BAKERSFIELD
3340 Allen Rd.
Bakersfield, CA 93314 (661) 631-5777
CONCORD
5151 Port Chicago Highway Concord, CA 94520 (925) 822-0366
FRESNO
5704 S. Toyota Place Fresno, CA 93275
(559) 442-8989
HAYWARD
4125 Breakwater Avenue Hayward, CA 94545 (510) 786-9506
RENO
12905 Old Virginia Road Reno, NV 89521 (775) 348-0140
SACRAMENTO
8565 Elder Creek Road Sacramento, CA 95828
(916) 383-7475
SALT LAKE CITY
1135 S. Pioneer Road Salt Lake City, UT 84104 (801)886-0586
SAN JOSE
2969 Daylight Way San Jose, CA 95111 (408)224-1052
SAN LUIS OBISPO
635 Tank Farm Road San Luis Obispo, CA 93401 (805)543-0113
TURLOCK
2800 N. Golden State Blvd. Turlock, CA 95382 (209)632-5084
SANTA ROSA
3963 Santa Rosa Ave. Santa Rosa, CA 95407 (707) 523-2350
SAN FRANCISCO 255 Selby Street San Francisco, CA 94124 (415) 642-2350
President Ron Bianchini, Preston Pipelines, Inc.
VP/President-Elect Kevin Hester, McGuire and Hester
Secretary/Treasurer Dale Breen, Midstate Barrier, Inc. Sec/Treas-Elect ...... Juan C. Arrequin, Bay Line Cutting & Coring, Inc.
Kelly Attebery, F & M Bank; Tom Barr, Ghilotti Bros., Inc.; Bryn Burke, Dees Burke Engineering Constructors, LLC; Teresa Dias, Peterson Trucks, Inc.; Kurt Eddy, Pavement Recycling Systems, Inc.; Greg Goebel Jr., Goebel Construction, Inc.; Alan Guy, Anvil Builders; Jeff Peel, Steve P. Rados, Inc.; Joe Sostaric, The Conco Companies
United Contractors Committee Chairs
Associates: Teresa Dias (Associate Director), Peterson Trucks, Inc. | Kelly Attebery (Associate Director-Elect), F & M Bank |
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: Robert Sabin, Harbor Linx, Inc. | 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: Trony Fuller, West Coast Sand & Gravel | Southern CA Steering Committee: Steve Concannon, Pavement Recycling Systems, Inc.
Mark Breslin, Chief Executive Officer; Emily Cohen, Executive Vice President; Tejel Patel, Executive Assistant to CEO; Ursula Becker, Executive Assistant to EVP; Victor Sella, Vice President of Labor Relations; Clay O’Neal, Regional Vice President, Southern CA Operations; Dave Jenkins, Contractor Services, Southern California; Ruby Varnadore, Labor Contracts Manager; Lucia Mixon, Senior Labor & Member Services Specialist; Sandra Kaya, Administrative Specialist; Sue Weiler-Doke, Labor Relations Consultant; Melissa Gutwald, Director of Finance & Operations; Denise Ramirez, Online Services Manager; Emmy McConnell, Senior Accountant; Michelle Hannigan, Bookkeeper; Angelica Gouig, Director of Events & Education; Christine Traina, Event Manager; Rachel Oraa, Event Assistant; Avanti Mehta, Education Assistant; Marissa Miller, Marketing & Communications Manager; Michelle Vejby, Publications Manager; Eddie Bernacchi, UCON Chief Lobbyist; Christopher Lee, Safety Consultant; Drew Delaney, Mike Buckantz, Regulatory Consultants
In the year 2025 approximately 75% of the US workforce will be Millennials. The second most active will be the 62,000,000 Gen Z workers right behind them. For all the talk about Next Generation Leaders, the fact is, they are here now. And successful organizations should have a game plan for their development. Because you can’t buy them off.
A convergence of market opportunity, shortage of talent, need for accelerated development and giving people a reason to stay (retention) all argue for a major rethink of how upcoming talent is cultivated. In addition to that, it is very likely that there is someone willing to pay your best talent more than you are paying them now. That sloshing you hear is the sound of desperate money chasing limited talent. So, you need to not only be at market for compensation, but providing more of what they need and want.
With this change comes acceptance of the changing of the guard. Of the culture. Of expectations. Of meeting people where they are. Moving from hours in the office seat, to outcomes and metrics of excellence. From 25-year service awards (which no young person expects to get or gives a crap about anyway) to individual development
plans, tools, budgets, coaches, feedback and internal/ external professionals to push the organization forward. There are three components for employers to keep in mind: opportunity, development and values. And if you miss one of these, you probably miss them all.
On the subject of opportunity, I had a remarkable conversation not long ago with the CEO of one of our member companies. He said, almost painfully, “Mark, I don’t have a choice. I have to grow.” I said hey man you sound bummed about that. He told me. “If I don’t grow, I am going to lose all my top talent at our mid-level. They are looking at the senior leaders ahead of them who are maybe 45 years old and they are thinking I’ve hit my ceiling, and maybe I should go someplace else.”
It’s the first time I heard one of our contractors talk about growth as a talent retention strategy. And it is real. Understand with great clarity that if you don’t have a path forward for them, and communicate it well, they will find another place to work that does.
On the challenge of career and skill development, UCON has been ahead of this curve for 10 years. We could see it from 100 miles away and built programs to meet contractors’ needs.
UCON LEADERSHIP & PROFESSIONAL DEVELOPMENT:
• 4,300+ individuals from over 265 companies registered for 2021/2022 courses.
• 2,100+ users of UCON’s App.
• 40+ classes offered in 2023.
• Highly rated—4.7 out of 5 overall, with several classes rated 5/5!
www.unitedcontractors.org/calendar
UCON provides Leadership Development at every level. UCON programs for development cover every area from Field to CEO. Your Foremen and Superintendents? Our Fearless Foreman has had 1200+ graduates. Your PM’s and PE’s? Our UCON Project Manager Career Advancement Program (PMCA) has had over 1000+ graduates (see pages 28-29). Your Senior leaders for now and the future for companies and industry? UCON’s Executive Leadership Program has had graduates from more than 150 companies in the association (all costs underwritten by UCON as an investment in future industry leadership—see the next few pages highlighting the program).
In addition, UCON in 2023 has 40+ professional development programs for talent at every level of your organization. I would love to tell you that is enough, but it’s not even close. What the new generation is looking for is ongoing individual development. What other strategies can be implemented? Here are some suggestions for your action plan:
• 360 Evaluations for your leaders to keep them sharp, humble and self-aware. The truth of what others really think of your performance can sting, but without that feedback lots of young hotshot leaders think they have arrived.
• Executive Coaching for your key team leaders. I always have some of my team in Coaching. Minimum nine months to a year. This is the kind of investment that boosts retention by taking a personal interest in the leaders you’ve got now.
• Formal Mentoring programs are here. Anyone who knows me well understands how important this is to me and how engaged I have been on this front. This is the most important thing in my view that creates super performers. Senior leaders must make the time. But the culture of the organization has to reflect it as well. Recently one of the members had me look at their company mentoring program template. It was 19 pages long and I had the opportunity to provide some practical and useful upgrades that they found helpful.
This is the obligation of those of us with experience to assist at the organizational, team and individual level in promoting mentoring as a best practice.
Knowledge transfer has very high commodity value. And finally this is not just for young people. I still have a mentor who is invaluable to me. A former Fortune 1000 turnaround guy who has more business insight that anyone I’ve met and more money than God. He does it because he wants to share wisdom and success with others. This is the same motivation that should drive all of us to do the same.
• Online courses that matter can make a difference. Recently some of my top leaders attended Wharton School of Business courses online. The best curriculum and instructors in the world at our fingertips. Don’t miss that opportunity as well.
The final and potentially most important factor is values. Gen Z rates compensation at number four on their list of why they would go to work for a company. What the Next Gen wants to know is this;
• Do you care about me and the people I work with, and can I feel it?
