Please let me have the Role Related Skill and Competency Framework for Construction Organization. Would appreciate your great support.
From India, New Delhi
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From India, New Delhi
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Members of this forum need a lot more information than you have provided. Construction is a wide-ranging term and has many different facets.
What are you using now to recruit staff and measure their performance in terms of skills and competency? You need to build on the information you already have. Also, talk to industry groups within your construction sector who can advise you and will have documentation on various roles within the industry, and also the appropriate competency standards. Making better use of industry standards will be much better than any unsourced and inaccurate stuff that might be posted here as a result of using AI tools such as ChatGPT.
From Australia, Melbourne
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702What are you using now to recruit staff and measure their performance in terms of skills and competency? You need to build on the information you already have. Also, talk to industry groups within your construction sector who can advise you and will have documentation on various roles within the industry, and also the appropriate competency standards. Making better use of industry standards will be much better than any unsourced and inaccurate stuff that might be posted here as a result of using AI tools such as ChatGPT.
From Australia, Melbourne
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Dear Vinay,
Developing a comprehensive Role-Related Skill and Competency Framework for a Construction Organization involves identifying the key skills and competencies required for various roles within the organization. Below is a general framework that you can use as a starting point. Keep in mind that the specific skills and competencies may vary based on the nature of your construction projects, the organizational structure, and the roles within your company. This framework can be customized to fit your organization's unique needs.
Construction Project Manager
Project Management:
- Planning and scheduling
- Budgeting and cost control
- Risk management
- Quality management
Communication:
- Stakeholder communication
- Team communication
- Conflict resolution
- Negotiation skills
Technical Knowledge:
- Construction methodologies
- Building codes and regulations
- Safety protocols
- Construction technology
Leadership:
- Team leadership
- Decision-making
- Problem-solving
- Motivation and delegation
Contract Management:
- Contract negotiation
- Contract administration
- Claims management
Collaboration:
- Coordination with architects and engineers
- Interaction with subcontractors
- Client relationship management
Site Engineer
Technical Proficiency:
- Construction drawings interpretation
- Surveying and layout
- Materials and methods knowledge
- Quality assurance
Safety Compliance:
- Knowledge of safety regulations
- Implementation of safety protocols
- Emergency response
Problem Solving:
- Troubleshooting on-site issues
- Adapting to unexpected challenges
- Decision-making in real-time
Communication:
- Coordination with project manager
- Daily reporting
- Subcontractor communication
Teamwork:
- Collaboration with other site staff
- Support for subcontractors
- Relationship building
Quantity Surveyor
Cost Estimation:
- Quantity take-offs
- Cost analysis
- Budgeting
Data Analysis:
- Analyzing project data
- Cost forecasting
- Variance analysis
Contract Administration:
- Contractual knowledge
- Change order management
- Payment certification
Attention to Detail:
- Accuracy in quantity surveying
- Identifying cost-saving opportunities
- Risk assessment
Negotiation Skills:
- Vendor negotiations
- Subcontractor agreements
- Dispute resolution
Health and Safety Officer
Regulatory Compliance:
- Knowledge of health and safety regulations
- Implementation of safety policies
- Reporting and documentation
Risk Assessment:
- Identifying potential hazards
- Conducting risk assessments
- Recommending safety measures
Training and Awareness:
- Employee training programs
- Safety awareness campaigns
- Toolbox talks
Emergency Response:
- Developing emergency plans
- Coordinating drills
- First aid and CPR certification
Communication:
- Safety meetings
- Incident reporting
- Collaboration with project teams
This framework serves as a foundation, and you should adapt it based on the specific needs and characteristics of your construction organization. Regularly reviewing and updating the framework ensures that it stays relevant as the industry and your organization evolve.
Regards
From India, Bangalore
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Developing a comprehensive Role-Related Skill and Competency Framework for a Construction Organization involves identifying the key skills and competencies required for various roles within the organization. Below is a general framework that you can use as a starting point. Keep in mind that the specific skills and competencies may vary based on the nature of your construction projects, the organizational structure, and the roles within your company. This framework can be customized to fit your organization's unique needs.
