Contractor Coaching And Mentorship - ILO

Contractor Coaching and Mentorship ConceptDevelopmentandOverview

MkC@ILO10-Sept-2015

Cont

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Contents 1

Contractor Mentorship1 ConceptDevelopmentandProgrammeoverview

1ThesymbolistheJapanesecharacterforKaizen–whichdescribeshowweintendtodevelopthe small scale contractors – constant change. Kaizen is the practice of continuousimprovement. Today Kaizen is recognized worldwide as an important pillar of anorganization'slong-termcompetitivestrategy.

Contents 2

1. Contents 1. Contents...............................................................................................2

2. Background..........................................................................................6

3. Rationaleformentorshipandproposednewapproach......................7

4. MentorshipObjectives.........................................................................9

5. TargetAudience.................................................................................10

5.1 AudiencewithintheCompanies........................................................10

5.2 Otherstakeholders–outsidecompany.............................................10

6. InstructionPlan..................................................................................11

6.1 Background........................................................................................11

6.2 MainActivities,CoachingandMentorship........................................12

7. RolesofPersonsinthenewmentorshipapproach...........................17

7.1 Background........................................................................................17

7.2 RoleofCompanyDirector..................................................................17

7.3 RoleofContractor’sEngineer............................................................17

7.4 RoleofContractorSupervisors..........................................................18

7.5 RoleofMentor...................................................................................18

8. WorkMethod-businessmentorship/problemresolution..............20

9. BusinessandTechnicalCoaching–anoverview...............................22

9.1 TechnicalCoaching............................................................................22

9.2 Objectives–TechnicalCoaching........................................................24

9.3 Expectedoutcomes–TechnicalCoaching.........................................24

9.4 BusinessCoaching..............................................................................25

9.5 Objectives–BusinessCoaching.........................................................26

9.6 Expectedoutcomes–BusinessCoaching..........................................26

10. TechnicalCoaching............................................................................29

10.1 Mobilisation&SiteSetup..................................................................29

ContractsSigned................................................................................29

SiteHandover....................................................................................29

SiteCamp...........................................................................................30

Buildings/FacilitiesatCampSite.....................................................30

ToolsstorageatCampSite...............................................................31

Equipment.........................................................................................31

10.2 LabourRecruitment...........................................................................32

SocialSafeguardsandrecruitmentprocess.....................................32

Contents 3

LabourManagementSystems..........................................................33

PaymentSystems..............................................................................34

ContractingFramework....................................................................35

10.3 Works.................................................................................................35

Planning,SpecificsforTasks,QualityControl,Measurement.........35

10.4 AdHocAdjustmentstoResourcesandSchedule..............................37

BalancingResources(Finance,Staff,Equipment)............................37

AdjustmentofWorkProgramme.....................................................38

FlexibilityinSchedule.......................................................................39

Payments.................................................................................................................39

11. ContractorMentorship......................................................................42

11.1 BackgroundandOverview.................................................................42

12. EquipmentManagement(sample)....................................................44

12.1 Objectives..........................................................................................44

12.2 TargetAudience.................................................................................44

12.3 Providers............................................................................................44

12.4 Influenced..........................................................................................44

12.5 Objectivessetby................................................................................44

12.6 Pre-requisites.....................................................................................44

12.7 Trainingmaterial................................................................................45

12.8 Referencematerial............................................................................45

12.9 MeasurementofEffectivenessof“module”.....................................45

13. CompanyTechnicalStaffManagement(sample)..............................46

13.1 Objectives..........................................................................................46

13.2 TargetAudience.................................................................................46

13.3 Providers............................................................................................46

13.4 Influenced..........................................................................................46


13.6 Pre-requisites.....................................................................................47




14. CompanyHealthandSafetyStandards.............................................48

14.1 Objectives..........................................................................................48

14.2 TargetAudience.................................................................................48

14.3 Providers............................................................................................48

Contents 4

14.4 Influenced..........................................................................................48


14.6 Pre-requisites.....................................................................................48




15. CompanyFuture................................................................................50

15.1 Objectives..........................................................................................50

15.2 TargetAudience.................................................................................50

15.3 Providers............................................................................................50

15.4 Influenced..........................................................................................50


15.6 Pre-requisites.....................................................................................50




16. SolutionSheet....................................................................................53

17. Effecting Change “Implementing the Project” (Mentor ANDContractor) 56

17.1 ProjectSetuporInitiation..................................................................56

17.2 ActionsatProjectSetup.....................................................................57

17.3 Deliverables(stages)..........................................................................57

17.4 RegularMonitoring,FinalEvaluationandTerminatingProjects.......58

18. EstimatedResourceRequirements....................................................60

18.1 Background........................................................................................60

18.2 ResourceEstimates............................................................................60

18.3 EstimatedPersondays.......................................................................61

Contents 5

Part I Overview

Background 6

2. Background TheR4Dprogrammehasprovidesformalclassroomandpracticalsitebasedtrainingto contracting companies prior to engagement on rural road maintenance and/orrehabilitationcontracts.TheformaltrainingisprovidedincollaborationwiththeILOERAprogramme.

Inadditiontotheformaltrainingprogrammeduringtheexecutionoftheworks,theR4D regional engineers have provide day-to-day guidance and support to both thecompanydirectorsand technical staff to facilitate completionof theworkson site.Thissupport, thoughvaluable,hasbeenprovidedonanad-hocbasisrespondingtotheimmediaterequirementsofthetaskathand.

Further, provision of this support carries a risk of conflict of interest. The R4Dregional engineers primarily act as the client’s representative on site, managingworks to ensure compliance with standards and contract. Provision of advice tocontractors and contractor staff thus places an onerous burden on the R4Dengineers. It is noted that the R4D engineers are able to provide support to thecontractorsduetoeither;

1. Technicalweaknessofthecontractorcompanies2. Respect the contractorshave forR4Dengineers– i.e. theyareviewedasa

neutralcontractadministrator3. Thecontractorsoftensimplyneedanyhelptheycanget.

