United Contractors Magazine May 2024

M AY 2 0 2 4 I S S U E / V O L U M E 2 3 0

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Empowering Industry’s NextGen Leaders STRATEGIES TO HELP RECRUIT AND RETAIN YOUR NEXTGEN

NextGen: Attract, Retain, Empower p.6

___________________________ Attracting the NextGen Workforce p.16

__________________________ UCON’s Public Works Summit p.28

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CONTRACTORS 2024 UNITED CONTRACTORS BOARD OFFICERS President...................................Kevin Hester, McGuire and Hester VP/President-Elect.........Kurt Eddy, Pavement Recycling Systems, Inc. Secretary/Treasurer.......Juan C. Arrequin, Bay Line Cutting & Coring, Inc. Sec/Treas-Elect.........................Greg Goebel Jr., Goebel Construction, Inc.

UNITED CONTRACTORS BOARD OF DIRECTORS

KELLY ATTEBERY, F & M BANK; TOM BARR, GHILOTTI BROS., INC.; RON BIANCHINI (IMMEDIATE PAST PRESIDENT) PRESTON PIPELINES, INC.; DALE R. BREEN, MIDSTATE BARRIER, INC.; BRYN BURKE, DEES BURKE ENGINEERING; SEAN CASTILLO, TORO ENTERPRISES, INC.; GARRETT FRANCIS, GUARDIAN TRAFFIC SOLUTIONS; MICHAEL GATES, DESILVA GATES CONSTRUCTION, LLC; ALAN GUY, ANVIL BUILDERS; MATT LOVINGIER, JMH ENGINEERING & CONSTRUCTION, INC.; MICHAEL PRLICH, MIKE PRLICH & SONS, INC.; KEVIN REIMERS, WOODRUFF-SAWYER & CO.; RITA VIGILFERGUSON, G & F CONCRETE CUTTING, INC.;

UCON LEADERS | UNITED CONTRACTORS COMMITTEE CHAIRS

ASSOCIATES: KELLY ATTEBERY (ASSOCIATE DIRECTOR), F & M BANK. | KEVIN REIMERS (ASSOCIATE DIRECTOR-ELECT), WOODRUFF-SAWYER & CO. CALTRANS: MICHAEL GHILOTTI (CHAIR), GHILOTTI BROS., INC. | LEGISLATIVE: ROB LAYNE, (CHAIR), O.C. JONES & SONS, INC. | POLITICAL ACTION (PAC): GEORGE FURNANZ (CHAIR), STACY AND WITBECK, INC.; STEVE CONCANNON (VICE-CHAIR) PAVEMENT RECYCLING SYSTEMS, INC. | SAFETY & INSURANCE: KEITH OXFORD, (CHAIR), MONTEREY MECHANICAL CO. | SF CITY CONTRACTOR LIAISON: MIKE GHILOTTI (CHAIR), GHILOTTI BROS., INC., MIGUEL GALARZA (CHAIR), YERBA BUENA ENGINEERING & CONSTRUCTION, INC. | SCHOLARSHIP: TRONY FULLER, (CHAIR), ARGENT MATERIALS INC. | REGIONAL EXECUTIVE COUNCIL: MICHAEL PRLICH (CHAIR), MIKE PRLICH & SONS, INC.; GARRETT FRANCIS (CHAIR), GUARDIAN TRAFFIC SOLUTIONS

UNITED CONTRACTORS STAFF

MARK BRESLIN, CHIEF EXECUTIVE OFFICER; EMILY COHEN, EXECUTIVE VICE PRESIDENT; VICTOR SELLA, VICE PRESIDENT OF LABOR RELATIONS; MELISSA GUTWALD, VICE PRESIDENT OF FINANCE & OPERATIONS; CLAY O’NEAL, REGIONAL VICE PRESIDENT, SOUTHERN CA OPERATIONS; TEJEL PATEL, EXECUTIVE ASSISTANT TO CEO; RAY BACA, REGIONAL DIRECTOR, SOUTHERN CALIFORNIA; RUBY VARNADORE, SENIOR LABOR CONTRACTS MANAGER; LUCIA MIXON, CONTRACTOR MEMBER SERVICES, SOUTHERN CA; DILPREET MAYALL, LABOR CONTRACTS MANAGER; SANDRA KAYA, ADMINISTRATIVE SPECIALIST;DENISE RAMIREZ, ONLINE SERVICES MANAGER; EMMY MCCONNELL, SENIOR ACCOUNTANT; MICHELLE HANNIGAN, BOOKKEEPER; GABRIELLE GONZALEZ, OFFICE ADMINISTRATOR, SOUTHERN CALIFORNIA; ANGELICA GOUIG, DIRECTOR OF EVENTS & EDUCATION; CHRISTINE TRAINA, EVENT MANAGER; RACHEL ORAA, EVENT ASSISTANT; AVANTI MEHTA, EDUCATION ASSISTANT; MICHELLE VEJBY, MARCOM MANAGER; EDDIE BERNACCHI, UCON CHIEF LOBBYIST; MKE DONLON, SAFETY CONSULTANT; DREW DELANEY, MIKE BUCKANTZ, REGULATORY CONSULTANTS United Contractors Magazine (ISSN: 2166-3777) is published monthly, 11x a year, by United Contractors, 17 Crow Canyon Court, Suite 100, San Ramon, CA 94583; 2401 East Katella Ave., Suite 500, Anaheim, CA 92806. 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, or by e-mail at info@unitedcontractors.org. 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. © 2024 Published in the U.S.A.