• What do you stand for as an organization and can I see it?
• Are you open with communications on direction and purpose?
• Do you have a fair, open, and merit-based culture that is also inclusive?
• Will my leader or manager be someone I can admire and will mentor me?
At UCON when asked about the most important parts of my job, I always come back to values. As the leader, if I don’t have clarity on what the organization stands for and how we execute as a result, then I am not giving my people their “reason why” and the members will feel it.
This issue of the magazine focuses on the number one challenge to our industry. Finding, developing, and retaining your Next Gen talent. UCON is your partner in this process. We are your resource and go-to and we have been doing it a long time. Don’t miss the opportunity to leverage these offerings with your people. Make sure your HR, Recruiting, Field Operations, and Senior Leaders all are engaged, informed and committed to this effort and connected to UCON. Formally, informally, and consistently. Because the news is in; you can’t buy them off. Not anymore. z
As part of UCON’s mission to build the next generation of industry leaders, five years ago we developed the Executive Leadership Program (ELP). The program, held annually, is a two-day, interactive, industry-tailored retreat which challenges participants to harness and grow their leadership skills.
The 2023 program was held May 1-2 in Southern CA and was attended by 24 leaders from across the industry. The UCON Board of Directors nominates participants based on their capacity to lead their organizations and the greater industry. Ultimately, the goal is to deepen their engagement within their own organizations, the industry, and UCON.
This small-group program is co-led by best-selling author, speaker, and consultant, Bill Treasurer, CEO of Giant Leap Consulting, and retired Navy Seal Captain John “Coach” Havlik, Ph.D., who are both experts in leadership development, strategic planning, and team building. Together, they lead attendees through an engaging and highly interactive curriculum focused on strengthening leadership in three broad areas: leading oneself, leading teams, and leading in the construction industry.
The mission of ELP is to help UCON members maximize their effectiveness and capacity to create more value for themselves, the people they work with, and the organization they serve. Members also build meaningful connections with each other over the two days, sharing ideas, experiences and challenges, while enjoying some casual connection time together.
The UCON Board of Directors views the ELP as a valuable, long-term investment in the organization and industry. Since its inception, more than 100 leaders from construction firms of all sizes have graduated from the program (see pages 10-11 for a full list of program participants). z
The Executive Leadership Program is an exclusive invitation-only program for established and emerging industry leaders. If you would like to learn more about the program, contact UCON’s Director of Events & Education, Angelica Gouig, agouig@unitedcontractors.org.
“I appreciated all the hard work that went into this program by UCON and the team. Keep it going!”
Thank you to the following companies and individuals who participated in our Executive Leadership Programs over the past 5 years.
Phil Albanese, Joseph J. Albanese, Inc.
Rick Andreatos, Pavement Recycling Systems, Inc.
Juan C. Arrequin, Bay Line Cutting & Coring, Inc.
Kelly Attebery, F & M Bank
Jeffrey Atwan, Atlantic Global Risk (Formerly
Bill Ayers, WMA Landscape Construction Inc.
Andrew Bader, Bear Electrical Solutions, Inc.
Thank you to our 2023 Executive Leadership Program Participants:
Brett Brennan, Urban Habitat
Mitchell Cooper, Cooper Engineering, Inc.
Matt Dorsa, O.C. Jones & Sons, Inc.
Jennifer Duncan, Mr. Crane
Ron Fadelli, Jr., Berkeley Cement, Inc.
Brian Gardner, Kiewit Infrastructure West Co.
Thiel Harryman, Underground Construction Co., Inc.
Jeff Hoebel, McGuire and Hester
Clark Hulbert, Teichert Inc.
David Jaeger, Nor Cal Pipeline Services
Alex Medyn, Group OHL North America
Alejandro Murillo, Joseph J. Albanese, Inc.
Andrew Paulazzo, Interstate Concrete Pumping Co. Inc.
Christi Plum, P C & N Construction, Inc.
Michael Prlich, Mike Prlich & Sons, Inc.
Everardo Rodriguez, The Traffic Guys LLC
Taka Sakai, Zefiro Corporation
Dean Salinas, DeSilva Gates Construction, LLC
Alexander Santamaria, Santamaria Concrete Inc.
Wes Staley, The Crane Guys
John Suarez, Suarez and Munoz Construction, Inc.
Ahron Valverde Jr, Valverde Construction, Inc.
Rita Vigil-Ferguson, G & F Concrete Cutting, Inc.
Jeffrey Ward, GSW Construction, Inc.
Andy Baksheeff, Con-Quest Contractors, Inc.
Thomas Barr, Ghilotti Bros., Inc.
Angela Bauman, Bauman Landscape and Construction, Inc.
Douglas Benton, Sierra Mountain Construction, Inc.
Bill Boyd, Sully-Miller Contracting Co.
Dale Breen, Midstate Barrier, Inc.
Bryn Burke, Dees Burke Engineering Constructors, LLC
Joe Capriola, Silverado Contractors, Inc.
Fernando Carillo, Yerba Buena Engineering & Construction, Inc.
Kimberly Carone, Harbor Linx, Inc.
Sean Castillo, Toro Enterprises, Inc.
Andre K. Catellier, P.E., R N R Construction, Inc.
Jeff Chrisp, Chrisp Company
Lance Concepcion, Gordon N. Ball, Inc.
Katie Condon, Condon-Johnson & Associates, Inc.
Denise Cooper, Cooper Engineering, Inc.
Robert Cowan, Marina Landscape, Inc.
Lisa de Freitas Sundberg, Platinum Pipeline, Inc.
Fernando De Leon, Shimmick Construction Company, Inc.
Chris DellAringa, Blue Iron Foundations & Shoring LLC
Chad Dessert, Preston Pipelines Infrastructure LLC –Preston Electric
Patrick Diebel, Woodruff-Sawyer & Co.
Bryan Dragus, Billd, LLC (formerly with Volvo Construction Equipment & Services)
Jimmy Draper, Shimmick Construction Company, Inc.
Ray Duran, Jr., Duran Construction Group
Kurt Eddy, Pavement Recycling Systems, Inc.
Gabe Farncroft, Bridgeway Civil Constructors, Inc.
Matthew Finley, McGuire and Hester
Gregg Fischer, Duran & Venables, Inc.
Louis “LJ” Fisher III, Cell-Crete Corporation
Doug Ford, Pavement Coatings Co.
Garrett Francis, Fryman Management Inc.
John Franich, Joseph J. Albanese, Inc.
Mike Gates, DeSilva Gates Construction, LLC
Vince Germann, BrightView Landscape Development, Inc.
Scott Ghilotti, Maggiora & Ghilotti, Inc.
Kevin Ghilotti, Team Ghilotti, Inc.
Mario Ghilotti, Ghilotti Bros., Inc.
Greg Goebel, Jr., Goebel Construction, Inc.
Matt Goldsmith, Smith Denison Construction Co.
Dave Greco, Teichert Inc.
Ryan Greene, O’Grady Paving, Inc.
Cody Gunning, GSW Construction Inc.
Alan Guy, Anvil Builders
Brenda Hampton-Ortiz, Super Seal & Stripe
Caleb Haus, KRC Safety Co., Inc.
Nina Hayes, ILB Electric
Dave Heier, Moss Adams LLP
Scott Helf, SVG Contractors, Inc.
Ed Herrnberger, Teichert Inc.
Tyler Hester, McGuire and Hester
Erik Jacobsson, Jacobsson Engineering Construction, Inc.
Monica Johnson, Independent Construction Company
Nick Jones, Ford Construction Company, Inc.
David Jordan, Vulcan Materials Co.
Kyle Kincaid, O’Grady Paving, Inc.
Nicole Laurence, Graniterock
Matt Lovingier, JMH Engineering and Construction, Inc.
