job descriptions?

[PStuffel]

Well, I have been tasked with the job of coming up with some job descriptions for our lead climber/foreman, climbers and and our ground guys. We are at the point where trying to get these guys to take on more responibility is like pulling teeth. If they would do more, we would pay them more. I need to come up with a way to do regular evalutions based on what is expected and how they are expected to grow. Does anyone care to share there job descriptions for these positions or just talk about what is expected and how you convince your folks to learn and want to grow? I am really just starting to wrap my head around this thought this forum would be a good place to start. We want to pay these guys well but we also want them to earn it. Any info on the subject would be greatly appreciated!
Thanks!

 

[ddhlakebound]

Maybe if you got little charts with each of their names, and a bunch of star stickers, that would motivate them.....:monkey:

Sorry, just kiddin....

To me, (and I'm just speaking about small 2-4 man crews) there is too much to be done to worry about who is assigned this job or that job, then have to worry about why 2 guys are waiting for 1 other guy to do something so they can continue work.

Everybody on the crew needs to be capable of recognizing what's needed next, then execute with as little direction as possible. Everybody needs to be willing to do whatever's needed to move the job along efficiently. Anybody who isn't willing to stay alert to everything going on, listen, be willing to learn and at least try to work as hard as the hardest workin guy on the site isn't worth keeping around long term.

I don't know how your crew, or you work, and I'm not saying this to bash your skills in any way, but many times an unmotivated, hard to work with crew is the product of less than optimal leadership and training.

 

[Ghillie]

Maybe if you got little charts with each of their names, and a bunch of star stickers, that would motivate them.....:monkey:

Sorry, just kiddin....

To me, (and I'm just speaking about small 2-4 man crews) there is too much to be done to worry about who is assigned this job or that job, then have to worry about why 2 guys are waiting for 1 other guy to do something so they can continue work.

Everybody on the crew needs to be capable of recognizing what's needed next, then execute with as little direction as possible. Everybody needs to be willing to do whatever's needed to move the job along efficiently. Anybody who isn't willing to stay alert to everything going on, listen, be willing to learn and at least try to work as hard as the hardest workin guy on the site isn't worth keeping around long term.

I don't know how your crew, or you work, and I'm not saying this to bash your skills in any way, but many times an unmotivated, hard to work with crew is the product of less than optimal leadership and training.

:agree2: With you again!!

Be carefull with the job descriptions. If you have un-motivated people you will start hearing "That isn't in my job description!" instead of "let me help you with that"

My two cents.

EDIT: we only run 2-5 people at this time, all of the guys are firefighters and work different shifts/different departments so we all have to know every aspect... Crane operator, aerial operation, climbing and ground work. We all know who does what more efficiently and what it's going to take to get the job done quickly and be done for the day.

 

[PStuffel]

You guys are absolutley right! If me or my boss are on the job things roll just fine. Once we leave the milking starts! We have had the conversation about finding a foreman we can trust but we just havnt made that move yet. This is only recently became a problem since I have spent more time bidding and scheduling less time on site with the crew (3-4 guys) It is aslo pretty new to us to have this many people working so we are still trying to figure it out.

I like the little chart idea might have to try that one!

 

[Ghillie]

You guys are absolutley right! If me or my boss are on the job things roll just fine. Once we leave the milking starts! We have had the conversation about finding a foreman we can trust but we just havnt made that move yet. This is only recently became a problem since I have spent more time bidding and scheduling less time on site with the crew (3-4 guys) It is aslo pretty new to us to have this many people working so we are still trying to figure it out.

I like the little chart idea might have to try that one!

Interested in what you come up with. If we keep growing, I can see this problem in the near future. I would like to see a couple of full time guys by next summer.

 

[BC WetCoast]

If you go to the web sites of the bigger guys eg Barlett/Davey, they will have job descriptions for various occupations. It will give you someplace to start and you can modify as you see fit.

There is a perfect line that should be included at the bottom of all job descriptions:

OTHER DUTIES AS REQUIRED

 

[Groundman One]

You only need three lines.