IN THIS ISSUE MAY 2024 VOLUME 230

06 UP FRONT NextGen: Attract, Retain, Empower

by Kevin Hester | McGuire and Hester UCON 2024 President

08 LABOR The Answer is Right Under Your Nose

by Victor Sella | UCON Vice President of Labor Relations

UCON Installs Next-Generation of Labor Leaders Every Voice Matters

with Greg Loomis | Luminart Concrete

16 THE NEXT GEN: RECRUITMENT & RETENTION Attracting the Next-Gen Workforce How do Generational Gaps Affect Companies’ Management Styles

by Deirdre Orr | Deirdre Orr Consulting

A Clear Path to Retention

28 FACES UCON’s 2024 Public Works Summit

38 LAST CALL UCON Summer Events are almost here!

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U N I T E D C O N T R AC TO R S . O R G

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By Kevin Hester McGuire and Hester UCON 2024 President

NEXTGEN: ATTRACT, RETAIN, EMPOWER Each time I am asked to write an article for the UCON Magazine, I feel as if someone is looking over my shoulder at work and reading my emails. Two months ago, I wrote about embracing change while our company was experiencing quite a bit of it. This month’s issue considers the ways in which our industry is going to attract, retain, and empower the NextGen of leaders. As I write this article, McGuire and Hester find themselves in the process of hiring and onboarding a new group of project engineers, project managers, and foremen to build our historical backlog that is “finally” coming to fruition. So, once again, this subject is incredibly topical for me, as I’m sure it is for many of us.

As difficult as it is to find qualified talent to hire, the most integral part of the hiring process is still ahead of us. We must properly onboard new hires and teach them the “McGuire and Hester Way.” We also must ensure that, in addition to being great interviewers, these individuals FIT into our organization. Though it sounds cliché, we must ensure their core values align with our company’s mission. We must provide them with ongoing training so they have the tools necessary to succeed, but, more importantly, we need to provide new hires with a mentor so they see someone putting these tools to use. We love and are always looking for high performers, but if they are looking to climb the corporate ladder at the expense of their coworkers, quality, or ethics, we have no need for them. It takes a lot of effort and energy from many people to build your company’s reputation and your customer’s confidence, and it is SO EASY for just one person to give it all away.

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Our industry has long struggled to promote mentorship pathways for the next generation. At times we are stuck in the ways of construction from 20-40 years ago. Throw the new recruit in the deep end with little to no instructions, let alone training, and see if they drown. If they come up for air and don’t complain, then we have a “keeper.” If they “drown” or, even worse, complain, they are shipped off to another project because we have no time for them. In doing so, we are limiting the learning opportunities available to employees for the sake of short-term efficiency and/or the lack of a real onboarding program. I am not sure why many of us who were introduced to the industry this way wonder why we are having a hard time filling open positions throughout our organizations. We will continue to face a talent shortage in our industry unless we change our ways.

Mentorship programs need to be extended companywide. They cannot just be available to young high achievers who can catch on quickly. Mentoring cannot be embraced by only a few Project Managers, Foremen, and Superintendents, it needs to be undertaken by all of us. Managers must acknowledge that part of their job is to teach and empower the next generation of leaders in all positions. If our companies continue to ignore investment in the mentoring of talent that currently exists within our companies, we are only making our industry’s lack of retention problem even worse.

We also need to promote the unique opportunities that our industry can provide to attract the next generation.

What other industries allow you to work with a team to build projects that will physically be around for decades

to come? What other industry allows a young (or old) individual or small group of people to start their own company with limited capital investment? We need to better market the opportunities that lie within our industry in high schools and even elementary schools.

Expanding efforts for industry promotion will help to evolve the general narrative that surrounds our profession to one that offers the potential for endless opportunities and career growth. When we are asked to volunteer at a career fair at a high school, junior college, or trade school, we need to accept this as an opportunity to share the enjoyment and opportunity that a career in construction brings. Actually, we NEED to seek out opportunities to share our experiences and enjoyment that working in this industry has given us and our families, and NOT wait for someone to ask us……the time has come for us to take a more proactive approach to recruitment.

When we find opportunities to present our companies and industry to the NextGen, we must involve our young leaders. I was recently asked to present for career day at the high school I attended in Oakland.

As much as I wanted to tell the students at Bishop O’Dowd how great a career in construction is, I knew that having some of our younger project managers and project engineers present would be more relatable to the students. We need to make sure we offer the best presenters to varying audiences…and I was quite certain that few high school students would relate to or even want to hear from a mid-fifties executive who has worked for the same company for 30+ years.

Uplifting the voices of our younger employees in these spaces also enables them to become more engaged and invested in our industry’s growth. When presenting at a trade school, we should make sure we bring someone that has risen through the ranks. If you know someone in your organization that started in the trades and is now a project superintendent or in another leadership position, ask them to share their journey with the group. Having diversity in our presenters will pay dividends! We want audiences from all walks of life to be able to see themselves on this journey, so I think we are doing our industry a disservice if we only have a bunch of “old white guys” like me presenting on how great a career in construction is.

