FEBRUARY 2019 | ISSUE 2/VOLUME 225 W W W. U N I T E D C O N T R A C T O R S . O R G
Develop Your Talent for the Win Invest In Your People: They Are The Key To Success
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magazine
UNITED contents CONTRACTORS
FEBRUARY 2019 ISSUE 2, VOLUME 225
2019 UNITED CONTRACTORS BOARD OFFICERS President......................................................Steve Clark
Vice President/President-Elect....................Charles Wall Secretary/Treasurer.................................... Christi Plum Secretary/Treasurer-Elect..............................Guy Smith
UNITED CONTRACTORS BOARD OF DIRECTORS Juan C. Arrequin, Bay Line Cutting & Coring, Inc.; Paul Cianciarulo, PMK Contractors, LLC; Steve Clark, Granite Construction Company; Paul Cocotis, Shimmick Construction Company, Inc.; Patrick Diebel, Woodruff-Sawyer & Co.; Trony Fuller, West Coast Sand & Gravel; Kevin Hester, McGuire and Hester; Randy Jenco, Viking Construction Company; Kurt Kniffin, Stacy and Witbeck, Inc.; Christi Plum, P C & N Construction, Inc.; Guy Smith, St. Francis Electric LLC; Joe Sostaric, The Conco Companies; Hal Stober, Gordon N. Ball, Inc.; Mary Teichert, Teichert Inc.; Charles Wall, Brosamer & Wall, Inc.
6 UP Front
People Determine Our Success
By Steve Clark, Granite Construction Company, UCON 2019 President
8 LABOR • •
Union Training & Apprenticeship Contract Corner - Union Increase Amounts for Bidding
By UCON’s Labor Relations & Member Services Dept.
UNITED CONTRACTORS COMMITTEE CHAIRS
Associates: Trony Fuller (Associate Director), West Coast Sand & Gravel; Patrick Diebel (Associate Director-Elect), WoodruffSawyer & Co. | Caltrans: Michael Ghilotti (Chairman), Ghilotti Bros., Inc. | Legislative: Rob Layne, O.C. Jones & Sons, Inc. | Political Action (PAC): Chris Young (Chairman), D.W. Young Construction Co., Inc. | Safety & Insurance: Don Hunt, (Chairman) McGuire and Hester | Attorney Roundtable (ART): Facilitated by Mark Breslin | SF City Contractor Liaison: Mike Ghilotti (Chairman), Ghilotti Bros., Inc., Miguel Galarza (Chairman), Yerba Buena Engineering & Construction, Inc. | Scholarship: Michael Landucci, Woodruff-Sawyer & Co.
14 INDUSTRY TALENT
DEVELOPMENT education & training
UNITED CONTRACTORS STAFF
Mark Breslin, Chief Executive Officer; Leslie Lord, Vice President/Deputy Director; Emily Cohen, Executive Vice President; Kelly Montes, Executive Assistant to CEO; Julie Hinge, Executive Assistant to EVP; Victor Sella, Director of Labor Relations; Ruby Varnadore, Labor Contracts Manager; Lucia Mixon, Labor & Member Services Specialist; Ruth Ramirez, Labor & Member Services Representative; Sue Weiler-Doke, Labor Relations Consultant; Shelbie Tieman, Director of Finance & Administration; Terese Pollock, Operations Analyst; Denise Ramirez, Online Services Manager; Emmy McConnell, Accountant; Tiffany Gaddis, Office & Member Services Coordinator; Stacy Haase, Director Marketing & Communications; Michelle Vejby, Publications Manager; Joan O’Brien, Education Manager; Marlo Fregulia, Event Manager; Angelica Gouig, Event Coordinator; Olivia Lucchese, Event & Education Assistant; Eddie Bernacchi, Legislative Advocate; Christopher Lee, Safety Consultant; Tony Dorsa, CARB Consultant
• • • •
Building Leaders: Tips for Training and Retaining Your Best People Snooze, and You’ll Lose Them–How to Keep Your People 5 Ways to Help Employees Build a Career Path For the Employee: Steps to a Career Plan
More Inside:
FEBRUARY 2019 | ISSUE 2/VOLUME 225 W W W. U N I T E D C O N T R A C T O R S . O R G
24 WE ARE UCON 26 NEXT UP - EVENTS 28 NEXT UP - SCHOLARSHIP AWARDS PROGRAM 30 SAFETY CORNER 34 LAST CALL
Develop Your Talent for the Win Invest In Your People: They Are The Key To Success
United Contractors Magazine (ISSN: 2166-3777) is published monthly, except December, by United Contractors, 17 Crow Canyon Court, Suite 100, San Ramon, CA 94583. Editorial comments, letters, and article submissions are welcomed and encouraged. Correspondence should be directed to the United Contractors office at the above address, by phone at (925) 855-7900, by e-mail at info@unitedcontractors.org or by fax at (925) 855-7909. Reproduction of editorial material in this issue is permitted if accompanied by proper source credit. Periodicals postage paid at San Ramon, CA and other offices. Postmaster: Send address changes to: United Contractors Magazine, 17 Crow Canyon Court, Suite 100, San Ramon, CA 94583. © 2019 Published in the U.S.A.
CONNECT WITH UNITED CONTRACTORS:
www.unitedcontractors.org FEBRUARY 2019
5
front
By Steve Clark, Granite Construction Company, UCON 2019 President
People Determine Our Success It is estimated that our industry will need an additional sixty-eight thousand skilled craftspeople as a result of our success with the No on Proposition 6 campaign and with the full implementation of California Senate Bill 1. There is no doubt that Californians’ commitment to improving our transportation infrastructure system is a boost to our industry, but it also further exacerbates our current shortage of skilled craftspeople. This is a problem that needs more than UCON action, but also individual contractor commitment and initiative. Our success as contractors in addressing this shortage is tied to how involved and committed our industry will be in the areas of recruiting and retention. We clearly have a long-term challenge before us and it will be a key focus for me as UCON President this coming year. As union contractors we have some tools readily available for us; starting with apprenticeship. The apprenticeship process is long—and it does not solve our immediate challenges. As we know, to become a skilled craftsperson—from start to finish—takes about three to four years. To put it in hours, this means that each individual must complete a four to six-thousand-hour program which includes classroom time and on-the-job training. This should be a concern for all contractors. However, I strongly believe through your involvement, and the industry’s commitment, we can systematically address this shortage by taking some simple steps: 1. Hire apprentices today, so we are prepared for tomorrow (not to mention it’s the law on public works projects and required by our master labor 6 W W W. U N I T E D C O N T R A C T O R S . O R G
2.
3.
4.
5.
6.
agreements). Maximizing their use is good economics and an investment in our future. Get involved in your local Joint Apprenticeship Committee. This gives us the ability to participate in the development and implementation of each training curriculum as well as management oversight of the programs and their participants. Utilize the journeyperson upgrade and training opportunities that each union organization provides. Remember, you pay for this through our CBAs, so let’s get a return on your investment. Get involved with the various labor-management committees with UCON, there are many—all of whom are working on important contractor initiatives. Send your personnel to the various training and education programs that UCON provides especially field leadership to assist in developing mentors and guides for our upcoming workforce. Participate in the innovative UCON craft hiring job fairs.
