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UA Building Maintenance and Pest Control: A Review

UA Building Maintenance and Pest Control: A Review. Neal DiChiara : Manager Clint Hamner : Associate Manager AJ Johnston: Assistant Manager David Marlowe: Assistant Manager. To develop our work force in all disciplines. To support the broad array of requests across our campus.

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UA Building Maintenance and Pest Control: A Review

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  1. UA Building Maintenance and Pest Control: A Review Neal DiChiara: Manager Clint Hamner: Associate Manager AJ Johnston: Assistant Manager David Marlowe: Assistant Manager

  2. To develop our work force in all disciplines. • To support the broad array of requests across our campus. • To support our skilled journeymen. Why Have Laborers?

  3. To broaden skills and experience in interrelated disciplines. • To cultivate adaptability and flexibility in prospective skilled tradesmen. • To allow opportunities for employees to separate themselves from peers. • To strengthen the message that improvement is required and expected. Why Rotate Laborers and Trades Helpers?

  4. Laborers and Trades Helpers: 4 (1 Mason Trades Helper and 3 Roofing Laborers/Trades Helpers • Added Laborers and Trades Helpers: 3 (1 Paint Laborer and 2 Mason Laborer) • Results of Laborers and Trades Helpers Before Rotation • 2 Terminated • 1 Promoted to Trades Helper • 4 Promoted to I or II Level Position Beginning 1/1/09

  5. 2010 began a period of stagnation in all Laborers and Trades Helpers. • Continuous complaints of being ”stuck” and no way to get opportunities in other trades. • When asked what we could do, the common answer was to help Laborers and Trades Helpers get more experience in other trades. • All of the previously-promoted employees had eliminated the qualified applicants from our Laborers and Trades Helpers pool. • We knew that two things had to happen, an expansion of our current Labor pool and a way to circulate and build on the potential of these employees. • This period of stagnation is what led to the “rotation.” 2010-2011

  6. We have added Laborers to the Carpentry Trade. We only have two trades left to add Laborers to in order to complete our goal of having Laborers and/or Trades Helpers in each trade. • We have promoted two employees in the rotation to higher levels, including a level I. • We have held past rotation evaluations that last two times to gain valuable feedback on the program. • Clear separation from peer group and individual improvement have been observed as strong in most employees. Post-Rotation

  7. We will always hire the best person for the job, and outside competition is tough. • We want that person to come from our own staff. • Before the rotation, promotion was limited. The perfect storm of person, skills, attitude, and availability had to be present. • Promotion is a function of attitude, behavior, and skill. • We are actively engaged in increasing awareness and opportunity to grow in our unskilled positions. • Since the rotation began we have seen three qualified applicants from our pool apply for I or II positions. We have been able to place one person in an entry-level job. Without the rotation we would have only had one qualified applicant. (300% increase in qualified applicants) • Qualified skilled labor is in short supply in our industry in Alabama. Three major contributors are immigrant labor, absence of training, and a lack of interest. • Our rotation system combats the 2 contributors that we can control, training and interest. • Placement rates vary from less than 1% to 20% on average for any particular position. WE have a placement rate of 30% on qualified applicants from our Laborer and Trades Helper pool. In-House Promotion

  8. We can turn an employee with a good attitude and a limited foundation of ability into a journeyman through the rotation if: • All employees know and understand that it can take time. • All employees support the process • All employees support the Laborers and Trades Helpers in creating opportunities for themselves. • All employees offer ideas for additional training opportunities. • All employees trust the strategy that has been adopted and embrace the role as someone who can help develop potential. • We can increase our ability to service the University of Alabama by having a developing set of Laborers and Trades Helpers who are continually being taught and encouraged. Why YOU Matter in this Process…

  9. Within the next year, one cycle of the rotation will be complete. • Our goal is to see the program instill confidence and initiative in the participants. • A secondary result will be the exposure of employees who are unwilling or unable to improve across time. Confidence in the Future

  10. Since 2009, Building Maintenance has increased its Laborer pool by 225%. • Laborer and Trades Helpers represent 10% of all Building Maintenance employees. • The Average years of service in Building Maintenance per Laborer and Trades Helper is 2 years and 9 months. Laborers by the Numbers

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