PAMANTASAN NG LUNGSOD NG MAYNILA

(UNIVERSITY OF THE CITY OF MANILA)

COLLEGE OF ENGINEERING AND TECHNOLOGY
CIVIL ENGINEERING DEPARTMENT

HUMAN RESOURCES MANAGEMENT IN

CONSTRUCTION PROJECT MANAGEMENT

WRITTEN REPORT

Construction Materials and Testing (Lab)

(CIVCM 0423.1-2)

SUBMITTED BY:

Jhon Ray Eric Bon Dote

Mark Justin Gabuco
Eunice Pasana
Angelica Joy Pasion
Carlo Jhon Viñas

(BSCE 4-2)

SUBMITTED TO:

Engr. Ezekiel M. Mangabat

Professor

April 14, 2022

 HUMAN RESOURCES MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT

INTRODUCTION
Human Resource Management (HRM)is the practice of recruiting, hiring,
deploying, and managing an organization's personnel. Human resource
management (HRM) is a term that is frequently used interchangeably with the
term "human resources" (HR). The HR department of a corporation or organization
is normally in charge of developing, implementing, and managing policies that
regulate workers and the organization's interaction with its employees. The word
"human resources" was first used to describe the individuals who work for an
organization in the early 1900s, and then became more extensively used in the
1960s (Chai and Sutner, 2020).
The process of managing people within a company is known as human
resource management (HRM). HRM in construction is largely concerned with
ensuring that a project has enough human resources, with the appropriate skill
sets and experience, to finish it successfully (Designing Buildings, 2022).
Human resource management is the organizational function in charge of
all concerns concerning an organization's people. Compensation, recruitment,
and hiring, as well as performance management, organization development,
safety, wellness, benefits, employee engagement, communication, policy
administration, and training, are all examples of this (Heathfield, 2021). In the
human resources knowledge domain, there are four processes: develop a human
resource plan, acquire a project team, develop a project team, and manage a
project team.

DEVELOP HUMAN RESOURCE PLAN

The human resource plan process is executed early in every project to
improve the project team by the project manager. It is accomplished iteratively
and dynamically with other parts of planning such as time, cost, and scope
according to PMP Masterclass Online Training of The Phoenix Academy.

INPUT:
1. Activity Resource Requirements
This is the main input because it provides knowledge on what assets
will be necessary to accomplish the job on each of the tasks inside the
project.
2. Enterprise Environmental Factors
These provide crucial background when completing the design
human resource plan procedure.
3. Organizational Process Assets
These would comprise components such as examples for past similar
resource project plans, organizational policies procedures and guidelines,
or competences for the provision of vital knowledge skills and experience
for the project.

OUTPUT:
1. Human Resource Plan
The main output of the plan is the Human Resource Plan itself.

The plan consists of the following:

 Roles and Responsibilities - it consists of the role of each individual on
the project and also their title in the company or organization, it also
includes where the workers describe their level of authorities, their
knowledge, and their level of competency they possess to carry their
role in the project.
  Organization charts - the organization charts are useful to the
company to identify and showcase the level of authority and where
to report on the project.
 The staff management plan - it is the main key of the human
resource plan that expresses how and when the staff will be placed
on the project, it also includes how the staff will be trained and will
be released.

ACQUIRE PROJECT TEAM

Once the human resource plan is established, the process of acquiring a

project team takes place. The main purpose of acquiring a project team is to
confirm human resource availability and select the right people with the
knowledge and skills fit for the completion of the project assignment. The project
management team or the project manager is the one who has an authority to
decide on team members and manage the overall recruitment. The acquiring
process can be summarized into the figure shown where the following inputs, tools
and techniques and outputs in acquiring a project team are indicated.

