Casting a wider net

Drawing from an ever-shrinking talent pool is to the detriment of the sector. But there IS a solution.

In human terms, there is a name for the process of drawing upon an increasingly shallow gene pool.  Inbreeding.

Studies into inbreeding suggest that it can lead to an increase in several genetic disorders due to inbreeding such as neonatal diabetes, limb malformations, disorders of sex development, schizophrenia and several others.  It can also lead to blindness and hearing loss.  Bear that in mind - It will become important in just a moment.

Amidst a large-scale failure to attract new talent into its fold, the demolition industry is itself drawing from an increasingly shallow pool of talent.  A look at the LinkedIn profiles of demolition workers, site supervisors and demolition managers shows that many are employment nomads.  They start with one company then move to another for more money or for a promotion.  Then they move to another for the same reason.  And each time they move - for good or for ill - they take with them the knowledge gained and entrenched with a previous employer.

In the short term, this is probably not a problem, particularly if the knowledge they take with them is of use.  But over the longer term, this means that the industry is drawing from an ever smaller knowledge pool; a homogenous pool that is slowly growing stale and stagnant.  And, in an industry in which the phrase “we have always done it that way” still holds sway, that shrinking pool will slowly grow blind to new methodologies and deaf to suggestions on how they might improve (I told you blindness and hearing loss would be important).  Furthermore, that shrinking pool will pass on their accumulated wisdom to others, ensuring that the knowledge pool shrinks even further.

Concerns over a shrinking gene pool of talent are not confined purely to individual companies; it applies equally to those in the upper echelons of the sector too.

Those wiling to give up their time and with a boss who is sufficiently understanding can put themselves forward for a role as an officer of the National Federation of Demolition Contractors.  Their climb up the Federation ranks begins with a two year stint as a regional vice-chairman followed, hopefully, by a further two years as regional chairman.  If they are identified as a rising star, they could then become a second vice president of the Federation for two more years.  They could then serve another two years as vice president followed by - assuming that the usual rules of succession are applied - another two years in the Federation hot seat.  That is a 10-year commitment.  But they could then take up a similarly senior role within the National Demolition Training Group of in the Institute of Demolition Engineers or - potentially - both.  That could mean that the same ideals, beliefs, preferences and prejudices could influence the industry for the best part of 20 years.  Great if they are dynamic, open-minded and unbiased; not so great if they are set in their ways, dictatorial and unwilling to step outside their comfort zone.

So where does that leave us?  Some have suggested that the industry attempts to employ ex-military personnel and ex-offenders, both of whom are generally good at doing precisely as they are told.  That is fine if the industry is seeking an influx of Indians and foot soldiers; not so fine if it needs chiefs and leaders.

Now is surely the time for more lateral thinking.  Rather than lowering the recruitment bucket into the same rapidly-depleting well, perhaps it is time to seek people elsewhere. 

If the industry is to identify, develop and nurture a new generation of thought and industry leaders, it must surely cast its net beyond the shoal in its current pool.