The time to act and get involved is NOW…well, it was really about 20+ years ago, but none of us have a time machine. We need to change the narrative and perception of the pros and cons of seeking a career in the construction industry. It has been an incredible journey and career for me and the Hester Family for 3+ generations, and now we have to do our part so we have the people to build for the future.

Sincerely,

Kevin Hester

McGuire and Hester

UCON 2024 President

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By Victor Sella, UCON Vice President of Labor Relations

THE ANSWER IS RIGHT UNDER YOUR NOSE YOUR CURRENT AND FUTURE WORKFORCE 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.

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frequently 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?

It’s not news that the construction industry is not as appealing to the younger generations entering the 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.

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 8,000 applicants are waiting on our union partners’ apprenticeship waiting lists.

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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. 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

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Contributed by UCON’s Labor and Member Services Team

UCON INSTALLS NEXT-GENERATION OF LABOR LEADERS UCON’S NEXT GENERATION CO-CHAIRS: One of UCON’s core values is developing and empowering the next generation of construction industry leaders. That is why we are proud to announce updates to our Labor Executive Committee (LEC) co-chair positions. Our LEC makes all UCON’s labor relations strategy and policy decisions across the state and consists of our chief negotiators for each craft.

The individuals stepping into these roles have extensive experience and expertise in their fields. They have each demonstrated their dedication to UCON’s mission and vision of advancing the industry. We look forward to working with and supporting them in their new roles.

BRIAN GARDNER

Kiewit Infrastructure West Co. N. CA Carpenters (Co-Chair) N. CA Laborers/Cement Masons (Trustee) 3+ negotiation cycles

DAVE GRECO

Teichert Construction N. CA Teamsters (Co-Chair) Operating Engineers Local 12 (Trustee) 1 negotiation cycle

BRANDON PENSICK

CATHERINE MONCADA

Ferreira S. CA Teamsters (Co-Chair) S. CA Laborers (Trustee) 3+ negotiation cycles

DERMOT FALLON

Granite Construction N. CA Cement Masons (CoChair) S. CA Laborers (Trustee) 4+ negotiation cycles

Foundation Constructors, Inc. N. CA Pile Drivers (Co-Chair) 3+ negotiation cycles

MAIZER OUJDANI

The Conco Companies S. CA Carpenters (Co-Chair) 2+ negotiation cycles

A SPECIAL THANK YOU FOR YOUR 20+ YEARS OF SERVICE: As Rusty Hoseley, Hoseley Corporation, and Joe Sostaric,The Conco Companies, step down from their positions, UCON honors their tenure and service as cochairs. We thank them for their leadership and wish them all the best in their future endeavors.

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RUSTY HOSELEY

Hoseley Corporation Stepping down as N. CA Carpenters Co-Chair 5+ negotiation cycles

JOE SOSTARIC

The Conco Companies Stepping down as N. CA Cement Masons Co-Chair 3+ negotiation cycles

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EVERY VOICE MATTERS UCON: EVERY VOICE MATTERS Values & Culture for Our Members & the Industry

But answering questions and resolving contractors’ problems is only part of the job.

As UCON continues to grow, it is important to remember our origins and our “why.” It is something UCON staff talks about almost daily.

UCON believes that for our industry to grow and thrive, we need to identify and develop current and next-gen leaders to take on our industry’s biggest challenges. But it’s not enough to simply find the next person up. We also need to amplify the voice of current leaders with valuable perspectives on how we need to grow and change.

Here is the reality: a small group of underground contractors started UCON to give all contractors, large and small, a voice, a seat at the table, and exceptional service to support their businesses, regardless of size.

So, our service model is simply that: we’re designed to support contractors, large and small, navigate the challenges of being a union contractor in the state of California.

EVERY VOICE MATTERS:

Greg Loomis, Luminart Concrete Concrete is a tool. We use it to help our employees improve themselves and their lives.

People are what we build here.”

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Every Voice Matters is designed to highlight industry leaders who bring their own unique perspective to the way they do business in the industry. Our first contractor spotlight is with Greg Loomis of Luminart Concrete in Pleasanton, California.

In a candid 2-hour conversation with Greg, we dove into his daily rituals, from a pre-dawn jog with a 50-ruck sack and tailored diet, to his experiences as a mentor and a mentee, raising kids, and a variety of professional and personal triumphs and challenges that make him who he is today, including overcoming near complete paralysis of his left arm.

Here is a bit of his outlook on running a business in our industry…

What differentiates your organization and how you operate?

Greg: I view every day as an opportunity to grow and help others grow. That is core to the culture at Luminart.

Concrete is a tool. We use it to help our employees improve themselves and their lives. People are what we build here.

It starts with helping everyone lay a solid foundation at home. Without that foundation, it is hard to build anything. Every Friday at Luminart we have a “Family Meeting”, when the whole team sits on the ground, and we talk. The conversations get real. We talk about the job. And we talk about people’s lives: families, hardships, plans, goals, etc. We share personal milestones: weddings, kids, getting sober, buying a house, etc. For us, those personal accomplishments are the most celebrated. And in every meeting, I ask “what I am missing or need to know?” Everyone on the team has full permission to tell me where I am off and can do better. That is how I grow, and we grow as a team.