Construction Project Manager
Project Management:
- Planning and scheduling
- Budgeting and cost control
- Risk management
- Quality management
Communication:
- Stakeholder communication
- Team communication
- Conflict resolution
- Negotiation skills
Technical Knowledge:
- Construction methodologies
- Building codes and regulations
- Safety protocols
- Construction technology
Leadership:
- Team leadership
- Decision-making
- Problem-solving
- Motivation and delegation
Contract Management:
- Contract negotiation
- Contract administration
- Claims management
Collaboration:
- Coordination with architects and engineers
- Interaction with subcontractors
- Client relationship management
Site Engineer
Technical Proficiency:
- Construction drawings interpretation
- Surveying and layout
- Materials and methods knowledge
- Quality assurance
Safety Compliance:
- Knowledge of safety regulations
- Implementation of safety protocols
- Emergency response
Problem Solving:
- Troubleshooting on-site issues
- Adapting to unexpected challenges
- Decision-making in real-time
Communication:
- Coordination with project manager
- Daily reporting
- Subcontractor communication
Teamwork:
- Collaboration with other site staff
- Support for subcontractors
- Relationship building
Quantity Surveyor
Cost Estimation:
- Quantity take-offs
- Cost analysis
- Budgeting
Data Analysis:
- Analyzing project data
- Cost forecasting
- Variance analysis
Contract Administration:
- Contractual knowledge
- Change order management
- Payment certification
Attention to Detail:
- Accuracy in quantity surveying
- Identifying cost-saving opportunities
- Risk assessment
Negotiation Skills:
- Vendor negotiations
- Subcontractor agreements
- Dispute resolution
Health and Safety Officer
Regulatory Compliance:
- Knowledge of health and safety regulations
- Implementation of safety policies
- Reporting and documentation
Risk Assessment:
- Identifying potential hazards
- Conducting risk assessments
- Recommending safety measures
Training and Awareness:
- Employee training programs
- Safety awareness campaigns
- Toolbox talks
Emergency Response:
- Developing emergency plans
- Coordinating drills
- First aid and CPR certification
Communication:
- Safety meetings
- Incident reporting
- Collaboration with project teams
This framework serves as a foundation, and you should adapt it based on the specific needs and characteristics of your construction organization. Regularly reviewing and updating the framework ensures that it stays relevant as the industry and your organization evolve.
Regards
From India, Bangalore
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Mr. John,
I have not seen any of your postings on HR-related topics or suggestions to the questions raised in this forum, except for criticizing the latest technology. Can you write your opinion in this forum about what is accurate and the best mode of suggestion for the clarification raised by Mr. Vinay Nairk? I would appreciate your knowledge and skill in the matter.
Thanks,
From India, Bangalore
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I have not seen any of your postings on HR-related topics or suggestions to the questions raised in this forum, except for criticizing the latest technology. Can you write your opinion in this forum about what is accurate and the best mode of suggestion for the clarification raised by Mr. Vinay Nairk? I would appreciate your knowledge and skill in the matter.
Thanks,
From India, Bangalore
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Dr. Raghunath,
Read my post, and you will see the advice I gave the OP.
To validate your post, please provide all the sources of the material quoted so that CiteHR members can evaluate the accuracy and applicability to their individual situations.
From Australia, Melbourne
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Read my post, and you will see the advice I gave the OP.
To validate your post, please provide all the sources of the material quoted so that CiteHR members can evaluate the accuracy and applicability to their individual situations.
From Australia, Melbourne
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Hi John,
Please note that my perspective is to provide authentic solutions to the individual who has raised a query, and I am not obligated to satisfy you or your members. Additionally, I want to emphasize that I am offering my services on an honorary basis and do not require any certification, considering my extensive qualifications and experience as an HR professional.
Your understanding is appreciated.
Thanks
From India, Bangalore
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Please note that my perspective is to provide authentic solutions to the individual who has raised a query, and I am not obligated to satisfy you or your members. Additionally, I want to emphasize that I am offering my services on an honorary basis and do not require any certification, considering my extensive qualifications and experience as an HR professional.
Your understanding is appreciated.
Thanks
From India, Bangalore
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1. ChatGPT answers to questions are not authentic as the material gives no sources for its answers. ChatGPT is well known for being inaccurate and also for making things up. I belong to several AI groups and I am closely following the development of this tool, so am well acquainted with its shortcomings. The members of this forum are looking to tap into the group expertise. You claim to be an HR professional, so give us your personal knowledge gained through your day-to-day work in HR. That is what members need, i.e., on-the-ground, real-world experience.
Also note what the owner of this website states regarding replies. The key points are YOUR KNOWLEDGE and EXPERIENCE.
"If You Are Knowledgeable About Any Fact, Resource or Experience Related to This Topic and Want to share your experience - please add your views using the reply box below."
2. I am not asking you to satisfy me. I am irrelevant in this equation. A quote from the Massachusetts Institute of Technology regarding discussions: "Criticize ideas, not individuals. We all can learn something from each other, even if your views don't necessarily align. Avoid blame, speculation, and inflammatory language. Allow everyone the chance to speak."
3. The members of this forum ARE NOT my members. They are every person who has joined, reads, and participates in CiteHR.