Rationaleformentorshipandproposednewapproach 7

3. Rationale for mentorship and proposed new approach Basedontheobjectivesof theR4Dprogramme–whichcanbesuccinctlystatedasdevelopment of a functional rural road sector in Timor Leste, the programme hasidentified a need to support the development of contractors working in the ruralroadsector.

Themainproblemsobservedonsite(butnotlimitedto)include;

i. Sub-standardphysicaloutputleadingtoabortiveworkii. Poorstaffretentioniii. Cashflowmanagementissuesiv. Non-optimal(poor)equipmentownershiparrangementsv. Poorworkschedulingvi. Inappropriatematerialhandlingvii. Poormaterialprocurement

Adhocsitesupportwillprimarilyhelpalleviateproblemssuchasi)above.However,theotherproblemsareclearlycomplexproblemsprobablyamanifestationofotherproblems including limitedmanagementcapability,poorcompanysystemsand lackofmanagementvision.Itisquitepossiblethatbyaddressingonlyitemi)above(e.g.ad-hoc support provided by R4D regional engineers using the current supportmodel), the financial position of the company may get worse – because thetighteningofworkmethodsandprocessestogethighqualityoutputfromacompanygearedtogeneratepoorworkplacesanadditionalfinancialburdenonthecompany.Thus while the client gets a better product, the company further reduces itsprofitabilitytopleasetheclientfornoadditionalfinancialbenefittothecompany.Asmentioned above, sub-standardwork is often a consequenceof deeper underlyingmaladieswithinacompanyorcompanysystemsasopposedtoasimpleproblemofsupervisionorskills.

It isalsoenvisaged thatwith thedevelopmentofa functional rural roadsector,anincreasingamountofthefunctionsundertakenbytheR4DregionalengineerswillbetakenoverbytheDRBFCstaff.Itisdifficulttoenvisageasituationwheregovernmentemployees who are charged with managing contractors also have a role to guidecontractorsintheexecutionofworks.Thisrole(mentorship),isthusoneoftherolesthatcannotbe“transferred”totheDRBFCfromtheR4Dinthecurrentsetup.

Itmaybethatinthelongtermthereisnoneedforcontractormentorshipbecausethere may be a self-sustaining number of competent rural roads contractors withcompetentstaffwhoareabletopassontheirknowledgetonewentrants–eitherviarecruitment or observation. It is also possible that the role ofmentorship is takenover by the private sector or a training institute as has happened in other place(institutionofengineers,contractorsassociationsorprivatesectortrainingprovidersetc.).

Acomprehensivementorshipprogrammehasbeendeveloped–thisisarrivedatbyworking backwards through the “system.” A successful contracting company is notmerelyacompanythatisabletoexecuteworkstotheclients’satisfactionbutratheracompanythatisabletomeetbothitsobjectivesaswellastheclients’objectivesin

Rationaleformentorshipandproposednewapproach 8

the longterm. Ironically– intheshorttermasuccessfulcompanymaybeonethatonlymeets its’ objectives (usually profit and growth). Thementorship programmetakes congisance of this fact and is heavily geared towards creating effectivecompaniesasaprimaryobjectiveasopposedtocreatingcompanies thataresolelyclientfocused.Invariably,foracompanytosurvive,itmusthaveclientsandsatisfiedclients, and thus there is also a focus on ability to deliver high quality work. Thetechnicaltrainingduringthementorship(supporttodeliveringhighqualitywork),isheavilybiasedtowardsoptimizingthedeliveryprocessandjustgettingtheprocessescorrectratherthansimplyprovidingthebesti.e.theyareaimedatsatisficingratherthanmaximizing. The underlyingmotive here is there is a contract documentwithspecificationsandoncethespecificationsaremet,thecontractorhasnothingtogainbygrosslyexceedingthestandards–excepttoloosepotentialprofit.

Further, the new approach distinguishes between coaching and mentoring.Coachinginthiscontextreferstoatrainingwheretheparticipantsareleadthroughapredefinedcurriculathatshouldstrengthentheircapabilitiesinareasthathavebeendefined.Mentorship on the other hand refers to a structured approach to solvingspecificproblemsthatarisewithinacompany.

Thus coaching canbe seen as an extensionof the classroom training in a practicalcontext. Coaching if a follow-up of the material taught in the ERA RehabilitationContractor Training Course, while mentorship is primarily aimed at helpingcontractors resolve specific problems or overcome hurdles to growing theircompanies.

MentorshipObjectives 9

4. Mentorship Objectives Mentorshipisintendedtoformalizethemateriallearntinthepre-contractclassroomtraining,usingaformalizedcurriculaandmethodologythathasbeentailoredtotherequirementsofeachcontractor.Thereareanumberofobjectivestothementorshipprogramme.Theseare;

1. SupportnascentcontractingcompaniesworkingintheRuralRoadsectorfortheDRBFCtodevelop, function independently,becommerciallysustainablefirms2. It is envisaged that the development of the contracting companiesshallaimtoimprovethefollowingareas:

a. Coretechnicalcompetencyofthecompanystaffb. Businessskillsofthecompanydirectorsandmanagingstaff

2. Improvethequalityofruralroadsinthecountrybyminimizingsub-standardwork.

3. Improve contractor profitability (and hence commercial viability) byminimizingabortivework.

4. Support the growth of small construction companies – by creating anenvironment within the companies that maximizes their chance of profitmakingandhencethesustainabilityofthecompanies.

5. Developasingleconsistentmentorshipregimethatisappliedthroughouttheprogramme to replace the ad-hoc support currently provided and thusensuring high quality and uniform coaching which in turn should lead toimprovedworksontheR4Dprogamme.

6. To support the project objectives – the development of a functional ruralroad contracting sector (a functional private sector is needed tomeet thisobjective)

7. InthelongtermminimizethecostofruralroadconstructionbyensuringthatthecontractorsmakeprofitsANDareefficientintheiroperationsi.e.thereisacompetitiveandeffectiveconstructionsector.

