As I write this column, the annual joint conference between the Metal Building Contractors & Erectors Association (MBCEA) and the Metal Building Manufacturers Association (MBMA) is concluding. As always, they did a great job of sharing the best practices used by many of the fastest growing and most successful companies in the industry. One of the MBCEA sessions highlighted the methods companies are using to document the progress and productivity of their jobs. It is amazing how much data companies are gathering from their projects. When I started supervising projects in the early 1980s, time sheets were the only information companies wanted.
Increased time demands and new technologies make training field supervisors even more essential
Now, there are multiple, reasonably priced programs that will sort, store, track and analyze construction data. They allow the smallest of companies to chart the progress of an entire project and can track an individual worker’s productivity down to the number of purlin bolts stuck that day. Furthermore, companies can confirm the information using pictures from drones flown around the project. Imagine how accurately you can bid with data like that?
This new technology is great, but someone must gather the data and enter it into the respective system(s). Companies are depending on their foremen and/or project managers not only to maintain production and safety levels but also complete this enhanced record keeping. This increased demand on supervision makes foremen and project managers more valuable and harder to find.
A Deep Bench
The Ironworkers’ Union and our labor management affiliate, IMPACT, believe that just like a professional sports team, you must have a deep bench. Growing your next generation of foremen starts at the apprentice level.
We know that the industry’s perception of ironworkers is largely based on the actions and attitudes of our members. With this in mind, we must let our apprentices know our expectations.
Several years ago, at an MBCEA conference, Gary Smith of Thomas Phoenix International, Eastampton, N.J., shared a paper he gives to his employees. The paper, “10 Things that Cost Nothing and Makes You a More Valuable Employee,” lists things every employee should do to show good work ethic and professionalism. Giving it to new employees is a great way of saying “these are my expectations of you” without saying it precisely.
The Ironworkers’ Union has a similar document titled, “Ironworker’s Standard of Excellence.” Our members are given a copy and asked to pledge to abide by it. You can view it at www.ironworkers.org under the “About Us” tab. Please feel free to modify it and use it for your own company.
Training is Essential
Another best practice is ongoing training. On top of our four-year apprenticeship, which teaches pride and professionalism, we have established an extensive program of training geared toward upgrading our journeymen’s skills and preparing them for management positions. The training is both in person and online. If you wonder will my people take training if I offer it, consider this. Last year, when we had to curtail our in-person classes because of COVID-19, our online enrollment went from 1,400 participants to over 16,000! Our online and live classes include topics such as:
Safety Courses: OSHA 10, OSHA 30, Subpart R (Steel Erection), fall protection, scaffold training, fork truck operation, hazmat, lead, decking zones and many more.
Management Courses: Bluebeam Revu Basics 2018/2019, “Getting Things Done- Mastering Personal Productivity,” “Crucial Conversations Workshop,” “Negotiation Skills,” “Foreman Training,” “Superintendent Training for Ironworkers Levels 1 and 2,” “Fundamentals of Cost Estimating and Bidding for Beginner (for both Structural and Reinforcing)” and “Construction Contracting Business Fundamentals Academy.”
As you can see, there is a vast array of courses that will prepare workers for management positions and enhance the skills of those already there. The best part of this training is that it is free to our members and contractors. All you have to do is register and show up.
Finally, I would like to end with some words on the safety and well-being of our field personnel. Our responsibility to our employees should extend beyond the job site. We should care about their welfare and assist them as we are able. I recently read several articles with alarming statistics regarding the suicide rates among construction workers. Suicide rates are up 35% in the past 20 years.
According to the Center for Disease Control (CDC), in 2016 the suicide rates for men in construction and extraction occupations were 49.5 per 100,000. This is triple the rate compared to the general population and is five times the rate for all fatal work-related injuries in the construction industry (CDC, NIOSH Science Blog, September 2020). As you work to build or maintain the success of your company, consider the mental health of your employees. Develop crisis response plans; refer employees to helpful services, such as financial counseling, mental health or substance abuse; and promote the ability of your workers to ask for help. Learn to recognize the warning signs for suicide and help to create safer and healthier workplaces. We are all in this together.
David Beard is the metal building representative for the Iron Workers International and president of Ironworkers District Council of St. Louis and Vicinity. He spent 24 years working in the field and has been active in the union leadership since 2003.
