Cover image General Sheet Metal Partners in Progress is a publication of the Sheet Metal Industry LaborManagement Cooperation Fund.
Oregon’s General Sheet Metal and Local 16 employees have transitioned the company into an employee-owned operation, taking labor-management partnership to a new level.
SMART
Developed in collaboration with SMRCA in Dayton, Ohio, Local 24’s revamped out-of-work list policy enforces accountability with a three-strike rule.
Local 38, SMACNA Southeastern New York, and the ITI weigh in on an important new study on recruitment and retention in the construction industry.
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Leadership is connection and the key is ABC: Audience Before Content.
While many teenagers were figuring out what classes to take the next school year, Emilee Och was making plans to be a union welder.
SMACNA and SMART Connect For a stronger industry
Maslow’s hierarchy of needs places human connection third from the bottom in a pyramid of five areas of need, right above physiological needs and personal safety. That’s because we thrive when we feel connected and part of something, when we trust and can be trusted. In work and in life, we are constantly confronted with opportunities to connect. On-boarding employees, recruiting members, making new friends, growing a family—and we naturally gravitate toward people with whom we have an immediate common ground, making the road to connection much smoother.
In some instances, the road has potholes. In work situations there is a power differential, and new members of any group experience a learning curve that can be abrasive. Even in our personal lives, maybe that new friend has an irritating habit, or our new family member comes with in-laws we don’t care for. In these situations when it seems connection is a long shot, there is great opportunity.
That’s because every time we lean into the discomfort of a problem, have difficult conversations, and become open to learning other people’s perspectives, we grow. Think of a person you only see occasionally or a workmate you chat with in passing. The conversation is always pleasant, the mood is light, and you never disagree. Do you feel a deep connection with this person?
Think now of someone you have had ups and downs with—a close friend, a spouse, a parent or child. When you navigate dark waters with someone, you learn to listen, communicate, respect differences, and self-advocate—side by side. That’s where connection is born.
This issue features several examples of how deeply SMACNA and SMART members can connect when both parties are willing to be vulnerable and stay open to change. One page 4, we look at how Carol Duncan at General Sheet Metal in Oregon started thinking about succession planning when she lost her mother. It took a great deal of effort, planning, and coordination, but with help she developed an ESOP plan through which employees own shares in the company and will eventually own it. The crux of this arrangement is strengthening the workers’ connection to management, to the business, and to each other.
When SMACNA contractors and Local 85 in Atlanta started losing market share because of a language barrier among the workforce, they were quick to recruit and empower members who could help bridge the gap. They weren’t afraid to understand the shortfalls and mend relationships with a bilingual organizer, safety messaging in several languages, and a general willingness to welcome new ideas. Read about it on page 7.
Of course, connection only works when everyone is on the same page. SMRCA Dayton and Local 24 have developed a no-nonsense three-strike policy for journeypersons on the out-
of-work list. It reflects a balanced commitment to tradition and progress, and it expects hard work and fairness across the board.
“This isn’t about punishing people,” says Cole Chaney, business representative for Local 24. “It’s about fostering a culture where everyone pulls their weight, and fairness is at the forefront.” Learn more on page 9.
A new study from the Institute for Construction Employment Research (featured on page 11) suggests there may be additional opportunities to connect with apprentices, especially if we can get solid numbers on recruitment and retention across the United States. Mike Harris, administrator at the International Training Institute, says the sheet metal industry can learn a lot from The State of Registered Apprenticeship Training in the Construction Trades, the most robust study of its kind ever completed.
Looking to build connection as a leader but not sure where to begin? Leadership and communications expert John Millen shares six tips for connecting deeply with your audience, be they corporate executives, rank and file members, or brand new apprentices. The most important take away? ABC: Audience Before Content. Find out what that means on page 13.
And in one of the most exciting opportunities for connection the Best Practices Market Expansion Task Force offers, the Partners in Progress Conference is well into the planning stages. Topics for the 2026 event, which will run February 1618 in Orlando, Florida, will fall under the theme, “We Lead Together to Deliver Results” and include everything from AI and technology to leadership in chaos, market share development, and partnering for political action. Watch your email and pinp. org/conference for registration and program information.
In the meantime, if you have a story about how you have connected with your labor or management partner to improve market share, recruitment efforts, or the industry in general, please email jessica.kirby@pointonemedia.com to share it and have it featured in these pages. ▪
EMPLOYEE STOCK OWNERSHIP PLAN
offers a bright future for General Sheet Metal and Local 16 employees
Oregon’s General Sheet Metal has transitioned into a Local 16 employee-owned operation, taking labor-management partnership to a new level.