2Note:thismaynotalwaysresultinbehaviorconducivetothedesiresoftheclient

ThePRIMARYobjectiveof thementorship is todevelopCommercially Viable construction companies – thatwillturnoveraPROFITSandGROW.

This is ultimately in the interest of the Directorate ofRoads Bridges and Flood Control because a robust,reliable and vibrant private sector is needed to deliverthe infrastructure the Directorate is charged withdelivering.

TargetAudience 10

5. Target Audience

5.1 Audience within the Companies

Targetaudienceforthementorshipprogrammeare:

• Companydirectors• Seniorcompanytechnicalstaff(engineers)• Sitetechnicalstaff(technicians)

Thementorshiphasbeenorganizedtoensurethatallpersonswithresponsibilityinacompanyare“trainedormentored”intheappropriateareaswhichwillachievethedesiredculturalchangewithinthecompany.

Essentially the mentorship is designed as a change process within the companiesaccompanied by the development of company systems that will ensure long termintegration of the changesmade. Layered on top of the development of companysystems, there isaneedtodevelopthe technicalcapacityof thestaffwhoactuallyimplementtheworktoensuretheyarecompetentANDareawareofthecommercialimplicationsoftheiractions.

Thementorshipisthusessentiallydevelopmentofskillsattheoperationallevelanddevelopmentofmanagementproceduresatthehigherlevelwithinthecompany.

It is envisaged that some training will also be required for the R4D staff and theDistrictstaff.ThetrainingforR4Dstaffwillbeprovidedtoenablethemto

• provideday-to-daysupporttothecontractors• providefeedbackoncontractorperformance• make suggestions on areaswhere the contractors need additional support

andtraining

5.2 Other stakeholders – outside company

FortheDRBFCDistrictstaff,itisexpectedthatsupport/engagementwillprimarilybeinformation sharing. This is aimed to sensitize the DRBFC staff on the hurdlescontractors face, make them aware of the mentorship programme. It may benecessary to hold training courses to improve the supervision capability of theministrybythisisaseparateactivitytotheproposedmentorship.

InstructionPlan 11

6. Instruction Plan

6.1 Background

Thesectionprovidesanoverviewof theproposedworkshopschedule. It shouldberegardednotasacurriculabutasoverviewofthemaincomponentsofaprogamme.It also lists who the primary target audience of each module shall be. It isacknowledged thatwhilst ideallymentorship shouldbea responsive–withactionsprimarilyinitiatedbythecontractor,itisalsorecognizedthatinitially,thecontractormaynotbeableto3initiatementorshipdialogue.

However, beyond the initial phase where the mentor may take leadership inprocesses, it iscriticalthatforallchanges/training/coachingactivities,thecompanymanagement are involved. Even for simple site activities, the underlying principleshould be to coach/train the supervisors only if the management is involved,understands themotiveof the training input andwillmonitor andensure that thenewproceduresarecarriedoutwhenevernecessaryi.e.embeddedinthecompanyculture.

Technical Coaching

Business Coaching

Mentorship

Type

of S

uppo

rt

Time (years) [or dev contractor progression]

1. figureaboveshowsthelevelandtypeofsupportrequiredbythecontractorsovertime2. thelevelofsupportisrepresentedbythewidthofthearrow3. initially,thecontractorswouldprimarilyrequiretechnicalsupporttodeliveranacceptableproducteconomically

(thisstartsatthemobilisationstage)4. thistechnicalsupportispurelycoaching–theproviderscanfollowasetcurricula(withallowancefordifferent

levelsofskills5. soonafterworksbegin,businesscoachingisrequired–thisisalsobasicbusinesscoachingandcanfollowaset

curriculawithallowancefordifferentskillsrequirements6. oncethecompanyhasreachedacertainlevelofbothbasic*technicalandbusinessskillsmentorshipcanbegin6. initiallyallthreeruntogether,butitisexpectedthatthedemandforbothtechnicalandbusinesscoachingdrops

(ascompanybecomeproficientinbasicskills),whilethedemandformentorshipshouldincreaseovertime.Also,thementorshipapproachwillbeusedtoresolvebothtechnicalandbusinessproblemsascompanymatures

Figure6-1:Supportrequirementascontractorcapacityevolves

3Eitherduetotechnicalorgeneralcompetencelimitations(unawareofpossibleavenuesandavailablesupportmechanismstoimplementchangewithintheiroperations).

InstructionPlan 12

Figure6.1showstheexpected inputprofile tosupporta typicalcontractorworkingon rural roads. The standard activities (i.e. the basic knowledge that a reasonablecontractingcompanymustprocess)isdeliveredvia“coaching.”Thisbasicknowledgehasbeendivided into two– technical knowledge to complete theassignment to adecentlevelANDbusinessknowledgerequiredtorunacompanyandbreakeven.

It is assumed that management knowledge is encapsulated within the businessknowledge. Hence management coaching is subsumed in business coaching. Formentorship all solutions (technical and business) are developed within a robustmanagement (companymanagement) framework. The width of the arrows reflecttheintensityoftheinput,whilethelocationontheX-axiswouldgiveanindicationofthedurationandthestart-endpointsofthesupport.

Further, the Coaching can be provided using experience technical staff who areconversant with all the workings of a typical labour based site. The ERA projectalreadyhasaCoachingGuidelinewhichbroadlycoversthemainmaterialthatwouldbe required in the coaching programme. It is noted that the coaching programmeenvisaged in this document would require strengthening and expansion of thecurrent ERA coaching guidelines. It is also noted that the current guidelines are asufficient starting point and can be used whilst being upgraded. Further, theupgradingoftheguidelineswouldprobablyrequireandbenefitfrominputfroma1styearcoachingexercise.

TheMentorshipwouldrequireahigherlevelofinput.Itwouldrequireapersonwhois able to mentor the contractors based on a deep understanding of contracting,privatesectoroperations,profitmaximization,riskmonitoring,workinginuncertainenvironments, growing companies, monitoring costs, optimizing costs and alsogrowingcompanies.Simplystated–thementorwouldideallybesomeonewhohasworkedatthecoalfaceintheconstructionindustry.