This is our industry and our Association; our success is directly tied to your participation. Let’s continue increasing our level of engagement and I am confident we will be successful. u
Bay Line Cutting & Coring, Inc. is celebrating our 25th Anniversary this 2018 year. We would like to take this opportunity to say Thank You to our customers, partners, industry affiliates, and UCON members. We appreciate your support over the past 25 years and look forward to serving you in the future.
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Not Just A Bank -- A Business Partner Helping Contractors Succeed -- Call Us! 1/2 page: California Bank of Commerce p/u art from Jan 2019
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FEBRUARY 2019
7
LABOR
By UCON Labor Relations & Member Services Department
Union Training & Apprenticeship Resources & Value for Union Contractors
UCON contacted our signatory unions to get the latest on their programs for training and development. In particular, we asked them to focus on how they have updated their programs over the past couple years and to point out any underutilized resources or specialized training that can help contractors develop an effective workforce. Please see the “Website Resources” box as well for links to more training program information and upcoming schedules (where available), as well as the main phone numbers to contact at each training center.
LABORERS SUPERVISOR & APPRENTICESHIP TRAINING: The Laborers Training & Retraining Trust Fund for Northern California (LTC) celebrated another successful year as 2018 came to a close. As man hours are up, so is training and the number of courses being delivered. This past year, many contractors inquired about supervisor training available for Laborers. The LTC, in collaboration with signatory contractors, developed a supervisor training course that helps develop Laborers towards becoming superintendents with their respective contractors. This course is only offered to Laborers that are Foremen or General Foremen whom the contractors that they are employed by would like to promote to project superintendents. The purpose of this specialized training is to provide trainees with the knowledge and understanding of basic construction project supervision. They learn proper management skills to assist with projects, employees, and equipment, and to ensure that all OSHA regulations and standards are followed by all personnel on construction projects. This specialized training is provided on two weekends a month over a period of three-and-one-half 8 W W W. U N I T E D C O N T R A C T O R S . O R G
months. The courses are as follows; Introduction to Construction Supervision, Communication for Supervisors, Problem Solving, Safety & Health, Project Planning and Management, Introduction to Project Management, and Computer Skills. As part of the prerequisites, contractors are required to appoint a superintendent to mentor the enrollee on the projects in between course dates, so that he/ she receives the experience from real-life situations that actual superintendents deal with on a daily basis. We feel that this will further enhance their progress to obtain the ultimate goal of becoming a project superintendent. As for apprenticeship, the Laborers Apprenticeship Program has experienced significant growth over the past few years as we continue to ensure our contractor partners have a ready and trained workforce of dependable and motivated apprentices. Additionally, we continue to assist contractors who need to ensure their workforce meets the requirements of a “skilled and trained” workforce per SB 785 and AB 566. We’ve had great success with that, so to any contractors who are still struggling with how to cope with it, we would encourage you to contact the apprenticeship office.
CONTRACT CORNER: Union Increase Amounts for Bidding Purposes Only
The following wage and fringe benefit increases will be effective in June or July of 2019 for these Northern California crafts. These total amounts are for bidding purposes only. UCON will notify our members on how the increases are to be allocated as soon as that information is confirmed. UNION
INCREASE EFFECTIVE DATE
Carpenters $3.08 Cement Masons TBD* Iron Workers** - Area 1 $2.75 - Other Counties $2.25 Laborers $1.90 Operating Engineers $2.35 Pile Drivers $3.08 Teamsters $1.90
July 1, 2019 TBD July 1, 2019 July 1, 2019 June 24, 2019 July 1, 2019 July 1, 2019
*
As of the publication of this magazine, UCON was still in informal discussions with the Cement Masons for a successor agreement.
** The Iron Workers already had increases effective January 1, 2019 ($2.75 for Area 1, $2.00 for all other counties), and the allocations are contained in the latest rate sheet.
UCON Labor Events Calendar April 15-16, 2019 OE3-UCON Retreat Spring 2019
In looking at the big picture, we continue to focus on the fundamentals that help produce apprentices that are reliable and can fit into any crew no matter the work. Coming out of a devastating fire season (again) means focusing on getting enough apprentices certified in hazardous waste removal so that clean-up can begin. We expect to be very busy this winter building a workforce to meet those needs so communities can begin to rebuild. As we turn the page into a new year, we expect 2019 to be every bit as demanding and hectic as 2018 was. But we had the same outlook when 2017 turned to 2018 and we maneuvered the sometimes raging waters deftly. We expect to meet the same old challenges as well as the new ones with the same determination and commitment to customer service as we have in the past. Remember, we in the apprenticeship department know that we’re in the customer service business and we are committed to providing excellent service to those customers. u By Leonard Gonzales, Executive Director of LTC, and Jeff Armstrong, Director of Apprenticeship
Laborers-UCON Retreat
Contract Drafting, Review and Negotiation Trial and Arbitration Claims, Dispute Resolution and Mediation Bid Protests Collection Employment Counseling
Tel: (650) 691-2888 Fax: (650) 691-2889 www.lrconstructionlaw.com Contact: A. Robert Rosin Janette G. Leonidou
Leonidou & Rosin 777 Cuesta Drive | Suite 200 Mountain View, California 94040
FEBRUARY 2019
9
LABOR OPERATING ENGINEERS: What’s Happening at the OE 3 JATC Our Trend Continues The OE3 Journeyman & Apprenticeship Training Center (JATC) set record breaking training and testing hours again in 2018. 274 students were trained during the 3rd Quarter which equates to almost 40,000 training hours. This is an increase of 500 hours from this time last year. We continue to train at capacity and have increased the number of Journeyman Training classes that are being offered. Journeymen classes are held simultaneously with our POP classes. There are currently 808 apprentices in the program, an increase of 52 from last year. Additionally, 21 new pieces of heavy equipment were purchased over the past two years. Minimum Qualification Testing The JATC continues to administer minimum qualification tests on a regular basis. In the third quarter of 2018, a total 61 members were tested on 118 pieces of equipment, an increase from the 3rd Quarter of 2017 of an additional 20 members and an additional 78 pieces of equipment. The Process After selecting the equipment they would like to be tested on through their District Office, the member then What We Offer: The Rancho Murieta Training Center (RMTC) is proud to offer a variety of training classes for apprentices and journey-level operators. All classes (except HAZMAT refreshers) are held at the RMTC and include room and board. • Equipment Operation • Heavy Duty Repair • Crane Training • NCCO Certification—weekend refresher courses to prepare for the written tests • Safety Classes & Certifications—HAZMAT, OSHA 10, OSHA 30, First Aid/CPR/AED, MSHA, Forklift Certification, Signal & Rigging Certification • California Driver’s License Training Visit www.oe3.org for more information and schedules, or call us at (916) 354-2029. 10 W W W . U N I T E D C O N T R A C T O R S . O R G
contacts Lisa Halsey at the Training Center to schedule a testing date. Testing consists of a short written test and hands-on field testing. If the member demonstrates journey-level proficiency on a piece of equipment, that information is entered into UME. A member may test on three (3) pieces of equipment at a time. If a minimum level of proficiency is not met, the member may re-test after a waiting period of six (6) months.
