Consistency and quality together with highly adaptable workforce development and learning options guarantee that learners and would-be craft experts can now acquire industry-recognized certifications and credentials.

Better careers, better industry
NCCER’s thorough and relevant workforce development programs foster the career advancement of individuals and aid the expansion of the broader industry. The result is a more skilled and effective workforce and a more vibrant industrial sector made up of a variety of people whose lives have been enhanced by quality construction education.

Established in the mid-90s when 11 top contractors banded together to standardize training and offer certifications accepted by the industry, NCCER now has more than 1,000 national and international organizations authorized to offer credentials and certifications that have been used in all fifty U.S. states and twenty countries.

“When you think of construction, it’s an opportunity for entrepreneurship,” says Jennifer Wilkerson, NCCER’s Vice President of Innovation and Advancement. “What’s probably most interesting about construction to me is that someone can start on their tools and one day own their own business.”

Wilkerson’s husband did just that. After completing welding trade school and working for the Dade County school system, he ended up owning his own welding fabrication shop.

“There are a lot of great pathways,” Wilkinson says. “You can go into a craft, loving what you do and knowing this is what you want to do, or you can move up to crew leader, foreman, superintendent, project manager—whatever it might be that you want.”

She stresses that a lot of engineering programs and colleges—for example, mechanical engineering—want people who already have experience in welding, trades, or electrical engineering.

Wilkerson adds that the attitude surrounding construction is changing a bit, with a greater push toward specific career and technical education and not necessarily university. In this country, until very recently, she says, success was defined in one very specific way, which has led to a move through the years away from what was once called industrial arts. In the past few years, however, she’s seen more career and technical education programs start at schools, along with more enrollments.

This also makes good sense financially as many construction companies pay for employees to go through the apprenticeship program, whether in-house or through a college or training organization. “There are lots of opportunities but you’re also looking at the opportunity to work while you’re going to school,” she says.

Broadcasting the benefits
Getting the important message out to students about the many benefits of a construction career remains a bit of a challenge, however.

“We have to do better,” says Wilkerson. “If construction told the story of the hospitals and community centers we’re building, and what we do after natural catastrophes and how we’re the builders and helpers of those communities, many more young people would be interested.”

And make no mistake, younger people are desperately needed. For every four workers who leave the industry right now, only one comes in, and with one-in-four employees in the construction industry older than 55, workers will be (and already are!) in short supply.

“Construction tends to be a short game: I need people today, I need people tomorrow, I don’t have time to wait,” Wilkerson says. “Yes, you need a short game, but you’d better have a long game, too. And the long game is, ‘what are the closest high schools to your projects? Are you sending anyone out to talk to these kids?’ We’re so focused on the urgency of hiring today we’re not thinking about tomorrow, and we’re paying the price for that.”

Women are also being encouraged to enter an industry that has long been male-dominated. To connect with women and assess the issues anew, NCCER interviewed 176 tradeswomen in the field on project sites, in addition to 770 women who weren’t just in the field but also managers, talking to them about how to get more women into the industry.

“We found out, even from the managers, that what women bring to a site is a sense of teamwork,” says Wilkerson. “Women are very focused on everyone doing well; that’s just part of who they are. And while women don’t have the same physical strength or the experience of men, they tend to truly follow the design plans as they’re designed, which includes technology and safer and simpler ways to do things. They follow those plans better and this is noticed and talked about.”

As the lure of the construction industry includes the chance to learn skills and have opportunities to move up while earning solid money, there’s room for flexibility, too, which is especially appealing when it comes to parents and the need for work-life balance.

“Maybe the industry needs to think about shift work and people coming in earlier or staying later and working out schedules that allow for project sites to go longer as you’re dividing up the staff on who can work,” Wilkerson posits. “We’re hoping to help these contractors understand what we need to do and why they need to bring in women—and the benefits of it.”

Progress is underway, but Wilkerson believes more needs to be done, and with only 11 percent of the construction workforce being women, it’s difficult to see the growth.

“Women who’ve been working for years in the field have yet to see a female superintendent or a female project manager,” she adds. “We need to bring women in at that level because the only way you’re going to get women to see the opportunities and stay is if you have them in those positions.”

Launching careers
Another way NCCER promotes awareness is through its Build Your Future (BYF) initiative.

