I have recently changed my industry and have joined an Architectural design company as Manager (generalist, Human Resources). Having come from an ITES-HR background, I am disappointed to experience slow, sluggish work culture prevalent here. Due to business reasons, we are lean on hiring and owing to the nature of skill employed (architects and interior designers), we are at daggers about rolling out an appraisal system (the company is very old, very strongly and strategically well-placed in the industry and brings with it a strong heritage but has never had a formal appraisal system or Human Resources team in place).
Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture? Awaiting some great inputs.
Best regards,
Mini
From India, New Delhi
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Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture? Awaiting some great inputs.
Best regards,
Mini
From India, New Delhi
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Hello Mini,
My case is similar. I am from the IT industry and I have recently transitioned to the Construction & Real Estate industry. It's essential to secure buy-in from your top boss. Once senior management witnesses top-level commitment, they are more likely to respond positively. We are currently implementing a Performance Management System (PMS) in our company and encountering similar challenges. Developing Key Result Areas (KRAs) and aligning them with top management support significantly enhances acceptance.
Good luck!
Mansi Lal Sawant Sr. Exec. - Performance Management Silvex Realty Ph.: 98333-84601
From India, Mumbai
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My case is similar. I am from the IT industry and I have recently transitioned to the Construction & Real Estate industry. It's essential to secure buy-in from your top boss. Once senior management witnesses top-level commitment, they are more likely to respond positively. We are currently implementing a Performance Management System (PMS) in our company and encountering similar challenges. Developing Key Result Areas (KRAs) and aligning them with top management support significantly enhances acceptance.
Good luck!
Mansi Lal Sawant Sr. Exec. - Performance Management Silvex Realty Ph.: 98333-84601
From India, Mumbai
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Hi Mini,
You are right. There is a world of difference in cultures in IT/BPO (ITES) and the slow, monolithic brick-and-mortar sectors. The culture emanates essentially from the entrepreneurial leadership (old, conservative, paternalistic vs. the young, dynamic, professional). This impacts all, including HR.
HR policies would be essentially the same. The statutory laws may be marginally different given the different industry, which will impact policies to some extent. So keep policies more or less the same as IT/BPO that you may be having, sober it down (i.e., not too much of 'employee welfare' the BPO/IT type: mind you the culture, age, education, and type of staff are different) and things will work. Basically, day-to-day transactional policies must be introduced early so that systems are in place (such as induction, leave, confirmations, appraisals, discipline, et al).
The cultural milieu will be different given the difference in leadership type and type of hires, their age factor, and their skills.
I know, it is difficult to adjust initially into this culture since I have been in both the brick-and-mortar Companies and then IT/BPO for long and can visualize the exact situation you are in. The saving grace is that the construction industry is in its 'boom time' and so try and stick on. Multi-sectoral exposure is invaluable.
Rahul
9968270580 (Delhi)
I have recently changed my industry and have joined an Architectural design company as Manager (generalist, Human Resources). Having come from ITES-HR background, I am disappointed to experience slow, sluggish work culture prevalent here. Due to business reasons, we are lean on hiring and owing to the nature of skill employed (architects and interior designers), we are at daggers about rolling out an appraisal system (the company is very old, very strongly and strategically well-placed in the industry and brings with it a strong heritage but has never had a formal appraisal system or Human Resources team in place).
Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture?
Awaiting some great inputs.
Best regards,
Mini
From India, New Delhi
Acknowledge(0)Amend(0)
12You are right. There is a world of difference in cultures in IT/BPO (ITES) and the slow, monolithic brick-and-mortar sectors. The culture emanates essentially from the entrepreneurial leadership (old, conservative, paternalistic vs. the young, dynamic, professional). This impacts all, including HR.
HR policies would be essentially the same. The statutory laws may be marginally different given the different industry, which will impact policies to some extent. So keep policies more or less the same as IT/BPO that you may be having, sober it down (i.e., not too much of 'employee welfare' the BPO/IT type: mind you the culture, age, education, and type of staff are different) and things will work. Basically, day-to-day transactional policies must be introduced early so that systems are in place (such as induction, leave, confirmations, appraisals, discipline, et al).