International Union of Operating Engineers (IUOE) Training Opportunity The IUOE National Training Fund has opened a new International Training and Conference Center in Crosby, Texas. It is the largest and most comprehensive training facility in North America. The IUOE training center will augment and enhance the training opportunities delivered by the OE 3 JATC and other locals. The IUOE training center has a 237 acre campus, 8,120 square foot conference space, 15 classrooms, 12 pad crane fields, simulators, HDR shop, welding bays, and a 227 room dormitory including a fitness center and full dining facilities. All costs, including travel and room and board, are paid by the IUOE. The JATC has seized this unique opportunity to offer additional training to our OE 3 journeymen. As of July, 25 journeymen have attended excavator and crane classes in Texas, and more will be heading to Texas soon. Using the IUOE training facility has not slowed the training offered at the JATC. Training classes are offered at the IUOE in addition to, not instead of, the journeyman and other training being conducted at the JATC. The JATC is excited to offer this opportunity to its member who, by traveling to Texas, will be able to train at a new facility on brand new equipment and meet other operators from across the country. By working hand-in-hand with the IUOE, the OE 3 JATC continues to demonstrate its commitment to training by offering more training opportunities. u By Tammy Castillo, Director of Apprenticeship
CEMENT MASONS TRAINING: How much weight does a piece of paper have? The paper being referred to is a Certificate of Completion of Apprenticeship issued by the State of California Department of Industrial Relations with a gold seal. This certificate can open doors to many opportunities or have them closed due to lack of. The Northern California Cement Mason Apprenticeship Program wants to keep those doors for opportunity open. One of the ways we are doing that is by implementing the Cement Masons Hybrid Apprenticeship Program. This program benefits contractors that are working on projects that require “skilled and trained journeypersons� and who need their existing journeyperson employees (5+ years) to be certified in order to meet those requirements. It is a 6-month program, consisting of both classroom training and work hours; graduates of the program meet all the skilled
and trained workforce requirements. Signatory contractors with employees who need this certification can contact us to schedule training. u By Veronica Godinez, Director of Apprenticeship
www.pavementrecycling.com/UCON FEBRUARY 2019
11
LABOR CARPENTERS TRAINING: New Facility in the Works
1401 LOVERIDGE ROAD, PITTSBURG, CA
The Carpenters Training Trust Fund for Northern California is building for the future. Construction on a new Pleasanton facility is scheduled to begin in February 2019, with completion slated for Spring of 2020. The facility will expand and replace the existing Pleasanton training center. The new two-story facility will be 87,000 square feet with 15 classrooms and one large classroom. The shop area is open concept, two stories in height, with area for large projects, and a 50 booth weld shop attached. A new facility is also planned to expand and replace the existing Morgan Hill facility. The new facility is to be 55,000 square feet with 10 classrooms, open concept shop area, and 24 booth weld shop. Construction is tentatively scheduled
to begin mid-2019. Both facilities are designed with state-of-the-art technology to implement future training technologies. By Mark Fuchs, Executive Director, Carpenters Training Committee for Northern California HEAVY INDUSTRIAL
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12 W W W . U N I T E D C O N T R A C T O R S . O R G
925.627.2891 MIKE.GOODWIN@CUSHWAKE.COM
Website Resources: TEAMSTERS TRAINING: Like most other industries, construction is desperate for skilled workers. To address this, the Northern California Teamsters Apprentice Training and Education Trust Fund (NCTAT) retooled our procedures to respond to contractors’ needs in “real time.” Under this new model, if NCTAT receives a request from a contractor for a Commercial Driver’s License (CDL) qualified driver with training on a specific piece of equipment, NCTAT will rearrange its class schedule to accommodate this need. For example, last year NCTAT added specialized pipeline training and responded to an immediate training need for drivers with articulating dump truck experience on the Southport Levee Improvement Project in West Sacramento. Most of these drivers completed training on a Friday and were working on site by the following Monday. In the past, NCTAT arranged its schedule so that if a contractor was bringing on a new employee who needed their Commercial Driver’s License, they had to wait until the next class - which could be several months. Now, if a contractor needs a new driver, NCTAT will work to make sure the driver enters training immediately. Besides responding in real time to our contractors’ training needs, we are also responding to our community. Last year NCTAT added an OSHA 15 Hour Disaster Site Response class to our curriculum. Due to the wildfire destruction, many communities are now taking a proactive approach to training their residents to participate in disaster cleanup activities. NCTAT has been able to leverage Federal grant funding to offer health and safety training at no cost. We are able to offer much-needed training not only to our contractors but to all our neighbors in Northern and Central California. As a Labor-Management organization, we feel it is our responsibility to assist our community in any way possible.
Carpenters/Pile Drivers: (925) 462-9640 • https://journeyman.ctcnc.org/ (Journeyman class schedules and course descriptions) •
www.ctcnc.org/apprenticeship.html (Click on the Training Center in your area to find the link to the current apprentice class schedule)
Cement Masons: (925) 484-2271 • www.norcalcementmasons.org/Training_ Journey (General information) •
www.norcalcementmasonsapprenticeship. org/index.htm (Information on apprenticeship, including courses and schedule of classes)
Laborers: (925) 828-2513 • http://norcaltc.org/ (Information on both journeyman training and apprenticeship) •
https://www.norcaltc.org/wp-content/ uploads/2018/09/January-March-2019. pdf (Schedule for classes for Q1 2019)
Operating Engineers Local No. 3: (916) 354-2029 • https://www.oe3.org/training-california/ (Information on both journeyman training and apprenticeship) •
https://www.oe3.org/wp-content/ uploads/2018/12/2019-TrainingSchedule-v1.pdf (This is a link to the current journeyman training calendar)
Teamsters: (916) 354-2122 • www.nctat.org/cs/ (Information on training)
All of us at NCTAT are looking forward to 2019 and continuing to provide quality training to our contractors. For any training requests please contact me at shelly@nctat.org or (916) 825-8478. By Shelly Hinkle, Business and Development Coordinator, Northern California Teamsters Apprentice Training & Education Trust Fund (NCTAT)
FEBRUARY 2019
13
INDUSTRY TALENT
DEVELOPMENT
By Bill Treasurer and John Havlik, Giant Leap Consulting
education & training
Building Leaders: Tips for Training and Retaining Your Best People “Let me be blunt, this is a construction company. These guys won’t tolerate any leadership B.S., they want stuff that works now.” We can’t tell you how often we hear construction company CEOs and owners express the same sentiment. “We” are Bill Treasurer and John Havlik, two facilitators of leadership development programs, and coauthors of the new book, The Leadership Killer: Reclaiming Humility in an Age of Arrogance.
generation of leaders for the eventual baton-passing from the current leaders. It can also help you retain the people you want to keep. One of our clients, Walsh Construction, has a 70% greater retention rate among attendees of its leadership development program. Moreover, 90% of major senior positions are filled by its program graduates.
