Training Module on:

Project Human Resource Management

Module Code: TM/ECWC/PM-2041

Prepared by: CPDi

November, 2023
Addis Ababa
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ACRONYMS

CPDI Construction Professionals Development Institute

PM Project Management
HR Human resource
HRM Human resource management
PMBoK Project Management body of Knowledge
OBS Organizational Breakdown Structure
RBS Resource Breakdown Structure
WBS Work Breakdown Structure
EEF Enterprise Environment Factors

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Table of Content
ACRONYMS.................................................................................................................................................................. ii
Table of Content......................................................................................................................................................... iii
Symbols Used .............................................................................................................................................................. v
Introduction ................................................................................................................................................................ 1
SESSION ONE ............................................................................................................................................................... 3
1. Introduction to Construction Project Human Resource Management ............................................................... 3
1.1. Overview of Human Resource Management in Construction Projects ...................................................... 5
1.2. Importance and benefits of effective Human Resource Management ...................................................... 7
1.3. Key processes and knowledge areas........................................................................................................... 8
2. Human Resource Planning and Acquisition ...................................................................................................... 12
2.1. Developing a Human Resource Management Plan................................................................................... 12
2.2. Techniques for assessing human resource needs ..................................................................................... 18
2.3. Recruitment and selection strategies for construction projects .............................................................. 20
 SUMMARY ............................................................................................................................................................ 24
SESSION TWO ............................................................................................................................................................ 26
3. Human Resource Development and Performance Management..................................................................... 26
3.1. Training and skill development for project teams .................................................................................... 27
3.2. Competency Development ....................................................................................................................... 29
3.3. Career Planning & Succession Planning .................................................................................................... 31
3.4. Performance appraisal and feedback mechanisms .................................................................................. 32
3.5. Motivation and team building in construction projects ........................................................................... 33
 SUMMARY ............................................................................................................................................................ 35
SESSION THREE.......................................................................................................................................................... 37
4. Conflict Resolution and Project Closeout.......................................................................................................... 37
4.1. Strategies for resolving conflicts and issues ............................................................................................. 38
4.2. Managing team dynamics and maintaining productivity ......................................................................... 41
4.3. Human resource considerations during project closeout ......................................................................... 44

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 SUMMARY ............................................................................................................................................................ 51
Reference: ................................................................................................................................................................. 54

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Symbols Used
Icon/Symbol* What it Refers to? Description

Important notes Important notes for the participants to keep in mind

ⓘ
 Exercises/Activities group or individual exercises/activities which might
be done in the class or outdoor or at the work place

∆
Definitions Definition of key words in each topic will be
provided as part of the basic concepts


Examples Examples relevant to the topic are provided


Summary Important learning points from each topic


References Sources of information used in the training material
and further readings that can be helpful for the
learner during or after the training.

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Introduction
A project manager is someone who is in charge of overseeing and managing a project from its inception
to its completion. The project manager is essential to ensuring that the project's goals are achieved, that
stakeholder expectations are met, and that the project is completed within the parameters of scope,
money, and time. To become a project manager in the context of Ethiopian construction, however,
requires expertise acquired in both conventional and unconventional manner. The Engineer or
construction expert acquires this title from experience during the course of a multi-year professional
career.
Organizations all over the world, in general, and in Ethiopia, in particular, encounter several
challenges from time to time, intense competition in their industries and changing needs of the
consumers in the market, have been driving forces for organizations to have capacity both in terms
of infrastructure and human resources.
Developing capable project managers is an initiative of Ethiopian Construction Works Corporation
coined by the CEO Eng. Yonas Ayalew with the aim of developing graduates by putting them
through various forms of classroom training, practical training and case studies to help them understand
various project scenarios.
The training has several modules with each module revolving around a major knowledge area
concerning construction project management. The training has two sub divisions namely: Class lecture
(30%) and Practical field work (70%). The trainee will submit a compiled field work report to their
respective facilitator, thereby ensuring the trainees have achieved designed learning objectives.

Objectives
General objective
The overall objective of the Project Human Resources Management training is, to enhance the
capacity of graduates and Future project managers so that they can understand basic project
management concepts, and the principles in project management.

Specific objectives
Upon completion the training based on this manual, the participants will be able to:
✓ Demonstrate the human resource management process & identify tasks and activities
to align with a project team;
✓ Plan project specific organization structure with assignment of roles &
responsibilities for better productivity/forecast future needs

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✓ Determine means and methods in identifying required skill set & competencies &
continuous improvement/training of team members
✓ Manage project team through tracking member performance, providing feedback &
resolving issues to meet project goals

Outcome
At the completion of this training module, the trainees will be able to;

✓ Clearly describe what project management is

✓ Differentiate between Traditional and Agile project management
✓ Understand and be able to explain the five process groups
✓ Demonstrate planning and measurement in agile project management

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SESSION ONE
Contents:
1. Introduction to Construction Project Human Resource Management
1.1 Overview of Human Resource Management in Construction Projects
1.2 Importance and benefits of effective Human Resource Management
1.3 Key processes and knowledge areas
2. Human Resource Planning and Acquisition
2.1 Developing a Human Resource Management Plan
2.2 Techniques for assessing human resource needs
2.3 Recruitment and selection strategies for construction projects
Session summary
Exercises

1. Introduction to Construction Project Human Resource

Management
Human resource management is one of the core management areas in construction projects.
Human resources constitute 25% to 40% of the direct costs of such projects depending on their
complexity and nature. Human resource management also drastically affects the total cost of
the project because it controls the productivity of materials and equipment that constitutes the
remainder of the direct costs.
Human resource management (HRM) is the process of managing people within an organization.
In construction, HRM is primarily concerned with ensuring that a project has sufficient human
resources, with the correct skill-sets and experience, for the project to be successfully
completed.
HR managers have to be able to identify and document project roles and responsibilities and
develop a plan describing the end-to-end processes that will be required on a project (or series
of projects) in order to determine its human resource requirements.
HRM typically involves the following core activities:
• Role analysis.
• Role specification.
• Workforce planning.
• Recruitment and selection of temporary and permanent staff as required..
• Training and development.

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• Compensation (remuneration).
• Legal issues.
• Managing employee payroll, benefits and compensation.
• Communicating with employees.
• Resolving disputes.
• Performance management.
• Evaluating performance.
• Managing employee relations.
• Ensuring equal opportunities.
• Making sure staff facilities are suitable and well-maintained.

Some HRM functions can be outsourced to external suppliers, such as those involving payroll
functions, background checking, benefits administration, training, the production of employee
handbooks, and so on.
The construction industry is one of the most complex sectors within which to manage people
and hence the challenges:
• The operational realities faced by construction organizations, means there is a risk that
the needs of employees are subdued by performance concerns.
• There can be insufficient time for strategic planning because of the tendency for
construction projects to be awarded at short notice following a competitive tendering
bid.
• Several organizations may work together on a project, perhaps forming a joint venture
or some other form of special purpose vehicle.
• There tends to be a transient workforce that may be made up of different contractors and
subcontractors. There is an increasing tendency for construction industry organizations
to appoint sub-contractors with skills suitable for particular projects, rather than making
internal permanent appointments. This gives greater flexibility but can make training
and long-term planning more difficult.
• The workforce may work long hours, claim high travel expenses, have different working
cultures, and so on.
• Staff turnover tends to be quite high on construction projects.
• Personnel change as projects progress and different skills and experience are required.
• There are many health and safety risks which must be managed.
• There are a great number of legal requirements that must be satisfied.

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• It can be difficult for an HR professional new to the construction industry to implement

changes and create policies without first understanding the challenges faced by field
employees. You can gain new insights by understanding the challenges and processes
of employees who work in the field.

1.1. Overview of Human Resource Management in Construction Projects

Effective HR in construction ensures the safe and timely completion of projects. In construction,
as with any industry, human resources staff handle tasks related to recruiting and managing
workers. That includes the functions listed above.
Construction projects are very multifaceted. Some roles require highly specialized skill sets that
only a handful of people within the local industry may have. As a result, recruiting, especially
in younger generations can be even more challenging than in other industries.
The milestone-driven nature of the industry means human resource professionals are often
tasked with using resource management software to forecast worker productivity and labor
needs. But that usage is very low in the Ethiopian construction industry context.
Even when human resource staff members do a good job of recruiting, it’s not common for
there to be gaps between what a job requires and what the workers are capable of delivering.
HR fills those gaps by maintaining an understanding of the company’s ongoing needs and
coordinating the proper training.
When it comes to hiring workers, terminating them, providing benefits, and a whole host of
other considerations, staff working human resources in construction can’t escape
communicating with many project stakeholders.
Safety violations that lead to injury on the job site can cost companies hundreds of thousands
of birr and take important staff members off a project.
In construction, human resource staff members are typically responsible for coordinating the
training and safety programs that minimize the likelihood of accidents. A construction safety
officer will take those plans and implement them.
Project management approaches are shifting away from a command and control structure for
managing projects and toward a more collaborative and supportive management approach that
empowers teams by delegating decision making to team members. Collaboration and supportive
management is intended to boost productivity and facilitate innovative problem solving.
Collaborative teams may facilitate accelerated integration of distinct work activities, improve
communication, increase knowledge sharing, and provide flexibility of work assignments. In
addition, modern project resource management approaches seek to optimize resource