Groundmen: If it's on the ground - do it.

Climbers: If it's in the tree - do it.

Everyone: If you're told to do it - do it.

 

[PStuffel]

Groundman One You only need three lines.

Groundmen: If it's on the ground - do it.

Climbers: If it's in the tree - do it.

Everyone: If you're told to do it - do it.

__________________
Will work for whisky. [/QUOTE]

You ever think about moving to Tennessee.
I got whiskey!

 

[John Paul Sanborn]

This sounds like more of a problem with the leadership skills of the crew leader. Either he thinks it is OK to play more when the "boss" is not there, or he is uncomfortable in taking a real leadership role.

If the former, then he needs an attitude adjustment. Maybe linking his bonus to crew performance? If it is the latter, then it may be the fault of upper management not developing him, and making the crew believe that he speaks with their voice. Again the bonus may help.

As far as responsibilities, I too am uncomfortable with job descriptions for the reasons stated above. If the climber has no more climbing, and his gear is packed, is he on break? Should he pick up a rake?

First people should know your expectations in a serious manner. This is part of training and counseling, the latter should not be seen as a disciplinary matter, but employee development.

Weather you make job descriptions, you should have counseling and training records. How well does the employee work with others, how willing is he to take on other tasks, does he show good initiative and judgment.

Management is not easy, and gets harder with more people and equipment. Instead of looking for a simple solution, take time to find a comprehensive solution that will work with personality traits different from your own.

I say it this way, because most people who start a business find work fun, or fulfilling in other ways. Most people who gravitate towards labor find it a chore, and do not see the logic in taking initiative.

OK, I'll step off the soapbox for a while.

 

[B-Edwards]

Dont forget the" trouble maker". Get rid of him as soon as you figure out who it is. There always is one and I have learned the hard way not to keep him. He is the one always complaining and causes your good guys to do the same if not careful. Exactly, pay your guys well but dont put up with any bs.

 

[treemandan]

Well, I have been tasked with the job of coming up with some job descriptions for our lead climber/foreman, climbers and and our ground guys. We are at the point where trying to get these guys to take on more responibility is like pulling teeth. If they would do more, we would pay them more. I need to come up with a way to do regular evalutions based on what is expected and how they are expected to grow. Does anyone care to share there job descriptions for these positions or just talk about what is expected and how you convince your folks to learn and want to grow? I am really just starting to wrap my head around this thought this forum would be a good place to start. We want to pay these guys well but we also want them to earn it. Any info on the subject would be greatly appreciated!
Thanks!

Job descriptions? HAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHHAHAHAHAHAHAHHAHAHAHAHAHAHHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHAHHAHAHAHAHHAHA really? HAHAHAHAHAHAH.

Sorry about that and I feel for ya bubba and wish you all the best, so does The Dan. We mean it from real deep I swear to God. I hope you get it squared away, sounds like you got people not working together AND they don't wanna from jump.
The Dan's advice, if you care to head, " be the ball" or whatever/ whomever it is you are working with. Be that and you will figure a lot out. while you are busy " being the ball" you will then find out all the BS going on and start calling people on it. If you think they try to BS more call them on that too. Get it out in the open and start working. Have fun, it sure sounds it.

 

[Groundman One]

OK, I'll step off the soapbox for a while.

Ahh, stay there. Every word you said was spot on.

 

[treeslayer]

run an ad for climbers and groundmen, and specify you only want men willing to work the whole job. and do what it takes to finish jobs and move on.

start interviewing and make a list of best candidates, then sit the crew you have down, and tell them straight up what you are doing. ask them what they can do to increase the bottom line, and then fire the ones who don't get it.


that's the brutal way, but most effective. hard enough making money in this business without having to babysit.

 

[Rftreeman]

You guys are absolutley right! If me or my boss are on the job things roll just fine. Once we leave the milking starts! We have had the conversation about finding a foreman we can trust but we just havnt made that move yet. This is only recently became a problem since I have spent more time bidding and scheduling less time on site with the crew (3-4 guys) It is aslo pretty new to us to have this many people working so we are still trying to figure it out.

