1. ur construction
industry faces many
challenges and issues
as we move into the
future. Training and
development are key
to the survival of our industry, and have
been for many years. Over the past 15-20
years, most companies have made it a para-
mount initiative. There are many reasons
for this-our aging craft workers, supervi-
sors, managers and design associates, accel-
eration of schedules and work in place, and
the need to attract more people to a career
in the construction field.
I came up through the ranks during a
period when we had more time to develop
people for our industry at all positions.
Drawings and building programs could take
one to tWoyears before the project went out
to bid and build. Today, we are looking at
tWo to four months, and then we hit the
ground running. Our modern technology,
materials and escalation costs, "means and
methods" and schedules are dictating the
need to attract and then accelerate the
development of our new recruits.
I have had the opportunity to be
involved with recruitment initiatives during
my career and have learned some valuable
lessons. Whether I am at a career fair, first-
or second-round interview at a college and
As I see it
ByJohn Ambrosia. -
university, intern program, or final one-on-
one interview, it is evident that the compa-
ny's repUtation is important, bur not rhe
number one reason for the individual's inter-
est. Just about all recruits ask about what the
company has to offer them for continuing
training and development as they move
along their career path in construction.
Great question. Do you remember
when you were 25 years old? You wanted to
take' ownership of your career, and you
craved the knowledge that would allow you
to do so. Nothing has changed except that
most of our younger associates are better-
educated, having come oUt of college con-
struction programs. But they still lack "best
practices" (practical, technical, and "soft
skill") knowledge and experience to success-
fully build teams and projects.
E-training is a great tool but not always
practical for every learning situation. Full-
day conferences with focused technical
agendas are also a good tool, but can be
costly in both actual dollars and lost time
on the job .site. Day classes and "one on
one" with experienced mentors work very
well and are easier for managers to schedule
with their staff. A combination of all these
tools is being used by most companies, and
more novel methods of providing training
are being developed every day.
I have always liked the old saying "I
catch a. fish for you, you eat today. I teach
you how to fish, you eat every day." One-
on-one training takes place every day. Take
advantage of every opportunity to share
your best practices.
For example, how aboUt enforcing
your company's safety policy for fall protec-
tion? Witnessing abuse of fall protection
policy isn't the time for negoriation; it is the
time for taking ownership of a dangerous
situation. Removing the individual from
the situation and from the project sends a
message that not only the company but you
as an individual will prevent accidents and
save lives. You shared a leadership and ethi-
cal skill.
Do we take the time to explain that we
shouldn't be sending in a RF1 (request for
information), since the information can be
found on the plans and specifications? Does
our staff really know how to interpret plans
and specifications, or do we just assume
. they know because they have a Master's
degree? My experience indicates they know
how to read plans but in most cases don't
know how and where to find all the infor-
mation. Take the time to give them the
tools and direct their focus toward finding
the information. You just shared a technical
and coaching skill.
How aboUt negotiating with a subcon-
tractor to install a small valve on a water-
ee . 12
.
lLAFARG&
~
TheGeorgia Contractor