There is a phrase that resounds across the construction industry: “good help is hard to find.” The world has become more automated, more focused on technology, and less dependent on hands-on work. It’s only natural that the workforce has likewise gravitated away from skilled labor and moved towards technology-based educations. As the divide between skilled laborers and engineers increases, expertise suffers within the industry. Tensions are created between skilled labor and engineering disciplines, often causing a dysfunctional self-perform construction team. So, the million-dollar question is, how can this gap be bridged?
Individuals who want to work outside, who enjoy working with their hands, and who are not interested in what college may offer (including the associated costs), may choose to get a jump start on their career. Whether they decide to join an apprenticeship or find a job right out of high school, these individuals immediately make an income and gain relevant field experience. They learn practical applications for the entirety of their career, but they don’t always have a strong background in the fundamental engineering principles upon which construction is based.
On the other hand, individuals electing to go the academia route often learn about complex concepts and theoretical applications for field practices. When it is time to graduate, very few of these students have gained hands-on construction experience, but they walk away with a college degree and proof that they can understand complex principles. Often these students are saddled with a choice between finding work as an engineer or as a manager, developing people and projects. Either choice immediately places them in a sophisticated role within a company.
The paradoxical relationship that is shared between skilled laborers and engineers in construction creates room for animosity to build. They must work together seamlessly but are treated differently. In an ideal world, both groups would be cross-trained and would work together as a team.
Here at One Energy, we have cross-trained many of our skilled laborers and engineers to share duties and responsibilities. Here are some of our suggestions to start mending the gap for a self-perform construction team:
- Create ways to cross-train – One Energy rotates engineers through different departments of the company. One of the longest rotations is participating in 1-2 project lifecycles as a technician within a construction team. One Energy also regularly puts together engineering-based trainings for technicians, which teach conceptual theories.
- Encourage team camaraderie – a technician and an engineer are on the same team. A victory is never about the person or even the role, but rather the team.
- Create an environment for team building – getting to know the people you work with is something undervalued in the working world. Ensuring that work is a collaborative safe place where team members can work together will promote opportunity from within your business. Hold regular all-hands meetings, after work events, celebrations for company wins and individual successes to promote the team.
- Get out of the comfort zone – Technicians should participate in solving engineering problems and engineers should be trained on tools and equipment. Knowing what it is like on either end of the spectrum is invaluable to developing future leadership.
- Treat both roles the same – If a new engineer joins the team, their day starts and ends at the same time as a technician. If there is a new technician, ensure that they too will be trained on computer-based technology.
- Get (and give) feedback regularly – there can be a lot of emotions when it comes to someone’s career and personal growth. Be sure the lines of communication are open to talk through the program, and things that are (and are not) working well.
- Promote fairly and honestly, based on value to the company – this is perhaps the biggest takeaway. Some skills are more valuable than others, depending on the business model. Recognize what those skills are and monetize them effectively.
- Incentivize employees with equity – employee-owned businesses engage team members and encourage success for the business, rather than the individual. This is a great way to navigate potential silos within a business.
- TRAIN! Prepare your team to solve the unknown problem.
With a more cross-functional team, expertise develops organically. To have a skilled laborer that understands engineering fundamentals or an engineer with the ability to perform hands-on work creates an extremely resilient workplace.
While it may be true that “good help is hard to find,” it is not impossible to develop your own team of experts.
Chelsea Bumb is the Head of Construction at One Energy.