Our clients have a low tolerance for leadership mumbo-jumbo, especially in the construction industry where leaders are often responsible for managing a myriad of fast-moving projects with huge financial and safety risks. If you’re going to take leaders off the job site to attend a leadership program, you’d better not waste their time!
Admittedly, Walsh’s leadership development program is quite comprehensive and involves a careful selection process, 10 leadership “summits” over 18 months, strategic action teams working on real company challenges, a battery of surveys and assessments, internal experts, and outside guest luminaries.
Done right, leadership development is an insurance policy for a company. How? By deepening the company’s bench-strength and preparing the next
Done right, leadership development is an insurance policy for a company. 14 W W W . U N I T E D C O N T R A C T O R S . O R G
The good news is, even a less comprehensive leadership program can have a positive impact. When launching a leadership development program, the important thing to factor into the design is that the training be relevant, useful, and memorable. Here are some things to keep in mind: •
Know the Goal: Be clear about what’s driving the need for leadership development. What is the
desired end state? Is it to build leadership among the younger ranks because too many senior execs are aging out? Is it because you’ve got big growth goals that will require more capable leadership? Is it to stop the company from losing leadership talent to other companies? Whatever “it” is, it should be factored into the program design. • Involve Senior Leaders: The most solemn responsibility of a senior leader is to prepare the next generation of leaders. It is critical that the top team have a hands-on role in the development and delivery of the leadership development program. Why? Because they’re seasoned, and have seen and/or experienced the good, the bad and the ugly. Read on. •
Share the Good, Bad, and Ugly: Emerging leaders need to hear about the raw experiences that shaped their senior leaders. That means hearing more than the upside stories where decisions were perfect. They also need to know the “do-over moments” where leaders got it wrong.
•
Use Hands-on Learning: Nobody wants to listen to a series of dry lectures. Engage leaders by having them work on real company or industry challenges. Use experiential teambuilding activities. Challenge them with provocative questions. Ask them to develop an actionable task list and timeline? Why? Because the solutions to your company’s most pressing problems are nearly always in the heads of your budding leaders!
•
Make your business feel like “family”: Dan Walsh, Co-Chairman of The Walsh Group, tells
Justify the investment in leadership development?...Who would you rather work for: a company who invests time, money and expertise to increase your value and capabilities as a leader? Or one that doesn’t? us that they too deal with the daily possibility of losing their best trained people to other construction companies, but feels that the reason their retention rates are amongst the highest in the construction field is the sense of “family” at Walsh, and their time-tested tradition of commitment to project, team, company and family. •
Hire a leadership Sherpa: Your company’s core competency is construction, right? Partnering with a company whose core competency is leadership development only makes sense. What matters is that whoever you partner with brings unique and varied experiences, along with proven, road-tested best practices, preferably from working with other construction companies.
If your company needs to justify the financial investment in leadership development, here’s a simple question that might help: Who would you rather work for: a company who invests time, money, and expertise to increase your value and capabilities as a leader? Or one that doesn’t? Case closed! u Bill Treasurer is the founder of Giant Leap Consulting, a couragebuilding training company whose clients include NASA, Saks Fifth Avenue, UBS Bank, Walsh Construction, Aldridge Electric Inc., Lenovo, and eBay. More at BillTreasurer.com and LeadershipKiller.com. Captain John “Coach” Havlik is a retired Navy SEAL and the Special Advisor for Giant Leap Consulting, who led elite special operations teams worldwide during a distinguished 31-year military career. More at CoachHavlik.com and LeadershipKiller.com. Bill and John recently led a two-day Leadership Essentials training program for members of United Contractors. FEBRUARY 2019
15
INDUSTRY TALENT
DEVELOPMENT
By Joan O’Brien, Education Manager
education & training
Snooze, and You’ll Lose Them— How to Keep Your People As businesses reduce costs and increase efficiency, there are heightened risks if you don’t get learning and development right. As you and your teams ramp up to begin your 2019 initiatives, don’t forget about the importance of investing in your team’s professional development.
with a learning experience while they gain skills and grow their network. 3. Bring in on-site training: By learning on-site, you’ll show your team that you are committed to continuous development. UCON University offers a Partners in Education Program with resources and discounts for safety training and many more.
Ask yourself, “Do we want to be able to attract and retain our people?” If the answer is yes, explore how competency models and a competency assessment tool used for career planning can provide employees with a reason to stay, your managers with the Be the change, set an example, and instill a learning ability and confidence to support data-driven career culture in your organization. u conversations, and HR with the ability to manage TALENT DEVELOPMENT: career planning at scale. Set the example for your organization by instilling a learning culture. Here are three ways you can do it: 1. Create Career Development Plans for your Employees: Career development is one of the top three job factors that will both attract and retain early career talent. 2. Attend any of UCON’s Education Programs: This is a great way to provide your team
SMART MANAGERS FOLLOW THIS CHECKLIST—
1 2
Take Responsibility for Developing Your Employees.
3
Use On-the-Job Experiences to Develop Employees.
4
Support Learning from Experience.
16 W W W . U N I T E D C O N T R A C T O R S . O R G
Focus on the people you have and your scope of work.
Take Responsibility for Developing Talent in the Organization. Look beyond your team or function to consider larger talent needs and opportunities.
Identify and provide roles, tasks, or assignments that can add depth to an employee’s experience.
Help employees learn what they need to be effective at work.
4 4
© 2017 Center for
Creative Leadership
APR 4 & 5 (Spring) OCT 3 & 4 (Fall)
MAR 14 (Spring) OCT 17 (Fall)
PROJECT MANAGEMENT CAREER ADVANCEMENT (PMCA) 4.8 RATED out of 5.00
DoubleTree Hilton, Pleasanton || Cost: $1,195. (Class meets every Tuesday, 3:30pm-7:30pm, dinner included, for nine weeks) A UCON favorite! This nine-week program has been a part of UCON’s core curriculum for over a decade. Program focuses on the essentials of Construction Project Management. Classes are taught in a small group setting providing an interactive learning environment that encourages team collaboration.
THE FEARLESS FOREMAN SEMINAR 4.9 RATED out of 5.00
APR 16 & 18
FEB 5 – APR 2 (Spring) SEP 17 – NOV 12 (Fall)
UCON Training 2019 CONSTRUCTION BLUE PRINT READING 4.7 RATED out of 5.00
Residence Inn by Marriott, Pleasanton || Cost: $199. A member-requested program designed to teach the basics of how to read and comprehend a typical set of City, State and Private Drawings. Learn the most efficient way to write a Request for Information (RFI) to an owner or engineer/architect. Understand how to do a quantity take-off of standard items of work.