There probably aren’t too many companies with $30 million in revenue where the person who answers the phone is also the owner. Or the person who gets visitors a cup of coffee—another owner—also pores over the company’s financial reports every week.
But that’s the case at General Sheet Metal (GSM), a mechanical and architectural contractor in Clackamas, Oregon. It’s because the company, which for decades had been a family-owned operation, is now an ESOP, which stands for Employee Stock Ownership Plan.
As an ESOP, all employees who have been at the company
for a year and have met the eligibility requirements are owners in the company by means of an allocation of shares to their participant account.
Through a trust, an ESOP gives employees the chance to have an ownership stake in their employer. Unlike a 401(k) or other retirement plans where workers contribute money, with an ESOP the company acquires shares from a selling shareholder and contributes shares to employee participant accounts. The ESOP doesn’t cost workers anything.
Employees are allocated company shares based on an employer-set formula, using factors such as service length and
Left: With frequent company-wide meetings, GSM employee-owners have lots of opportunities to learn how the company is doing.
compensation. Outside advisers determine the company’s fair market value and how many shares can be allocated. ESOP shares cannot be sold or traded. Instead, the plan outlines how and when shares are distributed or cashed in. In GSM’s case, employees can only redeem their shares when they retire or leave the company.
Employee ownership popular with workers, management
According to the National Center for Employee Ownership (NCEO), as of 2021—the most recent year with figures
available—there were more than 6,500 ESOPs in the United States. They hold more than $2.1 trillion in assets, with 14.7 million active and former employee participants. Industries with ESOPs cover everything from manufacturing and retail to agriculture and construction.
Many employees like ESOPs because they offer a way to save for retirement without needing to invest their own money. And it gives workers a real stake in their employer’s success. The more successful a company is, the more value the ESOP shares have. For owners, ESOPs offer a chance to leave a legacy and retire on their own terms as opposed to being forced out after selling the business. Plus, many companies with ESOPs find employees are more committed to their jobs, reducing turnover and increasing efficiency.
Carol Duncan, CEO at General Sheet Metal, says she started thinking about the succession plan for her company after her mother died in 2016. Her family has owned the 93-year-old mechanical and architectural contractor since 1972. “When something like that happens, you start to re-evaluate your life,” she says. “I thought about selling the company, but decided that wasn’t the way I wanted to go. And so in 2018, we started looking at forming an ESOP.”
Duncan says she got the idea from SMACNA member Joe Isom of California Sheet Metal Works Inc. in El Cajon, California. He had set up an ownership plan for his employees. However, creating an ESOP at GSM wasn’t an easy process. A board of trustees was established to oversee the ESOP trust. It hired outside consultants to guide the effort and review financial reports with accountants to determine the company’s market value, how many shares would be allocated to employees, and at what price. The framework took about six years to finalize and the process of determining market value and share allocations is repeated annually.
Carol Duncan, CEO of General Sheet Metal in Clackamas, Oregon, decided to turn her family’s 93-year-old company over to its employees through a stock ownership plan.
ESOP give workers a real stake in their employer’s success. The more successful a company is, the more value the ESOP shares have.
In 2023, the first share contribution from approximately 2 million shares of company stock was allocated to employees. All shares will be allocated among GSM’s employees over two decades.
‘Open-book management’
As part of the conversion to an employee-owned company, Duncan and other executives started holding weekly meetings where management discusses the company’s financial performance. Duncan says transparency is critical to an ESOP’s success. “That’s why we started doing open-book management,” she says. “We openly share the financials with everyone on the team and let them know what we’re forecasting for the month. And everybody has numbers that they’re working toward. So they know that it’s their money that’s on the line.”
It’s important to have frank discussions on how the company is faring, Duncan adds. “They have to see it,” she says. “I think that’s the reason why some ESOPs fail. They don’t take the time to educate and get workers involved and make them realize that they affect every number on that sheet.”
Shaun Jackson is a Local 16 sheet metal journeyperson who works in GSM’s welding department. With 11 years at General Sheet Metal, Jackson is vested in the program, which means he’s earned full ownership of his GSM shares. He has some experience with ESOPs, having been enrolled in a program at a previous employer. Jackson says he is eager to see GSM succeed.
He says he always attends the check-ins where management discusses the company’s outlook. They talk about issues such as shop and field labor costs, budgets, and expenses.
Some employees are surprised to learn how much goes into project operations, reducing the profit GSM earns. On most projects, profit margins are small. “You’re lucky to make just a few percent,” Jackson says. “It’s very enlightening to see that.”