Todd Majors, DMZ Builders
Felipe Martin, Martin Brothers Construction Inc.
Eric McCosker, Independent Construction Company
Dave Miller, Bolton & Company
Michael Mingrone, Robert A. Bothman Construction
John Moffat, MCK Services, Inc.
Catherine Moncada, Granite Construction Company
Tobin Moon, TYS, LLP
Carlos Moreno, The Traffic Guys LLC
Tony Naranjo, J&M Concrete Contractors
Jim Nelson, Western Paving Contractors, Inc.
David Nicholas, Statewide Safety Systems
Maizer Ouijdani, The Conco Companies
Mariano Pacheco, BATS Traffic Solutions, Inc.
Mark Padien, Guy F. Atkinson Construction, LLC
Jeffrey Pike, Total Traffic Control Inc.
Dean Pollack, Burnham Brown
Kyle Preston, Preston Pipelines Infrastructure LLC –Preston Electric
David Preston, Safety Striping Service, Inc.
Darrell Qualls, QLM, Inc.
Marco Ramirez, De Haro Ramirez Group
Carlos Raposo, J.J.R. Construction, Inc.
Joe Rehrmann, Stomper Company, Inc.
Kevin Reimers, Woodruff-Sawyer & Co.
Daniel Rodriguez, Bay Cities Paving & Grading, Inc.
Ben Rodriguez, Jr., Bay Cities Paving & Grading, Inc.
Tim Saenz, RMA Group, Inc.
Stephanie Samaniego, Lone Star Landscape, Inc.
Vince Scolari, McSherry & Hudson, LLC
Nicholas Scruggs, Columbia Electric, Inc.
Ricardo Sepulveda, Veteran Pipeline Construction
Dave Sherman, Capitol Barricade
Greg Silva, Haggerty Construction, Inc (Formerly Knife River Construction - Stockton)
Scott Silvestri, Ghilotti Bros., Inc.
Thomas Smith, Ghilotti Construction Co.
Brad Sorem, Mike Bubalo Construction Company
Fernando Soriano, Traffic Management, Inc. (TMI)
Joe Sostaric, The Conco Companies
Spencer Stahl, SpenCon Construction, Inc.
Dennis S. (Chip) Sterndahl, Sterndahl Enterprises, Inc.
Willy Stober, Gordon N. Ball, Inc.
Tanya Stukes, Kiewit Infrastructure West Co.
Keary Sullivan, F & M Bank
Sarah Tacker, Flatiron West, Inc.
Matt Tennyson, Tennyson Electric, Inc.
Jordan Thomas, Preston Pipelines Infrastructure LLC – Preston Electric
Chas Wall, Brosamer & Wall, Inc.
Daniel Wanner, Hoseley Corporation
Chad Watson, The Conco Companies
John White, Shimmick Construction Company, Inc.
Bill E. Williams, Garney Pacific, Inc.
Cory Wolfrom, Caliagua, Inc.
Peter Worhunsky, Live Oak Infrastructure and Radix Services (Formerly Disney Construction, Inc.)
Hiromi Young, Allen Construction Group LLP
This article is being re-issued by popular demand and its continual relevance as we ramp up into the busy season. If you didn’t read it last year, give it a look. I’d be interested in your feedback.
workforce as it was with previous generations. That’s a major industry issue, which unions and companies are doing all kinds of things to address with varying success.
Ifrequently get calls from contractors about their field workforce hiring challenges. Construction is by nature a production-based business. We want people who can get it done yesterday. And the expectations and incentives in the field to the c-suite typically line up with that. Yet we’re coming to generational cliff. How much longer do your key people have before they hang it up? 2 years? 5 years? 10 years, if you’re lucky?
While we can spend a lot of time defining or even complaining about the problem, there is a massively underutilized solution sitting beneath our noses. In fact, it’s one you’re already paying for.
If you don’t know what I’m talking about yet, let me ask you this: How many apprentices do you employ? Whether you know the answer or not, the future of the construction industry is not just in those programs, but most of the future talent we need is on a waitlist trying to get into the programs. At last count, over
So how is it that our industry is seeking thousands in new talent, but our talent pipeline isn’t getting them in? The answer is simple: You need to hire them. If apprentices on the out-of-work list don’t get hired, the thousands of applicants can’t get in. And if we don’t hire more, young talent who are interested in construction will move on to other industries before they get a chance to strap on their boots, let alone become the future leadership of your company and this industry.
Now, I’ve heard my fair share of feedback of how the next gen is lazy and doesn’t want to work hard. That message gets projected on apprenticeship programs as much as anything else. But as a member of that generation, it makes me curious about a couple things: How would you rate the quality of your company’s field
talent development and mentorship program? And how would your next-gen talent rate your program?
It’s true that the next gen is different. They want to know what the pathway is and how you’re going to help get them there. And if our industry is going to meet talent demands, we need to align with what makes the next gen tick. Apprenticeship is part of that. Your company’s development and mentorship program is part of that that. And UCON’s dozens of leadership and educational courses for field leaders are part of that.
This is the only way our industry can grow the workers that we need and move towards sustainable production —not developing talent is what creates the labor shortage. Think you can’t afford to put apprentices on your jobs? You can’t afford not to.
Many apprenticeship programs offer the ability to come talent scout apprentices or those wait-listed for the apprenticeship program, in case you don’t have someone you’d like to sponsor. Contact the apprenticeship programs listed on page 18 to start filling up your talent pipeline. z
IF WE DON’T HIRE MORE, YOUNG TALENT WHO ARE INTERESTED IN CONSTRUCTION WILL MOVE ON TO OTHER INDUSTRIES BEFORE THEY GET A CHANCE TO STRAP ON THEIR BOOTS.
UCON contacted all of our signatory unions to get the latest on their programs for training and development. In particular, we asked them to focus on their efforts to bring in a more diverse workforce, which helps contractors meet their DEI goals, and how they are attracting the next generation. The responses we received are featured here.
Submitted by Scott Lewis, Executive Director, NorCal Carpenters Training
The Nor Cal Carpenters Union (NCCU) and Nor Cal Carpenters Training (NCCT) are supporting the mentorships and recruiting of women and disadvantaged groups to the trades.
One way we are accomplishing this is by conducting all-female pre-apprenticeship training programs. The recruitment of these participants comes from working with our community-based organizations in underserved areas and contractors and hosting our own
that includes sisters that are successful in their industry becoming mentors to help those who are struggling with the transition into the trades. This committee also provides different services such as resumé preparation, navigating the worksite and effective communication. Monthly meetings are held to generate new ideas, provide mentoring to those in need or just share stories on the commonality of belonging.
With the recognition of industry hurdles, our employers are sending their employees to the International Training Center (ITC) for advanced leadership training. Our members are signing up on their own to attend the Journeymen Leadership Training and 212 Advanced Journeymen Leadership Training, and apprentices are signed up on a waiting list to be chosen to attend the 3rd Year Apprentice Program. These have become popular higher level than ever before, making weekly visits to
UCON members and staff tour the Training Center (from left to right): Marisa Miller UCON; Victor Sella, UCON; Dave Riccitiello, Golden State Bridge, Inc.; Joe Sostaric, The Conco Companies; Ken Lindberg, Power Engineering Construction Co.; Andy Vasconi, Casey-Fogli Concrete Contractors; Erin Estenson, Kiewit Infrastructure West Co.; Scott Lewis, Executive Director, NCCT; Emily Cohen, UCON; Angelica Gouig, UCON; Matt Rowlett, Director of Operations NCCT; Chris Pedroza, Executive Director, Carpenters 46 Counties Conference Boardthe Training Center to address each year of apprenticeship. With constant communications, the apprentices now understand this is their organization and are taking ownership of their responsibility for success.