UCON Can Help: Joan O’Brien, UCON’s Education Manager, knows a thing or two about talent development. Joan has been working to provide excellent training programs for UCON members and the industry for over 10 years. The courses Joan has curated are designed with you and your people in mind, and her goal is to elevate training in the industry. Contact her today at (925) 362-7303, or via email, jobrien@unitedcontractors.org.
Marriott, Pleasanton || Cost: $129. Engaging, Empowering and Motivating This UCON original program delivers concrete lessons for field leader improvement. No other program in the construction industry provides a uniquely focused people skills training specifically for foreman.
LEADERSHIP DEVELOPMENT 4.6 RATED out of 5.00
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Chaminade Resort & Spa, Santa Cruz || Cost: $1,345. Join your industry peers and engage in businessrelevant, leadership driven, experiential learning. This two-day off-site program is designed to create a greater self-awareness, identify individual leadership styles and develop strengths to get the best results from the people you are leading and influencing.
408.727.5700 FEBRUARY 2019
17
INDUSTRY TALENT
DEVELOPMENT education & training
e h t r o F yer Emplo
By Joanne Wells, The Learning Centre of Excellence, Halogen Software
5 Ways to Help Employees Build a Career Path They’ll Want to Pursue The days of a career trajectory being described as “climbing the ladder” are gone. Instead, employees are now on a career path. Each path is as different as the people making the journey, from the straight lines of individuals who know what they want, to the meandering twists and curves of people who want to explore and experience as much as possible. This shift means it’s more important than ever for managers to understand the individual interests and aspirations of their employees. Companies are starting to leverage internal mobility programs to support employees along their path. These programs, according to Bersin by Deloitte, allow movement from role to role at all levels to enhance employee development, bolster succession efforts, and meet business needs. Here are five ways managers can use internal talent mobility to help employees carve out a career path they’ll want to pursue:
#1
Encourage Career Development in Your Company
Career mobility begins with intentionally designing a structure that allows staff to move around more easily. Internal mobility empowers employees to build a career path that goes in the direction that best suits their interests. Learning a new skill might require an experienced employee to move to an entry-level role if it makes sense for both the employee and the business. Identifying when positions are available to internal 18 W W W . U N I T E D C O N T R A C T O R S . O R G
applicants is one way to encourage staff to consider positions that may help them on their career path.
#2 Not Potential Managers
Focus on Career Development,
What about the employee who doesn’t want to be a manager? A good internal mobility program will factor in multidirectional career moves. Internal mobility allows a combination of lateral moves, promotions, and even voluntary demotions. Employees who don’t want or aren’t well suited for management roles will welcome opportunities that allow them to grow without the pressure to be promoted.
#3 Employees Want
Learn What Your
As a manager, you can act as a coach, facilitator, and guide for your staff on their journey. Make career development a regular part of one-on-one conversations to help you learn more about what your employees want to accomplish: What are their career goals? What skills do they want to develop? Where do they see themselves in a year? Two years? Five years? With this information, along with a solid understanding of their individual strengths and interests, you can support staff so they get
the right training, development, projects, and even jobs to help them achieve their goals.
#4 Decisions With Business Align Internal Mobility
Goals
The goals of the employee are an important factor for internal mobility programs, but decisions about internal moves need to align with organizational goals. Employees may want to acquire new skills, learn about different parts of the business, develop their skills as a leader, or take a step back in their career. A culture that is open to allowing employees to explore new opportunities will have a more productive and satisfied workforce.
Prioritze Continuous #5 Learning
Richard Branson once said, “The day you stop learning is the day you stop living. We should all pick up new skills, ideas, viewpoints, and ways of working every day.” Many organizations have embraced learning and development programs in their business culture. These programs help establish or clarify career goals and ensure that employees are getting the support they need to move their career in the direction they want. When managers make development a regular topic of discussion with employees, they can make sure the interests of their employees and the business are being served.
Everyone Benefits From a Solid Internal Talent Mobility Strategy
Career development should be a collaborative effort between you and your employees as part of your performance management efforts. By fostering a culture of career development in your company and team, you will have more engaged employees that want to work for and with your company for the long term. u Joanne Wells is manager of the Learning Centre of Excellence at Halogen Software. She has more than 20 years of experience in managing, coaching, and mentoring skilled professionals. In her current role, she is responsible for employee skills development and career progression (reprinted from the Association for Talent Development, www.td.org).
THIS WAS GRANITE CONSTRUCTION’S
CHALLENGE
Safely complete deep excavation involving active utilities for the LAX Midfield Satellite N. Concourse.
THIS WAS OUR
SOLUTION
The Midfield Satellite Concourse (MSC) North Project is the latest phase of LAX’s Master Plan to provide state-of-the-art services to its 80 million+ passengers per year. The challenge for Project sub-contractor Granite Construction was to move around and underneath more than 13,000 feet of existing utilities and complete 350,000 cubic yards of mass grading, structural excavation and backfill while adhering to safety and tight scheduling requirements. Stephan Urban, Superintendent for the wet utility portion of MSC, notes Granite is once again renting vast amounts of shoring equipment from “go to” vendor, Trench Shoring Company. This includes trench plates, trench shields, hydraulic trench shores and modular aluminum panel systems, as well as various SBH Slide Rail Systems. For over 40 years, Granite Construction has relied on us to provide the most extensive inventory, personalized customer service, and around-the-clock support. We will be there for your challenges too!
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1/7/19 11:10 AM
INDUSTRY TALENT
DEVELOPMENT education & training
e h t r o F yee Emplo
By David Hosmer, Association for Talent Development
Follow these Steps to a Strategic Career Plan We own our careers. While this might seem like an empowering statement, it doesn’t tell us how to take action to do so. This article provides several practical steps to taking action to manage your career now.
Assess your Current State from Above:
Step up out of the details. Take a strategic view of your career from above. Ask yourself these questions: yy What does my job experience say about me? yy What words come to mind? No details or numbers. yy What professions are represented in my professional network? yy Does my Linkedin profile reflect ‘tasks’ or ‘accomplishments’? yy How am I presenting myself to the world? Is this what I want? Be candid. Ask trusted friends and colleagues to answer the same questions for you. Be open to their feedback without judgement. This is your ‘what is’ or current reality.
Interview Yourself:
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20 W W W . U N I T E D C O N T R A C T O R S . O R G
Ask yourself: yy Where do I want to be? What do I want to be doing? yy What profession/career do I aspire to (not what job do I want)? Clarify your ‘what will be.’ direction. If you are not sure, no worries. Instead, ask yourself: yy What do I think I might want to do but need Continued on page 22
“The future depends on what you do today.”
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INDUSTRY TALENT
DEVELOPMENT education & training
to know more? Do I want to be an individual contributor? A manager? Business owner? ...In a new career. Why? yy What do I have now to offer this career? yy What are my barriers/gaps to getting there? yy What is the most important goal I will commit to remove my biggest gap?
