OUTLOOK - Planning, perception and efficient delivery

BACK TO SCHOOL: Stephen Barthorpe, Senior Lecturer at the School of the Built Environment at the University of Glamorgan, has been producing some very interesting findings from his research into the UK construction industry, entitled 'Image and Reality' (in my book Image is Reality). His research paper is about perception, attitude, stereotyping and PR. He examines the fragmented and complex nature of the construction industry, the behavioural traits in its culture and the factors that perpetuate an unfavourable public image. If you want more information, I am sure Stephen will oblige.

PREPLANNED: His conclusion recommends that unless the concerted co-ordinated, preplanned industry strategy is adopted, it is unlikely to affect any improvement in public perception. I only partially agree. Do we need an industry-wide body to speak up for us? According to the Construction Industry Board, there are already 139 trade and professional bodies representing the UK construction industry!

APPLES FOR APPLES: In an industry that is used to survival of the fittest, I have to say that I don't mind if poor performance means that companies fall by the wayside. But why I partially agree with his findings, is that the current situation may be OK for informed clients, but assistance is definitely needed for the one-off user of the construction industry. If you are such a user, your experience is usually going to be a nightmare. I have just received quotations for a new driveway at my own home. It is not the biggest driveway in Highgate, but the quotations vary between £4,000 and £16,000, comparing apples for apples.

BAROMETER: In 1996, the construction industry was estimated to be worth £55 billion. It is a big business and the barometer of the national economy. I do believe that there's still a long way to go to improve the service that can be bought by our clients. Leaner organisations hire good staff to deliver. Clients themselves employ only key core individuals; these are rationalisations that took place mainly as a result of the recession. Employers are not keen to take on large numbers of people in-house anymore.