INPUT OUTPUT
1. Project TOOLS &
1. Project Staff
Management TECHNIQUES
Assignments
Plan 1. Pre-assignment
2. Resource
2. Enterprise 2. Negotiation Calendars
Environmental
Factors 3. Acquisition 3. Project
Management Plan
3. Organizational 4. Virtual Teams
Updates
Process Assets
INPUT:
1. Project Management Plan
This includes the list of resources necessary for the completion of the
project. It involves the type of skills and knowledge needed, as well as the
details of the roles and responsibilities for each. It also indicates the number
of people, and the time periods each project team member will be
needed.
2. Enterprise Environmental Factors
It comprises any internal and external rules, practices, procedures,
and regulations that will influence the way you manage a project.
3. Organizational Process Assets
OPA are the organization’s policies, procedures, guidelines and
knowledge bases that are crucial in the planning stage.

TOOLS AND TECHNIQUES:

1. Pre-assignment
This method allows selection of members that are already assigned
in advance. The method is used when the project's implementation is
dependent on the expertise of certain individuals who submit a
competitive proposal to the project.
2. Negotiation
It allows making staff assignments between multiple projects in order
to ensure each of the projects has appropriately competent human
resources within the required time frame. The method entails development
and use of delegation and re-assignment models to make efficient staff
assignments considering the benefits and visibility of competing projects.
3. Acquisition
This refers to the need to look outside of the organization for resources
which cannot or should not be provided by the host organization.
 4. Virtual Teams
It is used when the whole project or a significant part of it is to be
fulfilled by groups of people who carry out their roles and responsibilities
with little or no time spent on face-to-face communication and
collaboration. Virtual teams use electronic means of communication (such
as email and video conferencing) to fulfill project tasks.

OUTPUT:
1. Project Staff Assignments
 Project team directory
 Memos
 Project organization charts and schedules
2. Resource Calendars
Documents the availability and include time periods that every team
member can work on project considering schedule conflicts, such as
vacation time and commitments to other projects.
3. Project Management Plan Updates
The human resource plan will require various revisions all updates as
each staff member is assigned. It will normally be updated many times
throughout a project.

DEVELOP PROJECT TEAM

Develop Project Team is the process of improving team member
interaction, competencies, and overall team environment in order to improve
project performance. The main benefits of this process are enhanced teamwork,
improved people skills and competences, productive workforce, reduced staff
turnover rates, and improved overall project performance are the main benefits.
(PMI, 2008)
 TOOLS &
TECHNIQUES OUTPUT
INPUT
1. Project Staff
1. Project Staff 1. Interpersonal Assignments
Assignments Skills
2. Training 2. Project
2. Project Management
3. Team-building
Management Plan
Activities
Plan
4. Ground Rules 3. Resource
3. Resource 5. Colocation Calendars
Calendars 6. Recognition
and Rewards

This procedure should be initiated early in the project for obvious reasons,
because it is a well-known fact that in reality, a team performs considerably better
than a group of individuals. (The Projex Academy, 2017)

INPUT:

1. Project Staff Assignments

These were developed as part of the acquire project team process

and are utilized as key inputs for this project because such staff assignments
comprise a list of all team members for the develop project team process
and are necessary for this project.

2. Project Management Plan

The human resource plan specifies the training that each member
of the project team will receive, as well as how project team
 development will be carried out. This plan also offers the required
information for the develop project team process. Finally, the dynamics
and environment of the workplace will be included in the human resource
plan.

3. Resource Calendars

These are unspecified schedules of the accessibility of each project in performing

their assigned responsibilities within the project. Most importantly, it shows their
availability to participate in team building activities.

TOOLS AND TECHNIQUES:

1. Interpersonal Skills

An excellent project manager with great interpersonal skills should

continually demonstrate these four main behaviors. The first one is a clear
vision of what must be accomplished and how the team will contribute to
realizing that vision. Next is trust, the team member should be able to trust
that the project manager not only possesses the necessary leadership
qualities and competencies to ensure the project's success, but also that
the project manager can empower people to perform while providing
support as needed. Then communication, for communication it is important
for the style used to be tailored to the needs and environment of the
project. There are times that require clear orders, while other times seek for
softer approach. Lastly, we have active listening. Active listening requires
good eye contact, undivided attention, paraphrasing and explaining back
to the sender, and demonstrating empathy with the person's thoughts and
opinions.
2. Training

The objective of giving training, which is sometimes done by the

project manager or by the individual's peers, is to allow the individual to
learn new skills and thereby improve their capacity to perform the project's
tasks. Typically, such training is provided by a third party, such as a training
department or a specialist company.