Build Your Future is a grassroots initiative that NCCER has had from the beginning to promote career awareness and how, over the years, you can become so much more. The program offers everything from career packs for career fairs to resources for teachers, parents, contractors, students, and veterans, along with relevant presentations and games for mentors to use in classrooms, all free of charge.

CareerStarter, a free career exploration tool available through the Build Your Future initiative, was released in August 2022 to inform candidates of where to go for various types of training or to get a certain type of job. This program is aimed not only at students but at anyone changing careers.

“If you look at it from a school perspective, students can build a profile and put in information about themselves while they’re still in high school,” Wilkerson explains. “They can look at contractors that have set up pages to advertise themselves. We then ask contractors to put in entry-level jobs, not jobs that need three or four years’ experience.”

Whether it’s summer internships or simply finding something to do after graduation, the CareerStarter allows colleges, community colleges, and training programs to build their own pages with information to help students discover if they want to go into a training program first or directly into a job. The ultimate goal is for them to actually make those connections after exploring the career-awareness aspect.

“The response has been really positive,” Wilkerson says. “About 22 percent of the students in construction CTE programs go into the industry. We’re asking ourselves, why are the other 78 percent that’s taking at least one construction program in school not going into our industry?”

Upon examination, NCCER found teachers simply don’t know the relevant information to pass to their students and had no connection with contracting firms that would offer entry-level jobs. CareerStarter aims to change that with its platform, offering information that assists students in searching for these jobs and a place to connect for both students and teachers.

“It’s been nice hearing back from the teachers, the contractors, and the students themselves who are super excited that they’re now able to make connections,” Wilkerson says.

Supporting small business
Training remains key, and while NCCER’s training has primarily been apprenticeship-based, the organization is focusing now on how to help those small to midsize companies that don’t have training programs and aren’t connected with a training organization. To that end, NCCER is looking at developing its training into bite-sized, just-in-time segments so that would-be students can enroll in self-paced online training that doesn’t have to be led by an instructor.

“We’re looking at how to encourage people to practice their skills more, and to be able to show how the quality of their performance improves as they go through these programs,” says Wilkerson. “I’m really excited about what we’re doing and how it will look when we release these programs.”

Coming together
To push the understanding that the construction industry can be a career for anyone, Wilkerson says the industry needs to come together.

“We haven’t done a good job talking about it. We haven’t found our voice yet, and I think we need to work on that. It means going to the schools—even the middle schools—and supporting programs.”

Changing misconceptions will help, too, she adds, particularly when people don’t see the stadiums, hospitals, schools, or community centers that are built. Construction is so much more, and all of it, of course, relies on proper training.

“Training leads to retaining—and that’s how you get retention,” Wilkerson says. “People want a clear career pathway. One of the things we have to improve is showing that career path. We have to provide the development for them to get there, so it’s really important that there are training programs,” she shares.

“We as an industry have to understand that people want to see their career trajectory, and they need to know they’re going somewhere.”

The post The Long Game – Building Construction’s Future<p class="company">The National Center for Construction Education and Research (NCCER)</p> appeared first on Construction In Focus.

With a team of 125 talented individuals who bring skill and dedication to the ranks at Ell-Rod, clients receive architectural woodwork and custom millwork of the highest quality, as well as commercial-grade cabinets, countertops, wood doors and frames, and other casework for projects.

Further to quality output and competitive pricing, what sets Ell-Rod apart is the support and service that its clients receive throughout the design, installation, and service process.

As Partner and President Rod Finney points out, other fabricators emphasize quality, and Ell-Rod is “no different in that way… but I think the biggest difference is our customer service and our expertise.”

At Ell-Rod Holdings Inc., service is fundamental and while meeting expectations is the standard, the team strives to provide project quality and service that’s unique in the market and keeps loyal clients returning time and again. From providing a seamless experience for its clients—be they architects, designers, general contractors, construction and property managers, or end users—to delivering projects of the highest quality, Ell-Rod continuously showcases its deeply-rooted knowledge and expertise through its work.

The team at Ell-Rod are “fabricators of first impressions,” creating transformative spaces that meet client needs. The dedicated service, attention to detail, and responsiveness of its team of professionals is second to none and through its talent development activities, Ell-Rod Holdings Inc. is sure to uphold its legacy of quality for generations to come.

