tackling the challenges of training site supervisors, lift directors, and other leaders gene...

Tackling the Challenges of Training Site Supervisors, Lift Directors, and other Leaders

Gene Kaercher, Ph.D. & Shaun Sipe, P.E.

ITI Showcase Webinar Series

November 30, 2012

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We all want jobs to end like this…

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Not like this…

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Topics of Discussion

The “Why” of Training

Who are the Field Leaders?

Skills needed in Field Leaders

How B30.5 and 1926.1400 have impacted recruitment.

The Pipeline of People – How do you find them?

Qualifications of Field Leaders

Training Needs of Field Leaders

Final Thoughts

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Final Thoughts

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The ‘Why’ of Training?

Compliance to the law…

To be competitive in the market…

Provide quality service to our customers…

To be excellent at what we do…

To be safe…

What does it mean to be safe?

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What Does it Mean to be SAFE?

Zero unsafe acts

Zero near misses

Zero injuries

Zero first aids

Zero recordable injuries

Zero property damage

Going home the same (or better) than when you came to work.

…

These are results of working safely…

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Our goal is to have zero injuries; however…

Compliance to regulations ≠ safe operations

What Does it Mean to be SAFE?

What does it mean to be safe?

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What Does it Mean to be Safe?

SAFETY: “Working with an acceptable level of risk.”

RISK: “A threat of damage, injury, liability, or other loss that is caused by external or internal vulnerabilities, that may be minimized through preemptive action.”

Safety is a proactive action.

Leaders manage risk, making it acceptable, thereby making our jobs safe.

Proper Risk Management

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What Risk Based Safety Management is NOT…

“Risky”

Disregard for standards and regulations

“Checking your brain at the door”

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Ensure that employees are certified and/or qualified to operate equipment.

Meet regulatory requirements

Meet customer’s expectations

Minimize property damage

Minimize personal injury

Maximize efficiency and profitability

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Training is one of the best leading safety indicators.

Teach employees how to assess and mitigate (manage) risk.

“What could go wrong?”“How bad could it be?”

“What am I going to do about it?

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Final Thoughts

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Defined Responsibilities for Lifting Operations

B30.5– Crane Owner [5-3.1.3.1.1]

– Crane User [5-3.1.3.1.2]

– Site Supervisor [5-3.1.3.2.1]

– Lift Director [5-3.1.3.2.2]

– Crane Operator [5-3.1.3.3.1]

1926 Subpart CC– A/D Director [§1926.1404]

– Operator [§1926.1427]

– Signal Person [§1926.1428]

– Maintenance Employees [§1926.1429]

– Rigger [§1926.1425(c)(3)]

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Defined Responsibilities for Lifting Operations

B30.5– Crane Owner [5-3.1.3.1.1]

– Crane User [5-3.1.3.1.2]

– Site Supervisor [5-3.1.3.2.1]

– Lift Director [5-3.1.3.2.2]

– Crane Operator [5-3.1.3.3.1]

1926 Subpart CC– A/D Director [§1926.1404]

– Operator [§1926.1427]

– Signal Person [§1926.1428]

– Maintenance Employees [§1926.1429]

– Rigger [§1926.1425(c)(3)]

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Who are our Field Leaders?

Superintendents (Lift Directors; sometimes Site Supervisors)

Foreman (Riggers)

Operators

A/D Directors

Project Managers

Risk Managers

Field Engineers

All of these roles, along with supportive management, are crucial to safe lifting operations.

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Final Thoughts

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Required Skills of Field Leaders

1. They must be able to Think and Do

2. They must be able to Teach and Replicate

3. They must be driven to Serve

4. They must be inclined to Stay

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1. Think and Do– Demonstrated ability to observe important details in a chaotic landscape.– Master of our work (heavy lift, heavy haul, or specialized rigging).– Takes initiative to mitigate and address high risk tasks on a job; while

following company policies and procedures.– Effective communicator– Mechanical aptitude

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2. Teach and Replicate– Willingly teach and train employees the technical skills of the trade.– Mentor younger potential leaders in how to work with and lead men.– Demonstrate through their work and actions the values of Barnhart:

• Safety• Quality Service• Innovation• Continuous Improvement• Fairness

– Understand and value that replication is NOT synonymous with replacement.

