiding it in the right direction, and whilst this will not always enable you to overcome discrimination and bias, it will at least give you a way forward. 
Happy Building, Chrissi. 
For all things construction and equality, get yourself over to the Constructing Equality Ltd. website. 

Friday, 8 March 2013

Why the Prompt Payment Code matters to people in the construction industry.


I have worked for a main contractor, sub-contractor and, for my sins, I married a PQS - so I’d like to think I have a bit of an idea around how late payments work – though, as always, I’m happy to be corrected.

In the worst case scenario main contractors retain money from sub-contractors so that they can invest/buy land.

“Evil main contractors!” I hear you say? Well no, not always. Whilst some companies do this as a business model, many are being forced back down a route that was abandoned in the early 2000’s due to client’s ever increasing pressure to reduce costs. This means profit margins are slashed and the retention of payment is the only way to make money.


Evil clients then? Well, again, not always; when everyone is submitting similar prices it can be hard to know that something should cost more. Also, the news is rife with stories about construction bid-rigging and cover-pricing. Although in industry we might know there is a big difference between these terms and clients have asked for a cover price on more than one occasion, localised clients don’t. This means there is an air of distrust and reasonable prices can be seen as a bit of a con.

Why does late payment matter to the people?

Quite a few reasons:

  • Sub-contractors have to wait up to three months to get paid, which can mean making staff redundant, but more likely moving to a self-employed model of work. Whilst there are up-sides to this for those who enjoy true self-employment, there is a dirty dark side. Harvey [1] found a large number of people working in construction were falsely self-employed, meaning they had no choice over the hours they worked (the same as a regular employee), but did not receive employee benefits such as holiday pay, sick pay and employment rights. In the very worst cases, the situation was used to pay people less than minimum wage.  This isn't to say that this happens to everyone everywhere, but it does happen and late payments encourage that. As a site manager once said to me, “we once employed a team to supply and pour concrete for less than we could buy it with our own substantial discount – we really should have looked into that.”
  • As a site manager bad subbies would make my life very difficult, and it’s pretty likely that a underpaid, unfairly treated person is not going to be a pleasure to work with - the worse we treat people the worse they behave. Don’t believe me? Look at your own reactions - very few people can smile in the face of constant disadvantage; obviously I’m not including Preston fans. This means our lives are made increasingly difficult, subcontractors are harder to work with and yet we have the same, if not shorter, time frames to do it all in. Not exactly great for our blood pressure. 
  • If, as often happens, a sub-contractor goes under due to late payments, someone is needed to come in last minute which is never easy to find, creating additional headaches and cost. Quite often, more cost than would have been saved if the subbie had been paid on time in the first place.
  • The image of the industry also slips again; stories of late payment, subbies going under and false self-employment create a bleak picture of the industry and of those who work in it, which ultimately feeds the client view. 



Before anyone says this blog adds to the problem, I would disagree. The problem is that acceptance of late payment practices treats people as if they don’t have rights or an expectation of fairness. As a sector we must work together to eradicate these issues by first acknowledging they exist, then finding a way to overcome them. Whilst we are fragmented and apart, Clients cannot always see when a rogue contractor is bringing the sector down. By signing and adhering to a code of practice we can take the steps in the right direction.  And though no one is saying this will make the world better overnight, at least it won’t be pushing it further backward.

Happy Building, Chrissi.

For all things construction and equality; get yourself over to Constructing Equality Ltd.

Friday, 1 March 2013

The business of site: 10 things running a site can tell you about running a business.


Last week when we spoke about the reasons why we felt a career in construction was worth it, we started thinking a little about the link between working on site and running a business.  After all building sites might have the support of head office, but more often than not you’re pretty alone out there and the process you follow of setting up office, managing work and closing the site down is pretty similar to any small business with an exit strategy. So for those who have been caught out by the recession, or others seeking new opportunities, why not think about your skills differently and see how you can apply them to your own business.   

This week let’s consider 10 things running a site can tell you about running a business.   


Please note, I've written these from the point of view of a setting-out engineer/site manager, so please feel free to comment on how other roles might see this transition: -

1.     How to start.

So you've got a site and an idea of what needs to be done, but how do you do it? Think like a site and get a plan, establish contacts, collate the right information and find out what the critical path is. You already know how to ring people you don’t know, so just do it; try to imagine yourself as a business, not an individual, and this will be a lot easier.

2.     Managing finance

I know unless you work in America most sites will have a QS that handles this work, but that doesn't mean there is no financial interaction; the basics are there - collecting information for contra-charges, checking day rate sheets and information learnt from progress meetings. Trust me, you know this stuff and, whilst some of it gets a bit more complicated, for about £100 a year you can hire an accountant to take the pain away.