A little-known fact about Ell-Rod Holdings Inc. is that it’s very much a family affair. With several long-tenured employees, many of whom are related, the team is a big family. “A lot of family members work here: fathers, sons, brothers, cousins, in-laws,” says Project Manager Sarah Mason.

She mentions the eight staff members who have been with Ell-Rod for the thirty years it’s been in operation: “Most of our employees [have been here for a long time.] Even our shorter-term employees average eight to ten years with us. When people come here, they don’t generally leave.”

Finney’s positive attitude with the team no doubt encourages this stability. “You’ve got to give kids a chance,” he says. “We try to hire young people; in fact, we could use about five to six more people in the shop, quality people or young people we can train.”

Experience is part of the special sauce at Ell-Rod, with a system in place to ensure that the knowledge and expertise of its tenured staff are shared with the next generation and not lost with attrition. Finney provides an example of an employee who is training his grandson, who at present is completing high school, to follow in his footsteps. “There’s no age limit at Ell-Rod; just because you are over sixty-five, we don’t say you have to retire. We have someone of seventy, of seventy-two, even of eighty-three. No one is forced to leave: stay as long as you are productive. It’s experience that the younger people can learn from.”

This goes both ways at Ell-Rod. Just as wisdom is passed down to the younger generation, advancements in technology are inspiring change within the operation that is leading to innovations that will support the company long into the future.

“We’re hiring younger people who are bringing in new ideas,” says Finney, “and using cloud-based technology to coordinate with site personnel.” This is the attitude that’s helping Ell-Rod compete at the front of the field from an operational and employee attraction and retention standpoint.

Located in the small town of Orono, just outside the Greater Toronto Area, Ell-Rod serves customers in Ontario, across Canada, and in the Caribbean. Despite this widespread presence in markets spanning Canada and beyond, the local impact of Ell-Rod Holdings cannot be understated.

Finney notes that Ell-Rod is one of the largest employers in the area, with a strong presence in the community and local economy—a real source of pride. Hiring local and supporting local businesses means that as the company grows, so too does its impact, and currently, Ell-Rod is in growth mode.

“We’re never more than four to six months ahead; that’s the type of business we’re in. It’s hard to believe, with 125 employees, but that’s a fact,” he shares. “Every day we generate sales. The economy is good in our business, but I think part of it is we’re one of the better players so we’re getting our fair share.”

Having been in the business since 1981, Finney and Smith’s passions still burn bright. As heads of the company, they still are two of the first people in the building each day, with Finney overseeing the daily operations and staff, while Smith, who serves as Partner and Secretary/Treasurer, keeps his eye on all the financial aspects of the operation as well as the end-to-end project progress.

“My partner and I are very hands-on,” says Finney. “We’re here all day, every day. We’re here at 4:45 a.m. and there are a couple of other guys here at 4:15 a.m. every day. Our employees all know that they can call us at 5 a.m. and our customers know that they’re going to get one of us. I think that’s a big part of that service that makes us different and better. There are a lot of great cabinet shops out there but I just don’t think they do it like we do,” says Finney. “If someone calls here, we return their call promptly … We’ll have someone out that day to service them if we can.”

Whether it’s a $500 or $5 million project, Ell-Rod Holdings Inc. still takes immense pride in answering the phone and servicing its clients—a good reason why its reputation continues to grow with each project.

Of course, however dedicated Finney and Smith are, nothing—even the exceptional projects Ell-Rod contributes to—lasts forever, and to ensure that there’s not a tremor in the company’s smooth progress when the hand on the helm changes, a succession plan is in place.

The plan, Mason notes, is “to put people in place who can help run it as successfully as Rod and Sandy have done these last thirty years—teaching people what they know.”

One thing is certain, however: the hard work and dedication is worth it. Celebrating thirty years in any business is quite an achievement and while the team at Ell-Rod will take a heartfelt moment to celebrate this milestone, business continues to be… well, business as usual.

The goal is to “keep doing what we’re doing,” says Finney. That means delivering service and projects of a quality that will continue to enhance its name in the community and the market, locally and nationally, for generations to come.

The post Fabricators of First—and Lasting—Impressions<p class="company">Ell-Rod Holdings Inc.</p> appeared first on Construction In Focus.