What advice would you give to contractors just starting in the industry?

Greg: Learn to say “no.” Saying no, could be the biggest

“yes” you ever say.

Understand that saying “no” is not a bad thing. When you say “yes,” make sure that what you’re also saying yes to is best for the culture you are building, your leadership, your team, and your company’s mission.

Ask yourself: does it go with what you believe? Or are you just trying to fill a spot? Is your ego in the way, or are you afraid you won’t be asked again? Your mind can play so many tricks on you. Be clear on your yes and no’s.

Every yes and no comes with a sacrifice. Make sure you know what you are willing to sacrifice and what needs to be sacrificed before saying yes. Some of the best relationships Luminart Concrete has, is because we have been able to say no respectfully.

Speaking of values that have brought you success, what do you think the industry needs to stay competitive and attract the next generation?

Greg: The construction industry has incredible people.

But there are so many things that distract us from what is important. The point is to attract and keep the right people we must improve the culture of construction.

Developing people is the cornerstone, and that begins with caring about people as individuals. People who come out of the hall may have the same dispatch form,

but each person has different skills and aptitude. We have to provide an environment where people can become exceptional at what they do. People not only need training in technical skills, but also in the skills that will help them succeed in their life outside of work.

What is UCON doing to help contractors like you, and what can we do better?

Greg: I am selective on how I spend my time and where I draw information from. As a small business owner, I rely on the information that UCON sends out. They summarize what I need to know and what I need to do. They keep me current on what is happening and how I need to adjust business as the industry changes.

I would like to see UCON do more on culture change work. Construction is a great industry, and we are going to need to do things differently to create a better future: motivate people differently, provide a more compelling work environment, and continue to build pride in the craftsmanship and projects we build. It is a tough industry and can be incredibly rewarding if done with the right values.

You were reluctant at first to do an interview. What changed your mind?

Greg: I’m not big on self-promotion. That’s also not how

I run my business. We could be bigger, yet I am clear that my priority is family and spending time with them. I stepped up to this challenge because I wanted to do this for my team. I realized that putting myself out there can help contribute to their success. While this is a bit out of my comfort zone, putting myself out there can help contribute to their success. And it sets the right example for the people I’m leading.

–––––––––––––––––––––––––––––––––––––––––––––––––– Greg’s story embodies UCON’s values and vision for our industry, and we appreciate his time and contributions to UCON and to our greater community.

If you are interested in participating in Every Voice Matters, please reach out to VP of Labor Relations Victor Sella at vsella@unitedcontractors.org.

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THE NEXT GEN UP

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ATTRACTING THE NEXT-GEN WORKFORCE How to reach the next generation of talent to recruit and retain your future leaders.

Gen Tech. Gen Wii. Net Gen. Digital Natives. Homeland Generation. Plurals. iGeneration. If these descriptions of the next generation of our workforce sound like a foreign language to you, you’ll want to pay close attention. Just a reminder that Millennials are no longer “the next generation.” In fact, Generation Z has claimed the title of the largest wave of individuals entering the workforce. Born between 1997 and 2012, Generation Z comprises 20 percent of the U.S. population (Millennials are just 22%). Although close in age to millennials, Generation Z is unique to its developmental environment.

This generation also represents the engineering and construction industry’s greatest chance to attract new talent to the construction workplace.

To reach this next generation, we need to know more about its individual members and the world they have experienced since birth. This article highlights this next generation. Still, the best way to truly know what motivates an individual is to have the conversation —take an interest in learning more about the person and about what he or she believes in and values.

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Who Are the Generation Z’ers?

Before discussing the recruitment (and retention) of Generation Z, you’ll need to understand the type of environment and key factors that define its realities. This generation grew up with 24/7 news of war and terrorism, and its childhoods and lives are chronicled on the internet.

Generation Z watched its parents and communities struggle through the “great recession,” questioning the value of formal education at the expense of being bridled with incomprehensible student loan debt.

Instead of growing up with the original cell phones—often referred to as “flip phones” —Generation Z only knows touch-screens. They are more likely to be pragmatic and want to take action rather than watching events unfold as a bystander (e.g., the “Enough is Enough” movement after the mass shooting at Marjory Stoneman Douglas High School in Parkland Florida).

2. GENERATION Z IS PRAGMATIC AND COMPETITIVE: This generation was directly impacted by the economic crash of the late 2000s. Many watched as parents and family dealt with layoffs, unemployment and financial woes. Instead of waiting until after a college education to jump into the workforce, Generation Z tends to experiment and look for opportunities to work harder —

Why does any of this matter? Simple: Because the experiences of the generation translate into the mentality that it brings to the workplace. For example, …

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1. GENERATION Z’ERS ARE THE REAL DIGITAL NATIVES: Although millennials have been targeted as a tech-savvy generation, Generation Z has had greater exposure at a younger age. This generation is astutely aware of its online presence and, as a result, has a much greater awareness of the need for privacy.

Because of the digital vulnerability that it has experienced, Generation Z prefers the temporary over the permanent.