3.     Managing staff

If you can motivate sub-contractors who don’t work directly for you, you have already got more skill in this area than you’re giving yourself credit for. Do be careful though, it’s much more difficult to manage people directly; you are paying them with money that could otherwise be going into your own pocket, which is why it’s even more important to build up trusting relationships and empower your employees.

4.     Managing programs

This is, kind of, our thing, which makes life easier - though do be prepared to find out that Microsoft Project Professional costs about £900 per computer; like me, you might have to go old school and use excel for, at least, the first few years.

5.     Producing a quality product

Again, you know what to check for and how to ensure quality; you know when a line needs to be drawn to mm thickness and when a can of spray will do. Apply this to your business to help you prioritise and not waste time on work that doesn’t need to be perfect; trust me, when you’re running your own business, time is not a luxury you will have to waste.

6.     Marketing yourself

Ok, so this is where my plan falls down a little. Most builders I know are not great marketers, but they do have a great base of hard work and quality product to build upon. The industry needs to up-skill when it comes to telling people how much it achieves so don’t take lessons from it here, instead look outside of the sector and see how other companies brand and sell that brand.

7.     Added value

Another thing we do a lot in construction. We look at the big picture; the building needs to get built so we put in extra hours, skills and money to make it happen, often without really considering it – it’s just got to be done. Think of your business in the same way, without being taken advantage of, and work with your clients to achieve their goals. If this means a small bit of additional work, weigh up what’s best in the long run.

8.     Entrepreneurial spirit

On site we find ourselves problem-solving as a matter of course, which is a great stepping stone into business management. Knowing how to overcome issues, seeing the bigger picture and knowing what needs to be done are tools you can’t afford to be without.

9.     Managing risk

In business you need to know which risks will provide a return and which are best left alone.  Again this is something we learn through health and safety training and the day to day experience of life on site.

10. Leadership

Running a site means leading a team. If you can get a site to follow your vision you should appreciate that as a valuable skill that is not as common as you think, and being able to apply that to your own business is a key factor in success.


Happy building, Chrissi

For all things construction and equality; get yourself over to Constructing Equality Ltd.

Friday, 22 February 2013

Is it all worth it in the end? Twenty things construction taught me…

Yes, no and maybe. You see, this question depends upon the role you work in, the people you work for, the company you work in, your personal support networks, your ambitions and your views on work/life balance. 

It can be worth it; examples like Anna Stewart show that it is possible for a woman to rise to the top of a major construction company on her own merit.

It can also not be worth it; there are unfortunately a lot of people who have left the sector because of the way they were treated, not because they did not enjoy the work.

Maybe; because there are many people who have found themselves somewhere they did not expect - in education, training or running a business, as a result of the environments they worked in.

I can only speak from my own experience, but I feel it was worth it. Whilst I was not able to achieve my original ambitions of building flagship projects and winning the Construction Manager of the Year Award, I have been able to accomplish many other things that I would never have thought possible, such as running my own business, undertaking a PhD and speaking in the House of Lords. Without my career in construction, good and bad, I don’t believe I would have been able to create the varied, challenging and rewarding career I have today.



So whilst I can’t tell you if it will be worth it in the end, I can tell you what working in construction has taught me: -
  1. People don’t always know what they are talking about, or care.
  2. There is a point when you get so wet in the rain that it ceases to matter.
  3. What hard work really is.
  4. The best sentence in the world is “I built this”.
  5. Some people will go a long way out of their way to help you progress, and never ask a thing for it.
  6. How to multi task.
  7. How to problem solve.
  8. How to manage, cold, wet, angry people.
  9. How to get up really bloomin’ early.
  10. That the impossible can be achieved as long as you have a programme and a good team.
  11. The importance of being kind, especially when someone is stressed
  12. How to run a business, before I ever ran a business.
  13. I cannot drink as much alcohol as ground workers.
  14. You can tell the amount of concrete in a wagon by the number of wheels it has.
  15. How to handle complex and interesting work.
  16. Trigonometry isn’t that difficult.
  17. Some people like being nasty.
  18. People will do extra work for you if you give them Jaffa cakes.
  19. Most people just want to be appreciated.
  20. Floating concrete is one of life’s small joys.


If you look at life as a journey and don’t consider the experience of working on site as an end point, but look instead at all the experiences that make up that picture, I personally think it’s worth it. If you get a good company and good managers that will help you achieve your ambitions - then brilliant, we wish you well. If you’re not so lucky, there is still a lot that can be taken away from the experience that will help you succeed.

Whilst I no longer get to build buildings, something that I miss very much, I get to run a business and possibly change an industry - two things I am only capable of because of my career in construction.

So yes, I think it’s worth it.

Happy building, Chrissi.

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Friday, 1 February 2013

''If men don't like the construction industry, why would women?”


In the latest in a series of questions asked by Becky we will address “If men don't like the construction industry, why would women?” Here we will consider how the industry treats its employees generally and why it should be attractive as an industry. In order to do this I will focus on the average construction; worker a middle-aged white man.