With locations in Eliot, Maine, Wolfeboro, and Belmont, New Hampshire, Piscataqua proudly serves residential, commercial, and industrial clients with seasonal and year-round services. From property care to landscape construction and lighting, tree and plant care to snow and ice management, Piscataqua has the teams necessary to meet the needs of all its customers.

A growing business
Piscataqua Landscaping & Tree Service started small. With just a barn, pickup truck, and lawn mower, Booth Hemingway founded Piscataqua in 1979. Over the decades, organic growth and savvy acquisitions saw the business transform into what it is today: a respected entity of around 215 employees and a true New England brand. Today it’s the largest full-service landscaping company in the seacoast area of Maine and New Hampshire.

“Most of the work was done in the high-end residential market along the seacoast of southern Maine and New Hampshire,” says Vice President of Business Development Jay Rotonnelli of the company’s history. “Building good relationships with a lot of general contractors and builders is what has gotten the business to where it is today.”

Although Piscataqua may have started modestly, Hemingway focused on high-end residential from the start, which, through enthusiastic word-of-mouth referrals, soon proved to be a market of great potential.

Rotonnelli was drawn to Piscataqua by its reputation in the landscaping sector, its leadership, and its positive company culture. With 31 years in the landscape contracting industry and his knowledge of both horticulture and business, he was a valuable acquisition for the company.

Around the time Rotonnelli came on board in 2016, Hemingway sold the business to Portland’s Chenmark, a long-term holding company. At the time of his retirement, Hemingway said he wanted to ensure the business he built over almost 40 years was purchased by someone “honest, quality-oriented, and employee-focused.” Piscataqua’s President, Justin Gamester, who had worked alongside Hemingway, seamlessly transitioned the company while partnering with Chenmark to focus on the long game and ensure the relationships with the customers and the team are held in high regard.

As it grows, the company is open to acquiring other successful and promising landscaping businesses. Last year, Piscataqua took on Design & Landscapes by Labrie Associates. “It helped us to offer additional services to clients in our southern area, and become more efficient and reduce costs so we could maintain those clients and build on that as well,” says Rotonnelli. The company is continuing to run the Labrie portion of its business from the current base in North Hampton, New Hampshire.

This summer, Piscataqua acquired CBH Landscape Contractors from owner Christopher B. Haddock. A well-known company located in the Lakes Region of New Hampshire, the move will see Piscataqua become even more efficient and gain additional experienced employees.

“Part of the goal was not only to increase market share, but gain from a staffing perspective as well,” says Rotonnelli, who has seen four acquisitions during his time with the business. “We look to these companies that have really good profit and loss, a great culture and brand in their communities, and good staff. And we were able to come in as a larger company and build on what CBH had started by offering better benefits, 401(k), and things of that nature.”

Longstanding customers
Combining decades of experience with trained professionals, well-maintained equipment, strong safety protocols, and connections to trusted partners, Piscataqua Landscaping & Tree Service is an established industry leader.

Counting actors, sports figures, capital investors, hedge fund managers, and doctors among its clients, most of the company’s work on the residential side is in the higher-end market. In the commercial and industrial sectors, Piscataqua offers green and white services, including landscaping and snow removal.

“Our range is pretty wide, and it’s based on who has what skill sets and who can execute on the work,” says Rotonnelli of the company’s projects, which range in value from $5,000 to $700,000 or more. The company is currently working on a high-end residential project which will amount to an almost $5 million investment in landscaping.

The pandemic is one of the reasons the business is seeing an increased demand for year-round services. COVID altered the dynamics of the business and the industry as a whole. “People are looking for the ‘easy button,’” Rotonnelli says. This is the result of all the rules and regulations that came during the pandemic, such as not being able to meet others in person, and countless other restrictions.

“People are looking for a company that has the support behind them financially—and from a resource standpoint—with the skill sets to come in and take care of things fully. In years past, projects were piecemealed out; as we’ve grown and seen the market change post-COVID, customers want a team, an alliance, to take care of things.”

This may mean taking care of snow and ice removal for a shopping center, or clients with plumbing or electrical needs. “They may call us and ask if we have somebody, and we have our Rolodex of contractors we work with who can hop on this issue for them and keep them moving. So there’s a lot of value with relationships.”