6.2 Main Activities, Coaching and Mentorship

Theproposedstructureofthecoachingandmentorshipisasfollows:

Induction: this is a session in Dili at the beginning of the contract where theprinciples and concept behind the provision of mentorship is explained to thecompanymanagement. During the session thementorship process is explained tothecontracts(andtheengineers),issuessuchasultimateresponsibility(remainswiththe contractor), buy-in into the proposed changes, access to the mentor etc. areexplainedtotheparticipants.

Theparticipantsinthementorshipinductionareboththedirectorandengineer.Therationalearethatthesetwocomprisethe“management”withinthecompanieswearedealingwith.Thedirectorastheownerandtheengineerasthehighesttechnicalpersonwithinthecompanyandwhowillsupportthedirectorindecisionmaking.

ItisproposedthattheinductionisdeliveredbyR4DstaffandERA–bothofwhowillprovidethementorshipsupport.

ItwouldbeusefultohavesomeR4Dengineerstoattendtheinduction.

InstructionPlan 13

Technicalcoaching:Thisistheinitialphaseatthebeginningofthementorshipwherethe contractors have first begun on a contract and some coaching (rather thanmentorship) is requiredtobringthecompanyoperationsandmanagementskills toan acceptable level. This will primarily involve coaching in works planning, basicrecord keeping on site, meeting basic standards on works etc. As this coaching issimpleandgeneric (i.e.applies toall companies), thementor (coach), can take theinitiative and develop a “curricula” to guide the contractors through the basicrequirementstooperateacompanyandthesitestaffthroughthebasicoperations.

Theparticipantsforthetechnicalcoachingareprimarilythecompanyengineersandsitesupervisors.Therationalisthattheyaretheonesinvolvedinthedailyoperationsof the company and need to understand the technical requirements and basicmanagementprocessesofacompany.Thetechnicalcoachingcanberegardedasanextensionof thebrief trainingonsitewhere theR4DandERAstaff strengthenandinstillitemstaughtduringthepre-contracttraining.

Dailyfollow-upontechnicalcoaching:self-explanatory,seeabove.

Business coaching: Soon after the start of the contract, the contractors will needsome basic business support. This is primarily related to the “normal” businessproceduresandprocesses required to runa typical labour-based road constructionsite. The elements taught will include the basic procedures and reinforcing thesubjectmatter taughtduring thepre-contract training. Thiswould includematerialsuchas staffmanagement,basic record keeping (muster roll, expenses, equipmentmonitoringetc).Therealreadyexistsagoodbodyofknowledge,referencematerialandexperienceinthisareaintheERAProject,asaresultofsupporttoERAtrainedcontractors.

Mentorship-Companyidentity:Thispartofthetrainingisinitiatedbythementors.This isacriticalpartof thenewapproachtomentorship. It isat thispoint that thecompany director with the support of the engineer do an audit of the type ofcompanytheycurrentlyhave(profilealonganumberofkeyitems),andthementoralsogets to know the company indetail. It forms thebasisofdecidewhat typeofcompanytheywanttheircompanytobe.

The rational is that this will provide both the contractor company management(directorandengineers)andopportunitytohaveadetailedlookattheoperationsofthe company and also prepare themselves for defining realistic targets during thementorship.Intheprocess,thementorwillalsogettodevelopanaccuratepictureofthecompanies.

Thesessionshouldideallytakeplaceafewweeksafterthebeginningofthecontract,tominimize the tendencyof companiesover-estimating their capacity (they shouldhaveonesomephysicalworkbeforethisstage).ThephysicalworkwillalsohelptheR4D engineers help the mentor develop a more accurate picture of the companybasedontheworksdonebeforethesession.

ThissessioncantakeplaceeitherclosetothesiteorinDili.Itisnotsuitabletoholdthesessiononsiteasitmaybeconducivetodiscussion.

InstructionPlan 14

Mentorship-DevelopmentofCompanyObjectives:Thisisasessionthattriggersthementorshipleadbythecompanydirector.Followingthediscussiononthecompanyidentity,thedirector(perhapstogetherwiththehelpofengineerifrequired)shoulddecidewhattypeofcompanytheywanttodevelop.Thementorcouldhelpthemsettypicalobjectives(minimizeexpenditure,growthecompany,improvestaffretention,movefromone-man-showmanshiptoarealcompanyetc.).

Theformulationofcompanyobjectivesearlyoninthementorshipwillhelpdecidethegeneral framework for which specific decisions are made in the future. This is thefundamentaldifferencesinpriorcoachingwiththeproposedapproach.Thiselementwillactuallydevelopcompaniesratherthanaddressspecificproblemsindependently.

The development of company objectives is expected to take a few sessions, andinitialsessionwheretheconceptofcompanyobjectivesaredecided.Theobjectivesshould also include the standard obligatory or legally required objectives such asdiscrimination, compliancewith H&S etc. Ideally this session should be a director-onlysessionbecauseastheownerofthefirm,thedirectorshouldsetthehigh-levelobjectivesforthefirm.

The objectives must be achievable i.e. should match the size, capacity andopportunitiesthecompanyhasratherthanbeawish-list.Thelistshouldbedrawnupbythedirectornotthementor,becausecommitmenttoachievingtheobjectiveswillprobablyonlybepossibleforthearduoustaskofchangemanagementifthedriverofchangeisthedirector.

Company Strategy: Following the development of company objectives, the nextphaseof thementorship is thedevelopmentof solutions todailyproblemsusingastrategic approach. Two types of Company Strategy will be developed. Thedevelopmentofstrategyfor;

1. longtermobjectives(proactive)and2. specificproblems(reactive)

Someofthecompanyobjectivescanbemetbylongtermpolicye.g.genderequality– develop systems that do not favour any specific gender at recruitment,managecompany in appropriate manner etc. Some company objectives will need specificaudits and then development of policy/procedures e.g. reduce equipment costswouldberesolvedbyanauditthatwillidentifycompanyspecificproblemsrelatedtoequipment costs, rank theseas to identify themostprofitable to “attack”,developsolutions,implementthesolutionsandmonitorprogress.

