As I remember the question had something to do with how to establish the
resource of a skilled workforce.
One option to investigate is the seeking out of someone highly experienced in
the direction you want to go, investigate to make sure they are not a BS
artist, and hire them to assist in developing the business - possibly offer
equity (without equity they may cost too much to maintain). This will result
in a more rapid return to cash flow than waiting on a national school, guild,
or other external source of skilled labor.
Though a formal training program is possible it would require financing,
administration, and a number of years before there are graduates ready to
work. The NPS/HPTC is a good model... but they are not producing graduates
rapidly enough to have a surplus beyond their needs.
I doubt that larger restoration firms would be encouraged to pool in a
training consortium as they are not very much interested in the existing
programs. They have established their workforce requirements, most of them
operating on the reputations of their fathers, and leave training to the
unions, simply demanding of the unions a higher quality of workforce. The
unions are on the hind leg of the pig on this one. As well, a consortium reeks
of restraint of trade and uns foul with the IRS, let alone competitive
paranoia. The fact that a small outfit has a problem of supply of skilled
labor is in the interest of the larger firms in limiting intrusion into their
markets. There is already enough intrusion from relatively unskilled labor,
ie. immigrant entrepreneurs who are as oblivious to the unions as they are to
OSHA, IRS, Dept of Labor, and the weather. The working conditions of _Christ
in Concrete_ remain the same as in the 20's and 30's, only now the ethnicity
is changed.
Another problem with a training program is the selection of the instructors.
If the instructors, and administrators, are not seasoned in the construction
business and the craft then the likelihood of the graduates being worth their
popcorn will be slim. The papers will look good, and they may speak well, but
unless there is a winnowing process like a military boot camp to sort the bull
from the bananas then the graduates will come out worthless to the market.
Most contractors devise their own means of winnowing. In our case we put them
up on a hanging rig, say 100 ft. up on the side of a building, and see if they
ever take their hand off the backrail. If they shake the begeezus out of the
rigging then we let them go. We have no need for broomers (the last resort is
to hand them a broom and see how they sweep) and smileys (a guy you hire for
PR to stand on the street and smile while watching the truck) and everyone has
to be able to fly.
What you do need is a business strategic plan that encompasses HOW to come up
with the skilled labor resource that you need? I fear that training of a
resource for a for-profit venture will essentially remain the responsibility
of the employer. A friend once remarked to me that the game is who has the
money and is able to pay. If you have the money then hire someone who knows
how to do what it is you need to have done.
Our skilled resource derives partly from previous union training, self-
motivated individuals, out-of-country experience, out-of-area experience,and
in-house training from those who know to those who do not know. We will hire
inexperienced individuals if they show a good attitude and a desire to learn.
Good attitude is a very important and often overlooked quality.
A majority of the NYC construction workforce is not born American. In my
experience immigrant trade workers demonstrate a higher work ethic, tend to be
more honest (not stealing tools or materials), more polite, and more loyal.
Quite often they are highly skilled. These qualities are not something to be
taken advantage of. Many years ago, obviously for purposes of ambition, I
determined that I should strive to work as hard as the immigrants that were
following my directions. There are various ways in which to make effective
contact with skilled labor pools in the immigrant population.
You might think of the problem in terms of how to outfit the crew of a sloop.
I suggest some Patrick O'Brian novels to get an idea of the persepctive
Captain Aubrey has regarding the individuals that make up a crew. Whomever you
hire you will be at sea with them on dry land for a while, you might as well
make sure you can get along without flogging them. Beside the fact that the
novels are historic and fun. Ask HLH or Bruce Marcus on BP if you have any
doubts of this advice.
The field workers also function to throw out the totally unskilled from the
group, as readily they perceive an extra burden on their shoulders. They may
not understand a 401K plan, but they do know when the person next to them is
lazy. This readiness of a group to winnow out the dry husk also speaks to how
to build a workgroup. Try to avoid inbreeding and nepotism, as there will
always be motivations of blood before business.
The finding and cultivating of a skilled workforce is a continuous problem and
does not stop at any time... it requires a strategic plan and management from
the plan. On top of that, you need to have the appropriate work to feed the
resource. It does nobody good to hire a skilled foreman and then put them to
shovel work during slack times.
][<en Follett
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