Strength in numbers
Along with its staff of landscaping industry pros, Piscataqua clients appreciate the accountability and convenience that come from dealing with one company instead of several. If projects include low-voltage landscape lighting, the company has well-trained staff on hand to do the job. And if work is more complex, Piscataqua has a network of trusted subcontractors available. Dealing with one business has other advantages, such as less paperwork, defined payment terms, not dealing with certificates of insurance, and more. Clients are secure knowing that Piscataqua is on their side to help.

“They don’t have to make 10 phone calls to reach one person when they can reach out to us with our Rolodex of partners,” says Rotonnelli. This extends to extensive excavation projects. Sometimes, Piscataqua will call on specialized companies, and come in later to do the fine grading.

“It’s all about relationships and partnerships,” comments Rotonnelli. “When we’re working with these general contractors, they get the work done. We come in prior to the project and consult about how things should happen and what the transition looks like toward the end. And they rely on us at the end to come in and help finesse and finalize the project with them.”

Getting the best
On the basis that a company is only as good as its staff, Piscataqua is part of the Workforce Development Project, a project of the National Centre for Construction Education and Research (NCCER). This initiative, along with others, helps bring new staff to the business.

“Everybody here is a sales rep and a recruiter,” says Rotonnelli. “It’s everyone’s responsibility to talk to folks, and if there is an opportunity—whether it’s a foreman out on a project to do extra work, or you’re out with your family somewhere and someone chats with you—we encourage people to keep those communication lines open.”

Through the H-2B program, the company temporarily brings in 46 individuals from Guatemala who have worked for them for years. Not only are they enthusiastic and hard-working, but many are skilled in masonry, carpentry, electrical, and plumbing, and train others during their stay in America.

“We work with them to have them help educate some of the younger folks here who want to learn,” states Rotonnelli. “It’s been a great way for us to mesh together and utilize resources, so everybody is getting training on the job every day while they are here,” he says.

Fostering a team environment, Piscataqua is active in many charitable initiatives, from sponsoring school sports teams to supporting the Music Hall in Portsmouth and the Seacoast Humane Society. One of the biggest is the Salvation Army, which sees staff purchase new unwrapped gifts for kids at Christmas. “I’m super proud of those things with our company. You never have to ask; our employees are asking us what is going to happen because they want to give back, and that fosters a sense of pride.”

Both Rotonnelli and the company are active on a variety of boards, associations, and committees. These include the Advisory Board for the Sanford Regional School District as part of its horticultural program and trade programs. Others include the Maine Landscape and Nursery Association, the Snow and Ice Management Association, and the New Hampshire Landscape Association. Currently, Rotonnelli is president of the Irrigation Association of New England.

“We try to keep ourselves out there,” he says, “not only to give back but to stay current with technology and be innovative in our industries. As labor challenges continue, that’s one thing we have to stay focused on—being innovative.”

The post Growing Landscapes, Growing Relationships<p class="company">Piscataqua Landscaping & Tree Service</p> appeared first on Construction In Focus.

This year, Pomerleau is welcoming a new CEO, Philippe Adam, the company’s former Executive Vice President and Chief Financial Officer. The new leadership will guide the company as it takes on larger projects in the coming years. With all these exciting changes occurring, one thing remains the same at the company: its deep-seated values.

Core values
At the heart of Pomerleau’s culture lie its core values, which provide a guiding foundation for its employees.

Excellence, adaptability, love, innovation, and authenticity are the pillars upon which Pomerleau operates. Authenticity drives ethical decision-making and fosters trust both internally and with clients. Love is nurtured through teamwork, knowledge-sharing, and creating an environment where diverse perspectives are upheld and respected. Pursuit of excellence is a constant driving force, encouraging innovation and continuous improvement. Adaptability enables Pomerleau to embrace change, stay ahead of industry trends, and navigate challenges with agility.

Employee well-being
Pomerleau recognizes that its greatest asset is its people. To ensure the well-being of its employees, the company has implemented various initiatives including, in 2019, the PX3 ecosystem of in-house professional development programs specific to career and personal development. The dedicated training centre has in-house designers, and the company works with external vendors to provide more general training opportunities, like health and safety. From interns to project directors, Pomerleau invests in talent from day one.