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3. Serve– Leaders are in place to serve those entrusted to their care:

• Other employees• Customers• Co-workers• Owners

– Leaders positively influence those with whom they have contact.– Influence is not limited to direct authority or formal reporting structure.– Barnhart follows the Servant Leader model of leadership.

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4. Stay– Barnhart desires field leaders to find fulfillment and satisfaction in their

daily work.– Dedicated and passionate about the work we do.– Provide and receive recognition for the work they skillfully execute.

We desire all field employees to have these traits; however, operators, riggers, mechanics, and drivers are able to succeed in their technical crafts without them. They just will not be leaders.

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Final Thoughts

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Standard and Regulations have not directly impacted our recruitment philosophy or process; however,

Indirectly, they have influenced the caliber of operators and riggers that we are looking for.

Operators must pass NCCCO certification:– Reading and comprehension skills– Test taking skills– Willing to study certain regulations– Following company policy and procedures

Forces field employees to be “multi-skilled”– Operators who can also be A/D Directors– Operators who can rig and drive CMV– Riggers who can drive CMV and some who are NCCCO operators

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The time and energy we must put into training field employees and field leaders to be compliant with the regulations and standards is significant. We must minimize the number of employees we hire who are not on “the right bus”.

This business demand has forced us to become very proactive and deliberate in our recruiting and hiring.

Finding properly skilled (certified and qualified) people is becoming more difficult…

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Qualified People?

“Testifying before the U.S. Senate last year, Mike Rowe – the rugged host of television’s Dirty Jobs – said nearly a half million trade jobs are out there for the taking across the United Sates. That sets up a huge dichotomy in the struggling economy: People can’t find jobs, and yet, good jobs can’t find qualified people… We’re surprised that high unemployment can exist at the same time as a skilled labor shortage. We shouldn’t be. We’ve pretty much guaranteed it… Many ‘baby boomer’ tradesmen are getting set to hang up their tools, and not enough young people are stepping into these trades to replace them.”

WORLD, April 7, 2012

Barnhart is experiencing this challenge. Particularly operators and people that can become field leaders.

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Final Thoughts

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How do you find them?

“How” is a Process– Grow as a company – Growth provides the context for conversations– PDP’s

• Select key roles for deliberate growth• Specific Training Goals based on Skills Gaps• Real Responsibility – Set up for success, but can fail

– Assessments• Technical Assessments [ASVAB – Armed Services Vocational Aptitude]• Attribute Assessments [Devine]• Personality Assessment [DiSC]

– Interviews• Multi-level phone interviews (planned and strategic questions)• Site visit and face-to-face meetings (will they fit the culture?)• Multiple person input, hiring manager decision

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Not “Where do you find them?”– Could find some in the local Hall– Could use Headhunting (Barnhart does NOT – presents many issues)

The Right People:– Share the organizations Core Values– Do what they say– Have a passion for the work– Have responsibilities, not a job– Are Self-Managed, Self Motivated– Have a “Window and Mirror” Maturity

(Jim Collins, Good to Great)

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Want to find them in the Pipeline1. Entry Level Positions2. “Home Grown Tomatoes”3. Proven Commodities – Looking in the marketplace

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Entry Level Positions– Listed on website (no direct advertisement)

• Entry level pay (~$15/hr)• Highly educational environment (training in multiple skills and crafts)• Extensive travel• Long hours• Work in all elements

– Trainees for operators, fabrication, maintenance, dispatch, wind– Expect 2 year commitment to training– In 18 months for our Lifting and Transportation Trainee position:

• >1500 applicants via on-line • ~25% passed on-line screening questions (24 basic experience questions)• <15% had initial phone interviews• < 100 passes second interview• 50 were suitable for job offer• 22 have been hired• 4 have left

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“Home Grown Tomatoes”– Provide continuous on-the-job training– Select key roles for deliberate growth– Specific Training Goals based on Skills Gaps– Real Responsibility – Set up for success, but can fail

Proven Commodities– Experienced people from outside our industry.– Primary roles: Project Managers, Branch Managers, Regional Directors– Bring new ideas and energy to the business.– Start working immediately and bringing value where they can as they learn.– Higher risk, but higher reward.