I like the little chart idea might have to try that one!

when the cat's away, the mice will play, sounds like you need a facial change if you get my drift. Let that foreman know that he is in charge when you are not around and that it is his responsibility to get the job done and if he can't do it then you'll find one who can but do it in a nice way.

 

[CraneOp1]

No job descriptions needed, just job titles.

Everyone needs to know what his/her role is. And then they need to know who the director/foreman is. This person need not be the most experienced, but the person with whom you can trust to get the job done and understands what you want done and how you want it done. Understand too that whoever you choose must also be able to stand their ground with the crew. Also follow the other suggestions, there are a lot of good ideas. It's kind of like jig saw puzzle, you just need to piece it together to where you have it all together.

 

[John Paul Sanborn]

Dont forget the" trouble maker". Get rid of him as soon as you figure out who it is. There always is one and I have learned the hard way not to keep him. He is the one always complaining and causes your good guys to do the same if not careful. Exactly, pay your guys well but dont put up with any bs.

I call it "winnowing the chaff" keep the crew over staffed so that you can find people that work well together. The law gives you 90 days to see if someone fits, to you should usually be able to figure out the worst player on the team to let go.

And if they've been there longer, sometimes it is better to eat the unemployment then keep them on the payroll. That or reduce their hours till they quit....

 

[BCMA]

This information is being shared from our TCIA accreditation. If anyone is not a member of the TCIA or have not considered be accredited, I would urge you to look into it. It is one of the best things we have done to promote the professionalism of our company.

Ground Operations Specialist (or equivalent training) provides a basic level of safety training to ground workers. Accredited companies should credential all ground worker employees as Ground Operations Specialists within the first six months of employment. Here is an employee file form to help you track training: GroundOpsSpecialistEmployeeTrainingChecklist.pdf Ground Operations Specialists need to be trained in the following topics:

1. Defensive driving
2. Parking and backing vehicles
3. Driving in poor weather, emergency parking
4. Job site hazard inspection
5. Traffic control
6. Work planning
7. Job briefings
8. Emergency preparation, prevention and response
9. Preparing equipment for the day
10. Assisting and working with climbers
11. Line handling (working with ropes)
12. Basic knots
13. Storing chain saws, gas and oil
14. Walking with chain saws
15. Chain saw PPE
16. Starting chain saws
17. Cutting spring poles
18. Proper bucking techniques
19. Proper tree-felling techniques (notch, backcut, hinge)
20. Avoiding struck-by injuries
21. Work-zone, landing-zone, drop zone guidelines
22. Setting up and positioning a chipper
23. Dragging and stacking brush
24. Feeding the chipper
25. Proper chipper operation
26. Chipper maintenance precautions

Tree Climber Specialist (or equivalent training) provides a basic level of safety training to tree climbers. Accredited companies should credential all tree climber employees as Tree Climber Specialists within the first six months of employment as a tree climber. Here is an employee file form to help you track training: TreeClimberSpecialistEmployeeTrainingChecklist.pdf Tree Climber Specialists need to be trained in the following topics

1. PPE for climbers
2. Identification and use of climbing equipment
3. Pre-climb inspection
4. Gear inspection
5. Climbing knots
6. Climbing work plan
7. Installing ropes
8. Methods for ascending the tree
9. Isolating a throwline
10. Identification and use of climbing spurs
11. Fitting climbing spurs
12. Proper lanyard and climbing rope use with climbing spurs
13. Tying-in
14. Safe climbing techniques
15. Installation and use of a false crotch
16. Limb-walking
17. Techniques for double-crotching, recrotching and redirecting
18. Work positioning
19. Working on spars
20. Descending
21. Identification and use of rigging equipment
22. Rigging forces
23. Methods for calculating wood strength
24. Hazard assessment for rigging
25. Rigging knots
26. Techniques for lowering with control lines only (natural crotch, belay, etc.)
27. Techniques for lowering with lowering devices (block and tackle, rope brake, ratcheting devices, etc.)
28. Identifying electrical hazards