Recruiting and Retention Strategy: This group communicates differently than its millennial counterparts. Where the latter prefers text and emails to frequent calls, Generation Z wants to see you. This can happen face-to-face or via technology.

When non-face-to-face communication is necessary, it should be short communication.

If communicating on the job, a video/ Facetime call might be followed up with a brief email to clarify next steps. A practical way to implement this in your recruiting processes is to conduct the initial phone screen as a face-to-face interaction, even if via zoom. Although communication preferences vary between millennials and Generation Z, personal interaction still trumps all digital settings when sharing feedback or learning—totally irrespective of generation.

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THE NEXT GEN

CONSTRUCTION INDUSTRY

RECRUITMENT & RETENTION

and sooner. The construction industry, for example, can offer individuals a chance to build a future for themselves earlier (thus lowering their chances of experiencing similar financial stress).

Recruiting and Retention Strategy: When it comes to Generation Z, companies should focus on recruiting and sharing information about their industries (and the opportunities that exist in those industries) earlier in their careers—think teenagers.

When identifying and creating opportunities for younger individuals, give them the responsibilities they are eager to embrace. Generation Z wants to work hard, and it wants freedom as well as straight talk about consequences (e.g., if assigned tasks aren’t completed properly). Mentoring and coaching opportunities are critical for retaining these individuals.

3. DIVERSITY ISN’T A “NICE TO HAVE”; IT’S A STRONG QUALIFIER: Generation Z has grown up viewing differences in gender, sexuality and ethnicity across a wide spectrum.

Its members see themselves and the world in which they live very differently from previous generations. This next generation values authenticity: whether in an individual, an organization or themselves. They aren’t looking for perfection, but rather the truth. And they want to be part of an organization that values this as well.

Recruiting and Retention Strategy: Take a look at your culture and how you hire. Do you “photoshop” or create an image of your company or a job position that exaggerates the truth? Generation Z appreciates the bad with the good.

Be forthcoming in interviews in assessing your company to applicants. Assess your leaders and employees. Does everyone look the same? Do you have diversity in ethnicity, gender and experience? If not, you may need to revise your processes to ensure that your company is fully embracing inclusivity. Otherwise, you may miss out on some of the best potential team members.

Our industry continues to battle talent and workforce shortages. The Generation Z representation in the labor force is rapidly increasing. The opportunity for the construction industry cannot be squandered because we are unprepared to recruit these individuals. By understanding what experiences have shaped their views and what they most value, we can adjust our strategies to gain more of Generation Z’s attention.

This article was written by Paige Kelly, a Consultant at FMI, specializing in leadership development at individual, team and organizational levels, and Michael Mangum, a Principal at FMI, with a specialty in Succession Management and Corporate Governance, and originally printed in Asphalt Paving Magazine. The statistical figures have been updated.

For additional information, visit fmicorp.com. ___________________________________________ Statista.com – population distribution in US in 2022 FMI Industry Survey-Millennials in Construction: Learning to Engage a New Workforce.

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HOW DO GENERATIONAL GAPS AFFECT COMPANIES’ MANAGEMENT STYLES? Every generation has unique strengths and weaknesses. While differences in styles and expectations are the common reason that creates tension among employees, recognizing every generation's need is essential for the company's success.

TRADITIONALISTS (1925-1945) • Shaped by the Great Depression, World War II, Radio, and movies.

• Employers should emphasize stability and provide satisfying work opportunities.

• This generation is motivated by delivering longterm value to the company, respect, and recognition.

BABY BOOMERS (1946-1964) • Shaped by the Vietnam War, the civil rights movement, and watergate.

• Employers should offer coaching style feedback and provide specific goals and deadlines.

• This generation is motivated by company loyalty, teamwork, and duty.

GENERATION X (1965–1980)

• Shaped by the AIDs epidemic, the fall of the Berlin Wall, and the dot-com boom.

• Employers should extend opportunities for personal development and give immediate feedback.

• This generation is motivated by work-life balance, diversity, and their interests rather than the companies.

MILLENNIALS (1981–2000)

• Shaped by the Columbine, 9/11, and the Internet • Employers should provide immediate feedback, flexibility in their schedule, and get to know them personally.

• This generation is motivated by unique work experience, responsibility, and the quality of their manager.

GENERATION Z (2001-2020)

• Shaped by life after 9/11, the Great Recession, and access to technology from a young age.

• Employers should provide work-life balance, offer opportunities to work on multiple projects at the same time and allow them to be self-directed and independent.

ARTICLE BY DEIRDRE ORR CONSULTING, LLC

www.deirdreorr.com

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THE NEXT GEN

CONSTRUCTION INDUSTRY

RECRUITMENT T H E C A P& IRETENTION TOL

A CLEAR PATH TO RETENTION

Give your people the tools to grow—take advantage of UCON’s Professional Development programs 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:

PROJECT MANAGEMENT CAREER ADVANCEMENT (PMCA) PROGRAM 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.

Only a few spots left! Sign up today, or for more information, contact Avanti Mehta, Education Assistant, amehta@unitedcontractors.org, (925) 725-6365.

