Mechanical Piping Plumbing Journal 2008

Projected Annual Growth in Employment and Labour Force by Broad Skill Level, 2006-2015 (%) 2.0 Usually requiring university education 1.5 Employment Usually requiring college education or apprenticeship training Management 1.0 0.5 Usually requiring only on-the-job training Usually requiring high school 0.0 0.0 0.5 1.0 Labour Force 1.5 2.0 (%) Source: HRSDC - SPRD, Labour Market and Skills Forecasting and Analysis Unit, 2006 Reference Scenario Bob Modjeski of Winnipeg-based WESCAN Electrical Mechanical Services says his staff progressing through the ranks are offered a number of preparatory courses, including the CMCEF, plus other supervisor and communications training courses. These are necessary, Modjeski says, because you must invest in a company’s future through staff preparation. “We have a few management staff who are 50ish,” Modjeski explains. “We have some younger workers who aspire to become managersowners. So, we’re looking at attrition, and at career advancements for some of our younger members.” WESCAN was incorporated in 1978 to provide design and contracting in the electrical field. Today, the company provides a comprehensive range of services that include electrical, mechanical, communication and maintenance disciplines. Services offered include prelim36 inary investigation, consulting, budgeting, conceptual and detailed design, construction management, cost control, scheduling, procurement, expediting, installation, startup, commissioning, preventative maintenance, power factor studies and energy optimization audits. According to Modjeski, anticipating the need to fill management positions is a two-way opportunity: current management are eyeing younger staff, while junior staff members are taking the initiative to express interest in climbing the corporate ladder. And above all, Modjeski says, it is important to maintain an attractive place of business. “We make sure our people are paid at or above the industry average, and offer them an environment they feel comfortable to work in,” says Modjeski. “We haven’t had a lot of people in junior management positions leave us.” But management attrition as a whole is an industry-wide concern, Modjeski says. He cites a recent meeting where the vast majority of management attendees were close to 50 years of age. Former MCA Alberta chair Daryl Zimmerman, with Lockerbie & Hole, sees the same age gap – both in the trades, and in management. “My observation is, you have a lot of workers still active and around 50 years old. Then there’s a large group around 25 years old,” Zimmerman observes. “You get a smattering of people in between. But what’s happening is senior staff are putting in more hours. Businesses are running one person short all the time. Management deals with more and more work, and some are struggling.” Zimmerman says the gap before the management ranks which is creating additional demands on the senior staff level could perhaps benefit from, for example, more flex- Mechanical Contractors Associations of Alberta, B.C., Manitoba & Saskatchewan 2008

Table of Contents Feed for the Digital Edition of Mechanical Piping Plumbing Journal 2008

Mechanical Piping Plumbing Journal 2008 Contents MCA Canada Chairman MCA Alberta MCA British Columbia MCA Manitoba MCA Saskatchewan Alberta British Columbia Saskatchewan Manitoba Demographics & Management Employees Insurance – The Pros & Cons of Subguard® Construction Sector Council Data Richmond Olympic Oval Uses the Ice to Heat Things Up B.C.’s Hydrogen Highway™: The Hydrogen + Fuel Cell Alternative The Manitoba Hydro Tower Project Index to Advertisers

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