If you would like further reasoning on why women should seek such a career, in addition to these comments, please have a look at the first blog and other blogs in this series.

Firstly, let’s acknowledge that “if men don’t like construction” is a  bit of a generalisation; at the moment we are in the middle of a difficult economic climate (as if you hadn't noticed) and unfortunately, it looks like construction is one of the sectors that has been hit the hardest (workplace employment relations study 2011) so it’s bound to seem like people are unhappy here.

However, it should be recognised that some of the things that make the industry great have gotten a little out of hand and can now be the very things that become off-putting. I have listed some examples below and shall talk about two in full.

  •         Large number of small firms in industry; suicide bidding
  •         Ability to rise through the ranks; glass ceilings
  •         High self-employment; false self-employment
  •         Opportunity to progress quickly; project-based work
  •         Varied and challenging work; long hours culture
  •         The craic; the pressure to conform
  •         Responsibility; expectation of men
  •         Travel; transient work



If you would like me to elaborate on other areas in a separate blog please do let me know.  But for now: -

High self-employment; false self-employment


Positive: -

High self-employment - Construction is a sector where you can be your own boss, work your own hours and charge your own rates.

Obviously it’s become harder; where there was a massive demand for bricklayers previously, there are now estimated to be five for every job as a result of new building methods and the recession.

Nonetheless though, especially when times are good, it gives you the freedom to work flexibly. Bricklayers, steel fixers and other skilled trades often work this way.

Negative: -

False self-employment – this is where some people realised they could take advantage; by taking on people as self-employed subcontractors but treating them as employees.

This means that whilst they have to work the days and the hours dictated to them, they do not get holiday benefits, the right to a tribunal, or any of the other protections the law gives to employed staff.

In the very worst cases this method can be used to pay people less than minimum wage.  

Solution: -

I’ve often heard that this is a situation welcomed by the workforce and whilst I would agree that skilled trades benefit from this arrangement (though it could be argued that the Exchequer does not, with an estimated loss of £1.9billion per annum) it’s the unskilled trades that worry me.

In my time on site I spoke to a number of ground workers, concrete slab gangs and general labourers who felt they were being taken advantage of but had no other option  than to stay put for many reasons including; lack of qualifications, need for a a steady wage and illiteracy.

We need to be aware of this as an industry; it drives down prices so firms paying a fair wage and treating employees with respect are driven out of business.

The solution is for main contractors to be more aware and to investigate the organisations they are working with. 

As one main contractor put it, “on my last job we subcontracted the concrete and labour for less than we could buy the materials alone with our own privileged discount from the same supplier. We really should have looked into that”.



The Craic; pressure to conform


Positive: -

Some parts of construction site culture I love; the camaraderie, the banter, the general understanding that we are all going to be experiencing the same British weather whilst trying to build a building for less money than it costs, with less time than it takes, for longer hours than we are paid for, so we might as well try and have a bit of fun doing it.
Any attack on the “craic”, in its purest form, I will not let go unchallenged as it builds teams, makes the day enjoyable and gives us a sense of identity – put simply, it rocks.

Negative: -

Unfortunately some people chose to use site banter to bully, oppress humiliate and belittle their colleagues not only for their own amusement but also to cement their position in a given group. If you don’t find it funny you don’t have a sense of humour, your not one of the lads, you just don’t get “it”

I personally don’t buy this excuse, mainly because if I ever raise objection to something said in a group, the other members usually have come up to me and said something along the lines of “I agree with what you said. Sorry I didn't say so earlier, it’s just you know, you have to go along with it”.

In my experience though, it’s never “the lads” that think its ok it’s usually one lad who everyone else is agreeing with to avoid an argument.

It seems the more a group looks the same the more we feel we have to fit in with a stereotype and unfortunately the one placed upon construction could do with a bit of an overhaul.

Solution: -

99% of the people (of which on site about 99% were men) I have met working on site were polite, respectful folk who just wanted to do their job, maybe have a laugh and get paid. 1% wanted to stir up trouble, create controversy and make people feel bad about themselves.

I believe you will find this in any workplace. I think construction differs because we don’t stop it. We think everyone else agrees with that one git and so it’s therefore not just OK to go along with the behaviour but would, in fact, be bad for us personally if we didn't.

I think the solution to improving this misplaced belief is to stand up to people who think it’s funny to reinforce this negative stereotype; we need to make it ok to say I’m a builder and I’m proud of that; what you’re saying might make people think badly of us all, so give it a rest and try and find something that’s actually funny to say.

So, I suppose the answer is that whilst there are reasons to dislike the sector there are also reasons to love it. It needs a bit of help in its approach to people which is something that is being considered strategically as we speak; but the people in it also need to play their part by not allowing others to drag our industry down just because they don’t respect others. Saying “I build things” should make people ask “How? What? Where?” not say “Oh right”, as they try not to be patronising.