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utilization. Current trends and emerging practices for Project Human Resource Management
include but are not limited to:
• Resource management methods: At present, various techniques such as lean
management, just-in-time (JIT) manufacturing, Kaizen, total productive maintenance
(TPM), theory of constraints (TOC) are used in managing resources, minimizing waste,
improving quality, productivity, performance and transparency. A project manager shall
look into these methods adapt in a project or organization accordingly.
• Emotional intelligence (EI): A project manager shall invest in personal EI by improving
inbound (e.g. self-management & self-awareness) and outbound (e.g. relationship
management) competencies. Research suggests that project teams that succeed in
developing team EI or become an emotionally competent group are more effective and
with a reduced staff turnover.
• Self-organizing teams: The increase in using agile approaches typically in IT projects
has given rise to self-organizing team, where the team functions with an absence of
centralized control. In projects that have self-organizing teams, the project manager
(who may not be called a project manager) role provides the team with the environment
and support needed and trusts the team to get the job done. Successful self-organizing
teams usually consist of generalized specialists, instead of subject matter experts, who
continuously adapt to the changing environment and embrace constructive feedback.
• Virtual teams/distributed teams: The globalization of projects has promoted the need for
virtual teams that work on the same project, but are not collocated at the same site. The
availability of communication technology such as email, audio conferencing, social
media, web-based meetings, and video conferencing has made virtual teams feasible.
Managing virtual teams has unique advantages, such as being able to use special
expertise on a project team even when the expert is not in the same geographic area and
including people with mobility limitations or disabilities. The challenges of managing
virtual teams are mainly in the communication domain, including a possible feeling of
isolation, gaps in sharing knowledge and experience between team members, and
difficulties in tracking progress and productivity, possible time zone difference and
cultural differences

Construction Project Human Resource Management like safety and quality management,
applies to the lifecycle of a project which requires a continual process of improvement in terms
of skills, competencies and management.
According to the PMBoK guide 5th edition, Construction Project Human Resource Management
includes the processes of identifying, acquiring, and managing the resources needed for the

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successful completion of a project. These processes help ensure that the right resources are
available to the project manager and project team at the right time and place. We could further
describe the processes as follows:
• Plan Human Resource Management- The process of identifying and documenting
project roles, responsibilities, required skills, reporting relationships, and creating
staffing management plan.
• Acquire Human Resource Project Team - The process of confirming human resource
availability and obtaining the team necessary to complete project activities.
• Develop Human Resource Project Team - The process of improving competencies, team
member interaction, and overall team environment to enhance project performance.
• Manage Human Resource Project Team - The process of tracking team member
performance, providing feedback, resolving issues, managing changes to optimize
project performance and perform corrective action as necessary.

Throughout this training we may not refer to these processes specifically as project management
processes because they fall under resource management on the updated PMBoK Guide 6th
edition.

1.2. Importance and benefits of effective Human Resource Management

Construction is a very competitive field. Good workers can give your company an edge over its
competitors – but only if you can hang onto them. A solid construction HR strategy will focus on
maintaining worker relations, which means offering competitive incentives and ensuring the work
environment is conducive to career development.

Employment contracts are just one aspect of a construction HR manager’s compliance-related duties.
They ensure that a company’s entire workforce management operations align with federal and local
laws and regulations, including those governing wages, working standards, and benefits.

Construction is a very diverse industry. There are people from all walks of life, some of whom may
need unique accommodations to reach their full potential. An HR manager coordinates these
accommodations and ensures workers are treated fairly regardless of who they are.

In addition to fostering a healthy work environment in which people are more likely to succeed, this
maintains your company’s reputation as a place where top talent can thrive and feel safe.

Specific aspects of recruitment and hiring, performance management, and strategy management are
just a few of the reasons why HR is so important to the construction industry.

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• Recruiting and hiring. Businesses in the construction industry generally face high turnover.
Because of this, hiring software can be one of your best investments. HR plays a critical role
in finding skilled workers, filling talent gaps, and developing talent.
• Performance management. HR ensures that performance is managed consistently and
clearly. Promotions, career development, terminations and compensation are all supported
through the use of performance reviews. Performance reviews can be an excellent way to
help set clear expectations. For example, they can help provide clear direction for a general
laborer on how to learn a new skill, trade, or even advance to the position of a safety
manager or foreman. Feedback doesn’t always have to be during a review, though. Frequent,
informal feedback can dramatically increase job performance.
• Strategy management. An HR professional with solid business acumen can have a great
impact on a company’s bottom line. Effective HR leaders in construction need to know how
the company runs in order to develop strategy for present and future needs. Once business
needs are defined, don’t wait for the company to tell you where HR fits in. Make it your
business to know what’s possible in the construction industry. For example, if your
construction company has a “go-green” initiative, transform your paper processes into
electronic, streamlined ones that save the business time and money.

1.3. Key processes and knowledge areas

According to the PMBoK guide 5th edition, Construction Project Human Resource
Management includes the processes of identifying, acquiring, and managing the resources
needed for the successful completion of a project.
• Plan Human Resource Management- The process of identifying and documenting
project roles, responsibilities, required skills, reporting relationships, and creating
staffing management plan.
• Acquire Human Resource Project Team - The process of confirming human resource
availability and obtaining the team necessary to complete project activities.
• Develop Human Resource Project Team - The process of improving competencies, team
member interaction, and overall team environment to enhance project performance.
• Manage Human Resource Project Team - The process of tracking team member
performance, providing feedback, resolving issues, managing changes to optimize
project performance and perform corrective action as necessary.

Plan Human Resource Management

Planning Human Resource Management is the process of developing a human resource or
staffing management plan. It identifies a means or approach for defining how to estimate,

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acquire, manage and use resources effectively. It documents project roles, responsibilities,
required skills, reporting relationships based on the type and complexity of a project. This
process can be performed either once or at pre-defined points in the project.
It describes how the roles and responsibilities, reporting relationships, and staffing management
will be addressed and structured within a project. It also contains the staffing management plan
including timetables for staff acquisition and release, identification of training needs, team-
building strategies, plans for recognition and rewards programs, compliance considerations,
safety issues, and the impact of the staffing management plan on the organization.
Effective planning of human resource should consider and plan for the availability of or
competition for scarce resources. Project roles can be designated for teams or team members.
Those teams or team members can be from inside or outside the organization performing the
project. Other projects may be competing for human resources with the same competencies or
skill sets. Given these factors, project costs, schedules, risks, quality, and other project areas
may be significantly affected. Thus, this process establishes project roles and responsibilities,
project organization charts, and level of management effort needed to managing human
resources. All the information about a project’s human resource planning, selection, monitoring
and control, and execution support is documented in this phase. The following figure shows the
mechanisms, inputs, constraints and output of plan human resource management process.

Figure 1 Plan HRM data flow

Acquire Human Resource Project Team

Acquire HR Project Team is the process of confirming human resource or staffing availability
based on the human resource management plan. This process outlines and guides the team
selection and responsibility assignment in obtaining the necessary team members to complete
the construction project activities. The construction project team may or may not have direct
control over team member selection due to the availability of a human resource department,
collective bargaining agreements, and use of subcontractor personnel, matrix project
environment, internal or external reporting relationships, or other. As a result, the construction

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project management team shall influence in acquiring the right resources for a project. The
following figure shows the mechanisms, inputs, constraints and output of acquire human
resource project team process.

Figure 2 Acquire HR project team data flow

Develop Human Resource Project Team

Develop Human Resource Project Team is the process of improving competencies through
continuous development, certification, training and mentoring between team members to share
knowledge and expertise. The development shall also cultivate the team member interaction,
facilitate communication, and team environment to improve productivity and performance.
Once team members are acquired, project managers are responsible for building and
maintaining skills, improving technical competence, leading and aspiring project teams to
achieve high performance/productivity and meet construction project objectives. This means
increasing team member’s ability to complete project deliverables while lowering cost, reducing
schedules and improving quality. Project managers should continually motivate their team by
providing challenges and opportunities, by providing timely feedback and support as needed,
and by recognizing and rewarding good performance. High team performance can be achieved
by using open and effective communication, creating team building opportunities, developing
trust among team members, managing conflicts in a constructive manner, and encouraging
collaborative problem solving and decision making. The project manager should request
management support and/or influence the appropriate stakeholders to acquire the resources
needed to develop effective project teams. The following figure shows the mechanisms, inputs,
constraints and output of develop human resource project team process.

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Figure 3 Develop HR project team data flow

Manage Human Resource Project Team

Once the management plan, team development and assessment are strategized and
implemented, the next process is to manage and monitor the performance of team members
through continuous feedback, resolving issues and challenges, managing team behavior and
conflicts and lessons learned to improve performance of the construction project. Managing the
project team requires a variety of management skills for fostering teamwork and integrating the
efforts of team members to create high-performance teams. Team management involves a
combination of skills with special emphasis on communication, conflict management,
negotiation, and leadership. Project managers should provide challenging assignments to team
members and provide recognition for high performance. The following figure shows the
mechanisms, inputs, constraints and output of manage human resource project team process.

Figure 4 Manage Human Resource Project Team

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2. Human Resource Planning and Acquisition

2.1. Developing a Human Resource Management Plan
In developing a human resource plan, project management plan, project documents and
organizational process assets shall be taken into consideration:
• Project Management Plan: As integral part of the overall project management plan,
the information needed for development of human resource planning include:
o Project life cycle and process to be applied in different phases
o How work will be executed to accomplish project objectives
o Change and configuration management
o Needs and methods of communication among stakeholders
• Resource Requirements: The requirements are used to determine the human resource
needs for a project. This includes identifying preliminary project team members, the
competencies and skills. Activity resource requirement is integral part of the Project
Resource Management knowledge area.
• Organizational Process Asset: Typically, construction projects are unique and will
have distinctive requirements, specification, regulations, and standards (technical and
legislative). These organizational process asset that can impact human resource
management plan include templates used for organizational charts, lessons learned on
projects, procedures and policies in role description and resolving issues within team
and overall performance.

Some of the tools & techniques that can be used to plan human resource management include
organizational chart & position description, expert judgment, meetings and organizational
theory.
• Organizational Chart & Position Description: Some of the common methods in
describing team member roles and responsibilities include organizational (hierarchical)
chart, responsibility (matrix) chart and role description (text based). These methods help
in ensuring each work package has a distinguished work task and clear roles and
responsibilities.
o Organizational (Hierarchical) Chart – This organizational chart commonly
known as organizational breakdown structure (OBS) shows the position and
relationships of team members in a project/organization in a graphical and top-
down format. Team members in a construction project can see their project
responsibilities within an organization and at the same time the team members
can have a detailed and separate hierarchical chart, also referred as resource

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breakdown structure (RBS) to be used in conjunction with the OBS. The

resource breakdown structure is used in tracking project costs and can be aligned
with the organization’s accounting system. This organizational chart is helpful
in representing high-level roles. The following figure shows Organizational
Chart for use in defining human resource roles and responsibilities.