Daily Monitoring: One of the key functions of management is monitoring. Infacteffectivemanagement cannot take placewithoutmonitoring. There is thus a needfor developing effective monitoring systems (that meet the requirements of thecompany as opposed to reporting that meets the requirements of the client orreporting based on historical systems from force-account legacy), using the formsand inculcatinga cultureofmonitoringwithin thecompanies. The results from themonitoringwillalsoguidethementorisprovidingsupporttothecompany,checkingtheeffectivenessofmeasuresimplementedetc.

InstructionPlan 15

The main recipients of mentorship in the areas of monitoring are the companyengineersandsupervisors.Thecompanysupervisorswillgeneratetheprimarydatafromthemonitoringandimplementingcompanysystems.Thecompanyengineerasthefirstlineofmanagementwillassessandactontheresultsofthemonitoringandalsoprovidefeedbacktothecompanydirectoronaregularbasis.

It is assumed that there isnoneed for thedirector inawell-managedcompany toregularlyponderoverdetaileddailyperformance figuresexpectwhendealingwithspecificproblems.

TargetMonitoring:Onaregularbasis, theDirectorandEngineertogetherwiththementorifnecessaryshallmeettoreviewprogressonvariousfrontsfromacompanyperspective.When thesemeetings take place in the presence of thementor, theyshallprimarilybetoassessprogressoncompanyinitiativesortoidentifyareasthatrequireattention.

InstructionPlan 16

Table6-1:OverviewofCoachingandMentorshipActivities

Activity Target Location Resources Duration Type1 Induction Directors

EngineersDili ( atcontractaward)

ERA andR4D

HalfDay Instant

2 TechnicalCoaching

EngineersSupervisors

Site ERA andR4D

ContractDuration

Routine

3 Daily follow-up ontechnicalcoaching

SupervisorsEngineers

Site R4DRegionalEngineers

ContractDuration

Routine

4 BusinessCoaching DirectorsEngineersSupervisors

Site ERAR4DRegionalEngineers

ContractDuration

Routine

5 MentorshipCompanyIdentity

Directors Dili orSite

R4D andMentor

1hour? Instant

6 CompanyObjectives

Directors R4DDiliERAOthers

ContractDuration

Routine

7 Company Strategyformulation

Directors R4DDiliERA

ContractDuration

Routine

8 StrategyImplementation

DirectorsEngineersSupervisors

ERAR4DRegional

ContractDuration

Regular

9 DailyMonitoringSupport toCoaching

EngineersSupervisors

R4DRegional

ContractDuration

Regular

10 TargetMonitoring DirectorsEngineers

ERAR4DRegional

ContractDuration

Periodic

tba=convenientlocationtobeagreedbyallparties

RolesofPersonsinthenewmentorshipapproach 17

7. Roles of Persons in the new mentorship approach

7.1 Background

The mentorships is primarily driven by the company director, who first of allidentifies a specific problem, then together with the mentor’s help develops anunderstanding of the primary causes of the problem, before developing a solutionthatbothdealsfirstwiththeunderlyingcauseoftheproblemandthentheproblemitself. The solution is then communicated to the relevant company staff in thecontextofthecompanyobjectives(orpolicy).Themonitoringoftheeffectivenessofthechangeprocessisthentheresponsibilityofthecompanydirector.

7.2 Role of Company Director

Thechangestheresponsibilityforallthefollowingitemstothecompany(effectivelycompanydirector);

1. Identifychange2. Buy-inintotherequiredchange3. Designtherequiredchangesinthecompany4. Ensurethatstaffareinformedaboutthechanges5. Ensurethatstaffareprovidedwithsufficienttools,resourcesandincentive

toimplementthechanges6. Monitortheimplementationofthechanges

It is recognized that the companydirector are not able to effectively “initiate” theprocess(i.e.articulateproblems)andalsotofindoptimalsolutionstotheproblems.Inthisregard–thementorshipwillintheinitialstagesbeledbyR4D(andERAasthetrainingpartners)withincreasingresponsibilitytoguidethementorshipbeingledbythe contractor (Director) as the mentorship progresses. Thus in Table 6-1, allactivitieslistedwouldbeinitiatedbythementor.However,astheworksprogress,itis expected that the contractor will initiate technical coaching, company strategyformulation, daily monitoring, strategy implementation and monitoring WITH thehelpofthementor.

A further advantage of this approach is that companies will be able to “choose adevelopment trajectory” that is aligned to the desires of the company and thecapabilitiesofthecompany.

7.3 Role of Contractor’s Engineer

Theengineer isanemployeeof thecompany.ASsuchtheengineerprimarilyhasaroletoimplementcompanypolicyusingcompanysystems.However,acknowledgingthat most small contracting firms are run by directors with limited technical andcommercial knowledge it is necessary to utilize the knowledge of the engineer tosupport thedirectors.Theengineer thusservesadual role–somemanagement inadditiontothetechnicalmanagementandcontrolrole.


Theprimaryroleoftheengineerisimplementationofcompanypolicyandstrategy.Itisimportantthatthecompanydirectorcommunicatesthesestrategiesandpoliciesto the engineer AND that he (company director) gets buy-in on the policies. Theengineer will have day-to-day responsibility in ensuring implementation of theactions developed by the mentor and director. HOWEVER, the engineer isresponsible to the director not the mentor and as such the mentor should workthroughthedirector.

Thementormayissueadvicedirectlytotheengineer,howevertheseshouldalsobemade known to the director and it is the director who will monitor theimplementation of the advice. It is expected that apart from roles where theengineer supports the director in business related decisions/discussions (as part ofmentorship)– theprimary contactbetween theengineerand thementor4 shallbeduringprovisionoftechnicalcoaching.