3. Team-building Activities

Team-building Activities focus on strengthening strong relationships

between team members, and such activities can be done on a regular
basis during the project rather than as a one-time event.

Bruce Tuckman developed a ladder model describing the five stages

of team building:

 Forming- team first come together

 Storming- team individuals try to find their place and position within
the team
 Norming- team starts to function as a unit
 Performing- team are now working as a mature and efficient unit
 Adjourning- team is now disbanded as a result of their work on the
project being completed
4. Ground Rules

These are the formal or informal standards that define project

behavior, and it is critical that the project manager sets and leads by
example in this regard. Working hours, for example, might be one of the
jobs that ensures that the entire team is present at the same time frames.
 5. Co-location

This basically implies that everyone on the team lives in the same
place, which significantly improves communication, problem-solving, and
problem management. It also helps the team build positive working
relationships with their coworkers.

6. Recognition and Rewards

Although it is critical to devise a strategy for rewarding team

members who demonstrate acceptable behavior on a project, rewards
are most successful when they meet a need that the individual values.
Individual differences should be considered when determining recognition
and incentives. People are motivated not only by concrete benefits such
as money, but also by intangible incentives such as recognition, which
helps to create confidence and self-esteem.

OUTPUT:

1. Team Performance Assessments

These are usually documented updates that the project manager

conducts in order to evaluate the areas of improvement needed for team
members as it is the project manager's responsibility to enhance team
performance. Furthermore, the project manager oversees identifying
relevant resources that will aid in the development of the team, such as
tools, techniques, and training requirements.

2. Enterprise Environmental Factors Updates

As a result of the project team improving their knowledge, skills, and

experience, this development must be reflected into the organization so
 that these enhanced skillsets can be applied to upcoming projects or
operational work of the workers or staff involved.

MANAGE PROJECT TEAM

Management Project Team is the process of tracking member team

performance, providing feedback, resolving issues, and managing changes to
optimize project performance. This process has the advantages of influencing
team behavior, managing conflict, resolving challenges, and evaluating team
member performance.

INPUT OUTPUT

1. Project Staff TOOLS & 1. Enterprise

assignments TECHNIQUES environmental
factors updates
2.Team 1. Observation
Performance and 2. Organizational
assessments conversation. process assets
updates
3. Performance 2. Project
reports performance 3. Change
appraisals. requests
4. Project
Management 3. Interpersonal 4. Project
plan skills. management
plan updates
5. Organizational 4. Conflict
Process assets management
INPUT:
1. Project staff assignments
These are the major inputs for the manage project team process are
an output of the acquire project team process. These are the list of human
resources required for this project.
2. Team performance assessments
It is critical that the project manager evaluates the team's
performance on a regular basis so that any performance issues may be
addressed quickly and effectively.
3. Performance reports
These are objective indicators of progress against the baseline plan
using elements such as scope, time, and cost, and will be influenced by
the effectiveness of the manage project team process.
4. Project management plan
The human resource plan is crucial because it contains information for
managing human resource assignments, task staffing, and the roles and
responsibilities of the individuals involved.
5. Organizational process assets
Organizational policies, procedures, and instructions with resources,
historical information, Issue and defect management procedures and
databases and lessons learned from previous similar initiatives.