Explore New Possibilities:
Whether you know exactly what you want as a career, not sure, or decide you want to change careers, this step involves exploring possibilities by thinking beyond the usual. Not all careers are a straight path. In fact few seldom are. Before settling on definitive next steps, such as seeking additional education, a new job, or more experience, this step entails exploring possibilities. This is about “what” and not getting bogged down with the “how.” Embrace ambiguity, for now. yy What do the job postings tell me? yy Dialogue within Linkedin.com groups. Ask questions. yy Learn, offer, and be visible. yy Volunteer, to gain new experience and networks. yy Conduct informational interviews with those who have experience. yy Get a mentor. Develop a board of mentors. After some exploration decide where you want to go in your career. Everyone’s situation is different. In some cases you might already know what you want to do. For others it might take longer. Don’t confuse ‘job’ with ‘career.’ A job is not a career. Think of a career as a longer term passion. A job can serve as one step along the way of your career. Step out of your comfort zone by seeking exposure to new possibilities. Deciding on a career is not always easy, although once committed doors begin to open as you move onto the next step.
List Steps to Reach Your Goal:
In this step you will list the actions it will take to get to where you are going. Consider what you learned about yourself in Step 1 and what you decided in Step 3. Identify the gap between the two. Now, you are ready to do the following: yy Brainstorm “How” will I get there? Take a friend to coffee to get their ideas, too. Don’t worry about the sequence, yet. yy What will it take for me to reach my goal? For example, create a small business plan? Gain higher level experience? Learn to manage people? Learn new technical skills? New projects/stretch assignments/take on work that requires influence and leading? yy How can I achieve the above? Who do I need to talk to? What questions will I ask? yy Who are the right people to add to my network? Let it flow. Brainstorm first. Sequence last.
Draft a Career Plan:
Now, put your ‘how’ brainstorm list in sequential order. Remove or merge like ideas. Some parts will be done concurrently. Some will take longer than others, maybe years, e.g., if your plan calls for further education stay true to your plan even if this takes more time than other components of your plan. Be purposeful in your decisions about what to keep in and take out. Steps 1+2+3+4 = 5 (your draft career plan). The process of leading yourself through the five steps will help you confirm, explore, deliberately set your direction, and manage your career. The emerged plan will be your path to career success. You can give yourself permission to change it as you wish throughout as you learn and grow throughout your career. Revisit it regularly to update it by modifying actions as you accomplish some and add new ones. Reward yourself for accomplishing key actions. If later you decide to change your career direction, follow the five steps again. Having gone through it once will you will find it easier the second time. u For more information, visit www.td.org.
22 W W W . U N I T E D C O N T R A C T O R S . O R G
EXCAVATION OF SOIL IS DANGEROUS WORK and can lead to severe injuries and even death if the excavation process is not properly addressed. National Trench Safety has a full complement of excavation support systems as well as engineering and training services to ensure you have the equipment needed to perform the job safely and effectively.
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FOR MORE INFORMATION CALL (888) 234-9244 WITH A NATIONWIDE BRANCH NETWORK, WE’RE WHERE YOU NEED US TO BE
www.ntsafety.com FEBRUARY 2019
23
UCON FEBRUARY ANNIVERSARIES United Contractors would like to take this opportunity to recognize and thank the following companies who are celebrating their anniversary of membership with our organization in February:
12 YEARS – 2007
Contractor Member: California Trenchless, Inc. Michael Jardin Associate Member: Granite Construction Materials Division Ross Kashiwagi
47 YEARS – 1972
24 YEARS – 1995
11 YEARS – 2008
46 YEARS – 1973
Associate Member: Moss Adams LLP Dave Heier
GSL Construction Michael Walker
Associate Member: Peterson Cat Thomas Lum
Contractor Member: J. W. Ebert Corp. Jim Ebert
Associate Member: Gladding, McBean & Co. Joe Parker
43 YEARS – 1976
Contractor Members: Mountain Cascade, Inc. Duke Fuller Walter C. Smith Co., Inc. Michael DeBenedetto
35 YEARS – 1984 Associate Members: Oldcastle Enclosure Solutions Paul Jurich United Rentals Trench Safety Gary Given
34 YEARS – 1985 Contractor Member: D.W. Young Construction Co., Inc. Christian Young
32 YEARS – 1987
Associate Member: McInerney & Dillon PC William McInerney, Jr.
25 YEARS – 1994
Contractor Member: Goodfellow Top Grade Construction, LLC Brian Gates
Contractor Member: Ghilotti Bros., Inc. Michael Ghilotti
23 YEARS – 1996 Contractor Member: Beliveau Engineering Contractors, Inc. Lawrence Beliveau
21 YEARS – 1998
Contractor Member: Doyle’s Work Company, Inc. Billy Holler
19 YEARS – 2000
Associate Member: Leonidou & Rosin Professional Corporation Bob Rosin
15 YEARS – 2004 Contractor Member: Striping Graphics Tony Lane
14 YEARS – 2005
Contractor Members: Con-Quest Contractors, Inc. Paul Loukianoff
Pacific Coast Drilling Company, Inc. Aaron Sykes
Ramos Oil Co., Inc. Robert Feder
5 YEARS – 2014
Contractor Members: Golden Gate Constructors Rich Gates
Associate Member: ABD Insurance & Financial Services Bryan Martin
Associate Member: PACE Supply Rob Waddington
9 YEARS – 2010
Contractor Member: Delta Grinding Co., Inc. Kenneth John Ferrante
8 YEARS – 2011
Associate Members: Advanced Stormwater Protection, Inc. Jason Griffin
Contractor Members: Hooker Creek, Inc. Scott Shongood
24 W W W . U N I T E D C O N T R A C T O R S . O R G
Associate Members: Oles Morrison Rinker & Baker LLP Robert Leslie
Valentine Corp. Robert Valentine
Associate Member: Cushman & Wakefield Ted Gallagher
Shaw Pipeline, Inc. Matt Shaw
Contractor Member: Odyssey Environmental Services, Inc. Mike Moore
Marina Landscape, Inc. Bob Cowan
Equip Appraisers LLC Rob Nowacek
Contractor Members: Disney Construction, Inc. Rick Disney
6 YEARS – 2013
Taber Construction, Inc. Bret Taber
Contractor Member: Rosendin Electric, Inc. Rick Guzman
13 YEARS – 2006
Associate Member: Command Alkon Alex Moody
7 YEARS – 2012
Mountain F. Enterprises, Inc. Marcos Gomez
4 YEARS – 2015
Contractor Members: Hoseley Corporation Rusty Hoseley
1 YEAR – 2018
Contractor Members: Concrete Demo Works Monica Gonzales Innovate Concrete, Inc. dba Innovate Engineering J. Ramon Ramirez R&S Construction Management Inc. Teera Nuntaworanuch Shimmick/Con-Quest JV Wendy Bonnell
Pacific Excavation, Inc. Jim Paxin
Associate Members: BBVA Compass Brian Walton
Stacy and Witbeck/ Herzog, a JV Kurt Kniffin
Wells Fargo Bank Brandy Leidgen
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35 25
up
Events
By Marlo Fregulia, Event Manager
UCON’S EVENTS TEAM: In order to keep up with our ever growing and popular events, we have expanded our event staff. Rest assured any of the team can assist you with your event needs. For your registration, sponsorship and other needs, contact us today: •
Marlo Fregulia, Event Manager, mfregulia@unitedcontractors.org
•
Angelica Gouig, Event Coordinator, agouig@unitedcontractors.org
•
Olivia Lucchese, Event Assistant, olucchese@unitedcontractors.org
(Photo from left to right: Angelica, Marlo, and Olivia)
THUR
FEB
21 2019 $85/ticket, 4:30pm San Ramon Marriott 2600 Bishop Drive, San Ramon Register/Sponsor: unitedcontractors.org/events
26 W W W . U N I T E D C O N T R A C T O R S . O R G
UCON CALENDAR February
5
www.unitedcontractors.org
Project Management Career Advancement (PMCA) Progam
February 5 - April 2, 2019 Tuesdays, 3:30pm-7:30pm Cost: $1,195 Member Location: DoubleTree Hilton, Pleasanton (See page 17 for details)
9
UCON Membership L.I.V.E.