7.4 Role of Contractor Supervisors

The supervisors are the final link in the mentorship chain. They will often be theimplementers. The main contact between the supervisors and mentors/coach willprobablybeintheareaoftechnicalsupportandtechnicalcoaching.

Thesupervisorsliketheengineerswillultimatelyreporttothecompanydirector.Asimplementers they are expected to have. However, for a successful mentorshipprogrammeitisexpectedthatthesupervisorshallunderstandthebasictenetsofthecompany policy and hence the reason why changes are being made. It is theresponsibilityof theengineer (anddirector) toexplain these to the supervisor, buttheremaybeinstanceswherethementorhastohelpgetbuy-in.

7.5 Role of Mentor

Thementorshallprimarilyguide thecompanydirectoror thecompanyengineer inhis/herroleasarepresentativeofthecompanydirector.Sincementorshipprimarilyinvolves implementing long term cultural and operational changes in a company,these require participation at the highest level in the company i.e. at the directorlevel.Itisatthislevel(director)thatthementorshallinteractwiththecompany.

If it isnecessaryforthementorto interactwithother levelswithinthecompany, itshall onlybe as a representativeof thedirector– i.e. thementor shall be advisingonly based on agreement with the company director and to achieve a previouslyagreedcompanyobjective.

Itmaybenecessaryforthementortodelegatesomefunctionse.g.dailysupporttofieldstaffmaybedelegatedtotheprojectengineerorsomeofthesupportfunctionsmay require specialized input e.g. equipment management etc. In cases wherespecialized input is required or delegation of daily responsibility, thementor shallmaintain overall responsibility and shall brief andmonitor the person carrying outtheworkonbehalfofthementor.

4MentorherecouldmeR4Dengineer,ERArepresentativeorspecialistmentor


Thementorshallonlymakechangestooperationsonceagreedwiththedirectorandthe intendedchangeshavebeenagreedwithdirector i.e. thementor isadriverofchangethatisdesiredbythedirector.

WorkMethod-businessmentorship/problemresolution 20

8. Work Method - business mentorship / problem resolution

Whenresolvingproblemswiththehelpof thementor, thesolutiontotheproblemhas tobedeveloped togetherwith thecompanymanagement (usuallydirectorbutmay include support from the engineer). The reasons for this approach have beenpreviouslyexplained.

The diagram below shows an overview of the approach to identifying, developing,implementingandmonitoringsolutionstoproblems.Thisapproachshouldget longlastingsolutionstocompanyproblemswithbuy-infrommanagement.

Company DirectorSupervisor(or Engineer)

IdentifyProblemArea

Setcompanyobjectivesintheproblem

area

Developsolutionsforproblems(systemic)

Communicatesolutions Implement Monitor

Company Director (with support of Mentor)

Explanationoftheprocessesandproceduresshownabove

1. MentorhelpsDirectoridentifyunderlyingcausesofproblemandhelpsdirectorformulatestrategicsolutiontoproblem2. Togetherwithmentor(andengineerattimes),directordevelopsfirstpolicyandthensolutionstoproblem3. DirectorcommunicatesboththePOLICYANDSOLUTIONtothetechnicalstaff4. TechnicalStaffimplementthesolutionstotheproblem–andadheretothesolutionsbecauseitisnowcompanypolicy5. TechnicalstaffreporttoDirectoronthesolutionsimplemented6. DirectormonitorstheimpactofthePOLICYandprocedures.

1 6

5

4

3

2

WorkMethod-businessmentorship/problemresolution 21

Part II Coaching: Objectives and Subjects

BusinessandTechnicalCoaching–anoverview 22

9. Business and Technical Coaching – an overview

9.1 Technical Coaching

Thefollowing isa listoftopicsexpectedtobecovered inthecoachingprogramme.However,ascoachingprovidedisspecifictoeachcompany,noteverycompanywillneed training in all the areas listed below. Further, some companies will haveworked on R4D contracts for longer than others or have better qualified staff etc.Additionally,uponembarkingonthecoaching,itisexpectedthattheprogrammewillreveal additional areas of “weaknesses” in the contracting companies that needcoaching.Thelistshouldbeseenasacomprehensivebutprobablynotcompletelist.

Furtherthedurationofthementorshipisexpectedtolastbeyondasinglecontract.Itwillprobablyrequireatleast3contractstoachievewhatonewouldconsiderafullyfunctional company that has functional policies, procedures and systems thatgenerallyleadtogoodroadsandprofitability.

The ILO ERA programme has developed an LBT Coaching Guideline and a set ofmanualswhichdoprovideacrediblestartingpointfor

TechnicalArea ImprovementTarget

1 Toolsandequipment(basic)Inc:

1. toolstouseonsite2. Efficiencyoftoolsforvariousoperations3. Toolsformonitoringworks(templatesetc)4. Measuringaids5. Innovativeuse,maintenanceoftools

Operations

2 Labourregulationsandstandards1. Coreprinciples2. Maximizingoutputandmotivation3. Proactivesafetymanagement

Compliance

3 Settingupandmanagingasitecamp1. Officespace2. Storage3. Equipment4. Security5. Facilities

Operations

4 Equipment1. Optimalselection2. Characteristics3. Management4. Optimisationofutilization5. Rental6. Operatortraining7. Operatormanagement

Operations


TechnicalArea ImprovementTarget

5 Technicalrefresher1. Planningworks2. General works optimization and site

management3. Settingout4. Clearing5. Formation6. Drainage7. Gravelling/AsphaltWorks/ConcreteWorks8. Quarryworks9. Materialoptimization10. Materialhandlingandmanagement11. Erosioncontrolstructure12. Environmentalissues