Aerial Lift Specialist (or equivalent training) provides a basic level of safety training for aerial lift operators. Accredited companies should credential all aerial lift operators within the first six months of employment as an operator. Here is an employee file form to help you track training: AerialLiftSpecialistEmployeeTrainingChecklist.pdf Aerial Lift Specialists need to be trained in the following topics:

1. Vehicle inspection
2. Positioning the vehicle and operating outriggers
3. Pre-work operational check
4. Operating the bucket
5. Using lower controls
6. Electrical hazards identification
7. Mechanical lowering of bucket
8. Aerial lift maintenance

Tree Care Specialist (or equivalent training) provides a basic level of technical training for sales staff, technical services employees (PHC technicians, etc.), or managers. Accredited companies should credential all sales and technical service employees as Tree Care Specialists within the first six months of employment in sales, technical services or management. Here is an employee file form to help you track training: TreeCareSpecialistEmployeeTrainingChecklist.pdf Tree Care Specialists need to be trained in the following topics:

1. Working safely in tree care
2. Tree biology
3. Soils
4. Compartmentalization of decay in trees (CODIT)
5. Basics of pruning
6. Identification and selection of trees
7. Pruning standards
8. Transplanting trees
9. Diagnosing tree problems
10. Abiotic injury
11. Construction injury
12. Insect and other animal pests
13. Diseases
14. Pesticide application guidelines
15. Tree fertilization and irrigation
16. Tree support and lightning protection

Crew Leader (or equivalent training) provides a basic level of management training for crew leaders. Accredited companies should credential all crew leaders within the first six months of employment as a manager. Here is an employee file form to help you track training: CrewLeaderEmployeeTrainingChecklist.pdf Crew Leaders need to be trained in the following topics:

1. Personal and crew safety
2. Client and public safety
3. Production
4. Quality and professionalism
5. Leadership skills
6. Communication skills
7. Developing crew skills and knowledge
8. Performance and feedback

 

[treemandan]

This information is being shared from our TCIA accreditation. If anyone is not a member of the TCIA or have not considered be accredited, I would urge you to look into it. It is one of the best things we have done to promote the professionalism of our company.

Ground Operations Specialist (or equivalent training) provides a basic level of safety training to ground workers. Accredited companies should credential all ground worker employees as Ground Operations Specialists within the first six months of employment. Here is an employee file form to help you track training: GroundOpsSpecialistEmployeeTrainingChecklist.pdf Ground Operations Specialists need to be trained in the following topics:

1. Defensive driving
2. Parking and backing vehicles
3. Driving in poor weather, emergency parking
4. Job site hazard inspection
5. Traffic control
6. Work planning
7. Job briefings
8. Emergency preparation, prevention and response
9. Preparing equipment for the day
10. Assisting and working with climbers
11. Line handling (working with ropes)
12. Basic knots
13. Storing chain saws, gas and oil
14. Walking with chain saws
15. Chain saw PPE
16. Starting chain saws
17. Cutting spring poles
18. Proper bucking techniques
19. Proper tree-felling techniques (notch, backcut, hinge)
20. Avoiding struck-by injuries
21. Work-zone, landing-zone, drop zone guidelines
22. Setting up and positioning a chipper
23. Dragging and stacking brush
24. Feeding the chipper
25. Proper chipper operation
26. Chipper maintenance precautions

Tree Climber Specialist (or equivalent training) provides a basic level of safety training to tree climbers. Accredited companies should credential all tree climber employees as Tree Climber Specialists within the first six months of employment as a tree climber. Here is an employee file form to help you track training: TreeClimberSpecialistEmployeeTrainingChecklist.pdf Tree Climber Specialists need to be trained in the following topics

