At the beginning of 2020, many contractors were focused on recruiting and retaining employees – unaware of the upheavals that were around the corner. Many of their plans focused on employee engagement, becoming an employer of choice, and ongoing high-potential employee recruitment.

At the beginning of 2020, many contractors were focused on recruiting and retaining employees – unaware of the upheavals that were around the corner. Many of their plans focused on employee engagement, becoming an employer of choice, and ongoing high-potential employee recruitment.

But given the physical, social, emotional, and economic challenges that COVID-19 has caused, these recruiting efforts were paused, and many companies seemingly lost sight of their most valuable assets – their people.

However, during any challenging time, there exists opportunity. Despite these circumstances, many contractors are finishing 2020 with healthier balance sheets than expected, backlogs of work, and the ability to use 2021 as an opportunity to refocus on their teams during this proceeding ever-present recovery.

To help with refocusing their company culture and brand for the future, company leaders should be asking themselves the following questions:

• How do we want our company to be defined?
• What do we want our current employees to remember from this unique year?
• How do we want our company to emerge from these uncertain times?

Retention

Healthy relationships are often strengthened under stress, which makes now a great time to improve your retention culture. Construction companies have an opportunity to connect with their employees and strengthen relationships in new and different ways. This stressful time will most certainly be remembered by all, and employees will remember how they were treated – good, bad, or indifferent.

While coronavirus-related changes are impacting most companies, some are being more proactive than others. Burt Odom, President and CEO of EMJ Corporation, stated, “Not many of us like change because it moves us out of our comfort zone. We need to embrace that our life will be changed by this experience, but I’m willing to bet it will put a clear focus on what really matters in life. ‘Be strong and do not give up, for your work will be rewarded.’”¹

To help with this change, Jack Bowen, Construction President of EMJ Corporation, hosted a field call every afternoon for all field employees. Beyond addressing any new developments or protocols related to COVID-19, it was a time for him to engage directly with the project teams, address the changes and answer questions, and thank the field team for their continued efforts. This helps EMJ Corporation live out their company’s purpose of “people serving people.”

Would maintaining these weekly or monthly check-ins and company updates be useful even when there is not a historic pandemic? Will virtual offices and meetings be a mainstay? How about flexible schedules?

Now is the time to focus on your employees, a people-first culture, and short- and long-term relationships.

Remote Work

Gartner, a leading research and advisory company, reported several impacts that it expects will remain. Number one on the list is an increase in working remotely, which poses a unique challenge within the construction industry.² In many markets, construction was rightly deemed an essential industry and had the ability to continue operations while following safety guidelines.

Many contractors quickly invested in technology and allowed home-based work for those able to perform their roles remotely. Utilizing their safety teams, they also focused on providing additional jobsite protocols and protective equipment where needed.

Although it was a challenge, the construction industry not only showed care and concern, but also created some additional outcomes. The industry adapted technology to create productive remote work environments.

Social Safety Net

Another change that Gartner identified – which may have a lasting impact – is the expanded employer role as a social safety net.³ These sudden changes have left many individuals with stressed finances, feelings of loneliness, and lacking the social interaction that many employees need.

And, employees with school-aged children impacted by virtual classrooms and juggling childcare experienced additional complications, often having to choose between an office or remote work location. Juggling this dichotomy has left many companies looking for resources.

As Gartner explains, “The pandemic has increased the trend of employers playing an expanded role in their employees’ financial, physical[,] and mental wellbeing. Support includes enhanced sick leave, financial assistance, adjusted hours of operation[,] and childcare provisions. The current economic crisis has also pushed the bounds of how employers view the employee experience. Personal factors rather than external factors take precedence over what matters for organizations and employees alike. Employing such measures can be an effective way to promote physical health and improve the emotional wellbeing of employees.”⁴

They further explain, “While some organizations have recognized the humanitarian crisis of the pandemic and prioritized the wellbeing of ‘employees as people’ over ‘employees as workers,’ others have pushed employees to work in conditions that are high risk with little support – treating them as workers first and people second.”⁵

For many employers that have used this time to stand by their people and embrace this role, we have seen an increase in retention and engagement. This is despite some of those same companies experiencing furloughs, pay reductions, and changes to benefit offerings.