The team designed a microlearning process to deliver content and then use the Superintendents Meeting, held just once annually, for in-person practice and reinforcement.
Utilizing Haskell’s LMS platform and annual Superintendents Meeting, the team implemented a blended, robust curriculum of on-demand technical training, focusing on technical KSAs (standard Knowledge, Skills, and Abilities needed in the construction industry, defined by the Department of Labor), safety, and quality processes. They spent four intensive months analyzing, planning, and developing, in partnership with the vice president of Construction, the five directors of Construction (who manage and have day-to-day contact with the field teams), and the chief operating officer (for program oversight and updates). This is expensive, challenging to the coverage of job sites, and does not provide for appropriate skills enhancement to keep field supervisory teams current on the latest construction technologies and processes.įinding a solution to this was so crucial that Haskell hired its first manager of Technical Training and Training assistant. The technical and craft-related content was delivered only at in-person training, the “Superintendents Meeting” (SM) held twice a year in Jacksonville. Previously, nearly all online, on-demand training was soft skills or compliance training. Help them adapt quickly to a continually changing construction industry. Teach them to use more advanced construction-related software, including cutting-edge virtual scanning and drone mapping equipment. Specifically:Įquip employees with different and emerging skill sets to accomplish many more technically diverse projects. The challenge was providing blended, on-demand technical training online to Haskell’s global workforce, reducing travel time to training sites, and leveraging existing company technological tools and the current learning management system (LMS) to successfully enhance the culture of learning. Ensuring effective training for this group is a company-wide endeavor, with oversight from the chief operating officer, and directly supported and implemented by the five directors of Construction under the guidance of the vice president of Construction, advancing Haskell’s corporate strategic goals of Operational Excellence and Financial Strength. Approximately 25 percent of these employees touch every project at Haskell, including the Field Supervisory workforce, roughly 300 employees in 150 different locations in 10 countries (Singapore, Malaysia, Australia, Ireland, U.S., Canada, Mexico, Ecuador, Colombia, and China), and many different roles, from journeymen (construction craft workers) to field superintendents and from safety coordinators to project managers. Haskell was faced with a big challenge-the growth of a small construction company from 900 to more than 1,400 team members overnight.
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