Trevor Brown, another Local 16 journeyperson at GSM, says he isn’t surprised that Duncan wanted to set up an employee stock ownership plan for her employees. “It’s always been a family-oriented company,” he says. “She’s always taken care of her employees. She wants to see General grow.”
Brown says that initially many employees didn’t understand what employee ownership meant. So GSM held classes to explain the concept and brought in a couple of outside ESOP “ambassadors” to answer any questions workers had.
At weekly status meetings, GSM
The company’s Wednesday meetings make Brown feel like he’s more than just a worker, he says. During the meetings, which are held on the shop floor, everything is laid out on a whiteboard. Workers can see where the company is succeeding and areas where it may be falling short.
Employees are encouraged to ask questions. “A regular employee like me can go, ‘Hey, I don’t understand that. Why are we doing this?’” Brown says. “I can ask those questions and they’re welcome. Employees have a voice.”
It’s different from the way most other construction companies operate, Brown adds, and it’s changed the way Brown approaches his job. “Now I’m in that mindset of an owner,” he says. “I don’t mind working hard for this company because I know they do a good job of treating their employees well. And now Carol’s said, ‘You can have a piece of this company just by working hard and being involved.’ It’s awesome.”
So far, the ESOP is doing well. Earlier this year, the company was reevaluated and the share price has appreciated by 135% since being acquired by the ESOP. Duncan points out, “I think that makes it a little more real.”
For now, Duncan is still running GSM. Her long-term plan is to retire from the company, turning operations over to her executive team.
“I’d retire now if they’d let me,” she says. “But I want to make sure that they’ve got this up and going and that it’s successful. So that’s my charge for the next couple years. There are a lot of pieces and I’m still learning something new every day. But I have no regrets about making the decision.” ▪
Michael McConnell’s experience encompasses B2B and B2C copywriting, online journalism, and newspaper reporting. The former editor of a monthly magazine for HVAC and sheet metal contractors, he’s always interested in finding out the stories behind interesting people and projects. Contact him at mrmcconnell36@gmail.com.
executives break down the company’s performance on a large white board. Employeeowners are encouraged to ask questions.
Helping Newcomers Feel at Home in Sheet Metal
SMART Locals and SMACNA Chapters champion multicultural initiatives to bring immigrants into the labor pool.
When Winnipeg-based Price Industries first came to the Atlanta area in the 1980s, 80% or 90% of its workforce belonged to Local 85. “From the very beginning, it was important for us to have the union in our walls,” says Aaron Schoonbaert, chief operating officer for Price. “In fact, we invited the union in.”
Like other in other areas of the United States, union membership dropped over time. “Over the years, we went down to about 30% union density,” says Local 85 Business Manager Steve Langley. “We lost membership because the organizer and the business agents at Price Industries were English speaking, so we couldn’t get through to the Vietnamese population.”
“We have informal leaders on the floor who help translate,” Schoonbaert says. “But if you can’t speak English, you are forced to go through them.”
By Sheralyn Beleau
While this system can smooth the workday, Price needed a more sustainable solution that would ensure all employees had access to the functions of an international union, like annual negotiations. “We needed the union’s help,” Schoonbaert says. “We wanted to make sure all employees had a chance to bring forward any challenges or concerns they had.”
SMART International stepped up with an offer of support.
“The chief international organizer for production and I started talking about hiring a Vietnamese organizer,” Langley says. “Per our constitution, Smart International provides 50% subsidized wages and benefits for organizers.”
Because of the drastic fall in union density, the International provided a special 100% subsidy for Vietnamese-speaking organizers in Local 85. It sounds like a simple solution, but
finding the right organizer was a long process.
“We went through Price Industries, through three or four different members that said they wanted to do it, and they didn’t work out,” Langley says. “Most of them quit within the first two weeks. One quit the same day. They didn’t like the way that people talked about them, and they were afraid for their jobs.”
Langley soon realized that language wasn’t the biggest barrier for these workers. “Vietnam is 100% unionized, but the union is part of the government there,” Langley says. “So, they didn’t trust the union.” Even people who had been in the United States for many years had suspicions, worrying that union leaders might not have their best interests at heart.
Langley shifted strategy, looking for an organizer from outside the company. “We needed somebody who understands the contracts, understands the constitution of SMART, and isn’t scared to do the job,” Langley says. “We had Donson Ha, a Vietnamese member, working for one of our big companies in the building trades. I brought him into the office to explain his responsibilities, and we hired him.”