The cultural milieu will be different given the difference in leadership type and type of hires, their age factor, and their skills.
I know, it is difficult to adjust initially into this culture since I have been in both the brick-and-mortar Companies and then IT/BPO for long and can visualize the exact situation you are in. The saving grace is that the construction industry is in its 'boom time' and so try and stick on. Multi-sectoral exposure is invaluable.
Rahul
9968270580 (Delhi)
I have recently changed my industry and have joined an Architectural design company as Manager (generalist, Human Resources). Having come from ITES-HR background, I am disappointed to experience slow, sluggish work culture prevalent here. Due to business reasons, we are lean on hiring and owing to the nature of skill employed (architects and interior designers), we are at daggers about rolling out an appraisal system (the company is very old, very strongly and strategically well-placed in the industry and brings with it a strong heritage but has never had a formal appraisal system or Human Resources team in place).
Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture?
Awaiting some great inputs.
Best regards,
Mini
From India, New Delhi
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Dear Mini,
I am also from almost the same industry, but in my company, the culture is very good. A mixture of new and old generations are working here. You can take HR initiatives like team skills and some games. It will help.
Regards,
Mamta
From India, Pune
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I am also from almost the same industry, but in my company, the culture is very good. A mixture of new and old generations are working here. You can take HR initiatives like team skills and some games. It will help.
Regards,
Mamta
From India, Pune
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Dear Colleagues,
I am glad I could find this question on the forum. A similar case for me as I have recently joined a company in the Construction/Design industry with the objective of creating new initiatives. May I please request to share your thoughts? A few of the initiatives I have been asked to work on are:
1. Policies
2. Manpower Planning
3. Retention Measures
4. Internal Surveys (Employee Satisfaction, Performance, etc.)
5. Training & Development
6. Staff Welfare
The above functions are not formalized as yet. The help I need is:
1. Would you be able to refer any industry-specific websites on the design and construction industry?
2. If you would be willing to share policies, processes, research on training (types of training programs, contacts trainers, schools, etc.), or experiences, my email is anubhav.nangia@gmail.com, cell 9999220039
Thank you,
Sincerely,
Anubhav Nangia
"I have recently changed my industry and have joined an Architectural design company as Manager (generalist, Human Resources). Having come from an ITES-HR background, I am disappointed to experience a slow, sluggish work culture prevalent here. Due to business reasons, we are lean on hiring and owing to the nature of skills employed (architects and interior designers), we are at odds about rolling out an appraisal system (the company is very old, very strong, and strategically well-placed in the industry and brings with it a strong heritage but has never had a formal appraisal system or Human Resources team in place).
Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture? Awaiting some great inputs.
Best regards,
Mini"
From India, Delhi
Acknowledge(0)Amend(0)
I am glad I could find this question on the forum. A similar case for me as I have recently joined a company in the Construction/Design industry with the objective of creating new initiatives. May I please request to share your thoughts? A few of the initiatives I have been asked to work on are:
1. Policies
2. Manpower Planning
3. Retention Measures
4. Internal Surveys (Employee Satisfaction, Performance, etc.)
5. Training & Development
6. Staff Welfare
The above functions are not formalized as yet. The help I need is:
1. Would you be able to refer any industry-specific websites on the design and construction industry?
2. If you would be willing to share policies, processes, research on training (types of training programs, contacts trainers, schools, etc.), or experiences, my email is anubhav.nangia@gmail.com, cell 9999220039
Thank you,
Sincerely,
Anubhav Nangia
"I have recently changed my industry and have joined an Architectural design company as Manager (generalist, Human Resources). Having come from an ITES-HR background, I am disappointed to experience a slow, sluggish work culture prevalent here. Due to business reasons, we are lean on hiring and owing to the nature of skills employed (architects and interior designers), we are at odds about rolling out an appraisal system (the company is very old, very strong, and strategically well-placed in the industry and brings with it a strong heritage but has never had a formal appraisal system or Human Resources team in place).
Can anyone from a construction/real estate HR background suggest what sort of employee policies, appraisal system, R&R, employee engagement initiatives I could take to corporatize the culture? Awaiting some great inputs.
Best regards,
Mini"
From India, Delhi
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