Management-Culture Catalyst

For MAS Building & Bridge, Inc., mentorship starts out with a base task list that new employees work through with foremen.

A robust company culture isn’t just about getting projects done.

It’s also about building a team where employees feel connected to the company and to each other, resulting in positive impacts on productivity, retention, and safety.

“Any company can erect steel, but you need to make a cohesive unit and bring people together to make a team,” said Glen Pisani, steel division manager for MAS Building & Bridge, Inc., Norfolk, Massachusetts. He emphasizes that building this cohesion requires time and a willingness to invest in programs that are meaningful to employees.

Creating a strong company culture involves balancing communication, mentoring and career development, while also addressing employees’ practical needs.

“It starts with your mission statement and defined core values,” said Todd Macintosh, vice president at JPW Erectors Inc., Syracuse, New York. “These two things can’t take a back seat to other challenges a business might be facing, otherwise your message and your culture will suffer, and consistency is lost.”

Culture: A cornerstone of safety

Good communication, mentoring, and other programs indirectly enhance safety by reducing risk, which is fundamental to a positive company culture.

“Safety should be embraced as a core cultural value, reflecting genuine respect for workers rather than being viewed as mere compliance,” said Stephanie Reitz, MBA-HRM, SHRM-SCP, a client services director at myHR Partner, an HR outsourcing company. “Actively involving field staff in safety committees and initiatives fosters a sense of ownership and accountability, allowing them to contribute valuable feedback and firsthand insights.”

JPW Erectors exemplifies this with its “See Something, Say Something,” process, empowering workers to escalate potential issues directly to the owner if needed. The company also utilizes a peer committee that distributes quarterly safety awards, reinforcing a culture of safety at all levels of the company.

“We empower every employee to be engaged in the company’s safety culture,” Macintosh reiterates.

Safety impacts the bottom line. Yes, safety is about protecting workers on jobsites—but it also contributes to reducing costs and winning bids on new projects. “Financially, the better safety record we have, the better work we're able to get. That opens up opportunities for our employees,” said Pisani, who suggests tying a bonus to a safety metric might be one way of reinforcing this.

Two-way communication

Communication is paramount in building a strong company culture, particularly in an industry where workers are dispersed across various job sites.

“Effective communication is key. Regular updates regarding organizational objectives, project status, and industry challenges create alignment and shared purpose,” Reitz said.

Establishing feedback mechanisms is equally crucial, ensuring field personnel can contribute to organizational decision-making. Reitz suggests daily toolbox talks and mobile apps as effective tools for fostering communication continuity with teams across job sites.

Shelby Erectors in Florida has successfully implemented an internal social media platform, enabling all employees to interact and engage with each other. This platform also serves as a tool for management to push out relevant communications and recognize employees for both personal (birthdays and new babies) and professional (safety or training) achievements.

“It allows our employers to be connected [to each other] and give them the ability to reach out to management on an open platform without fear or obstacles,” said Jackson Nix, vice president of business administration for Shelby Erectors.

These platforms also provide management with tools for addressing sensitive topics such as suicide prevention by offering mental health resources. (See sidebar, below.)

Other companies have found success with regular all-hands meetings before workers head out to jobsites supporting personal connections in a field where consistent in-person interaction can be

challenging. Leadership should also prioritize site visits to review work and engage with employees, contributing to a positive communication environment.

For example, Pisani noted that ownership and management of MAS Building & Bridge, Inc. regularly visit worksites—not just to get updates on projects—but to also talk to the workers on site.

Reitz emphasizes the importance of on-site visibility, stating, “Field leadership plays a pivotal role with foremen and supervisors serving as cultural ambassadors who shape daily site dynamics,” she said. “Regular executive presence through site visits reinforces organizational values while demonstrating a tangible commitment to field operations and appreciation for front-line teams.”

Mentoring, retention, and career paths

Attracting and retaining the right employees who align with the company culture and envision a long-term future can be challenging, but mentoring is a valuable investment.

Strong mentorship programs enhance team spirit and effectiveness, according to Mike Szczesny, owner and vice president of EDCO Awards & Specialties. But he notes that mentoring in trade industries means finding good hands-on approaches with workers who are regularly on remote job sites where collaboration and quick decision-making is vital compared to a typical mentorship approach in an office setting.

Mentorship benefits both the mentee and the mentor. Veteran employees often find satisfaction in training others. “The quicker you mentor someone under you, the easier your job becomes,” Nix said about how mentoring helps workers at different levels at Shelby Erectors, Reddick, Florida.

Mentoring also helps employees envision a future within the company, no matter what their current role. Clear career paths eliminate the perception of mentoring as a burden. MAS Building & Bridge has cultivated a culture where mentoring is integral to advancement.

Pisani explains that mentors at MAS Building & Bridge understand they are training their replacements, enabling their own progression. This fosters a cycle of

At MAS Building & Bridge, a strong co-op program with local high schools opens doors for students. Ada Booras (left) is one of the students that has found a career path here. The 19-year-old is such a proficient welder (certified in SMAW and FCAW) that she helps train other employees in the company’s steel erection, heavy civil, and marine divisions.

success, allowing mentors to impart critical knowledge while advancing their own careers. “We work on our replacements and let people know that this is what your future can be,” he said.

For MAS Building & Bridge, Inc., mentorship starts out with a base task list that new employees work through with foremen. The system helps new employees learn vital tasks, builds communication among workers, and gives mentors the chance to work on management skills that are also important as they move up in the company and build a long-term career.

High Plains Steel Services, LLC, Windsor, Colorado employs a voluntary program that pairs employees with managers for monthly check-ins, focusing on improvement. “The meetings cover three main questions: What can you improve? What can your department or team do better? What can the company do better?” says Kris McLean, President & Project Executive.

He notes that providing employees with opportunities to voice concerns and the resources to implement improvements has

increased engagement.

It is important to focus on retention, because high turnover and reliance on temporary or contract workers disrupt efforts to establish lasting cultural norms,” Reitz said, noting that frequent personnel changes can hinder the development of shared values for a company.

Building a lasting foundation

“You need to be consistent and create a place that you want to work at every day,” Pisani stated. “We want people that see a future and not just a paycheck.”

Nix echoes this sentiment, emphasizing that a culture prioritizing communication and mentorship fosters retention. He believes that when employees feel they are in a good place, they see that they can make a career at the company.

“We know where we want to be at the end of each day, each project and each year, as a company, but it is your company’s culture that will get you there with success for all involved,” said JPW’s Macintosh.

Prioritizing Mental Health

The construction industry faces higher rates of substance abuse rates and suicide rates than other industries, noted Denise Dahl, president, founder, and owner of Epiphany Planning & Development. They are difficult issues to address but necessary for companies working on building a positive company culture.

“Conversations among leaders must include balancing people and profit and fully recognizing the costs,” she said. “It’s going to require modeling behavior you want to instill, such as being supportive of mental health, safety, and other issues,” Dahl said.

“Firms that deal with these problems, for instance by providing scheduling tools or wellness programs, seem to be succeeding and claiming industry leadership,” says Mike Szczesny, owner and vice president of EDCO Awards & Specialties.