Donson Ha started working with Price in February 2023. A little over a year later, he had signed over 400 new members at Price Industries.
“Now we’re back up to over 50% union density,” Langley says. “That’s the quickest gain of market share that we’ve ever
experienced in Price Industries. Over a third of the members at Price now speak Vietnamese or something similar. Donson has turned that place around. The International was going to subsidize his work at 100% for one year, but he does such a good job that they did it for a second year.”
“I see trust improving greatly,” Schoonbaert says. “He’s not just a translator. Donson tells people it’s worth contributing their voice to the union. They can go straight to him with concerns, he goes to the plant manager, and he will continue to follow up until those concerns are addressed. They see change, and trust in the union is going to come from seeing that membership is a tool for good.”
Donson Ha works with 400-500 international workers at three or four locations. “They don’t immediately know the benefits of unionization,” Donson says. He’s working hard to educate them on everything from contractual benefits to discounts on AT&T plans. Google Translate and other AI services do not write well in Vietnamese, so Donson personally translates union posters and bulletin boards.
Price also prioritizes quality translation, keeping Spanish and Vietnamese speakers in the HR department and on the safety team. “When folks from the front line have a concern that is safety or HR related, I want to make sure that they can directly express their concern to the folks that can make the difference,” Schoonbaert says. Other departments, such as quality control, share bilingual staff as needed.
English, Spanish, and Vietnamese are not the only languages spoken at Price. “We have Burmese, we’re starting to get some French, and even some folks from the Middle East,” Schoonbaert says. To meet these needs, Price uses an external translation service.
Safety messages are the highest priority. “Those communications are posted in all the languages, because we have to make sure that everyone can directly see and understand them,” Schoonbaert says. When 401K providers and insurance vendors come in to train employees, Price requires them to bring translated documents and translators. “Any medical program is already complicated, so we make sure that the translation is left to us, not to the employee,” Schoonbaert adds.
Welcoming immigrants into the sheet metal industry is building Local 85, and it’s paid off well for Price. “We’ve expanded considerably over the last 30 years,” Schoonbaert says. “We have facilities in Georgia, Phoenix and Arizona, and a warehouse in Texas. Of course, we still have our campus up in Winnipeg and facilities in Toronto, and we have partner companies in Dallas and California. Now we’re majority market share with the products that we make, and we continue to grow.” ▪
A Colorado native, Sheralyn Belyeu lives and writes deep in the woods of Alabama. When she’s not writing, she grows organic blueberries and collects misspellings of her name.
TOUGH LOVE
Local 24’s revamped out-of-work list policy enforces accountability with a three-strike rule, encouraging workers to step up.
By Natalie Bruckner • Photos submitted by Rachel Pinkus
In Dayton, Ohio , Local 24 is setting a new standard for integrity, accountability, and innovation in the workplace. Through their collaboration with the local SMACNA chapter, the Sheet Metal and Roofing Contractors Association (SMRCA), they’ve implemented a system that prioritizes hard work and fairness. The outcome? A thriving workforce committed to progress and shared responsibility for the betterment of the industry.
At the core of Local 24’s approach is a no-nonsense threestrike policy for journeymen and women on the out-of-work list. “Our system is simple,” says Cole Chaney, the 27-yearold business representative for Local 24. “If a job is available, we expect the journeyperson to take it—unless there’s a valid reason not to.”
The system, developed collaboratively by Chaney, fellow business representative Brawny Welch, and input from partners like SMRCA’s Dayton chapter, reflects a balanced commitment to both tradition and progress. “This isn’t about punishing people,” Chaney says. “It’s about fostering a culture where everyone pulls their weight, and fairness is at the forefront.”
When a job call goes out, members have two hours to respond, followed by a text notification and a brief 15-minute grace period. If a member refuses three calls without valid
justification, they are placed on an inactive list, allowing those actively seeking work to take priority. “We’re ensuring that opportunities are protected for those ready to step up,” Chaney explains.
Bob Pope, SMRCA executive vice president, emphasizes the success of the system, underscoring the strength of partnerships and collaboration in driving its effectiveness. “Cole and Welch have shown that accountability doesn’t mean rigidity. They’re open to collaboration and focused on solutions that benefit everyone—contractors and journeymen alike.”
When Chaney assumed his role at Local 24, he found that the out-of-work list policy hadn’t been updated since 1993 and lacked any real structure, leading to inefficiencies and growing frustration. “There was no accountability,” he recalls. To address this, he worked with Welch to introduce the three-strike policy, pairing clear expectations with thorough documentation to ensure transparency. “We sent out a 30day notice to the members informing them that we’d begin implementing this policy in 2024,” Chaney says.