We are developing local leadership training to address all areas of the construction site: Superintendent training, Foreman training, instructor leadership training, and Journey level training, as well as training for the apprentices to lead the industry in change. As we know, women in the construction industry is nothing new; however, there is still a need to increase the presence and overall representation of women working in the trades. The NCCU & NCCT will lead the industry to ensure our contractors set the standards and grow market share in the industry and have the inclusive workforce to represent the required changes for our future. Successfully arming our contractors with diversity not only in the management areas of the project but also the working power of diversity of boots on the construction sites.
Union companies, local unions, organizations and vendors participated in recent Women in Construction Career Events, hosted by the Nor Cal Carpenters Morgan Hill and Fairfield Training Centers. Speakers encouraged the growth and future of diversity in construction. Our industry partners, who have firsthand knowledge and experience with the trades, had tables set up to interact one-on-one with the participants in attendance.
Presentations from our training staff and trust fund employees allowed participants to gain a better understanding of the Nor Cal Carpenters Training Program and what it means to be a Union Member. Participants enjoyed hands-on experiences, like virtual reality welding, a nailing station and building toolboxes that they could take home. These interactive presentations are a big hit, because it makes carpentry an accessible job that they could see themselves doing in the future.
Events like this are vital to the future of our trade. We want to model how we are committed to helping anyone, no matter background or identity, who is interested in improving their lives, their communities and their futures. It gives the women who attended the opportunity to make connections, explore and start the process of becoming a proud Carpenters Union Member.
For more information, see our website: https://www. ctcnc.org/women-in-construction.html
Continued on next page
Submitted by Hugo de la Torre, Director of Apprenticeship, Laborers’ Training & Retraining Trust Fund for Northern California
As the last of this season’s storms pass and the sun begins to break through the skies, the Northern California Laborers Apprenticeship Program prepares to ramp up for the approaching peak season. As much needed as all the rain has been, it’s also brought a lot of damage to our roads and infrastructure. This, of course, means work for our members and contractors. To meet the incoming demand for laborer apprentices, we are deploying a varied approach to recruitment of the next generation of LiUNA members.
For starters, the tried-and-true method of partnering with local school districts and setting up a booth at career fairs continues to be an effective way of outreach and spreading information about our Apprenticeship Programs. Especially considering recent years’ events, we welcome the face-to-face interaction that these types of events offer us. Also, it affords us the opportunity to answer questions about our organization, our trade, and our contractors. In addition, we’re able to hand out informational brochures and other promotional items that contain our logo and links that direct interested individuals to our online application.
It goes without saying that anyone wanting to promote their business or organization needs to have a social media strategy. Understanding this, the Northern California Laborers Apprenticeship Program has utilized the wellknown social media platforms Facebook & Instagram (Tik-Tok account coming soon!) to make announcements, showcase our Apprentices in the field and in the classroom. We also have a YouTube channel which we admittedly haven’t been very active on, but are in the process of putting together content for.
Whether it be attending career fairs or online engagement through our social media platforms, the most effective strategy of recruitment for Laborers Apprenticeship has been our Pre-Apprenticeship Program model (PAP). Working directly with Community Based Organizations (CBO’s) to provide Multi-Craft Core Curriculum (MC3), the Laborers have opened career pathways for a variety of diverse groups. From all female cohorts, people transitioning back from incarceration looking for a new start to members from communities that have historically been underserved. As one of the first supporters of San Francisco’s City Build Academy back in 2006, spearheaded by then mayor Gavin Newsom, the Laborers Training Center has gone on to create dozens of similar partnerships over the past 17 years. We take great pride in the work we’ve done and understand that we will need to remain dynamic and innovative to meet the future needs of our organization and our signatory contractors. For more information, www.norcaltc.org.
Submitted by Larry L. Hopkins, Director of Training, Operating Engineers Local No. 12
The Operating Engineers Training Trust (OETT) has over 750 apprentices enrolled in our program, headquartered in Whittier, California. For several years now the OETT has stepped up our efforts to recruit female and disadvantaged candidates to apply for our apprentice program, through participation at job fairs in southern California.
The OETT currently has 5.35% female participation throughout the entire program on average, which is nearly 1-1/2% higher than the national average, but we continue working hard to push those numbers higher. Our Special Building Inspector apprentice program has over 28% female participation and seems to be continually growing. Our training staff includes a female coordinator and female instructors, who are graduates of our program, that not only perform important technical training for our apprentices, but also attend many of these job fairs as role models to women who may be interested but apprehensive to apply. They can encourage them to take that step and overcome their apprehension, opening a door for a great opportunity.
We often hear that the bigger issue with recruiting women is childcare or similar challenges that exist disproportionately with women. We have been doing our best to educate ourselves on the available resource options for single mothers to tap into, that may help mitigate some of these problems. The fact is that not a lot of options exist at this point. The requirements for early morning and sometimes overnight shifts are predominant in the construction industry, and daycare often becomes a roadblock for single parents. We are hopeful that the state and federal agencies, as well as the construction industry, will continue to search for a resolution to these problems.
Our organization, historically, has not had a lot of success tracking the disadvantaged participation, as completing surveys is strictly voluntary and some do not wish to disclose this information. We do, however, believe that it is a sizable number, based on observation over the years and hearing the many testimonials that we have heard from participants.
There are several job fairs that we participate in that offer very diverse audiences, including high schools, junior colleges, The Salvation Army, Women in nontraditional employment roles, MC3, and a host of other organizations. Part of our strategy is to have current or graduated apprentices with similar backgrounds attend these fairs, when available, and offer testimonials to their success in the apprentice program. Some of our members are more than willing to share their stories of where they were in their life and the opportunity apprenticeship gave them.
We sometimes offer a direct entry option for those from a low socioeconomic background who have passed the entrance exam and meet the other qualifications. This gives them a leg up and provides a special opportunity for entrance into our apprenticeship program.
In conclusion, the OETT will continue to strive for inclusion and equality in the trades. However it is so important to realize that this will require a collaborative effort between programs and employers to close this gap. z
Have you contacted your union’s training center lately to see what they have to help you develop an effective workforce? The list below contains links to training program information including apprenticeship, and upcoming schedules where available, and the main phone numbers to contact at each training center.
Carpenters/Pile Drivers: (925) 462-9640
• https://journeyman.ctcnc.org/
Journeyperson-level class schedules and course descriptions
• http://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
• https://www.norcalcementmasons.org/Training_Journey/
General information on journey-level training
• http://www.norcalcementmasonsapprenticeship.org
Information on apprenticeship, including courses and schedule of classes
Laborers: (925) 828-2513
• https://norcaltc.org/
Information on both journey-level training and apprenticeship, along with current schedule of classes
Operating Engineers Local No. 3: (916) 354-2029
• https://www.oe3.org/training-california/
Information on both journey-level training and apprenticeship
Teamsters: (916) 354-2122
• http://www.nctat.org/cs/
Information on training; click on the drop-down under Classes for the Class Schedule
Carpenters/Pile Drivers: (855) 533-5282
• https://www.swctf.org/
Information on both journey-level training and apprenticeship with class schedule by course
Cement Masons: (626) 444-4600
• https://www.cmscapprentice.org/
Information on apprenticeship
• https://www.cmscapprentice.org/training-schedules-1 Schedule for classes by location and program (apprentice schedules, and OSHA and Confined Space which are also open to journey-level workers)
Laborers: (626) 610-1700
• https://www.laborerstrainingschool.com/
Information on both journey-level training and apprenticeship
• https://www.laborerstrainingschool.com/calendars Schedule for classes by location and program
Operating Engineers Local No. 12: (562) 695-0611
• https://www.oett.net/
Information on both journeyman training and apprenticeship
Iron Workers: (707) 746-7666
• http://www.ironworkers.org/training
Information on both journeyman training and apprenticeship
• http://www.ironworkers.org/training/regional-training-centers Link to class schedules
Iwas hired as the Director of Government Relations when I first came to United Contractors 13+ years ago. I was (very) young, I had no experience in the construction industry or the association world, and I was convinced they were insane for hiring me. I didn’t think I’d last long, and I certainly didn’t plan on building a career here. On day one, before sending me out in the world, Mark Breslin, CEO, gave me three blunt pieces of advice:
From here on out, it will be all or mostly men when you walk into a room. Speak up in the first 15 minutes, or they’ll expect you to start taking the minutes.
