Orientation for Owners and Contractors

1
Orientation for Owners and Contractors

• COAA
• Apprentice
• Mentoring
• Program

2
Todays agenda

• Purpose and objectives
• Why create a program
• Components
• Partners
• Value determination
• Audit
• Other

3
Purpose and objectives

• To give an overview of the apprentice mentoring
  program (AMP)
• To provide a historical perspective
• To highlight the value of the program
• To give insight into the administration of the
  AMP
• To discuss why industry should support an AMP
• To solicit comments and feedback

4
Purpose and objectives

• To address the key success factors, challenges,
  and potential opportunities for the AMP
• To garner owner and contractor management support
  for the implementation of the AMP
• To contribute towards the development of
  sufficient numbers of highly skilled, qualified
  apprentices for Alberta industry

5
Why create a program

• Future projected shortage of skilled tradespeople
• Future construction and maintenance demand
• Aging workforce
• Transfer of journeyperson experience
• Future development of supervisory and management
  candidates
• Investment in the future
• Highlights stakeholders commitment and support
• Enhances stakeholder credibility
• Cost effective/cost benefit determination
• Increases competitiveness present and future

6
Why create a program (contd)

• Improves industry image
• Enhances workforce development
• Social and business responsibility
• Broadens industry support
• Moral obligation
• Youth under-employment
• Increases opportunities for women, Aboriginals
  and visible minority employment
• Fewer dropouts equates to less turnover
• Improves safety performance
• Quality work

7
Components of the AMP best practice

• Executive summary
• The need for mentoring
• History of mega-projects AMPs
• Mission statement
• Purpose of an AMP
• Objectives of mentoring
• Benefits of mentoring (i.e. safety)
• Key ingredients for a successful AMP
• Stages in a mentoring relationship
• Removal from the program
• Roles and responsibilities

8
Components of the AMP best practice (contd)

• Implementation of the AMP
• Administration of the program
• Communications
• Program evaluation
• Barriers to effective mentoring
• Managing the Blue Book
• Appendices

9
Partners

• Government (Federal/Provincial)
• Owners
• Institutions
• High schools
• Labour providers
• Contractor associations
• Organizations promoting Aboriginals in the trades
• Organizations promoting women in the trades

10
Partners (contd)

• Teachers/educators
• Community leaders
• Parents
• Journeypersons
• Apprentices
• Ambassadors
• Media

11
Roles Owner

• Visible, engaged champion of AMP
• May make AMP a contractual requirement
• Provides contractor sufficient resources to
  develop, implement and administer the AMP
• Senior management provides AMP testimonials as to
  the value of the program
• Participates in the orientation of mentors and
  mentees
• Participates in AMP recognition and awards
  program
• Gives open, honest, constructive feedback on the
  contractor administration of the AMP
• Supports the contractors efforts in finding and
  providing new and challenging opportunities for
  the mentee

12
Roles Engineering procurement construction
manager

• Visible, engaged champion of the AMP
• Provides contractor sufficient resources to
  develop, implement and administer the AMP
• Participates in the orientation of mentors and
  mentees, when requested
• Participates in AMP recognition and awards
  program
• Gives open, honest, constructive feedback on the
  contractor administration of the AMP
• Supports contractors efforts in finding and
  providing new and challenging opportunities for
  the mentee
• Keeps stakeholder management apprised of the AMP
  and its impact on the project
• Encourages contractor participation in the AMP
• Looks for ways to improve the AMP

13
Roles Contractor

• Assigns senior manager to be the champion of AMP
• Markets AMP to potential mentor and mentees
• Arranges for orientation for and between mentors
  and mentees, and ensures they understand
  respective roles
• Participates in AMP recognition and awards
  program
• Assigns someone to manage the AMP
• Encourages potential mentors to participate in
  the AMP
• Matches mentors and mentees
• Keeps the EPCM management apprised of the AMP and
  its impact on the project
• Monitors the AMP and suggests changes to enhance
  program effectiveness
• Supports efforts in finding and providing new and
  challenging opportunities for the mentee and
  mentor

14
Roles Labour providers

• Are visible champions of the AMP
• Encourage individual mentors and mentees to
  participate in the AMP
• Encourage contractors to participate in the AMP
• Monitor the AMP and suggest changes to enhance
  program effectiveness
• Participate with the EPCM and contractor in the
  AMP implementation
• Promote the AMP in their newsletters
• Participate in AMP recognition and awards
  program, when requested

15
Value determination

• Local supply
• Appraisals
• Recruitment costs
• Statistics
• Knowledge transfer
• Supervisory candidates
• Workforce development
• Travel, subsistence costs

16
Value determination

• Safety performance
• Productivity
• Company and owner reputation
• Number of entrants
• Number of graduates
• Turnover
• Mentor and apprentice feedback
• Average wage costs
• Manpower availability

17
Why audit?

• Measure to plan
• Value targets achieved?
• Checklist
• Incentive to support
• Provides a base to recognize performers
• Shows commitment by stakeholders
• Opportunities for improvement
• Enhanced credibility

18
Other

• Need targets for utilization of apprentices by
  trade, area of work, stage of project (women,
  Aboriginals and visible minorities)
• Identify areas of high opportunity for use of
  apprentices and skills acquisition by apprentices
• Consider developing, where practical and
  feasible, a training plan for each apprentice
• Establish a policy regarding schooling attendance
• Support alternate schooling mechanisms
• Establish a policy regarding wage payment
• Local focus