Relationships can impact mental health

By - , Build 186

The builder-client relationship is ongoing and constantly changing. Each client is different, and many builders manage multiple client relationships at different stages at the same time. BRANZ sought to understand how repeated and ongoing interpersonal stress might impact builder wellbeing and job satisfaction.

THE SUCCESS OF the working relationship with clients hangs on the frequency and quality of builder communication (see Builder-client relationships).

Tension points

The primary goal of frequent and clear communication should be to build trust and manage client expectations around potential tension points. The research found that tension points were likely to occur for both clients and builders during the build process around several key areas:

  • Site visits – client access to site was a source of conflict, and site visits were also described as providing an opportunity for disagreements over other issues that the client might identify while on site.
  • Variations – builders reported that sometimes clients do not understand the implications of a variation to the original plan and that this can at times lead to disagreements.
  • Budget – builders said that client disagreements about unexpected costs or changes to the budget were common. Clients withholding payments due to disputes was a significant cause of distress for builders.
  • Building defects – builders described clients as having a low tolerance for defects and that this can lead to disagreements.
  • Delays – builders acknowledged that clients were often unhappy about delays during the build, and this could be a catalyst for conflict.

Disagreements impact mental health

The mental health impacts of disagreements were more marked for builders, which is likely due to the repeated nature of these stressors over multiple client relationships.

Serious disagreements with clients had been experienced by three-quarters of builders recorded in the builder-client relationship survey. In interviews, nearly half said that they had considered changing jobs because of a client disagreement, and a similar number said they lacked the motivation to carry on with the build due to client conflict.

H&S implications

There are health and safety implications for builders working under stress, and nearly a third said that a client disagreement had impacted their ability to concentrate and work safely on site.

Depression and anxiety

Most reported resolving the disagreement with clients successfully, but the cost of having the disagreement in the first place appears to be high. Half of builders who experienced client disagreements reported moderate to high levels of depression symptoms.

An even greater number reported symptoms of anxiety. In the interviews, builders told us that their family members noticed that they were not OK and that the stress associated with client conflict sometimes affected their relationships.

Important to find solutions

The personal toll of builder-client relationship conflict is high for builders, and this should be a significant incentive to generate solutions to improve the situation for both builders and clients.

Relationship management and communication skills training

One of our recommendations is the addition of relationship management and communication skills training for apprentice builders. Some builders acknowledged that they were great at building houses but felt less confident at dealing with people.

Embedding communication skills into apprentice training would ensure builders entered the industry with a basic understanding of how to communicate to manage client expectations. Encouraging apprentices to think about how they would explain aspects of the build process to a client as they learn them themselves will help new builders to appreciate the client perspective.

Building together resource

We also suggest the development of a proposed workbook – the Building together resource. This would guide builders and clients through an early conversation about how they will work together throughout the building process. It could provide space to record what has been agreed between the builder and client and should function as a mutually agreed code of conduct.

As a starting point, the areas covered in this resource should include:

  • when and how a builder can be contacted
  • the frequency and duration of site visits
  • supervision during site visits
  • health and safety requirements at site visits
  • interactions with subcontractors or other tradespeople on site
  • defect identification processes.

The Building together resource recommended as a result of this research could assist in the reduction of builder-client conflict and flow on to improved builder wellbeing.

Other suggestions

When paired with the other recommendations about educating builders on work-life balance and improving access to mental health support, there is much room for optimism. The builder-client relationship should be a source of job satisfaction, not strain.

Resources for the future

BRANZ is currently developing a template of the Building together resource to guide clients through an early conversation with their builder. The plan is to include this template in the next issue of Build as a free download for anyone to use.

Download the PDF

More articles about these topics

Articles are correct at the time of publication but may have since become outdated.

Advertisement

Advertisement