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How to manage labour payments in construction projects

Objectives

i.                     To eliminate false employee payments and thus cut down the labor costs by 30%.
ii.                   To induce efficiency in record keeping of materials and services in a project
iii.                  To cut the time to completion of projects, by ensuring employees scheduling complete their target tasks in time.


        Motivation

     a)      Construction projects demand labor at all levels. The specialization of the workforce is divided into different categories, where each category has its daily wage. this makes it important to have the best employee scheduling software that serves the needs of the company. 
    b)      Certainly, a track of record of work done and the payment made by the employees is mandatory, and the absence of a good mechanism for data collection and record keeping allows exaggeration of costs and extension of time to completion of projects.
c)       Thus, there needs to be a method of tracking the employees working in a project, against the amount the work done by each person. Then, the task assigned needs to be attached to the payment, though a tamperproof employee management system

Background study/current state

Currently, labor amounts to about 25-45% of the total project cost. The cost involved causing inefficiencies include:
i.                     Ghost workers. For example, employees working in a project can be 50, but the billing records show 80 employees working on the project.
ii.                   Employees who attend to the jobs are paid based on their attendance, but their performance remains unaccounted for, especially in projects with many employees. However, the Bill of Quantities during project planning outlines how many employees would work and for how many days, which is the main reason for a project exceeding the expected amounts.
iii.                  The workforce at a construction site is involved in numerous diversion of materials to different activities, yet each piece is accounted for in the costs. In some cases, there is outright theft of materials, especially cement, metallic components, and finishes.
iv.                 There lacks a direct method of follow-up of all these events on a construction site, meaning that a collusion between the workforce and security officers in a construction site leads to significant increase in pricing.

Proposed solution

  1. The main issues to be addressed by Employee scheduling for construction sites at your construction projects shall include:
a.       Ensuring that employees that are paid attend and their records of time worked in the construction site recorded using a fingerprint attendance system.
b.      The employees’ payment shall automatically be calculated based on the amount they are paid per hour, then summed up for a given period, such as a day, week or a month.
c.       The employees shall be assigned tasks per category with target per day being set by the company admin. Then, the employees will record progress and the percentage of completion per given time shall be recorded, including a picture of the work done.
d.      The materials allocated for a project shall be tracked from the time of induction to a project to the time of usage at the same project. The total amount shall then be compared to the targets set in the BoQ, to track the usage. Cases of material loss can be attached to penalties, deductible from the payments of people responsible per category. 

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