The result? Minimal backlash and a more motivated workforce. “Right now, we have only six people on the outof-work list,” Chaney shares. “That speaks to the fairness and effectiveness of the system. Everything is tracked, and if anyone has questions, we can show them the facts.”
Above: Cole Chaney at the 2023 Local 24 Apprentice Graduation Banquet.
For Chaney, this approach is deeply personal. “My grandfather joined the union in 1965, and along with many mentors during my nine years on the tools, he taught me the value of hard work,” he says. “I was raised in an environment where people didn’t complain—they did the work and were paid fairly. That’s where I learned the values that guide me today. If you didn’t do the work, you didn’t last. But if you showed up and worked hard, you were kept on and supported. That’s the mentality I bring to this position: hard work and accountability.”
Pope admits that the arrival of young blood in Local 24 came with some apprehension from more seasoned members. “We weren’t sure how they’d come across. Would they be focused solely on politics? But they came in, ignored the politics, and started discussing ideas I hadn’t even considered. They’ve got such great ideas, and they’re very open to talking about topics that sometimes the new agents are hesitant to bring up. They’ll consider anything—and they know they don’t have to say ‘yes’ all the time just to make an impression.”
leadership structures, is designed to equip members with the skills needed to thrive.
This forward-thinking approach extends to other aspects of education and training, too, where Chaney and Welch have worked with the JATC to secure additional resources for apprenticeship programs. By reducing the program’s duration from five years to four and reallocating wages to give apprentices a financial boost, they’re enhancing opportunities for the next generation. “It’s about investing in our people,” Chaney says. “We want our members to feel valued from day one.”
Pope commends Chaney and Welch for their openness and drive, noting how they’re not just maintaining the status quo—they’re actively building something better. “Whether it’s addressing seasonal layoffs with specialized training, advocating for funding or bringing back recognition awards and annual retirement dinners, their initiatives reflect a commitment to both tradition and innovation.” He adds, “They’re willing to take a chance and stick their necks out to grow the market share and benefit everyone.”
Chaney adds that his focus isn’t on simply serving two terms or securing a long tenure. Instead, his priority lies in improving the industry for both the present and future. “If I need to, I can always go back to working with the tools,” he says. “But while I’m here, it’s about creating meaningful change that benefits everyone in the trade.”
Building on the success of the out-of-work list system, Chaney and Welch have been expanding their efforts by spearheading mentorship initiatives to prepare the next generation of leaders. Recognizing the value of strong partnerships both within and outside the union, they are committed to ensuring members are as informed and empowered as possible. “I want our members to have the knowledge and tools to succeed,” Chaney says. The mentorship program, for example, which covers everything from understanding contracts to navigating
For Chaney, Welch, Pope and their teams, the key to success is building strong partnerships. “Labour and management aren’t opposing forces,” Chaney emphasizes. “When we work together, we’re stronger.”
Through these efforts and a foundation built on tough love, accountability and collaboration, Local 24 and SMRCA have created a model of excellence that others can emulate. “Hard work, integrity, and partnership have always been the backbone of this industry,” Chaney says. “By holding ourselves accountable and staying proactive, we’re not just preserving those values—we’re building on them.” ▪
Natalie is an award-winning writer who has worked in the United Kingdom, Germany, Spain, the United States, and Canada. She has more than 23 years experience as a journalist, editor, and brand builder, specializing in construction and transportation. When she’s not writing, you will likely find her snowboarding, mountain biking, or climbing mountains with her rescue dog.
Brawny Welch, Local 24 business representative; Bob Pope, SMRCA executive vice president; Doug Mayse, SMRCA labor committee chairman; Rieck Services; Bob Neumeister, past president (retired); Stefan Neumeister, president of Enterprise Roofing & Sheet Metal Co. at SMRCA Annual Meeting – Engineer’s Club of Dayton.
Cole Chaney, Local 24 business representative, and Tony Stephens, Local 24 apprentice coordinator, at SMRCA Annual Meeting – Engineer’s Club of Dayton.
Recruitment and Retention in Sheet Metal
Local 38, SMACNA Southeastern New York, and the ITI weigh in on an important new study on recruitment and retention in the construction industry
By / Jessica Kirby
A study from the Institute for Construction Employment Research is turning heads in the sheet metal industry with figures that provide deeper clarity about recruitment and retention in the trade.
The State of Registered Apprenticeship Training in the Construction Trades , available for cost at apprenticebook. com , is the first study of its kind because it tracks and analyzes both state and federal data.
