If there’s one lesson human resources has taught me, it’s that the only constant in today’s business world is change. Working in the construction industry has made this truth even sharper—technology, client expectations, and market realities shift faster than we sometimes anticipate.
Over the years, I’ve come to realize that it’s not enough to build strong structures; we must also build strong people. This belief has shaped how I lead and how I contribute to Dutum’s journey.
Why Upskilling and Reskilling Matter to Me
I’ve seen firsthand how quickly roles are evolving. A site engineer today, for example, is expected not only to manage designs and projects but also to navigate digital tools, analyze data, and collaborate in ways that weren’t required a decade ago.
But beyond the technical skills, what sets professionals apart are their soft skills—adaptability when projects change course, emotional intelligence when leading diverse teams, and communication skills when aligning multiple stakeholders. These qualities are often the difference between good execution and great impact.
Technological advances such as Building Information Modeling (BIM), drone technology, and sustainable building and project management practices are no longer “future trends”—they are current realities. Pair this with the World Economic Forum’s projection that nearly half of all employees will require reskilling by 2027, and the urgency becomes clear. For me, this isn’t theory; it’s what I encounter daily in practice.
How I Approach Upskilling and Reskilling?
In my role, I’ve learned that building a future-ready workforce requires deliberate action. My approach focuses on:
- Identifying skills gaps early: I make it a priority to assess where my teams stand, during interviews, performance reviews, and open conversations to map evolving needs—technical and behavioral.
- Structured Talent Pipelines: Beyond training current staff, I’ve also championed initiatives like the Dutum Internship Academy. This program is designed to expose young professionals to real-life projects while equipping them with both technical and soft skills. For me, it’s more than an internship—it’s a bridge between academic learning and the realities of construction, providing interns with hands-on experience in project management, sustainability, teamwork, and problem-solving.
- Designing targeted training opportunities: From technical upskilling to leadership and emotional intelligence workshops, I ensure training aligns with both individual aspirations and organizational goals.
- Leveraging technology for learning: I advocate for digital platforms, online certifications, and blended learning to make development accessible to everyone.
- Fostering a learning culture: For me, learning isn’t a one-off program—it’s a mindset. I encourage colleagues to embrace adaptability, problem-solving, and continuous improvement while ensuring that leadership provides mentorship and support.
The Impact I’ve Witnessed
Investing in people has never been abstract for me—it has always produced visible results:
- Productivity gains: When our corporate communications team trained on drone technology, I saw project documentation become faster, more accurate, and more valuable to stakeholders. Pairing this with stronger communication skills has made their reporting even more impactful
- Engagement and retention: I’ve noticed that employees who see growth opportunities—whether through certifications or soft skill development like leadership coaching—are more motivated and committed
- Competitive advantage: By championing BIM adoption, project management software, and soft skills such as negotiation and teamwork, I’ve seen Dutum position itself as a reliable partner for clients navigating a complex industry landscape.
What I’ve Learned About Challenges
I won’t pretend it’s always easy. Resistance to change is real. Resources are limited. Measuring the true impact of learning especially soft skills like emotional intelligence can be complex. But I’ve come to view these challenges as opportunities: to communicate better, refine strategies, and create solutions that benefit both our people and our clients.
My Core Belief
I often say that in construction, we are not just building structures—we are building people. That belief drives me to ensure that the people I lead are equipped not just for today but for tomorrow. Whether through BIM, sustainable practices, digital site monitoring, or skills like adaptability and resilience, the foundation of every success story is our people.
My commitment is simple: as the world evolves, I will continue evolving too—by learning, leading, and investing in people.
Chinyere Ibeji
Head, Human Resources
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