PMCA Session Dates/Times: Wednesdays: July 24 through October 30; 9:00am-Noon; Graduation: November 6 Instructors: Vary per class Class Style: Virtual | Class Limit: 25 Early-Bird Cost (expires June 24): Member: $2,185; Non-member: $2,285 Standard Cost: Member: $2,200; Non-member $2,300

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UCON’s PMCA Program includes all of the following class sessions:

SESSION 1 & 2: Emotionally Intelligent Leader Wednesday, July 24, July 31; 9:00am-Noon Instructor: Estie Briggs, Briggs Performance Consulting This interactive online EQ workshop provides participants with the foundation of Emotional Intelligence and individual EQ-I 2.0 assessment results.

SESSION 3: Customer Connected Wednesday, August 7; 9:00am-Noon Instructor: Bill Treasurer, Giant Leap Consulting Learn strategies for initiating, building and capitalizing on strong internal and external customer relationships.

SESSION 4: Communication for Construction Professionals Wednesday, August 14; 9:00am-Noon Instructor: Eric Herdman This training offers the easiest, most effective way to build essential communication skills and rapport.

SESSION 5: Productivity Wednesday, August 21; 9:00am-Noon Instructor: Eric Herdman By the end of this virtual seminar you will know how to squeeze every ounce of productivity out of yourself, make quality decisions, do meaningful work and have a definitive plan for getting things done.

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SESSION 6: No BS Leadership Wednesday, August 28: 9:00am-Noon Instructor: Mark Breslin, United Contractors.

This class will teach you how to be an effective leader with a no-BS set of exercises.

SESSION 7: Conflict Resolution in Construction Wednesday, September 11; 9:00am-Noon Instructors: Rob Reaugh, OrgMetics LLC In this course, you will learn practical skills that will help you improve as a communicator, negotiator, and project leader.

SESSION 8: Construction Contracts Wednesday, September 18; 9:00am-Noon Instructors: Bob Rosin, Leonidou & Rosin Professional Corp.

This course will teach you how to become more familiar with contracts, what clauses you should include in your contracts, and, more importantly, which clauses to avoid and why.

SESSION 9: Change Orders Wednesday, September 25; 9:00am-Noon Instructor: Bob Rosin, Leonidou & Rosin Professional Corp.

This class will discuss key differences between public and private, general causes of claims, and basic procedures to follow.

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SESSION 10: Project Documentation Wednesday, October 2; 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: Construction Finance Wednesday, October 9; 9:00am-Noon Instructor: Russ Riger and David Ternes, CliftonLarsonAllen LLP This class covers detailed topics and best practices for construction accounting and finance geared towards project managers and project accountants.

SESSION 12: Insurance and Bonding Wednesday, October 23: 9:00am-Noon Instructor: Andrew Holloway and Kevin Reimers, Woodruff-Sawyer & Co. This course will introduce the concepts of insurance, surety, and risk management for construction companies and projects.

SESSION 13: Project Closeout Wednesday, October 30: 9:00amNoon Instructor: Paul Stout, Power Summit Working through a comprehensive closeout checklist, participants will be forced to consider common factors that work against the successful completion of the project.

SESSION 14: PMCA Graduation Wednesday, November 6: 9:00am-10:00am M AY 2 0 2 4

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LEAD

BUILT ON TRUST WORKFORCE REALITIES

Dear Sue, I had to tell my client this week that I didn’t have enough people to complete our project within the schedule. To put it mildly he really didn’t take it well. I need to figure out how to

Dear Not Enough Hands,

expand my workforce asap. Any thoughts?

The good news is that you are not alone. The bad news is that it will take a while to bring people up to the level you need, but now is the time to start!!

O

ne of the biggest barriers the industry faces, is that people are not coming into construction today in the numbers needed. There are 500,000 empty construction jobs today, and more openings coming as journeymen continue to retire in the next couple of years. The scenario that you explain in your question is something we are seeing on more and more projects. There just aren’t enough people to do the work.

So, why not look to half of the population, women, to fill this need? And of course, others who are not now drawn to the industry. But women are a great place to start.

- N OT E N O U G H H A N D S

I have a podcast series on Bringing Women into Construction. This is the brain child of Emily Cohen, EVP of UCON. And wow, have I learned a lot! I’ve done over twelve hours of interviews of some remarkable women working in the industry.

They come from all levels and perspectives. From a President of a billion-dollar company, to a CEO of a construction tech start up, to construction craft trainers, and construction field superintendents and project managers. These women are remarkable. Most have been in the industry for a while and have some key lessons for all of us to learn. Here are twelve lessons we can all use starting today.

Lesson #1: When recruiting people to your company, people who have a family member in construction or farming are more likely to come.

Lesson #2: Many women (and others) don’t come to construction, because they didn’t know it was an option. Make it known that construction is an option for women.

Lesson #3: Create a good home for women who are good at what we do. You need your current employees to welcome the women (and others) to the company.

Many people didn’t come because they didn’t feel welcomed.

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Lesson #10: Women enhance communication and foster collaboration. Research shows that with more women, and diversity on your team, you get better problem solving and decision making.

Lesson #11: Women you recruit need to be okay with the nature of construction – get up early, work outside, get dirty.

Also, work as a team, achieve success together, build things. They will appreciate the wages and fringes too.