Figure 5 Organizational (Hierarchical) chart

o Responsibility (Matrix) Chart – A matrix chart is a grid that shows the project
resource assignment of team members or unit to each work activity or package.
This chart helps in designating roles, responsibilities and levels of authority for
specific activities or component of a work breakdown structure (WBS).
Typically, the matrix chart assigns one person for specific task to avoid
confusion of responsibility. A good example of a matrix chart is RACI
(responsible, Accountable, Consult, Inform) chart shown below

Project Project
Project Tasks Consultant Contractor Client
owner Manager
Determine functional and
R I C I R
aesthetic requirements
Risk Assessment R A I C I
Address Performance needs C A I I I
Develop Design C A R I C
Construction Execution C A C R I
Construction Work Approval I I C C I
Handle Day to day construction
C C C A R
activities
Table 1 RACI Chart

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The RACI lists activities in the left column across assigned resources (individuals) on top row. The chart
can be modified to fit a construction project and is a useful tool when project team consists of internal
and external resources

o Role Description (Text) – Detailed description of responsibilities of team

members can be specified using a text description. The description includes
information including responsibilities, authority competencies and
qualifications.
• Expert Judgment & Meetings: A team of experts shall be involved to assess the roles
and skills required for a project; identify risks associated with staff acquisition;
determine the number of resources needed; check with applicable government laws.
Meetings can also be useful to hold planning meetings to reach at a common goal in
human resource management plan that best fits the construction project.
• Organizational Theory: Information on how people, teams and organizational units
behave can be supported using organizational theory. The theory can help in minimizing
time, cost, effort needed and improving planning efficiency. The theory can be used
throughout the project lifecycle to adapt leadership style to the changes in a construction
team’s maturity level.

There are two constraints that we need to consider when developing a HRM plan. They are
EEFs and Lack of relevant data:
Enterprise Environment Factors (EEFs) are one of the major influencing inputs of the External
and Organizational Environment in which the construction project operates which can have
favorable or unfavorable impacts on HRM from the Business Case Perspective. This may
include geographical location, organizational culture, personnel administration policies, market
condition, etc.
Lack of relevant data and experience in managing human resources can also be constraints to
develop human resource management plan.
Human Resource Management Plan.
Human resource management plan is integral part of a project management plan which
describes the human resource needs, definition, staffing and management. The plan consists of
mainly:
• Job Analysis - examines all aspects of a particular job, including activities involved in
carrying out a job, the environment in which the job is performed and the required
qualifications with respect to meeting construction project objectives and organizational
goals. A job analysis consists of, but not limited to setting:

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o Roles – Functions assigned to particular job description or person in a

construction project. Roles are high level assignments for specific job, but shall
be clearly stated of the responsibilities, boundaries and authority. For example,
civil engineer, project manager, surveyor are examples of roles of individuals in
a project.
o Authorities - The limit of a personnel’s given privilege or right to assign project
resources, sign approvals, carry out tasks and make decisions. Good example is
a project manager who is responsible for managing construction projects can be
given authority to select construction method in performing a certain task.
o Responsibilities – are assigned duties and tasks of team members that are
expected to accomplish in their day-to-day activities.
o Competencies –The skill set and capacity of individual to perform assigned
activities is crucial in selecting the right candidate. If there is competency
problem of employees, proactive mechanisms shall be deployed based on the
need including training, hiring, schedule changes, etc. Position details, tasks
(core & job-related), demands (physical, communication, academic, skills
preferred, wages, etc.), job observation, training strategies, worksite culture,
listing of employees (supervisors, co-workers, etc.) are included in a job
analysis.
o Employee Job Analysis - designed to allow an employee answer questions about
their job, such as duties and responsibilities, the amount of time spent on various
tasks, the experience needed, and the people who they communicate with (either
internally or externally). Other questions may relate to skills, knowledge, and
certifications required for the job. The template can also be used for an interview
format in which the interviewer asks employees questions, discusses the
answers, and then records those answers.
o Job Safety Analysis – designed to identify and address potential hazards that
might result from various job tasks. For example, recording the tasks or sequence
of steps involved in a job, the potential dangers, and the actions that can be taken
to control or remove safety issues can be conducted in a safety analysis. This
hazard analysis also includes space for listing personal protective equipment
needed for the job and details, such as the job location, the date of the analysis,
and the name of the person who completed it.
o Job Task Analysis -includes rating scales for evaluating the importance and
frequency of various duties. For example, the importance scale can range from
“not important” to “extremely important,” and the frequency scale ranges from

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“every few months” to “many times per hour.” Both factors can also be marked
as “not performed,” and can be modified to the scale that suits a particular job.
o Job Task and Competency Analysis -analyze tasks and competencies to better
understand the relationship between the two. Both can be evaluated using a
rating scale to compare the importance of each competency for a given task. This
process can help illuminate how core tasks and competencies are linked.
• Project Organization Chart – A human resource management plan shall include project
team members and their reporting relationship in a graphical format using project
organization chart. The chart can be formal or informal, highly detailed or broadly
framed based on the needs of the construction project.
• Staffing Management Plan– describes how resource requirements are met (when and
how project team members shall be acquired and how long they will be needed). The
staffing management plan shall be updated regularly and level of detail depends on the
project type and size. The plan includes:
o Staff Acquisition – Human resources can be acquired internally from the
organization or externally through advertisements, networking, etc. or
contracted sources. Personnel can also work at the headquarters or distantly at a
project. Thus, the necessary support and level of assistance is human resource
department and functional managers’ role in meeting the construction project
team needs and comfort.
o Resource Calendars – Working days and shifts shall be specified for each
personnel. The plan will allocate time frames upon recruitment either for
individual or project team members.
o Staff Release Plan – The smooth transition of employees not only benefits the
construction project and contractors, but also its team members. There could be
opportunities where the employer and employees could meet in a separate
project.
o Training Needs – Depending on the level of competency of employees, training
plan shall be put together to help team members acquire the required skills in
supporting the project and organization in the long run.
o Recognition and Rewards – Employee appraisal, recognition and rewards shall
be planned to promote and encourage team members. This recognition shall be
performance-based and set on regular basis. The reward could be simple
acknowledgement in a toolbox meeting; monthly or yearly basis, department-
based or whole project-based; monetary or certificate-based, etc.

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The human resource management plan shall incorporate strategies that comply with all
regulatory requirements and meet safety policies and procedures in minimizing safety hazards.
The formality with which the human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan.
On the other hand, large, multiyear, multilevel projects with many participants may require
multiple formal plans.

 Exercise 1.1:
Purpose: To simulate a construction project, encourage teamwork, role assignment,
effective communication, and problem-solving within a team setting.
Materials: Project description sheets (outlining the project scope, goals, constraints, and
requirements) and Role cards (with different roles such as Project Manager,
Consultant, Contractor, Construction Worker, etc.)
Time: 30 minutes
Discussion Questions:
✓ Divide participants into groups of 4-6 people per team.
✓ Present the project description sheets to each team. This should include a brief on
the construction project they'll be simulating. Outline project goals, resources
available, timelines, and any constraints they need to consider.
✓ Distribute role cards among team members. Each member should receive a different
role within the construction project.
✓ Give teams time to discuss and plan their project strategy. Encourage open
communication and collaboration.
✓ The Project Manager should facilitate discussions, assign tasks, and ensure everyone
is contributing.
✓ Introduce an unexpected challenge for each team
✓ Allocate time for each team to present their solution to the challenge, explaining
their approach.

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2.2. Techniques for assessing human resource needs

A needs assessment defines itself: It is an assessment of the needs of an organization, a group,
or some other defined structure. You can find out the needs of an organization by asking
questions, performing research into the company, researching the competition, etc.
In assessing human resource needs, an HR professional needs to ask a number of questions
about what is working and what is not working. These answers will help to highlight the gaps
between the expectations and the reality of the situation in the company.
There are a number of different kinds of needs assessments:
• Organizational Analysis
• Person Analysis
• Work analysis / Task Analysis
• Performance Analysis
• Content Analysis
• Training Suitability Analysis
• Cost-Benefit Analysis

Needs assessments enable the organization to be more thoughtful about what works and what
may not work.
Needs assessments create:
• Clarity – When you have the information in front of you to tell you what has worked,
what is working, and what needs to work better, you can better understand what needs
to happen.
• Identification of gaps – You will begin to see the gaps in the HR strategy and the reality
for employees. Though you may not be able to fill all of the gaps, you can see what is
most important to address.
• Future areas of concern – In doing a needs assessment, you will also find ways in which
you can plan more effectively for the future. When you can think about what's wrong
today, you can avoid those problems and set a better system up in the future.

A needs assessment can also be performed within shorter time frames and in discrete situations.
The more time you can spend evaluating what works and what does not work, the more you
will be able to look back at your results to find the best direction for the future.
There are various steps involved when planning for the human resource needs of an
organization.

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Evaluating the company’s objectives

Strategic human resource planning should have an in-depth understanding of organizational
goals and where the company expects to be in the next 1-5 years or more. With this information,
HR can develop strategies to be successful with the current workforce and identify any skill
gaps that could negatively impact your project outcomes.
Company goals will also help to inform a more effective training process for new hires. Once
your human resource planning team identifies the capabilities required by the organization, they
can define and create comprehensive training strategies for new employees. They can also
develop workshops and seminars for existing team members to ensure that everyone is informed
of company goals/objectives and how the company plans on hitting those goals.
Evaluating the current workforce
Evaluating the current workforce involves creating a profile of the current workforce that
includes staff performance levels, demographics, and competencies. This profile can exist at
both a company level as well as an individual profile for each team member.
Once the profiles have been created, you can begin to establish measurable metrics related to
your company strategies. These metrics can be used for further evaluations to track
improvements over time and can include (but are not limited to):
• The quality of work and performance of new hires
• Defining the link between individual improvements and the overall company
performance
• Key positions filled by internal team members that have participated in training or
development programs

Forecasting labor needs

Forecasting labor needs is the process of projecting what human resources will be needed to
meet a company strategic goals. This will include having an understanding of the projects that
will need to be staffed in the upcoming period as well as how many staff will be required to hit
company goals. Strategic human resource planning will also use workforce utilization insights
to identify skill gaps that need to be addressed with further training or external recruitment.
High level forecasting will also include understanding external forces that may affect your
resource strategy. For example, how the construction community is expected to change in the
coming months/years and understanding how the economy will affect future recruitment efforts.