1. PPE for climbers
2. Identification and use of climbing equipment
3. Pre-climb inspection
4. Gear inspection
5. Climbing knots
6. Climbing work plan
7. Installing ropes
8. Methods for ascending the tree
9. Isolating a throwline
10. Identification and use of climbing spurs
11. Fitting climbing spurs
12. Proper lanyard and climbing rope use with climbing spurs
13. Tying-in
14. Safe climbing techniques
15. Installation and use of a false crotch
16. Limb-walking
17. Techniques for double-crotching, recrotching and redirecting
18. Work positioning
19. Working on spars
20. Descending
21. Identification and use of rigging equipment
22. Rigging forces
23. Methods for calculating wood strength
24. Hazard assessment for rigging
25. Rigging knots
26. Techniques for lowering with control lines only (natural crotch, belay, etc.)
27. Techniques for lowering with lowering devices (block and tackle, rope brake, ratcheting devices, etc.)
28. Identifying electrical hazards

Aerial Lift Specialist (or equivalent training) provides a basic level of safety training for aerial lift operators. Accredited companies should credential all aerial lift operators within the first six months of employment as an operator. Here is an employee file form to help you track training: AerialLiftSpecialistEmployeeTrainingChecklist.pdf Aerial Lift Specialists need to be trained in the following topics:

1. Vehicle inspection
2. Positioning the vehicle and operating outriggers
3. Pre-work operational check
4. Operating the bucket
5. Using lower controls
6. Electrical hazards identification
7. Mechanical lowering of bucket
8. Aerial lift maintenance

Tree Care Specialist (or equivalent training) provides a basic level of technical training for sales staff, technical services employees (PHC technicians, etc.), or managers. Accredited companies should credential all sales and technical service employees as Tree Care Specialists within the first six months of employment in sales, technical services or management. Here is an employee file form to help you track training: TreeCareSpecialistEmployeeTrainingChecklist.pdf Tree Care Specialists need to be trained in the following topics:

1. Working safely in tree care
2. Tree biology
3. Soils
4. Compartmentalization of decay in trees (CODIT)
5. Basics of pruning
6. Identification and selection of trees
7. Pruning standards
8. Transplanting trees
9. Diagnosing tree problems
10. Abiotic injury
11. Construction injury
12. Insect and other animal pests
13. Diseases
14. Pesticide application guidelines
15. Tree fertilization and irrigation
16. Tree support and lightning protection

Crew Leader (or equivalent training) provides a basic level of management training for crew leaders. Accredited companies should credential all crew leaders within the first six months of employment as a manager. Here is an employee file form to help you track training: CrewLeaderEmployeeTrainingChecklist.pdf Crew Leaders need to be trained in the following topics:

1. Personal and crew safety
2. Client and public safety
3. Production
4. Quality and professionalism
5. Leadership skills
6. Communication skills
7. Developing crew skills and knowledge
8. Performance and feedback

Dam that's a lot! What was the first thing again?

 

[John Paul Sanborn]

Dam that's a lot! What was the first thing again?

I agree, especially with small crewed companies. It would be better to build a list of skill sets that everyone should have, and once a person qualifies, give them a bump in pay. CDL gets a big bump, saw safety gets a big bump, proper rope handling gets a smaller one....

But i this case it is more a question of leadership and management skills. Seems like management has a level they hold themselves to, and automatically expect others to do the same. Some people need to be built up, maybe someone did it for them, maybe it comes natural.

As I said, it's not easy, it's often thankless. But on those times that it all comes together, even for short periods, it is very rewarding.

Use employee folders for what they are meant to do, use counseling as a way to build employees up, not as a fall back for documenting people who you want to let go w/o paying unemployment.

It sometimes puzzles me when I see companies who put so much more into equipment maintenance, but give very little thought to employee maintenance.

 

[PStuffel]

Thanks for all the replies, ideas, info etc. I did decide against handing out job descriptions and have been working with the individuals on our crew as to what there role is. Several things have helped with our production. Being specific, weekly meetings, addressing problems with crew members immediately and providing incentives for getting work done quickly and professionally. These guys are young and don't have much experience with responsibility. I am finding that giving them the responsibility and setting out daily goals is really helping them along. The other big thing is that they are finally starting to understand that we are a small company and there daily performance can make or break it. We take good care of them and they are starting to realize what they will lose if we go under or downsize. Once again thanks for the replies!