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Caring for employee wellbeing in the rise of modern methods of construction
Due to the increase of fatigue, stress and burnout, wellbeing management in project environments is crucial and it directly aligns with the UN Sustainable Development Goals of Decent Work and Economic Growth and Good Health and Wellbeing.
This research examines wellbeing management in project work environments from the perspective of care, focusing on the construction sector and exploring how Modern Methods of Construction (MMC) impact employee wellbeing. While MMC offers opportunities for improved work environments and productivity, it also introduces challenges like fragmentation and job insecurities. This study finds that wellbeing management is often isolated and calls for a strategic and integrated approach. Key recommendations in the report include recognising wellbeing as a core value, enhancing strategic leadership, improving systems integration, managing diversity and inclusion and supporting bottom-up learning initiatives for a meaningful work life.
Why is this research relevant?
The relevance of this research lies in the growing recognition of wellbeing management as a critical aspect of project management, especially in the context of rising issues such as fatigue, stress, and burnout. Prioritising employee wellbeing is not only of ethical importance but also aligns with the United Nations Sustainable Development Goals. Contrary to the common belief that wellbeing management's primary value is in boosting productivity and profitability, this research claims that employee wellbeing should be valued as an end in itself. Highlighting that a meaningful work-life balance, characterised by positive engagement and purpose, is key to achieving good health and wellbeing.
Who should read this report?
This report should be read by:
- Project professionals
- HR professionals
- Senior leaders within project-based firms, especially in the construction sector.
- Policymakers, researchers and stakeholders interested in sustainable development and employee wellbeing.
The insights and recommendations provided in this report can help these audiences understand the importance of integrating wellbeing into project management practices and drive changes that align with ethical imperatives and sustainability goals.
How was the research undertaken?
This research used a qualitative methodology to explore employee wellbeing in the context of modern methods of construction. Participants were selected from the construction industry with experience in wellbeing management or MMC projects. The fieldwork included an advisory workshop and pilot interviews to refine the research scope, followed by 24 semi-structured interviews with industry experts. The data analysis was conducted by using an interpretative and thematic approach, which allowed themes to emerge and evolve throughout the process.
What did we discover?
In this research on Modern Methods of Construction and its impact on employee wellbeing in project-based firms, we discovered a complex landscape where MMC implementation influences various aspects of work settings, workload, community interaction and the nature of work itself. While MMC offers potential benefits like improved physical conditions and reduced workload, its integration challenges and fragmented wellbeing management approaches emphasise the need for more cohesive strategies and proactive leadership to support employee health and satisfaction across diverse roles in the construction industry.
Key recommendations
- Value wellbeing as core: Integrate wellbeing into project firms' value proposition, challenging existing ethical and business models. Adopt care ethics to foster relational beliefs and practices that support employee wellbeing and personal growth.
- Establish strategic leadership: Implement strategic leadership focused on aligning care needs among stakeholders to embed wellbeing into project strategies and foster a narrative of purpose and meaning.
- Improve systems integration: Enhance coordination between functions and firm-project interfaces to integrate new competencies, systems and practices to ensure alignment of wellbeing, diversity and sustainability initiatives across projects.
- Enhance diversity and inclusion: Embed proactive diversity and inclusion management in project environments to address intersectionality, and promote diverse leadership and practices to support employee wellbeing.
- Support bottom-up initiatives: Promote bottom-up learning and employee-oriented initiatives to empower workers, foster a culture of care and enhance wellbeing in project-based firms.