HR Through a Hard Hat

Image 1 — Construction workers on site: behind every project stands a chain of contractors, subcontractors and labour suppliers — and at the very bottom of that chain, a worker who deserves more than the system currently offers them. Introduction Nike's factory workers in Indonesia were paid 14 cents an hour in 1991 while the company reported record profits. In 2010, fourteen young workers took their own lives at Apple's supplier Foxconn in China as a result of 12-hour shifts, military-style management and complete social isolation. In 2020, Boohoo's garment workers in Leicester were paid less than half the legal minimum wage and forced into factories during a pandemic with no protection — until the company lost more than £1 billion in market value in a single week (The Guardian, 2020). Three industries. Three countries. One pattern — organisations that knew exactly what was happening in their supply chains looked the other way and attributed the problems to som...

Introduction Thousands of Sri Lankan construction workers board planes to the Middle East, Southeast Asia and beyond every year. They work on foundations, concrete structures and skyscrapers in foreign lands, sending money home, supporting families and contributing billions to Sri Lanka's economy through remittances. But when they return — after years of hardship — Sri Lanka's construction sector continues to treat them as though they never left. This is the Global HRM crisis that nobody in Sri Lanka's construction industry is talking about. And it begins long before a worker boards that plane. What Is Global HRM? Dowling et al. (2013) define Global HRM as the process of managing people across national boundaries — balancing global consistency with the demands of local adaptation. It is not simply performing HR tasks in multiple countries. It means understanding how national culture, local law and economic and political conditions shape employment relationshi...

Image 1 — Two construction workers discussing on site: the culture of a construction site is not just about procedures and paperwork — it is about how people actually treat each other every single day. Introduction Walk onto two construction sites in Sri Lanka and you can feel the difference between them. One has workers who greet each other and follow safety procedures, with supervisors who lead by example rather than just dictate. On the other, corners are cut, safety gear is not worn and the atmosphere is not one to be proud of. From the outside the buildings may look the same — but the culture within is worlds apart. Organisational culture is not just a fuzzy concept. On a construction site, it determines whether your workforce is disengaged or fully committed. In Sri Lanka's construction industry, culture is perhaps the most powerful — and least considered — force within the workplace. What Is Organisational Culture? Armstrong (2020) defines organisational cul...

  Introduction Good construction sites do not treat performance management as an annual HR exercise. It happens every day — tracking Lost Time Injury rates, calculating safe man hours, reviewing progress against production targets and rewarding teams with bonuses when project milestones are met ahead of schedule. On major construction projects — particularly in the Middle East and on larger Sri Lankan infrastructure developments — formal performance management tools are well established and taken seriously. But this is not the full picture. Across the broader construction sector in Sri Lanka, performance management remains inconsistent. Large contractors apply structured systems. Smaller contractors rely on informal supervision. And in almost every case, the focus falls heavily on project output — while the development of the individual worker is largely ignored. What Is Performance Management? Armstrong (2020) defines performance management as a continuous process t...

Image 1 — A worker refilling the site drinking water supply on a construction site in the Middle East. Access to clean water is one of the most basic work design requirements — and one of the most frequently overlooked. Introduction Every morning at 7.30 am, construction workers throughout Sri Lanka turn up for work. They work until 4.30 pm — an hour for lunch, and two 15-minute tea breaks. A large proportion then stay on for overtime as without doing so their take-home pay does not provide a living wage. When they eventually return home at the end of the day they are exhausted, hungry, and are in many instances denied even access to a toilet or clean drinking water. This is not just an issue of worker welfare — it is a work design failure and HRM must take responsibility. What Is Work Design? Armstrong (2020) defines work design as the way tasks, responsibilities and relationships are organised to meet both organisational objectives and individual employee needs. Proper...

Image 1 — A multicultural construction team on site: managing diverse workforces is one of the most overlooked HR challenges in Sri Lanka's construction industry. Introduction On the surface, a construction site might look very simple — workers and machinery operating amidst rising structures. But beneath the obvious activity is a complex web of human relationships, where any breakdown can lead to an overall collapse. Employee relations in the construction industry is largely an ignored aspect of HRM, apparently addressed only when an issue occurs — at which point it is often too late. What Is Employee Relations? Armstrong (2020) defines employee relations as the management of the employment relationship — both formally and informally — between employer and employee regarding how work should be performed. It is not just confined to contracts and disciplinary issues. It embraces trust, equity, communication and mutual respect. Two important frameworks help us unders...