Training And Development Essay (4-5 Pages Of Content), I Provide The Topic And Outline.

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AECOM is a Fortune 500, American based, multinational engineering and construction firm that leads the world in mega projects and infrastructure design/improvements through the use of cutting-edge engineering and design. With AECOM’s relatively short history, which stems from its establishment in 1990, AECOM managed to quickly merge with other like-minded organizations which boosted themselves as an industry leader and as one the world’s leading construction firms. AECOM’s strength in innovation as an industry leader has solidified themselves as a viable contender for the #1 construction company in the world by becoming a publicly traded company on the New York Stock Exchange while simultaneously dominating industry.

AECOM’s Mission, Vision and Core Values are to: Safeguard- Operate ethically and with integrity while prioritizing safety and security with everything they do; Collaborate- build diverse teams that connect expertise to create innovative solutions; Inspire- develop and celebrate our people, and elevate the communities we touch; Anticipate- understand the complexity of our clients’ challenges and help them see further; Deliver- grow our business through operational excellence and flawless execution; and to Dream- transcend the industry by reimagining what is possible – and realizing it (AECOM, 2020).

The role of Construction Project Manager (CPM) is the position that will be examined in further detail and discuss the importance of training and development for this position within the organization. CPM’s are essential from the beginning which is the design and conceptual development of projects through to the end which is the closing/completion of the project. CPM’s manage and coordinate all phases from Initiating, Planning, Executing, Monitor/Controlling and Closing phases (PMI, 2020). Additionally, CPM’s manage communication between engineers, designers and customers ensuring that all requirements meet the intent of the engineered design and that the aesthetics are to the customers satisfaction. CPM’s also liaison between crew leaders/superintendents on managing of schedules and priorities of efforts. CPM’s are essential in coordinating and managing all required transmittals and submittals relating to the project. Lastly, CPM’s manage the project budget from cradle to grave ensuring the project scope does not creep and wreck a budget/schedule while ensuring that a change control board/process is in place for the customer, engineer, designer and any other stakeholder of interest in the project.

Project Managers are aligned by the experience in which they have in their industry. CPM’s can range from levels starting at Assistant all the way up to Senior PM’s. AECOM employs approximately 2.8k CPM’s at any given time (Zippia, 2020). It is imperative that CPM’s are staffed accordingly on large projects in order to effectively manage schedules, budgets, manpower, materials, sub-contractors etc. Additionally, AECOM released FY21 forecasts predicting a 12% increase in operating capacities which directly translates into the need to attract and retain talent (Investor.Aecom, 2020). The forecast from O*Net’s website shows that Construction Project Managers are in high need and that they have a bright outlook (O*Net, 2020). For the reasons stated above, internal and external influences in attracting, training and retaining CPM’s is imperative to the success of AECOM’s operations.

Needs Assessment

The organization requires highly competent CPM’s who are able to execute projects according to policy and regulations. These requirements, of course, are also based on the company’s description of the professional obligations of a CPM. These obligations range from overseeing projects from the cradle to the grave all the way to financial management of the project. There are also varying levels of CPM’s within the organization ranging from assistants to senior CPM’s. Despite having the same professional orientation, CPM’s at different levels have different needs.

The CPM role needs highly competent employees who can perform the following key tasks as highlighted by the organization:

1. Schedule management

2. Task management

3. Finance management

4. Manpower management

5. Sub-contracting

6. Material acquisition and utilization

7. Design and conceptual development of projects

8. Communication management

These tasks are highly essential for AECOM CPM’s and their mastery is the measuring bar for the level of competence of the CPM. The person is also an important part of the greater task assessment. AECOM needs employees who are able to adjust and cope with the tight work schedule and high-performance demands. CPM’s working for the company must be able to display a sense of self drive and determination and strong performance vigor.

The CPM’s have to be armed with information on the standard working procedures at AECOM. This information includes the work rules of engagement as well as professional obligations that are expected of them. The aim of this information is to ensure that they achieve a 95% completion rate when it comes to their projects. This completion rate is in reference to both actual performance completion as well as quality of the deliverables associated with the work they do. Improvement in these two key areas will ensure that the company is able to meet its goals which include transcending the industry through development.