“In the United States, the federal government uses the RAPID system to track registrations to federally monitored programs,” says Mike Harris, administrator at the International Training Institute (ITI). “States that are not regulated by the federal government use state apprenticeship agencies, each of which has its own tracking system. This study combines all of it.”
The State of Registered Apprenticeship Training focuses on apprenticeship training between 2015-2021 and attrition and retention rates based on registrations between 2010-2016, which were tracked through December 2021.
It measures data in areas for which the construction industry has traditionally lacked reliable tracking numbers and breaks it down by trade. This includes completion rate percentage, union versus non-union (jointly sponsored versus non-jointly sponsored), and attrition. That data is further categorized by gender, minorities, veteran status, and other demographics.
“There is a ton of information about registered apprenticeships in that time period,” Harris says. “The plan is to redo the study every so often, and it will be interesting to see the reality of the situation. This study backs up some of the information we have about the sheet metal industry,
but some of the information we have held to be true has not panned out.”
By the Numbers
Completion percentages, for example, vary significantly. The ITI tracks completion rates by requesting this information from training center coordinators. “What the study showed for that time period—and it is just a snapshot of one apprentice cycle—is that the numbers were lower than we believed,” Harris says.
“There are some interesting trends and some things we need to look at and benchmark moving forward, especially with initiatives like BE4ALL, which encourages us to be more inclusive and open in our recruitment avenues.”
According to Harris, highlights in the study that are most relevant to SMACNA and SMART are completion rates, the number of regulated sheet metal programs at the Department of Labor, and how many are union versus how many are not.
“This is an important number to look at and monitor to see if we are gaining or losing ground against non-signatory,” he says. “The data on ethnicity and minority status are important to look at as we move into the future to see and gauge whether inclusion initiatives are moving the needle, since it will take time to see the fruits of our labor.”
Potential for Partnerships
Alan Seidman, executive director at SMACNA of Southeastern New York, attended a presentation on the report and says the disparity among trades and retention rates over time stands out among the data. “I think it is concerning that retention rates are so low,” he says. “People change jobs
and careers, yes, but to see apprenticeship regulation have a 40% completion rate and retention under 4% is scary and disappointing. We need to figure out how to not just fill seats with bodies but also retain people.”
SMACNA Southeastern New York works with Local 38 and the Local 38 training center on recruitment initiatives, understanding market demand, and developing ways to attract qualified applicants to the trade.
“We have hours-long labor-management meetings in which have discussions about the program, its benefits and successes, what isn’t working, and what the ongoing needs are,” Seidman says. “We also review the training center program together every quarter.”
Mike Keon, training coordinator at the Local 38 training center, is familiar with the report and believes there are
Policy for the Future
The State of Registered Apprenticeship Training in the Construction Trades report is authored by Dr. Cihan Bilginsoy, professor emeritus, University of Utah, and Dr. Russell Ormiston, associate professor, Allegheny College.
According to the authors, assessing the outcomes associated with registered apprenticeship training programs has long been problematic.
“Data collection processes across states and programs have not historically been standardized or consistent,” says the report. “Combined with incomplete and incorrect data in some jurisdictions, these issues have significantly complicated analyses attempting to compare outcomes across trades and jurisdictions.”
This, in turn, has created obstacles in benchmarking program success and shaping industry-level and policy-making efforts to best support the workforce sustainability and development efforts in the construction sector.
“The process of analyzing data has revealed that Registered Apprenticeship Training is uniquely positioned to meet the needs of a growing US construction sector,” Dr. Bilginsoy says. “However, there are clear distinctions and lessons in the data about what is working best and about the workforce supply challenges facing specific trades.”
“Registered apprenticeship programs are the lifeblood of the American construction industry; however, there have been obstacles that have historically made assessing outcomes particularly challenging,” says Dr. Ormiston. “By resolving many of these data problems, this report offers an accessible way to understand how different programs and trades are faring in meeting this industry’s workforce needs and will be an important benchmarking and policy tool for construction stakeholders going forward.”
opportunities for the local to work with SMACNA on retention and recruitment practices. Local 38 reports a consistent 85% retention rate, which Keon attributes to a pre-apprenticeship program and high-quality teaching in the school.
“From talking to other coordinators in sheet metal and even other trades, like pipefitters, iron workers, and electricians, we are similar in our numbers and success,” he says. “Union trades are offering apprentices a better pathway to a career, to the middle class, and into retirement.”
He says the Local gets full support from SMACNA contractors, who donate materials, sit on joint boards as trustees, and actively work with the union to pursue common goals.