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Creating an action plan

Thanks to their forecasting efforts, human resource professionals can clearly see how many
people they’ll be needing to hire and for which positions. The resulting action plan should align
with company goals and objectives to ensure you have the right people in place and clearly
define:
• Which positions need to be filled – This will include an overview and detailed
description of all the positions that need to be filled, including:
o Responsibilities
o Department
o Functions
o Timeline for when the position needs to be filled
• Define the ideal candidate – Here you’ll outline a profile for the best-fit candidate
including (but not limited to):
o Education level
o Experience level
o Required skill sets and certifications

A HR action plan should also determine compensation/benefits, performance review processes,

and training programs for existing team members. It’s also important that an action plan link
back to your company’s strategic goals and objectives.
Training need assessment
When thinking about how to develop a project team's skills, you need answers to the following
questions:
• Who needs training?
• What training do they need?
• Why is it important?
• How will you deliver the training?

Training Needs Assessment is a structured way of answering these questions. By comparing

existing skills and competencies with the skills you want people to have, you can make an
informed decision about the type of training each person or team needs. You can then develop
or source a training program that addresses these needs.

2.3. Recruitment and selection strategies for construction projects

In projects we need to acquire resources one of the resources is human resources. According to
PMBoK 5th edition we acquire human resources using this exact process.
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Acquire HR Project Team is the process of confirming human resource or staffing availability
based on the human resource management plan. This process outlines and guides the team
selection and responsibility assignment in obtaining the necessary team members to complete
the construction project activities. The construction project team may or may not have direct
control over team member selection due to the availability of a human resource department,
collective bargaining agreements, and use of subcontractor personnel, matrix project
environment, internal or external reporting relationships, or other. As a result, the construction
project management team shall influence in acquiring the right resources for a project.
Recruitment
Recruitment includes all the activities an organization may use to attract a pool of viable
candidates. Effective recruiting is increasingly important today for several reasons:
• Getting the right person for the job is extremely difficult. Experts refer to the current
recruiting situation as one of “evaporated employee resources.”
• Many experts believe that today's generation are less inclined to build long‐term
employment relationships than were their predecessors. Therefore, finding the right
incentives for attracting, hiring, and retaining qualified personnel may be more
complicated than in previous years.
• Keep in mind that recruiting strategies differ among organizations. Many organizations
use internal recruiting, or promote‐from‐within policies, to fill their high‐level positions.
Open positions are posted, and current employees are given preferences when these
positions become available. Internal recruitment is less costly than an external search. It
also generates higher employee commitment, development, and satisfaction because it
offers opportunities for career advancement to employees rather than outsiders. If
internal sources do not produce an acceptable candidate, many external recruiting
strategies are available, including the following:
o Newspaper advertising
o Employment agencies (private, public, or temporary agencies)
o Executive recruiters (sometimes called headhunters)
o Employee referrals
o Internship programs
o Internet employment sites

But there's more to recruiting than just attracting employees; managers need to be able to
weed out the top candidates. Once a manger has a pool of applicants, the selection process can
begin.

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Selection strategies
There are various tools and techniques that are used to acquire human resources. Here are some
of them.
• Acquisition: Typically, a construction firm will identify and acquire the required team
members. However, there are situations where the acquisition can be done through
outside sources such as individual consultants, subcontractors or joint ventures. In
acquisition process, there are cases where project team members are picked way ahead
of time or pre-assigned. This happens in situations where special expertise are identified
and staff assignments are defined in advance.
• Negotiations: When recruiting team members for a project, once the required skills and
competencies are identified, negotiations shall follow. The project management team
shall influence the potential candidate in terms of the organization culture, benefits, etc.
The team has to convince higher officials that the staff is competent, has specialized
skill sets or is qualified or certified member and meets the organizations or projects goal.
It is important to note that the negotiation fulfils policies, practices, processes,
guidelines, and legal procedures.
• Virtual Team: Typically construction projects can be widespread across different
geographic areas and proper planning shall be put in place in selecting team members,
communicating project progress, setting work hours, shifts and days. A proactive plan
helps in minimizing misunderstandings, communication gaps and improving cultural
differences.
• Multi-Criteria Decision Analysis: A set of criterion shall be developed to rate or select
potential team members. The criterion shall be based on the importance or need of the
project team.

Strategy to find the right employees

Human resource planning processes include, among many things, identifying the right
employees to fill skill gaps that are preventing your organization from hitting its goals. This
process helps to ensure your company is right-sized at the right time and can include:
• Key performance indicators (KPI) – KPIs determine how a team member is or isn’t
contributing to the organization. Using KPIs can help to identify any competency gaps
in the workplace.

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• Employee assessments – Regularly evaluating team members will help to understand

individual career progression, which can help identify who is ready to take on new
challenges.
• Performance benchmarks – This is the process of benchmarking the performance of the
highest-performing team members. This benchmark can then be used as a template to
better understand which team members are operating at a high level and might be ready
for the next step in their careers.

Strategy to incentivize existing employees

Incentive programs can help to keep teams engaged with not only company goals but also
individual career development. The challenging part is deciding which incentives will work best
for your team. Incentives can have a significant impact on your work culture and like any other
programs, should be tracked for success. Some incentives you may want to consider include:
• Perfect attendance bonus – Ex. 10,000 birr for every six months of perfect attendance.
This is an easy incentive program that keeps team members working and happy they get
to line their pockets every six months.
• Unlimited sick days –Most employees would rather be at work than sick at home. Give
the team the time they need to recover without feeling like their job is on the line.
• Recognizing work anniversaries – This is a very simple way to make your team feel
appreciated. This helps foster a culture of appreciation as senior team members are
recognized for their contributions and the new team members have something to strive
for.

These are just a few simple incentives that can help keep the team engaged with their work.
Strategy for dealing with interpersonal conflicts
The human resource planning team has the responsibility of developing and implementing
workplace conflict policies and procedures. They will also be responsible for creating and
managing team members through conflict-resolution programs.
Most HR professionals will have gone through conflict-resolution training throughout their
professional development and are capable of either conducting training or sourcing external
training resources for managers and supervisors. HR should initiate employee communications
and be able to track the effectiveness and cost of their conflict-resolution program.
Strategy for terminating employees

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One of the human resource planning processes is terminating employees. While this is typically
a negative experience for everyone involved, HR should play a significant role in every
termination. HR professionals can help influence the process and help guide the conversation
to eliminate potential damage to the employee as well as the company.
HR is involved in the process to ensure company policies and procedures are followed and that
all actions conform to legal guidelines. However, it’s likely that a high-performing human
resource planning team will be involved much earlier in the process and will have proactive
training for managers and employees to provide guidance and training to avoid a termination
altogether.

 SUMMARY
• Human resource management is one of the core management areas in construction
projects. Human resources constitute 25% to 40% of the direct costs of such projects
depending on their complexity and nature.
• Construction projects are very multifaceted. Some roles require highly specialized skill
sets that only a handful of people within the local industry may have. As a result,
recruiting, especially in younger generations can be even more challenging than in other
industries.
• According to the PMBoK guide 5th edition, Construction Project Human Resource
Management includes the processes of identifying, acquiring, and managing the
resources needed for the successful completion of a project. These processes are Plan
Human Resource Management, Acquire Human Resource Project Team. Develop
Human Resource Project Team and Manage Human Resource Project Team.
• Planning Human Resource Management is the process of developing a human resource
or staffing management plan.
• Acquire HR Project Team is the process of confirming human resource or staffing
availability based on the human resource management plan.
• Develop Human Resource Project Team is the process of improving competencies
through continuous development, certification, training and mentoring between team
members to share knowledge and expertise.
• Managing the project team requires a variety of management skills for fostering
teamwork and integrating the efforts of team members to create high-performance
teams.

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• Human resource management plan is integral part of a project management plan which
describes the human resource needs, definition, staffing and management. The human
resource management plan shall incorporate strategies that comply with all regulatory
requirements and meet safety policies and procedures in minimizing safety hazards.
• In assessing human resource needs, an HR professional needs to ask a number of
questions about what is working and what is not working. These answers will help to
highlight the gaps between the expectations and the reality of the situation in the
company.
• Needs assessments help HR teams better plan their compensation and benefits strategies
today and tomorrow.
• Recruitment includes all the activities an organization may use to attract a pool of viable
candidates. An organization may use different strategies to acquire the right people at
the right time:
o Strategy to find the right employees
o Strategy to incentivize existing employees
o Strategy for dealing with interpersonal conflicts
o Strategy for terminating employees

 Exercise 1.2:
Purpose: To familiarize participants with the different roles in a construction project.
Materials: Handout
Time: 30 minutes
Discussion Questions:
✓ Participants will work individually or in groups to create a Roles and Responsibility
Matrix for a mock construction project. They will define project roles,
responsibilities, and reporting relationships.

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SESSION TWO
3. Human Resource Development and Performance Management
Contents:
3. Human Resource Development and Performance Management
3.1 Training and skill development for project teams
3.2 Competency Development
3.3 Career Planning & Succession Planning
3.4 Performance appraisal and feedback mechanisms
3.5 Motivation and team building in construction projects
Summary
Exercise

Human resource development refers to the organization’s plan to help employees develop their
abilities, skills, and knowledge. In return, this process enhances the organization’s efficiency.
Human Resource Development essentially focuses on Trainings & Skill development (technical,
functional, motor skills etc.) Competency Development (attitude, behavior, capabilities etc.)
Career Planning & Succession Planning (promotions) etc.