21
UCON Crab Feed
Saturday, February 9, 2019; 6:00pm Location: Fairmont San Jose Cost: $200 per person Thursday, February 21, 2019; 4:30pm Location: San Ramon Marriott, San Ramon Cost: $85 per person (See opposite page for details)
March 14
UCON’s Fearless Foreman
Thursday, March 14, 2019; 5:00 - 8:00pm Location: Marriott Hotel, Pleasanton Cost: $129 Member / $229 Non-member
April 4-5
UCON’s Leadership Development
Thursday, April 4, and Friday, April 5, 2019 Location: Chaminade Resort & Spa, Santa Cruz Cost: $1,345 Member (See page 17 for details)
16, 17 Construction Blue Print Reading Course (2 sessions) Tuesday, April 16 (part 1), and
Wednesday, April 17, 2019 (part 2); 5:00 - 8:00pm Location: Residence Inn by Marriott, Pleasanton Cost: $199 Member / $299 Non-member FEBRUARY 2019
27
up
By Angelica Hobbs, Event Coordinator, Scholarship Committee Liaison
Events/Educatio
UCON’S SCHOLARSHIP AWARDS 2019
Ten Scholarships Will be Awarded— Accepting Applications February 22nd - May 10th
n
UCON will be awarding ten scholarships, totaling $23,000. Apply starting February 22nd—you are eligible if you meet ONE of the following criteria: • You are an employee, spouse, or dependent (of an employee) of a UCON member company attending any 2 or 4 year accredited college or university with a cumulative 3.0 GPA (all majors may apply) OR • You are a California college student majoring in Civil Engineering or Construction Management with a cumulative 3.0 GPA The deadline to apply is Friday, May 10th, 2019 (winners announced in July). For more information, contact Angelica Gouig at (925) 362-7309 or via email at agouig@unitedcontractors.org. u
Since 1994, UCON has awarded over $380,000 through its Scholarship Awards Program. Apply starting February 22nd— Deadline is May 10th, 2019, unitedcontractors.org/ scholarship
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FEBRUARY 2019
29
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SAFETY
By Cari Elofson, Assistant Director, OSHA Training Institute Education Center
Safety Training Delivers a Good Return on Investment There is no doubt a consensus among contractors and business owners that working towards eliminating or at least reducing fatalities, injuries and illnesses on jobsites is a sound business practice. Accidents on the job not only cause pain and suffering to workers and their families, but also cost companies billions of dollars every year. In its 2018 Workplace Safety Index, Liberty Mutual estimated that employers paid more than $1 billion per week in workers’ compensation costs for disabling, nonfatal workplace injuries. Injuries at worksites generate many costs that can impact a company’s bottom line. Direct costs are the easiest to see and understand, and most companies account for these direct costs by tracking such items as worker’s compensation claims and general medical costs for surgery or rehabilitation. However, direct costs are often only a small part of the bigger picture, while indirect costs, which are more difficult to quantify, often have a greater impact on the bottom line.
Direct costs associated with work-related injuries may include:
• Worker’s compensation premiums and payouts • Insurance premium increases • Medical costs for surgery, medicine and rehabilitation • Accident investigations and implementation of corrective actions • OSHA penalties • Civil liability and litigation costs
Indirect costs may include: • • • • •
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Loss of skilled workers Time and expense to replace and/or retrain workers Delays in work schedules and reduced productivity Lower worker morale Additional administrative work and management time associated with accident investigations and corrective actions • Potential loss of reputation and negative media attention Implementing safety and health management programs, including safety training, can significantly reduce
jobsite accidents and the resulting injuries and fatalities by identifying and eliminating or controlling jobsite hazards in a systematic way. Companies that incorporate hazard recognition and safety training report not only significant decreases in worksite incidents, but also many additional benefits that more than cover the cost of the programs, including: • Reduced direct costs associated with illness, injuries and fatalities, such as medical expenses, workers’ compensation payments, OSHA penalties and civil liabilities • Lower indirect costs resulting from injuries, such as loss of skilled workers, hiring and training replacement workers, schedule delays, lower productivity and morale and additional administrative time to manage the follow up to accidents • Improved employee morale, which can help reduce turnover and boost worker satisfaction • Improved teamwork and efficiency through safety training that encourages workers to look out for each other and cooperate to get the job done • A positive reputation as an employer that creates safe work sites and has lower than average accidents and injuries A 2017 survey of small business employees by EMPLOYERS Insurance found that the safety of the work environment was among the top criteria employees consider when evaluating a new job offer, ahead of factors such as the quality of potential coworkers and opportunities for professional growth. The survey results suggest that small business owners may be underselling an important factor that could give them an edge when recruiting workers.
In its 2018 Workplace Safety Index, Liberty Mutual estimated that employers paid more than $1 billion per week in workers’ compensation costs for disabling, non-fatal workplace injuries. In a survey of 254 companies by CPWR — The Center for Construction Research and Training, more respondents in 2015 reported that they were seeing positive impacts from their safety practices than in 2012, in several key categories: Continued on next page
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SAFETY •
•
•
•
Reportable Injuries: Reducing injuries is the most immediate goal of safety, and the contractors who reported a positive impact on this goal increased by 10% between 2012 and 2015. Business Benefits: Not only did many more contractors in 2015 than in 2012 note that their safety investments helped them to contract new work, but more also saw improvements in their project ROI in 2015. Staffing Benefits: Workforce shortages are becoming a serious factor for many companies, making the ability to retain current workers and attract new workers of growing importance. More contractors in 2015 reported that safety had a positive impact on both retention and recruiting than in 2012. Influence of Safety Training: Safety training is considered highly influential by a higher percentage of respondents in 2015 for company leadership (74%) and estimators (41%) than it was in 2012 (63% and 31%, respectively).