Together they brainstorm ideas, not only for attracting apprentices to the training program, but also for creating succession in union and SMACNA membership.
“We think about how we can get apprentices to buy in, because they are our future,” Keon says. “Other locals and trades get the turnout at meetings with incentives. I’d like to do that to get them to buy in and want to be a part of it.”
Seidman sits on boards for several trades, including carpenters and iron workers, and says most trades have better success retaining apprentices that have been pre-screened. He also says recruitment programs aimed as students in their final year of high school may be missing the mark as are programs that ask applicants to have experience in a related skill or trade, such as welding.
“We need to collectively, as an industry, work on earlier recruitment,” he says. “We don’t want people to use this trade as a fallback—we want to show people that this is a worthwhile career chouse and an opportunity to be proud of the work you do while earning a great living with excellent benefits.”
“We should also be including parents and families in these conversations because no parent’s goal is to have students go to college and come out with debt and not-great opportunities.”
Working for Retention
Key to meaningful cooperation is all parties being responsive to changes in the labor market and the skills and technologies that are in demand at any given time. Keon points to instances where the ITI has brought training to the workforce through Strikeforce Training in response to contractor needs.
“If need we need something from the contractor or the contractors need something from us, SMACNA, SMART, and the ITI are well-equipped to help with whatever we might have coming down the road.
“It s important to have a good relationship with contractor representatives because at the end of the day, we need each other, and that relationship to be there.” ▪
Jessica Kirby is editor-publisher for Point One Media, a small but sturdy family-owned trade magazine creator representing some of North America’s best construction associations.
6 Keys to Connect Deeply with Your Audience
The single biggest problem in communication is the illusion that it has taken place. —George Bernard Shaw
By John Millen
During my workshops, I often demonstrate the power of storytelling by asking leaders to share a brief story. It can be a personal or a business story, so long as it has an emotional component or a lesson learned.
During a recent workshop, one leader described a lesson in communication he learned while coaching his ten-year-old daughter’s basketball team.
The team had done well in the season and the girls were tied with just a few seconds left in their championship game. He quickly called timeout and gathered the girls around him as he sat on the bench. He excitedly grabbed his small whiteboard and marker, drawing the moves he wanted the girls to make: “Okay, Ashley, you in-bound to Brittany, rotate around counterclockwise…”
He didn’t notice the girls looking at each other, without a clue about what he was saying. Then one of the girls reached up and quickly squeezed his nose twice. She said: “HONK! HONK! Hellooo!” It was a wake-up call. He put the board down and told the girls to look for a quick open shot and have fun.
For this leader, it was an epiphany for the way he communicated in business and life, focused, as he was, on quickly conveying his message instead of listening and understanding his audience.
He’s not alone. Most of us focus on what we want to say without understanding what our audience needs to hear. That’s why I tell my clients to remember ABC: Audience Before Content.
Leading through change
With organizations going through massive transformations, leading people through change has become the most important role of a leader. Anytime there is turmoil, the importance of understanding your team and other stakeholders is compounded. Today, more than ever, empathetic communication is critical. The late Zig Ziglar, a motivational speaker and sales expert, put it well: “People don’t care how much you know until they know how much you care.”
Empathetic communication is not merely being open and present. It comes from actively seeking to understand people. Whether it’s a board presentation, a training session, or a crucial
conversation, it all begins with understanding your audience. Here are six keys to better understanding and communicating with your most important audiences.
1. Ask and listen
For most of us, the problem is that we assume we know—but we are wrong. Even people we’ve known for years will surprise us, especially when they are under stress. If we ask the right questions and listen fully with an open mind, almost everything we need to know will become clear. People want to share with us, but they need to feel trust that we will listen without judgment.
2. Focus on purpose
I like to say that people are always listening to a certain radio station (or Spotify list) called WII-FM. You know, what’s in it for me?
That means the most important question you can ask, and answer, before creating your messages is: Why should they care? This aligns with purpose: Why do we need to change?
Disruption in the market or industry? Other compelling reasons?
3. Understand their context
This will lead you to ask yourself empathetic questions about your audience: If you were a new or veteran employee or member sitting in the audience, how would you be feeling? What level of knowledge would you have? What would you need to hear to support a change?
Again, aligning with purpose, what behaviors have members of the industry changed? Relying on technology? Prioritizing work-life balance? Planning for a sustainable future? By relating to their context, you can shift perspective about change.
4. Start with an objective
Once you have a clearer picture of your audience, your job is
“Share your own fears of change and how you overcame them. Be a role model by talking about your stories, your journey, and how it relates to where the audience members find themselves today.