Effectively applying human resource development for the utmost results needs the following
considerations:
• Consistent check-ins: To foster an ongoing learning environment, it is important to
arrange consistent sessions with a facilitator or a consultant for internal training, coaching,
or simple check-ins on progress and goals.
• Small steps: Employees should be given a reasonable amount of information to process.
Don’t overwhelm them with new ideas and skills or you’ll increase their overall workload,
risking burnout and limited retention or engagement with the training.
• Constant feedback: Feedback is a two-way process, meaning, it should be constantly
given and received.
• People are different: When performing a development plan, you should bear in mind that
people learn differently. For instance, some employees may be able to grasp concepts
through spoken information or visual aids. However, others need a more hands-on
approach to fully understand ideas.
• Show appreciation: Employees need to feel appreciated. Thus, we recommend that you
use simple gestures of recognition and appreciation such as certificates, badges, or even
verbal reaffirmation.

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3.1. Training and skill development for project teams

Managers are in a perfect place to know how people work, to identify what training they need to
perform better, and to ensure delivery of the right training to the right people at the right time.

The first step to train the team is identifying training needs. The hardest part of developing your
team can be knowing where to begin. Start by understanding your team members' developmental
needs. Review and update their job descriptions.

Choosing the right training methods follows after identification. Finding the right balance between
different ways of learning that will suit everyone can be a challenge. The 70:20:10 model, for
example, suggests that 70 percent of learning happens through experience, such as daily tasks; 20
percent through conversations with other people, such as coaching; and 10 percent through
traditional training courses. Here, you need to give people the opportunity to use the skills they
need to develop, discuss them with more experienced practitioners, and then train appropriately.

Coaching is a great way to train team members. It's important to note that many performance gaps
should be closed with better communication rather than with a training program. Some of the
more common ways to improve people's skills include On-the-Job Training. Team building
exercises can be fun and effective ways to improve teamwork and identify people's strengths and
weaknesses.

Effective delegation can also strengthen a team. The project team members need opportunities to
learn new skills and gain experience.

There should be clear distinctions between

• staff development (which is the responsibility of the organization),

• professional development (a personal responsibility and achieved through personal
commitment and professional associations), and
• Career development (the responsibility of both the organization and the individual).

These all come under the heading of human resource development, which is concerned with
developing people so that they can perform effectively both as individuals and in teams.

How to train the project team

To train a project team effectively we should follow these steps:

1. Use the team's input to determine training needs

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A great way to determine what training initiatives to implement is to get feedback from the project
team. They might be able to provide one or more areas where they want more experience, such as
getting used to new software programs, coming up with unique business ideas or communicating
more effectively with their coworkers. If multiple team members mention the same training topics,
you can incorporate them into your training activities.
2. Establish a training schedule that aligns with department activities
Once you've established training needs, you can start developing a training schedule to ensure your
team has adequate time to learn new skills. For example, if the busiest days for your project team
are Thursdays and Fridays, you could set training for Mondays and Tuesdays with Wednesdays as
a break period. You might also decide to host training sessions from 10:30 a.m. to 12 p.m. so that
team members have enough time to start the workday.
3. Create lesson plans for each session
Lesson plans include lectures, group activities, presentations and other educational components that
allow team members to enhance their knowledge and understanding of a training topic. To make
sure you make the most of your training sessions, create lesson plans well in advance and rehearse
presentations for the best results.
4. Balance lecture-style training with team activities
You can help your team stay engaged during training sessions by changing up the learning format.
For example, for the first 20 minutes of training, you could run through a PowerPoint presentation
that highlights current customer service tactics and how you plan to change them in the future.
Following the presentation, you could split your team into groups and provide them with mock
customer scenarios to act out. Following this activity, you can bring the group back together to
discuss customer scenarios more in-depth and answer any questions.
5. Create an educational document that highlights key takeaways for each session
To help your team remember the information you share with them during training sessions, type a
summary of key talking points, questions answered and topics covered. If you included a
PowerPoint presentation, you could also send it to training participants for them to reference if
needed.
6. Send out an anonymous email survey after each session to gauge learning
Following each training session, consider sending out an anonymous email survey to all training
participants with questions about the topics you covered. Based on their scores, you can determine
the success of a training session. You can also send out a survey asking training participants to rate
the training session and give ideas for how it could improve.
7. Evaluate the success of team training using training KPIs
After training ends, you can measure its success by evaluating the performance levels of individual
participants. For example, let's say you recently conducted four training sessions to help employees
learn how to use new market research software. After comparing former performance to current

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performance for the marketing team, you might determine that training increased productivity and
minimized mistakes with the new software by 30%.

Skill development
The construction industry faces constant evolution in technology and methodologies. Professionals
within this field require continuous learning and a diverse set of skills. Employees need to stay
updated on the latest tools, techniques, and methods relevant to their specific area of expertise.
Employee development in construction companies encompasses various approaches. Orientation
provides initial training, supplemented by workshops from both internal and external sources. Some
companies organize regular knowledge-sharing sessions, while senior staff often receive training
and pass down their expertise to their teams.
Human resources departments or dedicated staff development personnel often facilitate these
training initiatives. The advantage of having specialized development roles within the company is
a better understanding of the unique training needs within the construction industry.
Individualized learning plans are common, tailored to each employee's specific needs and career
aspirations. At a construction company employees should align their training goals with the annual
operational plan, considering their career objectives and job responsibilities.
Much emphasis is placed on both current and future skills necessary for success in construction,
particularly in managing the blend between physical and digital aspects. Soft skills—such as
communication, management, customer service, and interpersonal skills—are universally
considered critical. Literature often recommends enhancing IT skills, management abilities,
effective communication, and personal adaptability for construction staff.

Career development
Career development differs from staff development in that it is the responsibility of the individual
as well as the organization, and involves the individual setting their own career goals and, with their
supervisor, finding opportunities that develop them to the point where they can realize those goals.
These opportunities will include not just conventional training courses, but also secondments and
particular projects, as well as mentoring.
Encouraging career development is very important to motivate staff, and creating a continuing
learning environment helps keep people on their toes in a constantly changing environment.

3.2. Competency Development

Competency Development is a huge task. Competencies essentially may or may not directly or
indirectly contribute towards employee’s performance; it just gives additional muscle power to
help perform. It is the Job Skill that drives performance. But competencies are surely required to

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deliver strong performance along with key job skills. Also understand competencies are more to
do with Behaviors and Attitudes, which cannot be altered easily. Hence either you have a certain
competencies or you don’t. Do not force competencies on employees, they should feel the need to
develop certain competencies then only they will generate necessary positive attitude towards
improving their competencies. Because competencies essentially consist of attitude, behavior,
value systems which have shaped since childhood depending upon the social circles an individual
has been brought up. Remember ‘ICE BERG’ model of competencies. Iceberg shows 20% tip
above the water but 80% is below the water, which is hidden or not exposed easily. 20% portion
represents employee’s knowledge, skills and experience, which is clearly visible to the entire
world and can be easily changed or improved. The rest 80% portion represents individual’s
behavior, attitude, value system etc., which cannot be altered or changed.

The best way to assess competencies is through Behavioral Interviews to be conducted by experts
only, where employee’s responses are recorded and noted down carefully, his attitude, thinking,
values are understood and necessary remarks are noted. Further this information is classified
according to performance ratings of employees and a classification may be made with reference to
what kind of specific behaviors or attitudes or values displayed by Poor, Average, Good,
Excellent or Outstanding rated employees. This classifications can be used as benchmarks both in
Performance Evaluations and Selection / Hiring Processes. This is very helpful essentially while
recruiting, since we already know what kind of behaviors or attitudes represent poor, good or
excellent performers. Recruiting people with right behavioral attributes and positive attitudes will
ensure that we hire people already possessing strong competencies and a strong potential of star
performance. Half the battle is won there itself. Further we also get clear understanding about
what are specific behaviors, attitudes required to create excellent and outstanding rated
employees, these benchmarks can also be used to train, develop and groom good or average rated
employees to elevate them to excellent or outstanding level. Customized training and
development programs can be devised based on outstanding competencies displayed by other
employees.

Many jobs express the skills and behavior required in terms of competences. Competences
should:

• describe a cluster of knowledge, skills, abilities, motivations, beliefs, values and interests,
• relate to a significant part of the job,
• indicate effective/superior performance,
• can be measured/observed against accepted standards,
• can be linked to strategic direction,
• Can be improved with training and development.

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3.3. Career Planning & Succession Planning

Career Planning

Career planning is a process for:

• Identifying what the individual is good at
• Knowing how skills, talents, values, and interests translate into possible careers
• Matching skills, etc. to existing careers
• Matching career goals to individual financial needs
• Matching career goals to individual educational needs

It is important to understand how individual cultural context influences the worldview. Each of us
has an individual worldview composing our attitudes, values, opinions, and beliefs about how
things work in the world. Your Cultural Context surrounds the entire career planning process, and
includes your cultural heritage and life experiences.

We need to differentiate between a job and a career. A job is the occupation that you have at any
given point in time. A career refers to your working life over time, and could include a single job
that you stay in for many years, or a series of successive jobs within the same field. For example,
you may decide that you want a career in project management. You might begin that career as
a civil engineer, office engineer or site engineer, that’s a job.

Organizations can help employers by:

• Provide opportunities to explore career options
• Help facilitate networking across departments
• Give employees opportunities to upskill

Managers can support employee directly under them with career planning;
• Schedule a monthly or quarterly dedicated 1-1 meeting with each of your team members to
specifically discuss career planning
• If there are skills they want to learn or alternative career options they want to explore, follow
up and help connect them with the resources they need
• Remind them to take advantage of existing professional development opportunities at your
company
• Offer career advice from your own background to help your team members develop their
career plans and think about what next steps to take

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Succession Planning

Once you have identified your team members' abilities and performance levels, you can put plans
in place so that you don't lose vital skills and knowledge if any of them decide to move on. Good
succession planning ensures that individuals pass on their skills, experience and knowledge to their
colleagues well before they leave. Being prepared and managing these transitions will help you to
deal with the change more easily.