The CPWR survey also found that toolbox talks were considered the most effective means of communicating safety messages to jobsite workers. 48% of respondents ranked toolbox talks first among safety training techniques in 2015 compared with 41% in 2012. Companies reported that shorter focused safety discussions about practical safety issues on the jobsite resulted in higher levels of hazard awareness and safety precautions than other training delivery methods. Analyzing return on investment (ROI) of safety training allows companies to see the financial impact. An ROI analysis involves keeping track of training costs (design, development, delivery, materials and administration), followed by tracking the potential benefits after training, including labor savings, reduction in lost workdays, lower workers’ compensation costs, productivity increases and lower turnover costs. A comparison of the costs and benefits of safety training can help companies understand the results and determine the most effective methods for training delivery. According to the American Society of Safety Professionals (ASSP), sound safety practices are both 32 W W W . U N I T E D C O N T R A C T O R S . O R G
DON’T GIVE UP THE TOOLBOX TALKS! The CPWR survey also found that toolbox talks were considered the most effective means of communicating safety messages to jobsite workers.
socially responsible and good business. Research and industry experience suggest that employers who invest in occupational safety and health get a good return on investment (ROI), including: • A positive image among workers, customers and the public as a safety minded, health conscious and sustainable organization; • Compliance with regulations, laws and standards; • Cost savings resulting from a reduction in worker injuries and incidents; • Increased operational efficiency through higher worker productivity; • Improved employee satisfaction, which supports retention and recruitment. OSHA’s Business Case for Safety and Health web page offers resources and information covering many aspects of workplace safety ROI, including estimating the cost of injuries, how managers can demonstrate the value of safety, the business case for occupational safety and health, how accounting for employee safety in the design stage of a project may result in fewer injuries and illnesses and increased productivity, and much more. Establishing safety and health programs and providing training to prevent occupational injuries and illnesses is good for business and good for workers. u The OSHA Training Institute Education Center (OTIEC) at Chabot-Las Positas Community College District is authorized by OSHA to deliver training and has been conducting OSHA’s courses since 2008. OTIEC is one of UCON’s Partners in Education, and a UCON member since 2010.
Gather your safety information from last year’s 2018 projects and apply for UCON’s R.E.A.L. Safety Award, honoring the safest companies in our industry by Recognizing Excellence, Awareness, and Leadership in safety.
2018
APPLY NOW. DEADLINE MARCH 15, 2019.
R.E.A.L. SafetY awards Program
RECOGNIZING EXCELLENCE, AWARENESS & LEADERSHIP IN SAFETY
All contractors are eligible to apply. Applications are availale online February 12th through March 15th, 2019 at unitedcontractors.org. Winning companies will be featured in UCON’s June magazine, and on the UCON website. For more information, contact Julie Hinge, (925) 967-2466, jhinge@unitedcontractors.org. u
UCON Contractor members are eligible to apply for any of the following categories*: • Man-Hours Worked • Most Improved Safety Performance • Safety Hero of the Year • Most Unique Safety Project * applying for more than one category is accepted ** a project which has already won a R.E.A.L. Safety Award, is no longer eligible for application
FEBRUARY 2019
33
CALL
LAST
Save $$ and Make $$: Add Talent Development to Your Game Plan
25%
80%
Almost 80% of organizations say that staff turnover has a negative financial impact
Companies that invest $1,500 on training per employee can see an average of 25% more profit than companies who invest less.
35%
35% of millennials consider comprehensive training and development programs as the top benefit they would want from a company
8.6%
In a study of more than 3,200 US workplaces, a 10% increase in educational development produced an 8.6% gain in productivity
12x
Employees who feel they cannot develop in the company and fulfill their career goals are 12 times more likely to leave the company
93%
A staggering 93 percent of managers feel they need training on how to coach their employees.
Talent Development — Each year, over 65 contractor companies participate in UCON’s career development programs. Training programs have been proven to increase productivity, create change, and improve your bottom-line profit. UCON is committed to elevating the industry with top rated programs 34 W W W . U N I T E D C O N T R A C T O R S . O R G
taught by industry professionals, leaders and innovators through our UCON University. Take advantage of all of UCON’s education and training opportunities this year (see page 17 for more details), register now at
unitedcontractors.org Source: FMI Quarterly, fminet.com; PwC Report, pwc.com; IBM The Value of Training, ibm. com; Right Management, hr.blr.com; HR Magazine, huffingtonpost.com; The National Center on the Educational Quality of the Workforce (EQW), businessknowhow.com; inc.com
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0% FOR 48 MONTHS OR UP TO $5,000 CASH BACK *
**
ON SELECT COMPACT CAT MACHINES ®
Take 0% for 48 months financing—with $0 down!—or $5,000 cash back on these machines: • Compact track loaders • Mini excavators (303 – 310) • Compact wheel loaders (903 – 914)
Take 0% for 48 months financing—with $0 down!—or $3,000 cash back on these machines: • Skid steer loaders • Micro excavators (300.9 – 302.7)
Take 0% for 48 months financing with $0 down on these machines: • Backhoe loaders • Small wheel loaders • Small dozers • Telehandlers
Contact your Peterson Cat rep today or call 888-738-3776, email leads@petersoncat.com, or visit us online at petersoncat.com/bcpoffer *For complete details, check with your local Cat dealer. Financing offer valid from February 1, 2019 to June 30, 2019 on select models of new machines manufactured by Caterpillar Inc. Building Construction Products Division only (mini excavators, skid steer loaders, compact track loaders, multi terrain loaders, compact wheel loaders, backhoe loaders, small dozers, small wheel loaders and telehandlers). Offers do not apply to Cat Utility Vehicles. To be eligible, a sales contract must be signed during the offer period. Offer available only at participating Cat dealers. Offer is available to customers in the USA and Canada only and cannot be combined with any other offers. Prior purchases do not qualify. Offer subject to machine availability. To receive the financing offer, all balances must be financed through Cat Financial, subject to credit approval through Cat Financial. Financing rate is subject to approval and not all buyers will qualify. Higher rates apply for buyers with lower credit ratings. Final machine prices are subject to change. Payments are based on an installment sales contract with 48 monthly payments and $0 down. Payment amounts are based on specific machine model and configuration. Payments may vary. Payments do not include taxes, freight, set-up, delivery, document fees, inspections, additional options or attachments. Offer is subject to change without prior notice and additional terms and conditions may apply. This offer has no cash value and is not transferable. **The cash back offer is only available on mini excavators, skid steer loaders, compact track loaders, multi terrain loaders and compact wheel loaders and is based on a predetermined amount for each machine model that is applied to the sale price. Cash back amount varies by model. Customers can apply cash back offer to the sale price of the machine only. The cash back offer can only be redeemed at a participating Cat dealer and must be redeemed on the date of purchase. Machines sold in Canada by authorized dealers are priced in Canadian dollars and the sale price and cash back offer may take into account the exchange rate of Canadian dollars to U.S. dollars. The two-year standard warranty is only available on Cat mini excavators, skid steer loaders, compact track loaders and multi terrain loaders. P233_0119 © 2019 Caterpillar. All Rights Reserved. CAT, CATERPILLAR, LET’S DO THE WORK, their respective logos, “Caterpillar Yellow,” the “Power Edge” trade dress, as well as corporate and product identity used herein, are trademarks of Caterpillar and may not be used without permission.