TOOLS AND TECHNIQUES:

1. Observation and conversation.
This is an informal tool used normally by the project manager to
engage with the team to determine any problems in particular morale so
that it can be resolved.
 2. Project performance appraisals.
This refers to 1 to 1 meeting with individuals on the project team by
the project manager, or their line manager, or human resource/personnel
managers. The objective here is to provide the individual with feedback
on how they are performing on their tasks.
3. Interpersonal skills.
The interpersonal skills of the project manager is vital in both
developing and managing the project team. Interpersonal skills is a broad
and wide topic, but within a project, the main focus is on proactively
driving and managing tasks while keeping the team motivated so that the
project objectives and results can be met.
4. Conflict management.
This is a large public but managing conflict in a constructive way will
ensure that team morale and performance remains high. Whenever
conflict cannot be resolved it should be escalated to a level of
management where it can be dealt with. Conflicts may occur between
the project manager and other functional managers or with, or within, the
team

OUTPUT:
1. Organizational process assets updates
As previously said, new knowledge, tools, or approaches gained
as a result of managing and resolving human resources should be put
back into the organization's process assets for future similar projects.
2. Enterprise environmental factors updates
This is everything outside of your project that could have an
impact on it such as the organizational structure, customer or company
culture, and infrastructure.
 3. Change requests
A formal proposal to change any document, deliverable, or
baseline is known as a change request. The associated document,
deliverable, or baseline will be replaced if the change request is
authorized, and other sections of the project management plan may be
updated as a result.
4. Project management plan updates
The project management plan comprises the human resource
plan, which may require an update to the project management plan
itself. Examples could be the scope schedule or cost performance
baseline and risk or cost management plans.

CONCLUSION
Human resource management needed Human Resource managers to
define and document project roles and responsibilities, as well as prepare a plan
defining the end-to-end processes that will be required on a project (or set of
projects) in order to determine its human resource requirements (Designing
Buildings, 2022). Human resource management without care will have a variety
of negative consequences, including high turnover rates, ineffective hiring
processes, low morale, lost business, and legal concerns. High turnover rates:
Employee unhappiness may go unreported if adequate human resource
management is not in place, and as a result, employees will be more likely to seek
employment elsewhere. Ineffective hiring process: Without adequate HR
management, organizations may mishandle this critical process, resulting in
unqualified personnel, over-or under-staffing, or recruiting people with a serious
criminal background that is overlooked. Low morale: Employees may believe that
such poor situations will not improve due to a lack of an efficient HR management
plan, causing workplace morale to suffer. Lost business: Employees who are
continuously resigning or being unproductive as a result of a poor work
environment cost the company time and money. Legal problems: Companies
that do not explicitly develop, communicate, and update their rules may face
major legal issues if an incident occurs (Teigeler, 2019). To prevent these effects
from happening, different activities in human resource management are applied.

According to Designing Buildings (2022), Human Resource Management typically

involves the following core activities:

 Role analysis.
 Role specification.
 Workforce planning.
 Recruitment and selection of temporary and permanent staff as required.
 Training and development.
 Performance management.
 Compensation (remuneration).
 Legal issues.
 Managing employee payroll, benefits and compensation.
 Communicating with employees.
 Resolving disputes.
 Evaluating performance.
 Managing employee relations.
 Ensuring equal opportunities.
 Making sure staff facilities are suitable and well-maintained.
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Designing Buildings. (2022, January 20). Human resource management in

construction. Retrieved 2022, from
https://www.designingbuildings.co.uk/wiki/Human_resource_managemen
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Chai, W., & Sutner, S. (2020, December 4). Human Resource Management (HRM).
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https://www.techtarget.com/searchhrsoftware/definition/human-
resource-management-HRM

Goodrich, B. (2019, November 19). Develop vs manage project team - PMP exam
concepts. PM Learning Solutions. Retrieved April 12, 2022, from
https://www.pmlearningsolutions.com/blog/develop-versus-manage-
project-team-pmp-concept-36

Heathfield, S. (2021, March 1). What Is Human Resource Management? Balance

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is-human-resource-management-1918143

Teigeler, L. (2019, October 22). Consequences of Poor Human Resource

Management. The Christopher Group. Retrieved 2022, from
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management/

Project Management Institute (2008). A Guide to the Project Management Body

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