The problem with architect relationships, however, often stems not from the central role they perform, but by a misunderstanding of their contractual duties, and usurpation of various roles and responsibilities by others on the project, either intentionally or unintentionally. (Most truly experienced developers, after one or two experiences with that form contract, create either addendums to the contract or create their own version.) Either with that form or not, the responsibilities discussed here often apply in standard form contracts. Realistically, the usual project uses the standard form AIA (American Institute of Architects contract A201) or equivalent form with “fill in” blanks despite the fact that it is usually heavily weighted in favor of the architect. The ideal contract is carefully constructed with the particular project and personalities in mind. Indeed, in some jurisdictions it is legally required to have a written contract between the architect and the owners. The specifics of the architect's responsibilities should be clearly expressed in the contract and, as discussed ad nauseum in our web site, the key to a successful business or construction relationship is a well drafted written contract created with the professional input of both attorneys and accountants. As the owner's agent, the architect is typically responsible for the technical design, as defined in the contract with the owner. Yet, legally, the role of the architect is not only more mundane, but is actually restricted to being the agent of the owner, acting to initiate and facilitate the project from initial planning to completion. Within the world of construction, the people who wish to use construction to create useful AND beautiful structures normally become architects and most architects, especially when young, hope to create in brick and mortar some aesthetic concept that will last generations. One finds oneself the lightening rod for frustration and discontent and added to this role is the “artistic” role that most every architect, either consciously or not, wishes to assume. All within budget and all delivered on time.Īs any mediator will tell you, being in the middle is seldom a position in which one may relax. The architect is quite often the ultimate decision maker on a project, the person who is supposed to coordinate the aesthetic and practical needs of the owner with the practicalities and design criteria of the engineer, the builders and the local authorities. The absence of one is likely posing challenges for attraction, retention, and internal backfilling of business-critical roles.In the world of construction, the role of the architect has assumed a remarkably powerful position yet that role often results in the architect being the focus of disputes and resentment as he or she tries to balance the conflicting needs of the builders, the engineers and the “client,” that is, the owner of the building. Yet, our research shows that, surprisingly, only one in two companies have a career framework. When viewed in such a light, a career progression framework should sit at the core of every HR strategy, touching on all workforce initiatives. Not only does a well-designed and publicised career progression framework attract new talent, but it also allows your people to grow and thrive with you – creating engaging employee and experiences.Ĭareer frameworks also enable better strategic workforce planning, and faster internal backfilling of business-critical roles by mapping all possible career paths to each role. This risk can be managed with a strategic career framework.Ĭompelling internal professional development and career pathways form a critical part of talent attraction and retention. One of the drivers of resignations is that people don’t see long-term career progression in their organisation or see better external options. In a world filled with opportunities, how do you ensure talent chooses you, and then choose to stay with you?
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