If you have people on your team with roles so essential that even a day's illness would throw
everything into chaos, it may be advisable to cross-train your team members in one another's
responsibilities. This will provide you with a flexible team that can step in and help one another at
a moment's notice.

3.4. Performance appraisal and feedback mechanisms

Performance management is about setting clear and measurable objectives for work, and is an
important managerial and human resource tool. A well-run performance management system will
provide staff with clear objectives for their job, and plenty of opportunities for feedback and
discussion with their supervisor. The objectives will be clearly linked with the strategic priorities
of the organization.

The most well-known tool is the annual appraisal; however, many organizations now take a more
structured approach. Performance management comprises three sets of interrelated activities, all of
which are linked into organizational objectives

• Planning: at this stage, job responsibilities should be defined, as well as goals and
expectations based on company requirements. The main tool for this will be the job
description.
• Coaching: monitoring performance on an informal basis, e.g. by weekly meetings,
providing feedback, coaching and development as necessary.
• Performance review: a more formal review, based on the appraisal. This is linked with
recognizing and rewarding superior performance, dealing with performance which is below
standard, and setting goals and training for the following year.

The job description

The job description is the first step to managing performance because it defines expectations. It is
the document which tells the new (and prospective) employee what the job entails, and the measure
whereby performance can be judged. A good job description should have sufficient detail so that

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the main responsibilities are clear, and should also define the knowledge, skills and abilities needed
to carry out the task.

A job description should have a brief purpose statement, describing what the job is about, the key
tasks, and the activities by task. Many job descriptions also include key reporting relationships, as
well as key skills and competences required for the job, although the latter may also be in the form
of a person specification (usually a separate document).

Assessing performance informally

Many organizations tend to review performance only when it goes wrong, or at the annual appraisal.
However, having ongoing (perhaps weekly) meetings with a supervisor can be a helpful way of
reviewing scheduled work, dealing with problems such as overload, underperformance, sorting out
queries, plus receiving mentoring or coaching. This frequent content can also nip problems in the
bud, and prevent those becoming major issues.

The performance review

Unlike informal performance assessment, this involves a formal meeting between the individual
and his or her immediate superior. It should:

• relate to the employee's job description and any agreed objectives,

• include objectives for the coming year,
• discuss training and development plans,
• Be documented, signed and agreed by both parties.

Quite a lot of organizations now offer 360o feedback, where subordinates and co-workers also
comment on one another's performance. The overall objective, however, should be to determine
whether someone is fulfilling, falling short or exceeding expectations.

3.5. Motivation and team building in construction projects

In construction, success is not solely measured by the completion of a project within stipulated
timelines or the structural finesse of the building. It is equally defined by the efficiency,
collaboration, and synergy among the team members involved. Motivating and fostering a cohesive
team environment is paramount for ensuring the smooth execution of construction projects.
Implementing effective motivation and team-building practices not only enhances productivity but
also contributes to the overall success and quality of the construction endeavor.

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Understanding Motivation in Construction Projects

Motivation serves as the cornerstone for encouraging construction teams to perform at their best.
In the context of construction projects, motivation often stems from various sources:

• Clear Goals and Vision: Providing a clear understanding of project goals and objectives
instills a sense of purpose among team members. When every individual comprehends their
role and contribution towards achieving a common vision, it fuels their motivation.
• Recognition and Appreciation: Acknowledging the efforts and accomplishments of
construction teams through verbal praise, awards, or incentives boosts morale and
encourages continued dedication.
• Empowerment and Decision-Making: Empowering team members to make decisions within
their scope of work fosters a sense of ownership, leading to increased motivation and
accountability.
• Professional Development: Offering opportunities for skill enhancement and career growth
demonstrates the organization's investment in its employees, encouraging them to strive for
excellence.

Implementing Team Building Practices

Team building serves as the backbone of a successful construction project, fostering strong
relationships, effective communication, and collaboration among team members. Here are
some impactful team-building practices in construction projects:
• Early Collaboration and Planning: Encouraging early collaboration among architects,
engineers, contractors, and stakeholders lays the groundwork for a cohesive team.
Involving all parties in the planning phase facilitates a shared understanding of project
objectives and requirements.
• Regular Communication Channels: Establishing open and transparent communication
channels ensures that information flows freely among team members. Utilizing
technology for real-time updates, virtual meetings, and project management tools
streamlines communication.
• Cross-Training and Skill Sharing: Encouraging cross-training and knowledge sharing
among team members allows for a diversified skill set within the team. This not only
promotes flexibility but also creates a supportive work environment.
• Problem-Solving Exercises: Conducting problem-solving exercises or simulations helps
teams anticipate challenges and develop effective strategies to address them. These
exercises foster critical thinking and collaboration among team members.

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• Team-Building Activities: Engaging in team-building activities outside the construction

site, such as workshops, retreats, or recreational events, strengthens interpersonal
relationships and fosters a sense of camaraderie.
• Feedback and Continuous Improvement: Encouraging regular feedback sessions
promotes a culture of continuous improvement. Constructive feedback allows team
members to learn from both successes and failures, fostering a growth-oriented mindset.

 SUMMARY
✓ Human resource development refers to the organization’s plan to help employees develop
their abilities, skills, and knowledge.
✓ Effectively applying human resource development for the utmost results needs consistency,
small steps, constant feedback, considering people are different and showing appreciation.
✓ Managers are in a perfect place to know how people work, to identify what training they
need to perform better, and to ensure delivery of the right training to the right people at the
right time.
✓ Staff development is the responsibility of the organization, professional development is a
personal responsibility and achieved through personal commitment and professional
associations, and career development is the responsibility of both the organization and the
individual.
✓ To train a project team effectively we should Use the team's input to determine training
needs, establish a training schedule, creating lesson plans, balancing lecture-style training
with team activities, creating an educational document that highlights key takeaways,
surveys to evaluate the success of team training.
✓ Employee development in construction companies encompasses various approaches.
Orientation provides initial training, supplemented by workshops from both internal and
external sources.
✓ Career development differs from staff development in that it is the responsibility of the
individual as well as the organization, and involves the individual setting their own career
goals and, with their supervisor, finding opportunities that develop them to the point where
they can realize those goals.
✓ Competency Development is a huge task. Competencies essentially may or may not directly
or indirectly contribute towards employee’s performance; it just gives additional muscle
power to help perform.
✓ Career planning is a process for identifying what the individual is good at, knowing how
skills, talents, values, and interests translate into possible careers, matching skills, etc. to
existing careers, matching career goals to individual financial needs and matching career
goals to individual educational needs

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✓ A job is the occupation that you have at any given point in time. A career refers to your
working life over time, and could include a single job that you stay in for many years, or a
series of successive jobs within the same field.
✓ Succession planning ensures that individuals pass on their skills, experience and knowledge
to their colleagues well before they leave.
✓ Performance management is about setting clear and measurable objectives for work, and is
an important managerial and human resource tool.
✓ Performance management comprises three sets of interrelated activities, all of which are
linked into organizational objectives Planning, Coaching and Performance
✓ The job description is the first step to managing performance because it defines
expectations.
✓ Motivation serves as the cornerstone for encouraging construction teams to perform at their
best. Team building serves as the backbone of a successful construction project, fostering
strong relationships, effective communication, and collaboration among team members.

 Exercise 2.1:
Purpose: To familiarize participants with knowledge sharing.
Materials: Handout
Time: 1 hour and 20 minutes
Discussion Questions:
✓ Participants will work in groups to create a 10-minute training on a specific topic
where the team members have a collective knowledge on. The team will then share
this knowledge to other teams. Each team will take turn in presenting their
“expertise”.

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SESSION THREE
4. Conflict Resolution and Project Closeout
Contents:
4. Conflict Resolution and Project Closeout
4.1 Strategies for resolving conflicts and issues
4.2 Managing team dynamics and maintaining productivity
4.3 Human resource considerations during project closeout
Summary
Exercise

In the complex landscape of construction projects, conflicts can arise at various stages, impacting
timelines, budgets, and overall project success. While conflict resolution is crucial throughout the
project lifecycle, its significance becomes even more pronounced during the project closeout phase.
Effectively addressing conflicts during this stage is essential for ensuring a smooth and successful
completion of construction endeavors.

There are three basic types of conflict that arise in construction projects. They are:

• Technical Issues: Disagreements arising from design flaws, material specifications, or

construction methods.
• Contractual Disputes: Conflicts related to payment, scope changes, or compliance with
contractual obligations.
• Interpersonal Conflicts: Personal differences, communication breakdowns, or clashes in
project management styles.

Project Closeout is challenging on its own without considering the human resource aspect. The
challenges in project closeout include:

• Tight deadlines for final inspections, handovers, and project completion.

• Increased pressure to resolve conflicts swiftly to avoid delays in final delivery.
• Stakes are higher as the project approaches completion, making conflicts more impactful.

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Successful conflict resolution during project closeout has far-reaching implications:

• Timely Project Completion: Resolving conflicts efficiently ensures adherence to project
timelines and avoids costly delays.
• Client Satisfaction: Smooth closeout with resolved conflicts leads to enhanced client
satisfaction and positive project outcomes.
• Cost Management: Effective conflict resolution mitigates the risk of financial losses due to
disputes or litigations.
• Reputation and Relationships: Demonstrating adept conflict resolution skills bolsters the
organization's reputation and fosters stronger stakeholder relationships.

Conflict resolution throughout the project lifecycle is crucial but specifically during project
closeout, it is a critical determinant of overall success. Addressing conflicts effectively not only
ensures timely completion but also preserves relationships and mitigates risks associated with
disputes. By employing proactive strategies, fostering collaboration, and learning from conflicts
encountered, construction projects can achieve successful closeouts, leaving a lasting positive
impact on all involved stakeholders. Conflict resolution isn't just about mitigating problems; it's
about ensuring a strong finish, setting the stage for future successful endeavors in the construction
industry.

4.1. Strategies for resolving conflicts and issues

Strategies for Conflict Resolution during Project Closeout

• Early Identification and Communication:

o Encourage open communication channels throughout the project and particularly
during closeout.
o Identify potential conflicts early, allowing time for resolution without affecting
project deadlines.
o We may use regular Project Reviews or proactive risk assessment:
▪ Conduct regular project reviews to identify emerging issues and potential
conflicts.
▪ Encourage all stakeholders to openly communicate concerns and challenges.