Operations

6 Technicalrefresher(materials)1. Gravel2. Aggregate3. Cement4. Bitumen5. Sand6. Steelrebar

Operations

7 Technicalrefresher(compositematerials)1. Concrete2. Asphalt3. (anyotherexpensivecompositematerial)

Operations

8 Technicalrefresher(standardsandcompliance)1. Understandingthetechnicalstandards2. Understanding how work will be measured –

both volume of work and standards of finalproduct

3. Awareness of common mistakes in processeswhichleadtofailedproducts

4. Being able to optimse processes withoutaffectingthestandardofthefinalproduct

5. Investment in instruments / construction aidsthatwill help contractor check standards at alllevels(camberboards,spiritlevel,DCPetc)

6. Developing quality control procedures in theprocesses to ensure that mistakes are quicklyidentified and rectified hence minimizingabortivework

Operations

9 Smallstructures1. Culverts2. Gabions3. Drifts4. VentedDrifts5. Retainingwalls

Operations


9.2 Objectives – Technical Coaching

AttheendofthedevelopmentoftheTechnicalSkillscomponentofthecoaching,thecompanywillbeableto:

• Independentlyundertakeallactivitiesrequiredinruralroadconstruction• Efficientlyutilizeresources(materialandlabour)inruralroadconstruction• Develop the technical competence of “freshly recruited technical staff” to

allowthemtocontributeeffectivelytocompanyeffortsonsite• Demonstrateimprovedprofitabilityresultingfrombettertechnicalskills• Demonstrate reduced abortive non-compliant work (unless deliberately

implemented)• Demonstrateanunderstandingoftheprocessinroadbuildingandshowthat

effort is beingmade tooptimiseoperations i.e. achieve required standardswithminimalcostbyprocessimprovement

9.3 Expected outcomes – Technical Coaching

AttheendoftheTechnicalCoaching,thecompanyshould:

• Buildroadsthatmeetthestandardsspecifiedinthecontract• Buildroadsinanefficientmanner(technicalprocess)• Haveworkmethodsthatareconsistentwithacompanythathavesufficient

technicalskillstomanagethework• Demonstrateanunderstandingofeachoftheprocessesinlabour-basedroad

buildingandbeabletoaddressproblemsinanappropriatemanner• Manageresources(labour,equipmentandfinances) inamannerconsistent

withacompanythatunderstandstheroadbuildingprocess


9.4 Business Coaching

The business coaching is primarily aimed at the company management i.e thedirector and in some cases the engineer as well. The list below is the minimumrequisite material that the company management need to be fully conversant inadditiontodevelopingspecificmentorshipsolutionswhichwillbeaddressed in theparallel

Areaofcoaching ImprovementTarget

1. Understandingcompanycosts1. Recordkeepingasaprerequisite2. Developingacultureofanalyzingcosts3. Understandingcompanycosts4. Conceptofresourceleveling5. Conceptofmaximizationofresourceutilization6. Understanding concept of value-for-money vs

cheapestandlinktoinefficiency7. Conceptofcashflow8. Cashflowmanagement9. Importanceofinvoicingontime10. Tailoring work rate to payment schedules and

clientresponsiveness11. Loansandloanmanagement12. Types of company costs (capital, recurrent,

outputrelatedcostsetc.)13. Managingcosts

Management

2. Contractsandunderstandingcontract1. Understandingthemeaningofacontract2. Understandingcontractorobligationsoncurrent

contract3. Understanding contractor rights on current

contract4. Awareness of source contract documents in

casesof“short-formofcontract”5. Assertingcontractorrightswherefavorable

Management

3. Companystrategy1. Understandingthevalueofastrategy2. Makingastrategyforthecompany3. Implementingthestrategy4. Monitoring progress in implementing the

strategy5. Communicating the company strategy to key

companystaff6. Getting buy-in from staff on the company

strategy7. Fine-tuningthecompanystrategyasnecessary

Management


Areaofcoaching ImprovementTarget

4. PersonnelManagement1. Identifycompanyhumanresourcerequirements2. Assessingexistinghumanresourcecapacity3. Matching human resource requirements to

companycapabilities4. Developingastaffpolicy5. Recruitingnewstaff6. Managingcompanystaff7. Developingcompanystaff8. Payingandrewardingcompanystaff9. Staffretention10. Maintainingrelationshipwithcompanyalumni11. Compliance with national labour laws, norms

etc

Management

5. Externalcompanyrelations1. Clientrelationsmanagement2. Communityrelationsmanagement

Management

9.5 Objectives – Business Coaching

AttheendoftheBusinessSkillsmentorship,thecompanywillbeableto:

• Develop a company-wide ethos that reflects good management in theplanning,organizing,leadingandcoordinatingacrossalllevels

• Demonstrate a deep understanding of the financial implications of eachactivityundertaken

• Demonstrate optimized operational systems (operational planning andorganization)thatmaximizethefinancialreturns

• Demonstrate ability by companymanagement to set company-wide goals,effectivelycommunicatethegoalsandfinallytoimplementthegoals

• Demonstrate ability of management to set up systems that will result incompanyachievingitsgoals

• Demonstrableabilityofthecompany(bothmanagementandtechnicalstaff)toworkinanorganizedwaywithinsystemstheyhavedevelopedtofacilitatetheiroperations

• Effectiveleadershipbythecompanymanagementandtechnicalstaff• Effective coordination of utilization of company resources to achieve the

companyobjectives

9.6 Expected outcomes – Business Coaching

AttheendoftheBusinessCoaching,thecompanyshould:

• Makeprofits(orunderstandwhytheyarenotmakingprofits,ifproblemsarebeyondtheircontrole.g.badbidpricesetc)

• Qualitysystemstocaptureandmanagecosts• Haveanunderstandingoftheoperationalcoststructure• Worktowardsoptimizingtheircoststructure


• Have a consistent and rational business ethos that pervades the upperechelonofthecompany

• Ageneralbehavioramongsnrstaffthatreflectsthebusinessethos

• Buildroadsthatareacceptedbytheclient• Clearlydefinedcompanyobjectiveswhichareknowntostaff• Companystrategiestheguidedecisionmaking• Ongoingprogrammestoachievelongtermcompanystrategies

