INDUSTRIAL RELATIONS Together We Reinvigorate


By Juan Garza, Manager – Industrial Relations, North


There the are


many challenges facing


con-


struction indus- try and labor relations today, ranging an


complex regu- latory


increasingly environ-


ment, to the continuing onslaught of new laws, to ongoing funding challenges and more. While these external challenges may test many companies’ ability to be produc- tive and successful, the internal challenges


Survey (continued from page 20)


Joudi, who also served as leadership for his chapter, had this to say about his experi- ence: “I cannot possibly stress enough the extracurricular


importance of involve-


ment within the construction industry. This valued perception was solidified as each semester went by as an AGC Stu- dent Chapter Mem- ber and Board Mem- ber. Through being active, I was fortu- nate enough to have attended AGC state- wide and national conferences and de- velop relations with industry profession- als. Whether it was the receptions, the seminars, or just a random conversation in the hallway, the impact AGC and its mem- bers has on my professional development is quantifiable. Through the support of three internships throughout my three years as an AGC member, I’ve secured a job with a reputable AGC member upon gradua- tion, which also happens to support the Construction Leadership Council and its events” - Hadi Julian Joudi, current project Intern at HENSEL PHELPS. For more information or to see the full


Hadi Julian Joudi


survey, visit AGC online at www.agc-ca. org.


www.AGC-CA.org from


that companies sometimes face in re- sponding to industry issues can be just as problematic. Such internal challenges may include poor communication, ineffective “gatekeepers,” and the stigma of insular- ity, among other things. So how can these internal challenges


impact a company’s productivity and re- duce their effectiveness? Let’s examine: Lack of communication. While it


is a natural inclination for competitors to refrain from discussing ideas, methods and techniques, over time the very thing you believe is your gold may in fact be an albatross. Ideas can become stagnate, stale and dull as they sit, unshared. New ideas, methods and techniques need to be exam- ined, considered and fleshed out to see if they add value to the process, and where things can be improved. Ineffective gatekeepers. Very


often those with a high degree of techni- cal expertise are held in of high esteem. However, administrative skills and tech- nical expertise don’t always go hand in hand. As a result sometimes good ideas may be rejected out of hand for technical reasons or lack of understanding of how to implement them. Enterprises that flourish typically have a checks and balances that allow ideas generated from all levels of the company to be heard and reviewed. These companies know that sometimes ideas that may seem counter-intuitive at first glance may end up being the most promis- ing and productive. Insularity. Being insulated and work-


ing in a silo rather than as part of a prob- lem-solving team can create problems in companies. When only certain people have keys to the network that the entity relies upon to assist with projects, and that per- son leaves the company, the keys go with them. The network the company needs to achieve success must be rebuilt. This can require extra time, money and effort and can put a roadblock in the company’s path toward meeting its goals. So how does this all tie into labor rela-


tions, and what can companies do to miti- gate these challenges? Here are a few ideas:


 Foster an environment in your com- pany that values communication as the


cornerstone to success. It is important to cultivate individuals who understand that communication is fundamental to finding solutions to resolve labor relations matters at the jobsite. Get your people talking. If key employees are able to communicate and willing to share information with labor,


then when issues arise, they can


communicate the company’s perspective and better promote the mutual interests to create a spirit of cooperation. After all, we are partners in this journey.


 Put people with synergy and similari- ties in their knowledge and skill sets in a position to tackle problems together. Get more employees involved in labor relation matters as part of their internal training process. Skill sets acquired by working through labor relations matters help with other company business functions (i.e., owner relations). Problem solvers are in- valuable to an organization – not only in labor relation matters, but also in other day-to-day construction issues.


 Refine and operationally test prospec- tive ideas from your employees to see if they work. Contractors and jobsite man- agement need to ensure they are respon- sive to labor and communicate effectively so that issues don’t fester.


 Finally, consider the energy and dy- namics of your people. Those companies that leave their people feeling fulfilled, rather than drained, will achieve greater success. Always consider the personalities and skill sets when people are put together and try to match them carefully.


By working together and always striv-


ing to improve our communication, we can enjoy greater mutual success in this industry as a whole. AGC’s labor relations departments


north and south are here to help with any of your labor relations issues. For more information about these services or any related questions, please visit our website at http://www.agc-ca.org/services/indus- trial/ or contact the IR Department North at (925) 827-2422 or South at (626) 608- 5800. 


Associated General Contractors of California 21


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