Better working facilities cost money, don't they? But what if that saves you even more money elsewhere? It's already happening.
"Investing in worker facilities pays dividends you can bank on," says Steve Bagland, project director of Interior, which used Respect for People principles in its fit-out of London's Woolgate Exchange for German bank West LB. The project became a Movement for Innovation (M4I) case history. What benefits did Interior see? Bagland says his firm cut staff turnover by 40% compared with a similar, previous job it had been involved in.

Bagland had to sell his approach, which included relatively upmarket canteen, toilet and office facilities, to a client unimpressed by feelgood factors. Bagland's argument, which eventually won the day, was that high people-churn costs and a disaffected workforce meant more defects and accidents.

This is one of a growing number of examples that link project performance to respect for people. So how can you benefit from these pioneering examples? What are the keys to respecting people?

Before you can cure an illness you have to know you have one. Effective diagnosis is a key element in finding the right cure. Rethinking Construction has produced a suite of checklist-style 'toolkits' designed to support you in the continuous improvement process.

Ask your workforce, in a structured way, what 'respect' means to them. Include every worker on the job. All have the ability to slow down or speed up the project and determine the finished quality. Evidence from the 97 companies now testing this approach indicates that, far from being a useless and difficult management exercise, the responses are eye-opening and a useful starting point for focused change. But you need to think in advance about the way you gather and use this information.

Tell everyone what you are trying to do. The 'communicate, communicate, communicate' mantra should be a central plank of every construction project. How can people contribute their best if they do not know what the priorities are or what project deadlines and quality standards are acceptable?

high people-churn and disaffected labour would have meant more defects and accidents

Extend your thinking about induction and toolbox talks to include updates on project management concerns, issues and pressures.

Involve your whole team in delivering the project. As the manager, you are not the only one who needs this information – and often you are not the only one with solutions.

Think about the opportunities provided by workspace noticeboards and other ways to keep people informed of key issues affecting their project.

Working conditions are a powerful statement about just how much you value your workers' contribution. The Rethinking Construction checklist for site working conditions can help ensure that you know the current standards on your site and that they are clean and serviceable. Get radical! Treat the provision of above-average welfare as a priority.

How it worked

The project
Interior won the contract for a £52m, 14-month fit-out of Woolgate Exchange in London for German bank West LB. Respect
Interior persuaded the client to pay extra for top welfare facilities: a high-street standard canteen, a permanent, fully serviced office for consultants and contractors, and changing and shower facilities of the same standard for all workers, regardless of status. So?
Interior estimated that applying Respect for People principles reduced worker turnover by 40%.