”to fill the gap, if there is one, between your objective and their needs.
As a leader, your role is to influence attitudes, thinking, and behavior. So, as Stephen Covey wrote in “The 7 Habits of Highly Effective People,” start with the end in mind. To give leaders an easier path to follow, I’ll ask: What do you want them to think, feel and do as a result of your message?
5. Kill the jargon
In stressful situations, many leaders will revert to jargon. It’s like a warm security blanket. It takes less work, and it insulates you from any uncomfortable human communication. Don’t take the easy path Kill the jargon. It also creates a barrier so that no real communication takes place. People turn off immediately and will be more resistant to you and your message.
If you have talking points the organization wants you to convey, make them your own. Speak from your heart.
6. Share yourself and your story
With this in mind, particularly in a transforming environment, one of the most important ways to be human and relatable is to be vulnerable and share yourself.
Share your own fears of change and how you overcame them. Be a role model by talking about your stories, your journey, and how it relates to where the audience members find themselves today.
What about you?
While I’ve focused on change communication, the rule holds true for all of us in our business and personal communication— ABC: Put your Audience Before Content every time you communicate.
You’ll find it makes a huge difference in how people perceive and value what you say.
John Millen, storytelling and communication coach, conference speaker, and course creator, has more than 25 years of communication experience, including serving as VP of Communications for Fortune 100 companies Nationwide and The Hartford. His purpose is to help leaders and entrepreneurs grow their businesses and careers by developing their storytelling and communication skills. Learn more at johnmillen.com
My Journey: Emilee Och
Local 24 Apprentice
By Tiffannie Bond
While many teenagers were figuring out what classes to take the next school year, Emilee Och was making plans to be a union welder. As a student in the School to Apprenticeship Program, in Lima, Ohio, her aspirations were complemented with training while she was still in high school, and she earned apprentice wages throughout the process.
The School to Apprenticeship Program, known also as an apprentice readiness program, or ARP, provides a pathway for high school seniors to get a head start on their careers in the trades. Och was a student at Apollo Career Center when she was introduced to the program by Eugene Frazier, now-retired training coordinator from Local 24.
Elements of the School to Apprenticeship Program have dated back to the late 1980s, and high school seniors were added to the program around 2013. The program was officially formulized in the state of Ohio in 2021.
As a student in the program, Och became a pre-apprentice at age 16, between her junior and senior year of high school, and she was a first-year apprentice during her senior year.
In 2024, Och, 22, graduated from the apprentice program in Dayton, Ohio, and received an award recognizing her as the highest achieving apprentice, the Eugene Frazier II Award— named for the coordinator who introduced her to the program— along with perfect attendance. Och is the first woman to receive this recognition.
The program is the equivalent of high school students taking college classes for dual credit, she said.
“I knew I wanted to go union, for sure, but what I really liked is I could join right then and there and go to school at the same time,” Och added. From her home in Lima, Ohio, it was nearly a 90-minute drive, and she still managed to be the first apprentice since 2016 to achieve perfect attendance. “I was definitely keeping track of that, for sure. It was hard to make
sure I was there every week, but I was pretty dedicated to it. I knew it would be worth it in the end, and it would be a good career for me.”
The School to Apprenticeship Program, or ARPs in general, ease high school students into adulthood with a varied schedule. Students attend school for two weeks, then work in the field for two weeks during the day while attending apprenticeship courses at Local 24’s training center in the evenings. The program allows them to retain their high school identities— playing football, participating in band and choir, attending senior trips—while jumpstarting their careers.
Graduates of the part-time program who enter Local 24 experience 80% retention rate, compared with the 50% retention rate the Local experiences among apprentices brought in using traditional means.
Och went from tinkering in the garage with her father as a child to working in the sheet metal shop at Smith-Boughan Mechanical in Lima. Her next goal is to become a foreperson.
“[The program] makes you feel more comfortable, helps you get the basics down, so you know what you’re getting into,” she said. “It gives you a sense of responsibility. You have to be to work on time. You have to be prepared. It gives you a sense of commitment. I definitely think it was a good path for me, for sure.”
Apprentices receive training in AutoCAD, air balancing, refrigeration/service, welding and heating, ventilation and air conditioning (HVAC) design, fabrication, and installation. While they are learning in the classroom, they are gaining skills on the job site including installation of architectural sheet metal, kitchen equipment, and duct for heating and air conditioning systems in residential and commercial buildings.
The goal is for apprentices to graduate with zero tuition debt and a career to last a lifetime. ▪
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