People are going to ask you your age. Don’t tell them. It’s none of their f*cking business. You don’t have to put up with any BS. Come to me. I will always have your back.
Although I didn’t realize it at the time, those three pieces of advice profoundly impacted my career and my ability to navigate the industry and be successful.
When Mark told me to speak up within the first 15 minutes, I heard, “You belong in any room or space where you are representing UCON. Your ideas matter.” When he told me not to tell anyone my age, I heard, “Your career, contributions, and work here are serious, and I expect you to be taken seriously.” And when he told me he would always have my back, what I heard loud and clear was….”I will always have your back.”
This month’s issue focuses on challenges and opportunities for recruiting the next generation into the industry. As a female, a millennial, an association leader, and someone passionate about what this industry offers the next generation, I am constantly thinking about what we can—and must—do to bring more people in. Where are we getting it right? And where, most urgently, do we need to change what we are doing?
Recently, I had the opportunity to moderate three separate panels and participate in two podcasts, all focused on how to recruit more women into the industry. As a result, I saw and heard some consistent themes around the opportunities and roadblocks we face. I share them with you because 1) they’re honest and eye-opening, and 2) most importantly, they do not just apply to women. From the C-suite to the field and every position in between, here were the key themes:
What are the biggest barriers to bringing women into construction careers?
• Still perception of a good ol’ boys club
• The face of the industry is still very male-dominated, so many women don’t see themselves in it. We must change the faces we put forward in our marketing about the industry so that more people see themselves in it.
• There’s still a misperception that you must be physically strong. We need problem solvers, team builders, innovators, and people who take pride in their work. But we aren’t telling that story.
How can employers and unions help overcome the perceptions holding the industry back from recruiting more people?
• Change how we tell the story of construction.
• Show a more diverse industry and you will attract more diverse talent. “You cannot be what you cannot see.”
• We must build a better culture that fosters a sense of belonging.
• We must take a more active role in mentoring and putting mentor systems (formally and informally) into place.
• Go beyond recruiting from STEM. Look for people studying in other fields.
What is the most important thing a company can do to help women succeed at all levels of the business?
• Build a human-centric company culture where all people are valued for their ideas and contributions.
• Invest in recruiting women at all levels.
• Re-set expectations and be honest about the work and what it takes to succeed.
• Make sure they have a mentor and opportunities to grow and learn.
Again, what’s important about this feedback is that it doesn’t just apply to recruiting women into the industry. These changes can profoundly impact driving more talent into this industry, no matter who they are, where they came from, or what they look like.
My final question to all panelists and interviewees was: What do you love about working in this industry?
• We are doing important work for the communities we live in.
• I am building significant infrastructure that I can point to and be proud of.
Continued on next page
Other law firms interpret construction law. Carno Law Group Defines it.
• As a woman in this industry, I’m a trailblazer.
• Every day is different.
• The sky is the limit.
• Or, as one Carpenter put it: “It takes a certain kind of person to succeed in this industry—but they can come from anywhere. Doesn’t matter about your background. We don’t care where you’ve been or what degree you have or don’t have. We care about what you can contribute.”
1. Change the story we are telling about this industry and what it means to be a part of it and expand who we are telling that story to.
2. Mentor the next generation at every level.
3. And focus on building an industry and company culture that people can see themselves in and want to be a part of.
I still think about that first conversation I had with Mark as my new boss and its impact. These days, it’s a reminder that we all have a part to play in shaping how we recruit the next generation and how we show up to help them succeed: Mentor. Set the expectation that this is an industry—and you are a company—where, no matter their background, gender, color, or creed— their ideas and contributions will matter. And build a company culture that has their back and sets them up for success on day one.
By deploying these important changes across the industry, I am convinced we can transform from a talent shortage to a talent abundance. Ten years from now, let’s all look back and be proud of the changes we made and the results we delivered for our companies and the greater industry. z
Emily Cohen is Executive Vice President of UCON. She oversees government relations, public policy, political advocacy and external affairs for United Contractors. She is driven by the opportunity to elevate the industry and the voice of UCON members across California. Contact her at (925) 855-7900.
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Alogical question most contractors have is how to best engage the next generation. Succession in business requires successors, and there can be no successful transition without a thriving, prepared, and committed group of people. This task of preparing for succession can feel incredibly daunting for contractors who, since succession usually only comes around once every quarter century or so, don’t have track on which to run. How can they tap into the potential greatness of their future leaders?
There are seven common traits among companies that build robust successor leadership and, ultimately, winning succession strategies.
First, great contractors are deliberate about developing their successors. These companies engage and inspire future leaders to not only understand the fundamentals of their craft, but also the bigger picture. For example, project managers understand their impact on the finances and the challenges of procuring work. This development doesn’t just happen through osmosis, but rather a deliberate process to identify, train, and engage high potential next generation leaders.
Next, these companies successfully develop their people by focusing on their mission, vision, and values— concepts that provide the guideposts and compass necessary for a changing business environment. What makes the best contractors special and unique are the values that allow them to do what they do in a way unique to their employees and trade partners. Focusing future leaders on the core values most important to you provides a cornerstone of learning and a foundation for the future.
Third, companies surround their successor leaders with other great leaders. I’ve seen this firsthand having been fortunate to engage with the best employers of EUCA and then UCON. The ability to learn from other owners and leaders in the construction industry helped shape me to be the person I am today. Exposing your rising leaders to diverse and accomplished mentor figures will broaden their perspectives and create strong relationships; iron sharpens iron!
The next trait takes effort—leaders successfully developing successor leadership invest time in their people. This involves engaging with future leaders —understanding what inspires them, what engages them, and what they value in their careers. It isn’t until your rising leaders understand how much you care about them that they care about how much you know. Use your time together to learn about them as leaders personally and professionally—show through actions that your investment in them transcends the enterprise and instead is focused on them individually.
The fifth trait is running your company with an appropriate level of transparency. I had the opportunity to learn this firsthand taking over from my father who ran his business focused on privacy and “mind your own business.” I learned quickly how important it was for others to not just share your leadership “burden” but to understand the overall challenges of business. In the event of an untimely departure, you want your successor leaders to be prepared and to understand the bigger challenges of business. In other words, they will have the ability to focus on the forest instead of just a few individual trees.
The sixth trait is successful leaders celebrate and appreciate the contributions of their successors. They allow for mistakes— everyone makes them. Successful leaders readily accept blame for things that don’t go quite right, but quickly look outward to deflect credit to others for things that go well.
Appreciation and recognition are powerful tools in today’s world of cutthroat competition for talent.
The seventh and last trait: don’t confuse enthusiasm with capability. Leaders must have a grasp on reality and the ability to appropriately set expectations and hold
others accountable while inspiring future leaders to push their limits. Some cheering the loudest are simply hiding inabilities—and it takes a special leader to recognize talent and set appropriate expectations without quashing the inner aspiration to be the best one can be.
Ultimately, developing successor leadership requires effort in developing the skills necessary to lead, inspire, and cultivate relationships. This transcends the ability to build, construct, or engineer—it is about leading people, driving culture, and inspiring greatness. Anyone can build structures, but it takes effort and deliberation to build future leaders—it doesn’t just happen on its own! z
Kevin J. Albanese is a Senior Consultant with the Family Business Institute (“FBI”). He works with contractors across the U.S. and Canada on strategic planning, succession planning, and CEO peer group facilitation. Additionally, he is a speaker and Contractor Business Boot Camp instructor helping to develop the industry’s future leaders. Kevin is a Past-President of United Contractors and retired from Joseph J. Albanese, Inc. as CEO and President in 2020.