All avenues require a significant amount of time.

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Final Thoughts

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Barnhart Qualification Process

Qualification of field employees stems from our Quality Process (ISO 9001:2008)– BCR Standard Operating Procedures– BCR “Qual Cards”

SOPs define how pieces of equipment (tools) will be operated and utilized in the field.

“Qual Cards” are designed to ensure that our men are qualified to safely and competently operate our equipment.

Each Qual Card is comprised of a knowledge and experience section; both must be signed by a qualified trainer, and Branch Manager must sign and approve training.– 70 unique Qual Cards

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Crane Model:

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1 Read and understand the 'A/D of Cranes, Booms and Jibs' SOP [ENG-SOP-024]

2 Understand the four (4) responsibilities of the A/D Director.

3 Read and understands how to use the Assembly/Disassembly JHA [HAZ-9].

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6 Read and understand the operator's and/or assembly manual for the crane.

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8 Understand proper blocking (structural support) and rigging points.

9 Know proper procedure for determining load blocks and reeving.

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12 Demonstrate setting the computer for differing crane configurations.

Qual Card

TRN - QC - 068

2.0

17-May-11

Crane Assembly / Disassembly Director[A/D Director]

Document Type:

Document Number:

Revision Number:

Revision Date:

TRAINEE NAME:Print

Read, understand and explain load charts, including boom length, outrigger or track positions, and counterweight.

General

Read and understand "Recording Crane Safety System Repairs" work instruction. Describe the procedures to follow when a crane safety system or operational aid is not working. [WI - 013]

Read and understand "Equipment and Function Tag-Out" work instruction. Describe the procedures to follow when tagging out a system. [WI - 014]

INSTRUCTOR SIGNATURE

Explain and identify the safety systems and operational aids

Understand specific cautions and any prohibitions documented by the crane manufacturer.

KNOWLEDGE REQUIREMENTS


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A/D Director Qualifications– Experienced in crane operations (typically an operator)

• NCCCO certified• qualified operator

– Experienced in the assembly/disassembly of the crane and configuration.• Demonstrated proper A/D in the field multiple times• Has read and demonstrated understanding of the crane operations manual

– Has read and demonstrated understanding of Barnhart’s A/D Director SOP– Qual Card has been signed by qualified trainer– Qual Card signed by Branch Manager– Signed Qual card is scanned, saved, and training documented in on-line

document and training management system.– A/D Director may be audited/evaluated in field.

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Final Thoughts

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O-J-T– PDP– Deliberate job responsibilities– Continual increase levels of responsibility and accountability

“Barnhart University”– Weekly on-line training sessions that cover a variety of topics.– Can be viewed live or via internet from any computer– Provides a broader scope of training

Barnhart’s Field Leadership Conferences– Annual event– Focus on leadership and application of leadership in the field

Specific Training at Barnhart Training Center

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Barnhart Training Center (Alliance with ITI)

http://iti.com/

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Barnhart Training Center Classes Provided at Training Center

– Crane Operators Conference – 3 day event– Signal Person Training – 4 hours – Train-the-Trainer – 4 hours– Train-the-Trainer for Signal Person – 4 hours– Heavy Machinery Moving Class – 4 days– Basic Forklift – 4 hours – Crane Orientation – 3-4 hours– Basic Rigger – 4 hours– Journeyman Rigger – 3-4 days– Goldhofer THP – 5 days – Goldhofer PST – 5 days– Goldhofer PSTe – 5 days– Strand Jack – 4 days– Sales 101 – 5 days– Project Management – Curriculum under development– Gantry – Curriculum under development

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Final Thoughts

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Final Thoughts

Our work is safe when we are properly managing the risks of a job.

Training is one of the best leading indicators of safety.

Recruiting good employees requires time and a deliberate process.

Finding and training field leaders is a continuous job that demands focus and diligence.

Standards and regulations are influencing the required skills and training of our employees.

Companies in our industry must have processes in place to ensure the quality and training of their field leaders.

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Final Thoughts

“Our business is not inherently dangerous, but it is unforgiving.”-Randy Lewis, SVP Branch Operations

tackling the challenges of training site supervisors, lift directors, and other leaders gene...

Documents

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