4. Every person who posts a reply or a comment to a question on CiteHR does so on an HONORARY basis. Nobody gets paid, and there is no ELITE or SPECIAL group of people here. We are all working, or in some cases, retired HR practitioners, and we all give our time and knowledge freely to everyone.
Please confine any further comments solely to the topic under discussion, or I will close the thread. Irrelevant commentary is neither productive nor helpful to the group or the OP.
From Australia, Melbourne
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Also note what the owner of this website states regarding replies. The key points are YOUR KNOWLEDGE and EXPERIENCE.
"If You Are Knowledgeable About Any Fact, Resource or Experience Related to This Topic and Want to share your experience - please add your views using the reply box below."
2. I am not asking you to satisfy me. I am irrelevant in this equation. A quote from the Massachusetts Institute of Technology regarding discussions: "Criticize ideas, not individuals. We all can learn something from each other, even if your views don't necessarily align. Avoid blame, speculation, and inflammatory language. Allow everyone the chance to speak."
3. The members of this forum ARE NOT my members. They are every person who has joined, reads, and participates in CiteHR.
4. Every person who posts a reply or a comment to a question on CiteHR does so on an HONORARY basis. Nobody gets paid, and there is no ELITE or SPECIAL group of people here. We are all working, or in some cases, retired HR practitioners, and we all give our time and knowledge freely to everyone.
Please confine any further comments solely to the topic under discussion, or I will close the thread. Irrelevant commentary is neither productive nor helpful to the group or the OP.
From Australia, Melbourne
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Hi John,
By the way, what are your qualifications? Your replies are totally irrelevant and I am concerned that you may not have the necessary subject knowledge. This is the crux of the issue. It seems that as a businessman, you want to attract people from this forum to your business. This is my conclusion, and it appears that posts from people like us could be affecting your business negatively.
Please send me the details of the HR training conducted by Avanti Training Services for me to evaluate the quality of the training you provide. Apart from criticizing others' work, your organization does not come across as professional or recognized.
Thanks
From India, Bangalore
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By the way, what are your qualifications? Your replies are totally irrelevant and I am concerned that you may not have the necessary subject knowledge. This is the crux of the issue. It seems that as a businessman, you want to attract people from this forum to your business. This is my conclusion, and it appears that posts from people like us could be affecting your business negatively.
Please send me the details of the HR training conducted by Avanti Training Services for me to evaluate the quality of the training you provide. Apart from criticizing others' work, your organization does not come across as professional or recognized.
Thanks
From India, Bangalore
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Am in this forum for the last 12 years or so. Most of the time, young HR executives, who are clueless about their role or responsibilities, randomly post their queries, expecting a response from senior/learned HR professionals. Am clueless most of the time, why they require an answer or response. Many company owners recruit people without any in-depth knowledge in HR. Youngsters these days are unable to draft even two sentences properly. They expect spoonfeeding from us. As the old saying goes, instead of giving a fish every day, let us teach them to fish. Everybody's time is valuable, and we are not here to do spoonfeeding.
Many managements want to get things done free of cost by asking the HR guy to seek solutions from us for free. After the first two years, I decided not to provide anything free. Either they post here what they know so that we can correct them or let them pay us for consultancy work. In this case, the company can hire a senior person who can do some research and provide solutions for a nominal fee. Anything provided free is not treated with respect! Each one may have a different point of view, and this is my stand. Best wishes
From India, Bengaluru
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Many managements want to get things done free of cost by asking the HR guy to seek solutions from us for free. After the first two years, I decided not to provide anything free. Either they post here what they know so that we can correct them or let them pay us for consultancy work. In this case, the company can hire a senior person who can do some research and provide solutions for a nominal fee. Anything provided free is not treated with respect! Each one may have a different point of view, and this is my stand. Best wishes
From India, Bengaluru
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N.K. SUNDARAM
Thank you for your post. I totally agree with your comments, and we are of one mind. Over the last 17 years that I have been a member of CiteHR, I have made the same comments repeatedly. No one will ever learn while we spoon-feed them. We need to teach them how to find the answers, not give them the answers. That learning should also include how to search CiteHR so that we do not continually reinvent the wheel. All the answers are here, from previous responses given to the same questions many times over.
From Australia, Melbourne
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Thank you for your post. I totally agree with your comments, and we are of one mind. Over the last 17 years that I have been a member of CiteHR, I have made the same comments repeatedly. No one will ever learn while we spoon-feed them. We need to teach them how to find the answers, not give them the answers. That learning should also include how to search CiteHR so that we do not continually reinvent the wheel. All the answers are here, from previous responses given to the same questions many times over.
From Australia, Melbourne
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Generic competency framework.pdf
Competency Framework.xls