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▪ Conduct proactive risk assessments specifically focusing on potential

conflicts during the closeout phase.
▪ Anticipate areas of contention related to final inspections, punch lists, or
handover procedures.
• Neutral Mediation and Dispute Resolution:
o Utilize neutral third-party mediators or arbitrators to facilitate resolution in
contentious disputes.
▪ Engage professional mediators or arbitrators to facilitate discussions and
resolve conflicts impartially.
▪ Third-party intervention can offer unbiased perspectives to aid in resolution.
o Employ dispute resolution mechanisms outlined in contracts to address conflicts
efficiently.
▪ Follow procedures outlined in contracts for dispute resolution, such as
mediation, arbitration, or adjudication.
▪ Ensure compliance with contractual obligations when resolving conflicts.
• Collaborative Problem-Solving:
o Foster a collaborative environment for stakeholders to collectively address conflicts
and find mutually beneficial solutions.
o Organize Joint Problem-Solving Sessions:
▪ Organize collaborative sessions involving all parties to address conflicts
collectively.
▪ Encourage an environment where all stakeholders can voice concerns and
actively participate in finding solutions.
o Encourage compromise and negotiation while focusing on project goals. Focus on
Win-Win Solutions:
▪ Emphasize seeking solutions that benefit all parties involved, rather than
pursuing win-lose scenarios.
▪ Encourage compromise and negotiation to achieve mutually acceptable
outcomes.

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• Documentation and Records:

o Maintain detailed records of all communications, decisions, and agreements made
during conflict resolution processes.
▪ Maintain comprehensive records of all communications, agreements, and
decisions made during the conflict resolution process.
▪ Documenting processes helps in clarifying responsibilities and avoiding
future misunderstandings.
o Documentation serves as valuable evidence in case of legal disputes and aids in
preventing recurring conflicts.
o Legal Compliance:
▪ Consult legal experts to ensure proposed resolutions comply with legal
requirements and contractual obligations.
▪ Secure legal validation for any agreements reached during conflict
resolution.
• Legal Expertise and Compliance:
o Seek legal counsel to ensure compliance with contractual obligations and regulations
during conflict resolution.
o Clarify legal implications and consequences of proposed resolutions.
• Learning from Conflicts:
o Conduct post-project assessments to analyze the root causes of conflicts encountered
during closeout.
▪ Conduct thorough evaluations after conflict resolution to analyze root causes
and underlying issues.
▪ Identify patterns or recurring themes to prevent similar conflicts in future
projects.
o Implement lessons learned to enhance conflict management strategies in future
projects.
▪ Incorporate insights gained from conflict resolution into organizational
policies and procedures.

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▪ Use lessons learned to enhance conflict management strategies and improve

processes for future projects.

4.2. Managing team dynamics and maintaining productivity

Managing team dynamics in a construction project team is essential for achieving success amidst
the complexities and challenges inherent in such endeavors. In this context, effective leadership,
clear communication, collaboration, and conflict resolution play pivotal roles in steering the team
towards its objectives. Here are some key aspects to consider:
• Leadership and Team Building:

Define the project's objectives, milestones, and roles within the team. Ensure everyone understands
their responsibilities and how their contributions align with the project's success. Foster an
environment where team members feel comfortable sharing ideas, opinions, and concerns.
Encourage open dialogue and brainstorming sessions to harness collective expertise. Trust is
foundational. Invest time in team-building activities, encourage bonding among team members, and
lead by example to establish a culture of trust and respect.
• Effective Communication:

Maintain open lines of communication among team members. Utilize various communication tools
and platforms to ensure everyone stays informed and connected. Ensure information is
communicated clearly and consistently to avoid misunderstandings or confusion that can lead to
delays or errors. Encourage active listening within the team. Valuing each team member's
perspective fosters, a sense of inclusivity and allows for better problem-solving.
• Conflict Resolution:

Address conflicts or disagreements promptly. Encourage team members to voice concerns and
facilitate discussions to find mutually acceptable solutions. Act as a mediator when necessary and
strive to understand the root cause of conflicts. Often, conflicts arise due to miscommunication,
differences in approach, or resource constraints. Foster an environment where constructive criticism
is welcomed, focusing on solutions rather than blame.
• Utilizing Diverse Skills and Expertise:

Identify and leverage the unique skills and expertise of each team member. This diversity can
contribute significantly to problem-solving and innovation. Support ongoing learning and
development opportunities for team members. This not only enhances their skills but also benefits
the project's overall capabilities.

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• Adaptability and Flexibility:

Construction projects often face unexpected challenges. Encourage flexibility and adaptability
among team members to respond effectively to changes in plans, schedules, or requirements.
Encourage a culture that sees challenges as opportunities for growth and learning. Encourage the
team to analyze setbacks and derive lessons for future improvement.
• Celebrating Success and Encouraging Recognition:

Celebrate milestones and achievements, recognizing the collective effort of the team. This boosts
morale and encourages continued dedication. Acknowledge individual contributions and successes,
fostering a sense of appreciation and motivation within the team.
Managing team dynamics in a construction project team requires a blend of effective leadership,
communication, conflict resolution, and adaptability. A cohesive and well-managed team is better
equipped to navigate challenges, innovate, and deliver successful construction projects within
stipulated timelines and budgets.
Maintaining productivity within a project team is crucial for achieving goals efficiently and meeting
project deadlines. Here are some key strategies to ensure and enhance productivity:
• Clear Goals and Expectations:
o Define clear and achievable goals for the project. Make sure every team member
understands their role, responsibilities, and how their contributions align with the
overall objectives.
o Establish measurable milestones and timelines to track progress and keep the team
focused.
• Effective Time Management:
o Encourage the use of time management techniques such as prioritization, setting
deadlines, and creating schedules.
o Regularly review and adjust timelines to accommodate changes or unexpected
challenges, ensuring the team stays on track.
• Utilize Resources Efficiently:
o Ensure that the team has access to the necessary tools, technology, and resources
required to perform their tasks effectively.
o Optimize resource allocation to prevent bottlenecks or overburdening specific team
members.
• Open Communication and Collaboration:
o Foster an environment of open communication where team members feel
comfortable sharing ideas, concerns, and progress updates.

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o Utilize collaboration tools and platforms to facilitate easy sharing of information

and real-time collaboration, especially in remote or dispersed teams.
• Empowerment and Delegation:
o Delegate tasks based on individual strengths and expertise, empowering team
members to take ownership of their work.
o Trust the team to make decisions within their purview, reducing the need for
micromanagement.
• Provide Support and Training:
o Offer support and guidance when needed. Provide training or resources to help team
members improve their skills and overcome challenges.
o Encourage a culture of continuous learning and development to enhance team
capabilities.
• Manage Workload and Avoid Burnout:
o Monitor workloads to prevent burnout. Avoid overloading individuals with too
many tasks and ensure a balanced distribution of work.
o Encourage breaks and time off to maintain a healthy work-life balance, fostering a
more productive and motivated team.
• Recognize and Celebrate Achievements:
o Acknowledge and celebrate milestones, achievements, and hard work. Recognition
boosts morale and motivates team members to maintain their productivity levels.
• Regular Feedback and Performance Evaluation:
o Provide regular feedback to team members, highlighting strengths and areas for
improvement. Constructive feedback helps in refining performance and
maintaining productivity.
o Conduct periodic performance evaluations to assess progress and identify any
potential issues early on.
• Adaptability and Flexibility:
o Embrace adaptability to respond effectively to changes or unforeseen
circumstances. Encourage the team to be flexible and adjust plans as needed
without compromising the project's goals.

By implementing these strategies, project managers and team leaders can create an environment
conducive to maintaining high levels of productivity within the project team. Regular monitoring,
support, and fostering a positive work culture are key to sustaining productivity throughout the
project lifecycle. As we can see the strategies for managing team dynamics and maintaining team
productivity align together which indicates a stable team tends to be the most productive.

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4.3. Human resource considerations during project closeout

In the realm of construction project management, the closeout phase is critical. It marks the
culmination of the project and involves various tasks aimed at completing contractual obligations,
ensuring quality standards, and transitioning the project deliverables to the client. Human resource
considerations during this phase are paramount to effectively conclude the project while
maintaining positive relationships and ensuring a smooth transition.

Staffing Adjustments and Resource Allocation

The closeout phase of a construction project represents the final stage, encompassing various tasks
essential for project completion. Efficient staffing adjustments and resource allocation during this
phase are crucial for achieving timely closure, optimizing resources, and ensuring a smooth
transition of personnel to other projects or roles. The importance of efficient staffing adjustments
and resource allocation include:

• Ensuring Timely Completion: Aligning the available workforce with remaining tasks
ensures timely project closure. Proper resource allocation prevents delays and facilitates the
achievement of project deadlines.
• Optimizing Resources: Reassigning personnel to new roles or projects enables the efficient
utilization of skills and expertise. Avoiding overstaffing or underutilization of workforce
reduces unnecessary labor costs.
• Cost Management: Effective resource allocation contributes to cost-effective project closure
by utilizing resources efficiently. Minimizing idle time and maximizing productivity aids in
effective cost management.

Strategies for Staffing Adjustments

There are various strategies used to adjust staffing during project closeout, the steps to be followed
are;

• Assessing Closeout Requirements

o Conduct a comprehensive assessment of pending tasks and deliverables.

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o Identify specific skills and expertise needed for the remaining tasks to guide staffing
adjustments.
• Analyzing Staffing Needs
o Evaluate the current workforce against project requirements and pending tasks.
o Identify surplus or shortage of manpower to facilitate necessary adjustments.
• Reassignment and Transition Planning
o Communicate transparently with team members about project closure and future
assignments.
o Facilitate smooth transition plans for personnel moving to other projects or roles.