Lesson #12: Flatiron West

Lesson #4: If you are a woman in construction and you aren’t in a company that supports and welcomes you, there is a company that will love having you.

Lesson #5: Women can do the work! They need the same kind of support any newer hand would need. Be a mentor.

Lesson #6: Women (and men) want to have other women around, so they aren’t isolated. When you hire, hire more than one woman.

Lesson #7: Women need to see role models, to know what is possible in construction as a career.

Lesson #8: We do need a path for women with children, maybe an off ramp to estimating or a job where with more flexibility for those few years. Or the father can have the off ramp. Either way works.

Lesson #9: We need to start helping our girls see construction as a wonderful career and show them the different paths they can take.

The Construction Trades are starting women focused apprentice and pre-apprentice programs. Check them out, and if you don’t see what you need, ask for one to be started.

I hope that this gives you several ideas on what you can do today to build up your workforce. Women and others who are not typically in our industry, are who you need to start recruiting. Start now and make sure you ask your people if they have daughters, sons, etc. who might want to become a part of your company. Gone are the days you can expect to get someone from the union bench. You need to create your own bench and help the union help you train them. If you start now, you might find some good people and then keep doing it to make sure you can grow and sustain your company over the years to come. Of course, you can pick up people from other companies, but this will not grow the workforce needed for the industry and we need to address the need for more people coming to the industry, NOW!

In Trust,

Sue

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 (IPI). Check out IPI’s Certified Project Leader course. Partnering is proven to save money, time, stress and more: www.partneringinstitute.org/ project-leader-certification. Contact Sue at suedyer@orgmet.com, (510) 504-5877.

M AY 2 0 2 4

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UP UP

By Angelica Gouig, Director of Events and Education

LEVEL-UP YOUR TEAMS Take advantage of UCON’s Leadership & Professional Development Classes 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 2024 June classes below. Plus, we have just announced our Project Management Career Advancement (PMCA) class for 2024 (see pages 28-29 for more detail). Be sure

Wet Utilities, Dry Utilities, and Soil Management

PrestonPipelines, PrestonElectric, and DirtMarket provide expertise in underground and electrical utility services and soil sampling and import/export solutions across Northern California.

to download the latest 2024 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 UCON’s programs, contact Angelica Gouig, Director of Events & Education, at agouig@unitedcontractors.org or (925) 362-7309.

JUNE COURSES JUNE 4

Improving Team Communication Tuesday, June 4; 2:30pm-4:30pm Instructor: Eric Herdman Class Style: Virtual | Class Limit: Unlimited Cost – Member: Free | Non-member: $100

JUNE 11

ESOP Empowerment: Building a Legacy in Construction Tuesday, June 11; 2:30pm-4:30pm Instructor: Eric Anderton, Construction Genius Class Style: Virtual | Class Limit: Unlimited Cost – Member: FREE | Non-member: $100

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Contact Us! www.urockutility.com Info@urockutility.com (916) 294-7693

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UCON’S 2024 PUBLIC WORKS SUMMIT

Connecting CA Contractors and Public Works Agencies Nearly 300 attendees joined United Contractors for our third annual Public Works Summit. This Summit began as a contractor-initiated idea to gather the public works community from the region to discuss upcoming contracting opportunities, current issues, and common challenges. After hosting the event for three years, it has now grown into a forum where construction industry leaders from all over Southern California and beyond exchange innovation, best practices, and most importantly, foster communication and strengthen relationships with public works agencies, the contractor

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community, our union partners, and suppliers of goods and services. On April 10, attendees gained greater insight into the vast construction market of the SoCal region by getting an inside look at billions of dollars of projects presented throughout the day from 15 different public agencies.

The event has brought together prime contractors, subcontractors, DBE contractors, union leaders, agency directors and managers, associate firms, industry associations, and many more. It demonstrates a unity of purpose that makes for a better industry and a stronger future.

public works agencies

Di

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PUBLIC WORKS

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“Outstanding event with great opportunities to connect with leadership at various public entitles and to preview upcoming work across California. Well worth the investment and a day’s time.”

— Karissa Fox, Mas Tec/American Civil Constructors West “As an owner, the opportunity to meet and confer in person with vendors is so valuable for them and our SBE program.

The execution of the event successfully fulfilled these targets.”

— Sashi Muralidharan, Port of Long Beach M AY 2 0 2 4

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Special thank you to our partners and volunteers: Eric Anderton with Construction Genius, Abbigail Brown with CPM Logistics, Elizabeth Torrez with Tenna LLC, and Jamin Valdez with Woodruff-Sawyer & Co.

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WELCOME MICHAEL DONLON, PE, CSP Michael (Mike) Donlon brings more than three decades of experience in industry safety and will advance UCON’s mission of empowering, advocating for, and supporting California’s union contractors.

UCON ANNOUNCES NEW CHIEF SAFETY CONSULTANT UCON is excited to announce the addition of Michael Donlon, PE, CSP, as our new Chief Safety Consultant.

Michael brings over 30 years of construction, industrial, and electrical safety experience to the role and will serve as an excellent addition to UCON’s team of technical experts and advocates providing direct support to our members.

