2 minute readA far-flung builder we know hears he’s talking this morning with someone who works out of a home office in New Jersey.
You know what they say,” the builder says. “Builders and New Jersey-ites – you like them or you don’t.”
The kernel of truth in the statement often rides with a corollary. Neither many builders nor many New Jerseyites give that much of a flying-hoot about whether you like them for who they are or not.
It’s what they do that should count most when all is over and done.
Builders, of course, are not a homogenous population. They make up 100s of thousands of entrepreneurs, salt-of-the-earth boot-straps subdivision super-contactors, single-market, second- or third-generation community trustmarks, or private sector titans of Fortune 100 multiregional enterprises.
Many eat, sleep, and breathe a It’s critical for us as a community to acknowledge we have these challenges, but it’s also important to view them in the perspective of the broader phenomenon facing employers in all sectors of the economy right now,” says Branka Minic, ceo of the Building Talent Foundation. “While the engagement levels here do set off alarms, and point the way to opportunities, we should note our sector scores better in Employee Net Promoter benchmarks for engagement than industries like food and restaurant service workers and healthcare workers.” Numerous industry analyses and data evidence point to a powerful, practical – non-social-agenda – relationship between team member engagement and business success. Author and business advisor Joseph Michelli looks at the financial and business effects, both at the operational and productivity level, and in how stronger team member engagement – at the job site, office, corporate headquarter level – impacts greater customer value creation and profitability. The evidence is clear. Engaged employees perform better, experience less burnout, and stay in organizations longer.” The costly, potentially ruinous error here for the business people who lead America’s homebuilding companies – large, medium, and small – would be to blow off these findings as if they’re part of a woke social-agenda, rather than to simply absorb them into the brilliant Occam’s Razor problem-solution approaches they take to so many of the daily complexities they face with their teams. The investment that we are collectively making to attract, train, hire and develop talent in homebuilding sector, must be matched with adequate investment in engaging, upskilling, and retaining employees in our industry,” says Branka Minic. “Building Talent Foundation is committed to working with all industry stakeholders to develop and implement programs for improving workforce engagement.” The builder we spoke with this morning – the one who says you either like homebuilders or don’t – said it a little differently than Branka Minic, but means essentially the same thing. You’re only as good as your employees and your construction partners.”Join the conversation