As a member of United Contractors (UCON), you and your teams have access to quality learning resources and experiences—focused meaningful professional and leadership development to meet you wherever you are on your career path. Check out the following offerings, targeted to your next gen leaders:
This innovative program reveals the essentials of Construction Project Management with an engaging and interactive learning environment that encourages team collaboration and will increase overall job performance. The courses offered in this thirteen-week program go deeper and are more interactive than the classes offered to the general membership. You will learn new strategies and gain valuable insight on courses related to your profession, and further your personal growth and development.
PMCA Session Dates/Times:
Wednesdays: July 19 through October 11; 9:00am-Noon; Graduation: October 18
Instructors: Vary per class
Class Style: Virtual | Class Limit: 25
Early-Bird Cost (expires June 19): Member: $2,185;
Non-member: $2,285
Standard Cost: Member: $2,200; Non-member $2,300
UCON’s PMCA Program includes all of the following class sessions:
SESSION 1: Emotionally Intelligent Leader
Wednesday, July 19 and July 26; 9:00am-Noon
Instructor: Estie Briggs, Briggs Performance Consulting
Construction executives, managers, and supervisors who lead with emotional intelligence (EQ) create a culture of success in their workplaces. Includes two 1-1 coaching sessions paired with EQi assessments at the start and conclusion of the PMCA program.
SESSION 2: Customer Connected
Wednesday, August 2; 9:00am-Noon
Instructor: Bill Treasurer, Giant Leap Consulting
Learn strategies for initiating, building and capitalizing on strong internal and external customer relationships.
SESSION 3: Conflict Resolution in Construction
Wednesday, August 9; 9:00am-Noon
Instructor: Rob Reaugh, OrgMetrics LLC
Learn practical skills that will help you improve as a communicator, negotiator and project leader.
“Extremely useful for anyone that wants to advance their careers in construction. The material is interesting and increases your understanding of what goes on in the background or at a higher level in the industry.” —Joseph J. Albanese, Inc.
Do you want to be recognized as a Professional Foreman, Leader, and Manager? Take the following seminar taught by UCON’s CEO, Mark Breslin, that focuses on key strategies and techniques to emerge as leaders, mentors, and innovators on the jobsite.
June 14 – Northern CA
Wednesday, June 14; 4:30pm-8:00pm
Class Style: In-person | Class Limit: 110 Cost – Member: Early-Bird $210; Standard $225 | Non-member: Early-Bird $310; Standard $325
(Early-Bird pricing expires May 14)
Location: San Ramon Marriott, San Ramon 2600 Bishop Drive, San Ramon, CA 94583
SESSION 4: Communication for Construction Professionals
Wednesday, August 16; 9:30am-12:30pm
Instructor: Eric Herdman
This training offers the easiest, most effective way to build essential communication skills and rapport.
SESSION 5: Construction Contracts
Wednesday, August 23; 9:00am-Noon
Instructor: A. Robert Rosin, Leonidou & Rosin Professional Corp.
Gain valuable tips on how to modify contract language and what impact those changes may have.
SESSION 6: Change Orders
Wednesday, August 30; 9:00am-Noon
Instructor: A. Robert Rosin, Leonidou & Rosin Professional Corp.
Learn about warning signs for claims, and how to identify, preserve, document, perfect, and quantify your damages, including delay damages
SESSION 7: Construction Finance
Wednesday, September 13; 9:00am-Noon
Instructors: Russ Riger and David Ternes, CliftonLarsonAllen LLP
Hands-on training with focus on the percentage of completion method, job costing, estimated costs to complete, and cash flow examples.
September 21 – Southern CA
Thursday, September 21; 4:30pm-8:00pm
Class Style: In-person | Class Limit: 100
Cost – Member: Early-Bird $210; Standard $225 |
Non-member: Early-Bird $310; Standard $325
(Early-Bird pricing expires August 21)
Location: Long Beach Marriott, Long Beach 4700 Airport Plaza Drive, Long Beach, CA 90815
SESSION 8: Insurance and Bonding
Wednesday, September 20; 9:00am-Noon
Instructors: Tyler Kannon and Kevin Re, Arthur J. Gallagher & Co. Includes case studies and breakout rooms to practice applying the principles learned to mitigate risk.
SESSION 9: No BS Leadership
Wednesday, September 27; 9:00am-Noon
Instructor: Mark Breslin, United Contractors
Obtain resources and ideas on taking ownership of your own development and advancement.
SESSION 10: Project Documentation
Wednesday, October 4; 9:00am-Noon
Instructor: Paul Stout, Power Summit
Participants will be challenged to understand the why and the how of communicating within the industry.
SESSION 11: Project Closeout
Wednesday, October 11; 9:00am-Noon
Instructor: Paul Stout, Power Summit
Think outside the matrix of conventional wisdom to seek new ways to expedite project closeout.
PMCA Graduation
Wednesday, October 18; 10:00am-Noon
Bakersfield 3105 Gateway Ave (855)376-5050
Dublin 6400 Sierra Ct, Ste G (844)829-1910
Fresno 4569 E. Home Ave (888)585-8137
Napa 10 Enterprise Ct (800)675-2656
Oakland 425 Market St (877)689-7223
Sacramento (I-50) 8400 24th Ave (800)267-1444
Sacramento (I-80) 5425 Stationers Way (844)717-8579
San Carlos 1691 Bayport Ave (888)700-3349
San Francisco 200 Florida St (877)686-7223
San Jose 630 Quinn Ave (800)619-4723
San Rafael 1151 Andersen Dr (888)454-8282
Santa Clara 605 Laurelwood Rd (877)685-7223
Santa
Stockton 4015 Newton Rd (888)463-7593
Yuba City 717 Bridge St (800)215-3893
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635,709 HOURS OF TRAINING
4,782 CLASSES PERFORMED
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26,957 STUDENTS TAUGHT
UCON’s Throw Down for Education Cornhole Tournament returned to Wente Vineyard in Livermore on May 4, 2023. The weather didn’t dampen our spirits! Teams had an a-maizing time with over 200 people joining UCON to go headto-head in a friendly bean bag toss competition to raise funds for UCON’s Scholarship Program. The program helps deserving students—member-affiliated, as well as those studying Construction Management and/or Civil Engineering at California colleges.
For the first time in Throw Down history, the Long Toss Competition sponsored by Bolton & Company awarded a $500 prize to the bag nearest to the hole, crowning them Kernal of the event. Congrats to Drew Walker of Hoseley Corporation and all our 2023 Throw Down Winners!
“UCON isn’t just about the construction industry; it’s about the construction community. The proof is in their events.”
—Joe Santos, Anvil Builders Inc.
1st Place: Team OCJ | Justin Cromwell & Danny Muscarella of O.C. Jones & Sons, Inc.
2nd Place: Anvil PC490’s | Ross Wickes & Bryan Burnham of Anvil Builders
3rd Place: CornStars2 | Kurt Roessler & Jacob Lomanto of Duran & Venables, Inc.
4th Place : Bag Slingers | Robert Magana & Matt Spencer of Heritage Bank of Commerce
THANK YOU TO OUR UCON 2023 ANNUAL SPONSORS:
ANNUAL PLATINUM SPONSORS —
Ghilotti Construction Co.
R N R Construction, Inc.
Trench Shoring Company
ANNUAL GOLD SPONSORS —
Anvil Builders
Bay Area Traffic Solutions
Chrisp Company
Granite Construction Company
Graniterock
Griffin Soil Group
Joseph J. Albanese, Inc.
PACE Supply
Pavement Coatings Co.
Pavement Recycling Systems, Inc.
Peterson Cat
R & M Paving
Smith Currie & Hancock, LLP
Stacy and Witbeck, Inc.
Sukut Construction
Sully-Miller Contracting Company
Sweeney Mason LLP
Teichert Inc.