“The addition of Mike Donlon reflects our ongoing commitment to providing members with the highest levels of support, advocacy, and expertise,” said UCON EVP Emily Cohen. “Nowhere is this more important than when it comes to safety, both regulatory advocacy and direct support to our members across the state.”

As Chief Safety Consultant, Donlon will assist UCON members with safety management consultation, including citations and construction safety regulations brought about by Cal/OSHA, public agencies, general contractors, or private owners, policy development, safety training and guidance, site compliance, and more. He will ensure members are up-to-date with the latest safety standards and compliant with new regulations and will serve as UCON’s Chief Liaison to our Safety Committee and the Cal/OSHA Board.

As we welcome Mike, we also bid farewell to Chris Lee, who is retiring after over a decade as UCON’s Safety Consultant and an impressive 52-year career in the industry. “Chris’s dedication and leadership have been instrumental to our growth and success in safety advocacy,” said Cohen. “We extend our deepest gratitude to Chris for his tireless service and wish him all the best in his well-deserved retirement.”

For services or support related to Safety Regulations and Advocacy, contact Mike Donlon at (916) 834-1896, or United Contractors (925) 855-7900.

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MEMBER ANNIVERSARIES: MAY 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:

47 YEARS – 1977 Associate Member: Reed & Graham, Inc. Sal Guido

33 YEARS – 1991 Associate Members: J.M. Turner Engineering, Inc. Adrianus Vermeulen

31 YEARS – 1993 Associate Member: Core and Main LP Raul Soria

30 YEARS – 1994 Associate Member: Travelers Brittany Murphy

United Rentals Matt Willes

Photo courtesy of Trademark Concrete Systems, Inc.

28 YEARS – 1996

Contractor Member: Andrew M. Jordan Inc. dba A & B Construction Andrew Jordan

27 YEARS – 1997

Contractor Member: T & S Construction Co., Inc. Arthur Spinella

26 YEARS – 1998 Contractor Member: Power Engineering Construction Co. Ken Lindberg

25 YEARS – 1999

Contractor Member: Columbia Electric, Inc. Jo Anne Scruggs

24 YEARS – 2000

Contract Drafting, Review and Negotiation Trial and Arbitration Claims, Dispute Resolution and Mediation Bid Protests Collection

Contractor Members: MCK Services, Inc. Mark Hazen

Sposeto Engineering, Inc. John Sposeto

23 YEARS – 2001

Contractor Member: Duran & Venables, Inc. Gregg Fisher

22 YEARS – 2002

Tel: (650) 691-2888 Fax (650) 691-2889 www.lrconstructionlaw.com

Contractor Member: Yerba Buena Engineering & Construction, Inc. Miguel Galarza

20 YEARS – 2004 Contact: A. Robert Rosin Janette G. Leonidou Michael M. Lum

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Leonidou & Rosin 777 Cuesta Drive | Suite 200 Mountain View, California 94040

W W W.U N I T E D C O N T R AC T O R S . O R G

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

19 YEARS – 2005

Contractor Member: Las Vegas Paving, Inc. Bill Wellman

17 YEARS – 2007 Contractor Member: Waller, Inc. Michael Waller

16 YEARS – 2008

Contractor Member: Bayside Stripe & Seal, Inc. Ramy Mughannam

14 YEARS – 2010 Associate Member: Venbrook Insurance Tim Johnston

11 YEARS – 2013 Contractor Member: Sierra Traffic Markings, Inc. Ron Johnson

Associate Member: Prestige Printing and Graphics Rose Maloney

10 YEARS – 2014

Contractor Members: Berkeley Cement, Inc. (BCI) Ron Fadelli R. E. Maher, Inc. Rod Maher Associate Member: (Acrisure) PentaRisk Insurance Services LLC Jim Untiedt

9 YEAR – 2015

Associate Members: Bay Area Backhoes, Inc. Greg Chiaravalle HSG Safety Supplies, Inc. Sareena Grewal

8 YEARS – 2016

Contractor Members: Clipper International Equipment Company, Inc. Rob Terheyden Fontenoy Engineering, Inc. Aidan O’Sullivan

7 YEARS – 2017

Contractor Members: Performance Pipeline Technologies Gene Glassburner Serafix Engineering Contractors, Inc. Larry Brandt Westland Contractors, Inc. Neil Hunt Associate Members: Clear Creek Systems Brendan Coyne ERM Insurance Brokers Joseph Jones

6 YEARS – 2018

Contractor Members: Cooper Engineering, Inc. Denise Cooper Associate Member: H&E Equipment Services Ethan Ray

5 YEARS – 2019

Contractor Members: J & M, Inc. John M. DeFreitas Vintage Paving Company, Inc. Ed Carbahal

4 YEARS – 2020

Contractor Members: C&W Construction Specialties, Inc. Daniel Payan 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

3 YEARS – 2021

Contractor Members: Foundation Soil Stabilization, Inc. Eric Quiles Machado & Sons Construction Inc. Mike Machado

2 YEARS – 2022 Associate Members: Mechanics Bank Gary Staring

1 YEAR – 2023

Contractor Members: Anglemyer Crane Service John Anglemyer Trademark Concrete Systems, Inc. Lance Boyer

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NORTHERN CA

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SUMMER’S HERE! DON’T MISS UCON’S EVENTS:

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2024 SUMMER

11

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