CREJ - Journal

MARCH 2015 \ BUILDING DIALOGUE \

superintendent to complete projects successfully.

Exposing this mindset can happen naturally based on indi-

vidual tendencies. When given the option of helping out with

a concrete pour or learning to process submittals, the future su-

perintendent is the first one to help with the pour, while those

who aspire to project management veer toward office work.

Time spent in the field pouring concrete, performing layout

and conducting quality control inspections with a superinten-

dent with teaching instincts exposes the young workforce to

daily construction activities.

“With many future superintendents coming into the in-

dustry with college degrees, we treat on-site learning like a

classroom,” said Phil Mills, a Swinerton superintendent with

40 years of experience. “It’s how they are comfortable learning,

and when they see us as teachers, they soak up the knowledge

like a sponge.”

Mentoring is another method that superintendents can pass

on their knowledge to others. And mentoring should not be

limited to interns and employees starting out in their careers.

Existing foremen who demonstrate the motivation to take

their careers to the next level are prime candidates for superin-

tendent positions. Mentoring individuals with field experience

develops leadership and communication skills, and fosters a

great resource of future superintendents.

“I see mentoring as an opportunity to give back,” said Ker-

ry Swain, a Swinerton senior superintendent with 35 years of

experience. “I enjoy building, but I find myself having more

job satisfaction in training the younger workforce to take my

place.”

By developing a multigenerational workforce, contractors

provide a consistent supply of upcoming leaders. But no

matter the age, the qualities of a superintendent remain the

same: to complete a project with “no surprises” for clients. As

the industry continues to face labor shortages and the re-

tirements of accomplished superintendents, it is critical that

contractors employ plans to ensure a healthy, knowledge-

able pool of site leadership.

TRENDS

in Construction Workforce

Exposure to daily construction activities