Has fall is now officially here, we all think about how the summer slipped away too fast!!!
I don't, lol, On the drive to the office on a Sunday Morning at 5 am; I am thinking of the past 10 years within the construction industry and the talent pool situation. ---
I reflex back on my years up north in the NWT, NU and Yukon, it seemed we never had an issue. Whenever I made calls for crews / key guys; it seemed people were just there!!!
We executed projects all over northern Canada, in remote places that may have been attractive to many of the guys I called upon. They liked the fact that they could leave for 4 to 7 months and then be done, return to the small communities where we were from and enjoy the rest of the year hunting, trapping and fishing. These remote projects certainly had its challenges, but it seemed the people and their character fit the region and visa verses.
As for management, again it always seemed easy, many people wanted that northern Canadian experience. Furthermore our engagement with the diamond industry was very appealing.
Key industry professionals certainly wanted to have these projects on their resume.
Now that I reflect back on the diamond mines, I also would push much of the credit to the clients. They believed in developing a best in class work environment, accommodation and overall awareness of what drives the trade worker and professional. They also were abreast of any indirect conflicts or inconsistency of manpower treatment. Meaning any conflicts and or "viruses" were dealt with promptly.
Once I left the north I went to Fort McMurray in the Oil sands. What do I say about Fort Mac!!!!
With that said, my experience was different from what I heard from many projects / companies.
We went out of our way to secure people that were liked minded and formed a family atmosphere.
I had a few philosophies when recruiting my project team, that I still believe into today; whole heartily.
---- Look for the right Attitude, Character and Skill to fill the team "glass", when in doubt on the individual; hire for their Attitude and Train for lacking skill. If Attitude, Character and Skill come together, hire that individual at all cost.
Because they are like finding a Panda Bear in the wild, may not see one again for awhile......-- lol
Furthermore, I had the good fortune to work for; probably the best group / construction company at the time - JV Driver. The President and Owner (Bill Elkington) was by far the best leader I ever come across to that point and yet today for that matter.
This experienced and engagement provided many lessons for how I would led for the rest of my career. He had a very unique and personal way of leading, the trouble with these unique management values, is that they are very hard to support within a group that don't share them. I come to learn it is great if you own the company but trying to bring that fresh and "caring" (truly people focused) management style to a conventional company is nearly impossible.
Over the years I have attracted a great group of key people that have followed me wherever I have asked and now that I have branched out on my own, they are my rock. With that said to grow a company you need to keep attracting key people, but it seems the preverbal "talent pool" is pretty much empty these days. Especially in the West where the industrial / pipeline groups and related clients, consultants and contractors can seemly pay whatever it takes.
The pay (in many cases) certainly does not parallel the level of skills. I could only assume the Attitudes must have gotten a great deal better???? -- lol
CARE!