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New Crews of Tomorrow
Today’s youth is pushed through the school system, pressured to go to college and then presumed to work a cubical job for the rest of their lives. The result is worker shortage in the construction industry.
According to the National Association of Manufacturers, a shortage of 13 to 15 million skilled workers is expected by 2020. To make matters worse, 60 percent of all new jobs in the 21st century will require skills possessed by only 20 percent of the existing workforce. Meanwhile, long hours and hard work takes its toll on the current workforce.
Keeping the crew happy and generating excitement and interest about the construction profession is a major priority for the knights at the helm of the jobsite. It’s an issue that affects every construction business owner, regardless of location, size or background.
“In my case, we only have 100 employees, and I show respect for my construction workers. It doesn’t matter what language they speak. These guys go out and they earn their dollar,” says Fortin. “I’m proud of the fact that everyone tells me they enjoy working for us. Best thing to do is go out there during lunch and eat with them — even if you’re not hungry. That just shows a lot.”
“We have 120 employees, Dave Marshbank, the owner, and myself know most of them on a first name basis and we do the same thing,” agrees Fuglevand. “When we’re out there in the field, we want to talk to the flagger or pipe layer on a first-name basis. We have a Christmas party, we have a summer barbeque and that’s important to our employees. We receive feedback that we’re a good company to work for. It all goes into retention.”
“That’s it and that’s the best you can do,” East adds. “I’m out there too, but the biggest complaint I hear from my guys is that I’m not out there enough. Everyone wants a bonus, but that pat on the back goes a long way.”
Bonding time with company owners and industry leaders isn’t limited to just a few companies.
“Our employees [in the construction industry] need more face time with the owners,” Dillon shares. “In our company, my wife’s a fantastic chef, so twice a year we’ll have some sort of dinner or cookout. She’ll cook for everyone and my band will play. If they see you working for them, it’s absolute gold.”
“Letting them take ownership of their work and seeing that gets them motivated,” Lange adds.
“My dilemma is that it’s to a point where I don’t know everyone by their first name now,” Gregorio explains. “I have about 175 people and I can’t keep track because I have so many demands from so many directions. So one of the things I’m trying to do is empower the people underneath me to take more of a role in the company — to become vice presidents and general managers. To show that there’s growth. I’m working through that and I don’t have all the answers at the moment.”
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