United Rentals Trench Safety
Vulcan Materials Company
Woodruff-Sawyer & Co.
ANNUAL SILVER SPONSORS —
Acrisure/PentaRisk Insurance Services LLC
Alliant Insurance Services, Inc.
Bauman Landscape and Construction, Inc.
Bay Area Temporary Sanitation
BFBA, LLP
Blue Iron Foundations & Shoring LLC
BrightView Landscape Development, Inc.
California Bank of Commerce
Carno Law Group
Cell-Crete Corporation
CliftonLarsonAllen LLP
The Conco Companies
DMZ Builders
Doyle’s Work Company, Inc.
Dynamic Office & Accounting Solutions/
Dynamic Technical Partners
Ghilotti Bros., Inc.
The Hartford
Heritage Bank of Commerce
Hoseley Corporation
JCC, Inc.
Kiewit Infrastructure West Co.
Knife River Construction
McSherry & Hudson, LLC
Midstate Barrier, Inc.
Moss Adams LLP
National Trench Safety, LLC
Newfront
Silverado Contractors, Inc.
Smith Denison Construction Co.
Team Ghilotti, Inc.
Toro Enterprises, Inc.
TYS, LLP
Underground Construction Co., Inc.
Volvo Construction Equipment & Services
Walsh Construction Company II, LLC
Kelly Attebery, F&M Bank
Sam Campos, Sompo International Insurance
Tyler Christensen. Enterprise Fleet Management
Ross Darby, HUB International Insurance Services Inc.
Lisa de Freitas Sundberg, Platinum Pipeline, Inc.
Teresa Dias, Peterson Trucks
Dylan Eggers, The Conco Companies
Lindsey Eppler, LogoBoss LLC
Delwyn Falk, George Reed, Inc.
Trony Fuller, Vulcan Materials Co., Western Division
Jason Herrera, BFBA, LLP
Andrew Holloway, Woodruff-Sawyer & Co.
Glen Hungerbuhler, Mission Clay Products, LLC
Andrew Kavert, Peterson Trucks, Inc.
Michael Kirby, National Trench Safety, LLC
Roger Mason, Sweeney Mason LLP
Lisa Mearns, BFBA, LLP
Clinton Pickering, Heritage Bank of Commerce
Kevin Reimers, Woodruff-Sawyer & Co.
Melanie Rickett, Allen A. Waggoner Construction, Inc.
Russell Rigler, CliftonLarsonAllen LLP
Hiromi Young, Allen Construction Group LLP
REGISTRATION SPONSOR BEAN BAG SPONSOR
WATER BOTTLE SPONSOR SUNSCREEN SPONSOR
BOARD SPONSORS
Thank you to Wente Vineyards, Winslow & Associates, Construct Your Image, Bolton & Company, Brad Kinney Productions, Breslow Imaging for photography, and our UCON members for helping to make this a successful Throw Down event!
Take advantage of UCON’s Professional Development Programs—40+ classes focused on Leadership, Safety, Compliance, HR, Construction Specific and more. Most classes are FREE to UCON members.
Over 4,300 individuals from over 230 companies registered for classes last year. We have highlighted the 2023 May and June classes on the following pages. Plus, we have just announced our Project Management Career Advancement (PMCA) class for 2023 (see pages 28-29
By Angelica Gouig, Director of Events and Education
for more detail). Be sure to download the latest 2023 UCON Professional Development catalog, as we continue to add classes to our offerings for the year—register: www.unitedcontractors.org/calendar For any questions regarding
MAY 11
Analyze Problems and Make Decisions
Thursday, May 11; 2:30pm-5:30pm
Instructor: Cayly Dixon, Dale Carnegie
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: FREE |
Non-member: $100
MAY 18
Transition from Doing the Job to Manager
Thursday, May 18; 2:30pm-4:30pm
Instructor: Eric Herdman, Speaker
Class Style: Virtual | Class
Limit: Unlimited
Cost – Member: Free |
Non-member: $100
JUNE COURSES:
JUNE 6
The Art of Supportive Leadership
Tuesday, June 6; 2:30pm-4:00pm
Instructor: David Gamow, Clarity Seminars
Class Style: Virtual
Class Limit: Unlimited
Cost – Member: Free
Non-member: $100
JUNE 8
The Critical Processes that Drive Project Success
Thursday, June 8; 2:30pm-4:30pm
Instructors: Luke Matelan, FMI
Class Style: Virtual | Class Limit: Unlimited
Cost – Member: FREE | Non-member: $100
JUNE 14
Fearless Field Leader (Northern CA)
Previously Fearless Foreman
Wednesday, June 14; 4:30pm-8:00pm
Instructor: Mark Breslin, United Contractors
Class Style: In-person | Class Limit: 110
Cost – Member: Early-Bird $210; Standard $225 | Nonmember: Early-Bird $310; Standard $325 (Early-Bird pricing expires May 14)
Location: San Ramon Marriott, San Ramon 2600 Bishop Drive, San Ramon, CA 94583
JUNE 27
Construction
Estimating—A Quick Start Guide
Tuesday, June 27; 2:30pm-4:00pm
Instructor: Paul Stout, Power Summit
Class Style: Virtual | Class Limit: Unlimited Cost – Member: FREE | Non-member: $100
JUNE 29
Creating Pathways into Construction
Thursday, June 29; 2:30pm-4:30pm
Instructors: Stephane McShane, Maxim Consulting Group
Class Style: Virtual | Class Limit: Unlimited
Cost – Member: FREE |
Non-member: $100
Register: www.unitedcontractors.org/calendar
please join us for two special evenings to benefit the ucon pac
southern california:
may 25, 2023
Thursday, 5:00 - 8:00pm
Location: Salt Creek Grille, Dana Point, CA
northern california:
july 20, 2023
Thursday, 5:00 - 8:00pm
Location: Alamo, CA, home of Mark Breslin, UCON CEO
Attend one or both special evenings. Enjoy premium wines, great food, specialty cocktails, and networking with industry leaders in support of UCON’s Political Action Committee.
The UCON Political Action Committee (PAC) exists to improve your business environment by strengthening the political voice of union contractors.
To learn more, or register, visit: unitedcontractors.org/PAC2023
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.
Dear Sue, I have owned my engineering construction business for 30 years. I’ve seen a lot of changes over the years, but it seems like there are so many things shifting that I can’t see what’s going to happen over the next 5-10 years. Can you help me get some perspective?
You are not alone in wondering what is going to happen over the next decade or so. We are seeing so many things shift that it is very hard to keep up with all of the changes. I believe, if you can see, the large disrupting changes, then the future becomes much more predictable. So, here are five disruptions that are happening and changing how construction operates.
Here are five disruptions that are happening and changing how construction operates.
Edelman does research worldwide each year to determine the level of trust in the U.S. and worldwide. In 2022 the Trust Barometer1 dipped
into Distrust as the norm worldwide. This means that your employees, customers, vendors, are all going to be distrusting you as their norm. You will need to do much more to build trust in your relationships. In 2023 the Trust Barometer moved further away from trust into polarization. This means the norm is “you vs me,” or “us vs them.” This is the norm worldwide as the response to everything—including business, and we all know that construction already has an adversarial tendency. When you are polarized you feel the need to protect. So, communication and coordination are much more difficult. But if you can drive out fear and build trust, then you will be a superstar in this environment.
The post pandemic state of work has changed, probably forever. Over 80% of employees surveyed do NOT want to go to work outside of their home. There are several studies, but in 2023 around 70% of workers worked from home (full time or hybrid). During the pandemic 7.7 percent of construction workers worked remotely. What does this mean for construction workers? The friction between employees and employers is prompting some construction workers to look for a new place to work. You are seeing many people shifting companies. Of course, in construction, some work must take place on the job, but many teams rarely meet in person. What employees seem to want most is flexibility. This really takes a mind shift for construction business leaders. It takes a different type of company culture and structure to create a team that is both apart physically, but together and cohesive as a team. Of course, you will need a coordinated set of remote tools and processes so your team can work together remotely. Knowing when to bring people together face to face, and when to allow for
the flexibility to work from home will be the key to becoming a powerful construction leader.