This investment goes beyond training. Mental and physical well-being are prioritized at the company. Several programs have been established to encourage employees to put their health first, including the Pomerleau Challenge. Since 2009, Pomerleau has been hosting challenges to promote well-being and perseverance and raise money for charities across Canada. Participants are given the resources to train together prior to the event. Together, they work toward a common goal, while building relationships and learning from one another—something that is witnessed on the company’s sites daily.

This year, Pomerleau celebrated the fifth edition of the Challenge by taking over 500 participants and 75 volunteers to Bishop’s University campus in Sherbrooke, Quebec, to live Pomerleau’s values through exercise and team building. This was the company’s largest Challenge yet. It featured 15 obstacles that tested communication, problem solving, and collaboration skills. The company provided each participant with high-quality training resources prior to the event. Offices across the country trained together for months to compete, and the results were astounding. Together, they completed each challenge, and raised $112,000 for Tree Canada and the Canadian Mental Health Association. The proceeds from the Challenge will be used to regenerate forests and set up mental health initiatives. Additionally, the wood used in the construction of the various events will have a second life and will be reused by Bishop’s University and the organization REVE nourricier to build planters for urban agriculture, which will create a lasting impact on local communities.

Read about some of the participants’ experiences below:
“I had the best experience with my teammates. Our team was synergetic, and we really had a lot of fun! This event helped me learn more about some of the colleagues I come across every day, and it made me feel part of something bigger: a work family filled with love and collaboration!” – Justine Amélie Kellenny, Human Resources Advisor – HR Services Development

“What a unique experience! At Pomerleau, we often talk about family and taking care of each other. This includes sport, which is a way of feeling good mentally and physically. For three months, we were lucky enough to have access to indoor sports classes. The goal made me want to push myself! The day of the Challenge was magnificent and memorable! In teams of seven colleagues from across Canada, we overcame 15 challenges. The key was communication and collaboration, an extra challenge when you don’t speak the same language and don’t know each other. I don’t know of any other company that offers its employees such a wonderful time! I can’t wait for the next challenge!” – Julia Pigny, Senior Special Projects Manager

“Training was an opportunity to get back into shape, but the most enjoyable part was doing the workouts with my site crew.” – Julie Loiselle, Health and Safety Coordinator

Diversity, Equity, Inclusion (DEI) and ESG
Pomerleau’s culture thrives on innovation and sustainability, with a strong focus on integrating new technologies and environmentally responsible practices. The company encourages employees to think creatively, embrace new ideas, and push the boundaries of what is possible in the construction industry.

This year, the company released its first Integrated report, a combination of its Activity and Environment, Social and Governance (ESG) reports. Last year, Pomerleau outlined its ESG commitments and objectives through its platform, Perspective. This year, the company is demonstrating how the plan has been put into action. The company’s dedicated team of ESG professionals are executing initiatives that reflect the six priorities they have outlined: Climate Change, Circular Economy, Community Relations, Indigenous Relations, Diversity, Equity and Inclusion (DEI), and a Culture of Innovation.

The strategy is in line with several of the United Nations Sustainable Development Goals, including number ten: reduced inequalities. In 2022, the company achieved one of its goals by communicating its DEI statement and instating Respect and Civility training across the company. Pomerleau has always been committed to creating a work environment that enables its employees to fulfill their potential and to ensure that all of its teams and stakeholders feel represented in the company’s ways of doing things. The company has adopted a strategy based on one single ambition: promote DEI, focusing first and foremost on respect.

Pomerleau seeks to integrate DEI as a fundamental part of all of its practices and processes. This year, the company has two goals. By 2023, Pomerleau strives to establish an advisory committee and deploy a training and coaching strategy with the aim of raising DEI awareness among Pomerleau’s managers. The company also plans to complete the review of its key talent management processes to better integrate DEI into its ways of doing business. This report and the company’s commitments have become an active driver for recruitment as younger professionals especially seek socially responsible companies.

Future forward
By fostering a collaborative environment, Pomerleau encourages employees to work together, share knowledge, and contribute their unique perspectives. This culture of collaboration fuels innovation, driving the company to continuously explore new technologies and sustainable practices that shape the future of construction.

The post A Deep Dive into Pomerleau’s Culture<p class="company">Pomerleau</p> appeared first on Construction In Focus.