Effective staffing adjustments and resource allocation during the closeout phase are instrumental in
the successful completion of construction projects. Strategic planning, continuous evaluation,
transparent communication, and adaptability contribute significantly to optimizing resources,
ensuring timely closure, and facilitating a seamless transition for the project team.

Skills Transition and Knowledge Transfer

In the final stages of a construction project, the focus shifts towards ensuring a smooth transition of
skills and knowledge to effectively close the project. Skill transition and knowledge transfer are
critical components of project closeout, ensuring that vital information, expertise, and best practices
cultivated throughout the project lifecycle are preserved and transmitted to relevant stakeholders.

Skills transition and knowledge transfer is significant during project closeout to preserve project
expertise, ensuring continuity of project benefits and enhancing organizational learning

• Preserving Project Expertise

o Retaining and transferring specialized skills and expertise acquired during the
project.
o Avoiding loss of critical knowledge that might impact future projects or
organizational learning.
• Ensuring Continuity

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o Facilitating a seamless transition for ongoing tasks, responsibilities, and project

deliverables.
o Preventing disruption by transferring necessary skills and knowledge to successors
or other teams.
• Enhancing Organizational Learning
o Documenting lessons learned, best practices, and challenges encountered for future
reference.
o Contributing to the improvement of processes and methodologies for upcoming
projects.

Strategies for Skills Transition and Knowledge Transfer

• Identifying Critical Skills and Knowledge

Identifying skills and knowledge critical for project closeout and handover.

Determining key individuals possessing specialized expertise required for smooth transition.

• Documentation and Knowledge Repository

o Documenting project-specific information, processes, and methodologies for future
reference.
o Creating a knowledge repository or database accessible to relevant stakeholders.
• Training and Mentoring Programs
o Implementing training sessions or workshops to transfer specialized skills.
o Encouraging mentorship programs to facilitate the transfer of tacit knowledge
among team members.

It is important to note that we should maintain open communication channels to address questions
and clarify uncertainties during the knowledge transfer process. Encourage dialogue between
departing team members and successors for a smooth handover. The project manager or HR
manager should solicit feedback from team members involved in the knowledge transfer process.
We should also use feedback to refine knowledge transfer strategies and improve future transition
processes.
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Effective skills transition and knowledge transfer during project closeout are essential for
preserving project expertise, ensuring continuity, and facilitating organizational learning in
construction projects. By identifying critical skills, documenting information, implementing
training programs, and fostering a collaborative environment, construction project teams can ensure
a seamless transfer of knowledge, contributing to the success of future endeavors and overall project
excellence.

Skills transition and knowledge transfer are pivotal aspects during the closeout phase, enabling the
preservation and transfer of critical expertise and insights gained throughout the project.

Performance Review and Lessons Learned

In the final phase of a construction project, conducting performance reviews and capturing lessons
learned are integral components of project closeout. These processes allow teams to evaluate their
performance, identify successes and challenges, and distill valuable insights that can enhance future
project management practices. This section explores the importance, methodologies, and best
practices associated with performance reviews and lessons learned during project closeout in the
context of construction projects.

Importance of Performance Review and Lessons Learned

• Evaluating Project Success

o Assessing project performance against predefined goals, objectives, and key
performance indicators (KPIs).
o Identifying accomplishments and areas needing improvement for future projects.
• Capturing Valuable Insights
o Documenting experiences, challenges, and solutions encountered during the project
lifecycle.
o Extracting actionable insights to enhance project management practices and
decision-making.
• Continuous Improvement

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o Using lessons learned to refine processes, methodologies, and strategies for future
projects.
o Encouraging a culture of continuous improvement within the project team and the
organization.

Methodologies for Performance Review and Lessons Learned

• Conducting Performance Reviews

o Evaluating team performance, individual contributions, and adherence to project
timelines and budgets.
o Using performance metrics and qualitative assessments to gauge success and areas
for improvement.
• Lessons Learned Sessions
o Organizing structured sessions or workshops to reflect on project experiences.
o Facilitating discussions to capture insights, challenges faced, and successful
practices.
• Documentation and Reporting
o Documenting performance review findings and lessons learned in a comprehensive
report.
o Creating a repository or database for easy access and reference by future project
teams.

Best Practices for Performance Review and Lessons Learned

• Timely Reviews and Reflections

• Encouraging Honest Feedback
• Actionable Insights and Recommendations

Transform lessons learned into actionable recommendations for future projects. Develop strategies
and action plans based on identified areas of improvement.

Implementation and Follow-Up

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• Incorporating Lessons into Processes

o Implement identified lessons and improvements into project management processes.
o Ensure dissemination of lessons learned to relevant stakeholders for wider
organizational impact.
• Continuous Learning Culture
o Encourage ongoing learning and knowledge sharing within the organization.
o Emphasize the importance of applying lessons learned to subsequent projects for
continuous improvement.

Performance review and lessons learned are crucial components of project closeout in construction
projects. By conducting thorough evaluations, capturing valuable insights, and implementing
lessons learned, project teams can enhance their performance, refine processes, and foster a culture
of continuous improvement. Utilizing these insights effectively contributes to the success of future
projects and the overall growth of the organization.

Performance review and lessons learned from the cornerstone of refining project management
practices and fostering continuous improvement within construction projects. We have outlined the
significance, methodologies, and best practices involved in conducting effective performance
reviews and capturing lessons learned during project closeout.

Contractual and Legal Obligations

Managing contractual and legal obligations concerning human resources is a crucial aspect of
ensuring the successful conclusion of construction projects. This involves addressing various
employment-related agreements, compliance with labor laws, and handling legal aspects associated
with the conclusion of employment contracts. This section examines the considerations, and best
practices for managing contractual and legal obligations related to human resources during project
closeout in construction projects.

Considerations for Managing Contractual and Legal Obligations

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• Reviewing Employment Contracts

o Thoroughly reviewing employment contracts to understand termination clauses,
notice periods, and exit procedures.
o Identifying obligations related to employee compensation, benefits, and
confidentiality agreements.
• Addressing Legal and Regulatory Compliance
o Ensuring compliance with labor laws, regulations, and industry standards during the
closeout phase.
o Addressing legal requirements for severance, final pay, and employee-related
documentation.
• Communication and Notification
o Communicating clearly and transparently with employees regarding the closeout
process and its impact on employment.
o Providing necessary notifications regarding termination, final payments, and any
legal obligations.

Best Practices for Managing Contractual and Legal Obligations

• Proactive Planning and Assessment

o Initiating the review of contractual obligations well in advance of project closeout.
o Assessing potential legal implications and risks associated with human resource
management during closeout.
• Collaboration with Legal Experts
o Seeking legal advice or consultation to ensure compliance with employment laws
and contractual obligations.
o Collaborating with legal professionals to navigate complex legal requirements
effectively.

• Documentation and Record-Keeping

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o Maintaining accurate records of employment contracts, terminations, and

compliance-related documentation.
o Documenting the fulfillment of contractual obligations to mitigate future legal risks.

Managing contractual and legal obligations concerning human resources during project closeout is
essential for upholding compliance, mitigating risks, and ensuring a fair and legally compliant
conclusion to employment relationships in construction projects. By proactively reviewing
contracts, adhering to legal requirements, and facilitating a smooth transition, organizations can
effectively manage human resources during the critical closeout phase.

Managing contractual and legal obligations related to human resources during project closeout is
imperative for ensuring compliance, mitigating risks, and concluding employment relationships in
a fair and legally compliant manner. This session provides insights into the importance,
considerations, and best practices involved in managing such obligations within the context of
construction projects.

 SUMMARY
✓ While conflict resolution is crucial throughout the project lifecycle, its significance becomes
even more pronounced during the project closeout phase.
✓ There are three basic types of conflict that arise in construction projects. They are: Technical
Issues, Contractual Disputes and Interpersonal Conflicts.
✓ Some of the strategies used for conflict resolution are Early Identification and
Communication, Neutral Mediation and Dispute Resolution, Collaborative Problem-
Solving, Documentation and Records, Legal Expertise and Compliance and Learning from
Conflicts
✓ Managing team dynamics in a construction project team is essential for achieving success
amidst the complexities and challenges inherent in such endeavors. In this context, effective
leadership, clear communication, collaboration, and conflict resolution play pivotal roles in
steering the team towards its objectives.
✓ Maintaining productivity within a project team is crucial for achieving goals efficiently and
meeting project deadlines. Regular monitoring, support, and fostering a positive work
culture are key to sustaining productivity throughout the project lifecycle.

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✓ Efficient staffing adjustments and resource allocation during this phase are crucial for
achieving timely closure, optimizing resources, and ensuring a smooth transition of
personnel to other projects or roles.
✓ Effective staffing adjustments and resource allocation during the closeout phase are
instrumental in the successful completion of construction projects. Strategic planning,
continuous evaluation, transparent communication, and adaptability contribute significantly
to optimizing resources, ensuring timely closure, and facilitating a seamless transition for
the project team.
✓ In the final stages of a construction project, the focus shifts towards ensuring a smooth
transition of skills and knowledge to effectively close the project. Skill transition and
knowledge transfer are critical components of project closeout, ensuring that vital
information, expertise, and best practices cultivated throughout the project lifecycle are
preserved and transmitted to relevant stakeholders.
✓ In the final phase of a construction project, conducting performance reviews and capturing
lessons learned are integral components of project closeout.
✓ Managing contractual and legal obligations concerning human resources is a crucial aspect
of ensuring the successful conclusion of construction projects. This involves addressing
various employment-related agreements, compliance with labor laws, and handling legal
aspects associated with the conclusion of employment contracts.

 Exercise 3.1:
Purpose: To familiarize participants with conflict resolution strategies
Materials: Handout
Time: 30 minutes
Discussion Questions:
✓ Participants will work in groups to propose a conflict resolution strategy for one of
the following scenarios
o The project manager wants to prioritize completing the project within a strict
timeline, while the construction team prioritizes quality over speed
o Miscommunication on the delivery of a key project resource
o Disagreement over the allocation of human resources

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o Changes in project design which leads to conflict between the consultant and
the contractor
o Differences in personality, work styles or approaches to problem-solving
among team members

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Reference:
PMBoK 5th edition

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