Anyone who has played with Open AI’s ChatGPT knows that we are on the cusp of a digital transformation. ChatGPT is a language model that can serve as an administrative, research, writing assistant. Language AI is just in its infancy, but the rate of growth is astounding. And it isn’t going to stop with ChatGPT— it is estimated that the “singularity” will occur between 2035-2045. The singularity is when technology becomes intelligent and capable of its own reproduction. With the emergence of AI, many things will be possible that today would be impossible. In construction this will mean that our machines are much smarter than they are today. That our computers are much smarter, and that we are much more interactive with our computers—talking with them to solve problems or set out the work to be done. Smart AI will be augmenting every part of what we do in ways that today we can’t imagine. With web 3.0 this will also incorporate more three-dimensional interactions in all aspects of our life and business. We already have this within the traffic apps that are tied to the highway data system. It will expand so that your experience will be integrated into systems where computers are assisting you to do more, with greater accuracy. Keeping up with the emerging technologies is a good way to predict the future of work, including construction.
Continued on next page
Disruption is under way and accelerating
We have all watched as climate change has shifted weather into new, and more dramatic, weather patterns. From fires, flooding, tornados, hurricanes, extreme heat, and extreme cold, weather has a much larger, and growing, impact on construction. Project delays caused by weather are approaching $4B in weather delays. It isn’t that unusual to have 30 days of weather delay in a month, sometimes making projects miss an entire construction season. Colder and hotter weather for longer durations is making work more dangerous for workers. This shows up in higher workers’ compensation rates. Climate change is driving changes in construction materials composition and manufacturing, and increasingly there is a need for lighter, stronger, more durable materials. This drives up costs. Insurance costs are being driven up due to the many project delays. Construction operates on very
small margins, as climate change is driving up costs and we try to keep the margins needed to succeed.
Today nearly 500,000 construction jobs are unfilled. In two years, as more people in the industry retire, that number will grow to 620,000. People are not coming into construction today like they have in the past. We still have 20 years of an ageing population to deal with, that will open up even more jobs. The good news is that both women and Gen Z folks are much more open to joining the industry. But they must know about it, feel welcomed, and feel it meets their flexibility needs. Gen Z will be in power for over 50 years, so what they do will determine what happens in construction.
These five disruptions are underway and accelerating. These disruptions can either be a challenge for you to try to overcome. Or they can be an opportunity for you to create a strong competitive advantage. The choice is yours. But there is little doubt that the future of construction is being created today by these large disruptors. z
Sue
Dyer, MBA, is a Master Partnering Facilitator for OrgMetrics, WSJ bestselling author and trainer on Trusted Leadership for construction leaders, and Founder of the International Partnering Institute. Send
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 May:
46 YEARS – 1977
Associate Member: Reed & Graham, Inc.
Sal Guido
32 YEARS – 1991
Associate Members:
J.M. Turner Engineering, Inc.
Adrianus Vermeulen
United Rentals
John Delgado
30 YEARS – 1993
Associate Member: R & B Company, Core and Main LP
Raul Soria
29 YEARS – 1994
Associate Member: Travelers
Brittany Murphy
27 YEARS – 1996
Contractor Member: Andrew M. Jordan Inc. dba A & B Construction
Andrew Jordan
26 YEARS – 1997
Contractor Member: T & S Construction Co., Inc.
Arthur Spinella
25 YEARS – 1998
Contractor Member: Power Engineering Construction Co.
Ken Lindberg
24 YEARS – 1999
Contractor Member: Columbia Electric, Inc.
Jo Anne Scruggs
23 YEARS – 2000
Contractor Members: MCK Services, Inc.
Mark Hazen
Proven Management, Inc.
Alan Varela
Sposeto Engineering, Inc.
John Sposeto
Associate Member: Craftsmen Tool Rentals
Mike Carter
22 YEARS – 2001
Contractor Member: Duran & Venables, Inc.
Gregg Fisher
21 YEARS – 2002
Contractor Member: Yerba Buena Engineering & Construction, Inc.
Miguel Galarza
19 YEARS – 2004
Contractor Members: Shimmick Construction Company, Inc.
Steve Richards
Vanguard Construction
Dominic Sposeto
Associate Members: Central Concrete Supply Co., Inc.
Steve Pryde
RDO–Vermeer
Mark Meyer
18 YEARS – 2005
Contractor Member: Las Vegas Paving, Inc.
Bill Wellman
16 YEARS – 2007
Contractor Member: Waller, Inc.
Michael Waller
15 YEARS – 2008
Contractor Member: Bayside Stripe & Seal, Inc.
Ramy Mughannam
13 YEARS – 2010
Associate Member: Adler Tank Rentals
Erik Peters
10 YEARS – 2013
Contractor Member: Sierra Traffic Markings, Inc.
Ron Johnson
Associate Member: Prestige Printing and Graphics
Rose Maloney
9 YEARS – 2014
Contractor Members:
Berkeley Cement, Inc. (BCI)
Ron Fadelli
R. E. Maher, Inc.
Rod Maher
Associate Members:
PentaRisk Insurance Services LLC
Jim Untiedt
8 YEAR – 2015
Associate Members:
Bay Area Backhoes, Inc.
Greg Chiaravalle
HSG Safety Supplies, Inc.
Sareena Grewal
7 YEARS – 2016
Contractor Members:
Clipper International Equipment Company, Inc.
Rob Terheyden
Fontenoy Engineering, Inc.
Aidan O’Sullivan
6 YEARS – 2017
Contractor Members:
Eagle Rock Industries
Matt Sorrow
Serafix Engineering Contractors, Inc.
Larry Brandt
Westland Contractors, Inc.
Neil Hunt
Associate Members:
Clear Creek Systems
Brendan Coyne
5 YEARS – 2018
Contractor Members:
Cooper Engineering, Inc.
Denise Cooper
RCI General Engineering
Jake Richter
Associate Member:
H&E Equipment Services
Ethan Ray
4 YEARS – 2019
Contractor Members:
J & M, Inc.
John M. DeFreitas
Vintage Paving Company, Inc.
Ed Carbahal
3 YEARS – 2020
Contractor Members:
C&W Construction Specialties, Inc.
Daniel Payan
Capax Group, Inc.
Rachel McIntyre
Casey Fogli Concrete Contractors, Inc.
Andrew Vasconi
Devaney Engineering, Inc.
Derek Devaney
FERMA Greenbox Inc.
Marc Ferrari
Glosage Engineering, Inc.
Luis Guzman
Sculpt Land Development
Harvy Dhillon
SubTerra Construction, Inc.
Andrew Chung
2 YEARS – 2021
Contractor Members: Foundation Soil Stabilization, Inc.
Eric Quiles
Machado & Sons Construction Inc.
Mike Machado
Associate Members: Big Rentz, Inc.
Jennifer Becker
1 YEAR – 2022
Contractor Members:
Bess Testlab Inc. dba
Bess Utility Solutions
Joseph Bohorquez
Papich Construction Company, Inc.
Mike Machado
Strive Concrete Cutting, Inc.
Sandra Chavez
Western Paving Contractors, Inc.
Jim Nelson
WGJ Enterprises, Inc., dba PCI
William Jacob
25%
In a study of more than 3,200 US workplaces, a 10% increase in educational development produced an 8.6% gain in productivity
8.6%
Companies that invest $1,500 on training per employee can see an average of 24% 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
12x
Employees who feel they cannot develop in the company and fulfill their career goals are 12 times more likely to leave the company
Talent Development — Over 250 contractor companies participate in UCON’s leadership and professional 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 taught be industry leaders and innovators.
Take advantage of this member benefit: www.unitedcontractors.org/calendar
