Workplace roles are changing every day and rarely does one person wear the same hat he did the 
day he started. Modern enterprises place value on employees who can pivot from being a reliable workhorse to a breakthrough visionary, and the construction industry is one in particular that prizes these types of leaders.
It’s also necessary given the proliferation of technology and the ever-changing expectations of the role that technology will play on the jobsite. It is no longer a matter of knowing how to use an app, or simply being savvy with a mobile device. Take the role of a project manager, for instance: how can a PM not be deeply invested in cutting-edge technology? It is critical for knowing what application or software will improve the customer experience and outcome of the job.
That’s why it’s essential not to stay between the lines of your job description. The most successful people in an organization don’t beg off new assignments because it doesn’t match their role. Those individuals willing to go out on a limb, to learn something new to share with others are the team members companies will look to advance and celebrate.
Of course, keeping up with technology shifts means one more responsibility on what is likely already a long list. But employees who truly leave a lasting impression are the ones that can adapt, and seamlessly assimilate with the company’s mission in a way that delivers lasting value.
For instance, as project teams increasingly work further afield, getting to the home office for project meetings isn’t as feasible as it once was. Companies like Rhode Island’s Gilbane just won a major project in Wisconsin, as part of the team building the new Foxconn facility. For that project leader, construction collaboration software makes it possible for teams to stay in-synch with their engineers, architects and subs even when they’re not on site or separated by time zones.
Other ways technology is forcing adaptation by team members involves the use of mobile field technology. Mobile-optimized applications allow service team leaders to quickly address project sites that need final warranty work addressed, or to see how close their technicians are to emergency repairs that sprung up overnight. The savvy superintendent or M/E/P supervisor will embrace these technology tools to move personnel to jobsites more efficiently, helping to solve customer issues before they even know there’s a problem.
By being a leader in problem-solving and helping team members reach a higher level of job performance by embracing new technology, construction professionals can change their environment for the better.
The need for new technology on the jobsite is not going away. And the construction industry is typically one that lags behind most others in terms of adoption. However, perhaps it is time to look at technology differently: not as an investment but an opportunity for employees to grow.
Next time the question comes up as to what your company should invest in, make it a person-based discussion. Who can lead us into a new phase of growth and development? Who will discover the next technology asset that helps us build raving fans in new markets? What team will use project collaboration software with a fresh approach to driving stakeholder engagement and more efficient project management?
Technology doesn’t define a construction company; your people do that. But both are assets designed to work together to drive desirable outcomes, and it may be time to look at technology investments as the ultimate driver of success for the business and your people.
To learn more about new software and tools built for the construction industry, contact USI today.
