Case Studies
Jan 15, 2014

Fostering Successful Career Paths in Construction: Motivation, Evaluation, Feedback

Publication: Practice Periodical on Structural Design and Construction
Volume 19, Issue 1

Abstract

The construction industry requires motivated and highly skilled people. The very nature of engineering and construction places an equal or greater requirement on oral and written communication skills, as it does on technical skills. To ensure young engineers are successful in construction, it is crucial that timely feedback and evaluations are provided in an effective and positive manner, which underscores the need for effective communication skills. Feedback should be provided to students and young engineers to inspire motivation, support personal and professional growth, and foster engagement. This paper provides survey and interview results from 13 CH2M HILL interns, two early career CH2M HILL engineering professionals, and 19 Bachelor of Science Construction Engineering graduates from Iowa State University(ISU), and summarizes the critical link between feedback and engagement, both in businesses and universities, to fostering successful career paths in construction. It is suggested that proactive partnerships between industry and academia are necessary to promote and nurture many elements critical to the success of young engineers in the construction industry and related businesses.

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Acknowledgments

As a consultant to CH2M HILL, the individual competencies listed in this chart are based on materials developed by Lominger International: a Korn/Ferry Company (Copyright © 1992–2012. All rights reserved). The identification of the individual competencies as distinguishing characteristics of CH2M HILL leaders and the aggregation of these competencies into the groupings and defined leadership levels shown are the property of CH2M HILL (Copyright © 2011–2012. All rights reserved).

References

Abudayyeh, O., Russell, J., Johnston, D., and Rowings, J. (2000). “Construction engineering and management undergraduate education.” J. Constr. Eng. Manage., 169–175.
Corporate Leadership Council. (2008). Engage employees for higher performance and retention: Only one in ten employees are fully committed to their organization, posing a significant performance and retention risk, Corporate Executive Board, Washington, DC.
Dainty, A. R. J., Cheng, M. I., and Moore, D. R. (2003). “Redefining performance measures for construction project managers: An empirical evaluation.” Constr. Manage. Econ., 21(2), 209–218.
Engineering News-Record. (2012). “ENR: The top 500 design firms.” 〈http://enr.construction.com/toplists/designfirms/001-100.asp.〉 (Nov. 11, 2013).
Global Construction 2020: A global forecast for the construction industry over the next decade to 2020. (2012), Global Construction Perspectives and Oxford Economics, London.
Heller, R. S., Beil, C., Dam, K., and Haerum, B. (2010). “Student and faculty perceptions of engagement in engineering.” J. Eng. Educ., 99(3), 253–261.
U.S. Dept. of Commerce, Bureau of Economic Analysis. (2013). “Gross-Domestic-Product-(GDP)-by-Industry-Data.” 〈 http://www.bea.gov/industry/gdpbyind_data.htm〉 (Nov. 11, 2013).

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Information

Published In

Go to Practice Periodical on Structural Design and Construction
Practice Periodical on Structural Design and Construction
Volume 19Issue 1February 2014
Pages: 159 - 167

History

Received: Feb 8, 2013
Accepted: Oct 8, 2013
Published online: Jan 15, 2014
Published in print: Feb 1, 2014

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Authors

Affiliations

Katherine Becker [email protected]
HR Delivery Partner, CH2M HILL, 9191 S. Jamaica St., Englewood, CO 80112. E-mail: [email protected]
Beth Lin Hartmann, M.ASCE [email protected]
P.E.
Lecturer, Iowa State Univ., Ames, IA 50011 (corresponding author). E-mail: [email protected]
Joan M. Miller [email protected]
Senior Vice President, Energy and Chemicals, CH2M HILL, 9191 S. Jamaica St., Englewood, CO 80112. E-mail: [email protected]

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