Reinforcement Theory

This theory is to the effect that employee behavior can be changed through reinforcement. In this regard rewards are used to reinforce desired behaviors and punishment used to discourage undesired behavior (Sheckley & Keeton, 2015). Examples include bonuses for good work and financial penalties as a response for undesired work. This theory also has elements of extinction. Extinction in this regard means stopping an individual from performing certain learnt behavior (Sheckley & Keeton, 2015).

Reinforcement theory involves putting in place reinforcement measures in line with the goals and objectives of the organization. An example of this is the goal by AECOM to develop high performing diverse teams. Reward systems can be put in place for employees who excel in such a setting as a means of encouraging other employees to follow suit.

Goal Theory

Goal theory focuses on the establishment of specific goals as intrinsic motivation. It involves the establishment of a clear link between the difficulty of a given goal, the level of performance of employees and the degree of effort involved in achievement of the given goal (Noe, 2014). If, for example, AECOM focuses on its goal of becoming the leading construction company in the world then the employees have to perform at the highest level possible. They have to be industry leaders when it comes to innovation and performance. The goal to become the very best will be their main driving force.

Need theory

Under needs theory motivated behaviors are seen as efforts aimed at meeting certain needs. In this regard the job of a manager is to clearly understand what the people need and to ensure that the work environment is structured in such a manner that it allows people to actively pursue and achieve these needs (Hosmer, 2015). Maslow’s hierarchy of needs also plays a massive role in understanding employee needs. The manager must understand the level at which the employees are on the hierarchy. If, for example, an employee is seeking to satisfy their esteem needs then any form of praise coming from management will be highly essential for the employees. Basically, the members of management have to be well in tune with the body of employees in order to understand their various needs and how to facilitate the achievement of these needs.

Theory Selection

The theory selection process focused on the theory that would allow AECOM to achieve both its short term as well as its long-term goals in the most efficient way possible. Goal theory comes off as a very strong contender in this regard. The idea here is to intertwine the goals of the organization with the personal goals of the employees. This can be achieved through a training program that familiarizes the employees with the organization’s goals and encourages them to actively pursue these goals. The fact that the goals are intrinsic in nature means that the employees will have an intrinsic sense of motivation to pursue the goals.

Employee Orientation Program

The hands-on methods will be employed for orientation. This is a method that requires employee involvement in the general training. Of special interest are actual work place simulations involving various aspects of decision making. These simulations will take place within the first week of employment. The idea here is to recreate various problem based real-world work-related situations. The CPM’s can then work on these situations along with their trainers and supervisors.

The simulations in question will help to acquaint the CPM’s with the work requirements of the real world. They will be put in various high-pressure situations and trained on how to make the most decisive choices under such situations. The idea here is to basically throw them into the proverbial deep end with regard to the work they will be required to perform. The exercise will introduce them to the various pressure related situations that they will have to deal with while on the job.

Training and Development Program

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Online Training

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Interactive Training

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On the Job Training (OJT)

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A Training Evaluation Plan

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Reaction Outcomes

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Learning Outcomes

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Skill and Behavioral Outcomes

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References

AECOM. (2020, 11 29). AECOM. Retrieved from AECOM ABOUT US: https://aecom.com/about-aecom/

Businesswire (2020, 11 29). Businesswire. Retrieved from Businesswire: https://www.businesswire.com/news/home/20140320005239/en/AECOM-named-one-of-the-%E2%80%9CWorld%E2%80%99s-Most-Ethical-Companies%E2%80%9D-for-fourth-consecutive-year

Hosmer, D. (2015). The manager’s guide to employee development. American Society for Training and Development.

Investor.Aecom. (2020, 11 29). Investor. Retrieved from AECOM: https://investors.aecom.com/news-releases/news-release-details/aecom-unveils-fiscal-2021-and-long-term-financial-targets-its

Noe, R. (2019). Employee training and development. McGraw-Hill.

O*Net (2020, 11 29). O*Net. Retrieved from O*Net: https://www.onetonline.org/find/quick?s=construction+project+manager

PMI (2020, 11 29). PMI.ORG. Retrieved from PMI.ORG: https://www.pmi.org/

Sheckley, B. G., & Keeton, M. T. (2015). Improving employee development: Perspectives from research and practice. AuthorHouse.

Zippia (2020, 11 29). Zippia. Retrieved from Zippia: https://www.zippia.com/aecom-careers-249/

 

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