AttheendoftheBusinessSkillsmentorship,thecompanydirectorsshould:

• havedefinedcompanyobjectivesthatarerealistandachievable• abilityregularlyarticulatecompanyobjectivesespeciallytoemployees• managecompanyinamannerconsistentwithcompanyobjectives• havedefinedindicatorsthatwillmonitorprogresstowardsobjectives• monitortheindicators• beabletoamendcompanypoliciesandprocedurestomatchtheobjectives

ofcompanyandcurrentrequirements

AttheendoftheMentorship(Technicalandbusinesswhererelevant),thecompanyengineershall;

• demonstrate an understanding of the commercial implications of companyoperations

• understandthecompanyobjectives• actinamannerconsistentwithcompanyobjectives• implement and monitor activities to optimize operations in line with

companyobjectives• beabletocommunicatecompanyobjectivestootherstaff

Attheendofthementorship,thecompanysitesupervisors

• areabletounderstandcommercialimplicationsoftheirwork• understandthecompanypolicies• work in a manner consistent with company policy (hopefully these are

alignedwithdeliveringgoodqualityworkatcost)


Part III Key Subjects – Coaching AGuideforCoaches,withkeypoints

TechnicalCoaching 29

10. Technical Coaching

10.1 Mobilisation & Site Setup

i. Contractssignedii. Sitehandoveriii. Sitecamplocationiv. Sitecampbuildingsv. Toolsvi. Equipmentvii. Office

Thefollowingarekeypointsthatneedtobearrangedatthisstage:

Contracts Signed • Havethecontractsbeensigned• Doesthecontractorhavehiscopiesofallrelevantdocuments• Doesthecontractorunderstandthemeaningofthecontract• Hasadatebeensetforthesitehandover• Has thecontractorvisited thesiteprior to thehandover,notingdownany

significant changes that have occurred in the period between his/her bidsubmissionandnow

• Has time been made available for BOTH the contractor and the client’srepresentativetovisitthesiteTOGETHERaspartofthehandover

• Arethereanydocumentsrequiredtobesignedatthesitehandover• Dophotosneedtobetakenofthechangesintheroadconditioninaddition

todocumentingthese• Have copies of the relevant portions of the contract beenmade ready for

easyaccessby relevant company staffe.g.BOQ,ConditionsofContractetcforsiteengineeretc

Site Handover • Hasadatebeenagreedforsitehandover• Is it necessary to make the client’s representative aware of any issues

regardingchangesontheroadpriortothesitevisit• Is thereanyformaldocumentationtobecompletedduringorafterthesite

handover• Areallrelevantpersonsfrombothsides(ClientandContractor)informedand

present• Is there need to invite civil leaders to the site handover too (Xefi Succo,

Aldeia,Parish,DA’sofficeetc)• Ifcivilleadersarerequired,havetheybeeninvited• Havearrangementsbeenmadetodocumentanyissuesnotedduringthesite

handover• If contractor is responsible for access during the construction phase, have

arrangements been made to maintain access immediately followinghandover


• Onthedayofthehandover,hasthemeetinglocationbeenagreed(usuallyattheproposedsiteofficeorstartoftheroad

• Istheresufficienttransportforeverybodyattending

Site Camp • Hascontractoridentifiedasuitablelocationforthesite.Thisisusuallyclose

totheroadworks,closetoshopsorothersocialfacilitiesetc• Isthesitecamplocationsuitableforasitecampregardingsafety• Is the location reasonably flat (considerequipmentwillbeparkedand light

maintenancecarriedout)• Thesitecampisnotatriskfromflooding,landslidesorfallingrocks• Theproposedcampsiteiseasilyaccessiblefromthemainroad• Istheresufficientspaceforthenumberofequipment• Isthereanadequatesupplyofcleanwater• Ifthereisaccesstopublicutilities–electricitythenbetter• Isthereaphonesignal–criticalforanysitecampotherwisecommunication

isnotpossible• Has contractor investigated if there are any issues with the land e.g.

community sacred ground or other activities that may not be compatiblewith construction camp site activities in the area e.g. school, religiousservices,hospitalmaybedisturbedbyconstructionequipmentnoise

• Does the location of the proposed site camp expose pre-existing users /residents to a particular risk e.g. young children are at risk of constructionequipment(notsomuchforhighschooletc)

Buildings / Faci l it ies at Camp Site Thespecificsofbuildingsatcampsiteswillvaryforeachcontractor,thefollowinglistareitemstoconsider

• Howmuchofficespaceisrequired• Whatfacilitiesarerequiredtostoreconstructionmaterialintermsofspace,

protection, accessibility etc. e.g. aggregates can be stockpiles outside,cementhastobestoredindoors,toolsarevaluableandeasytomove,needsafestoragebutstillaccessible

• Is there need to build a vehicle loading and unloading ramp – critical forprecastculverts

• If a vehicle loading ramp is built, is it safe –with a FLAT loading area, andgentlyslopingapproachesandbarriersorsmalledgestostoponefallingoff

• Isthereneedtobuildavehicleservicepitorwheelraisers• Ifthereisaservicepitorwheelraisers,aretheSAFE• Isthereneedtoimprovein-campplumbingorwatersupply• Whichbuildingsinthecampneedelectricityandcanthisbedoneinacheap

andsafemanner• Arethereanadequatenumberoftoiletfacilitiesatthecampsite• Are toilet facilitieswell designedand suitably located– foruseboth in the

daytimeandatnight(securityguardsorstaffwholiveinthecampwillneedtousethese24hours)


• Haveprovisionsbeenmadetodisposeofrubbishgeneratedinthecampinasafemanner

• Isthereneedforshowersatthesitecamp?• Ifthereisneedforshowers,arethewelldesignedandsuitablylocated• Arethereanadequatenumberofshowers?• Has the layout of the site been thought through – in terms of vehicle

movement,officelocation,peoplemovementetc.tominimizeconflict• Ensurethatnochildrenliveinthecamporwalkunsupervisedatthecamp• If it is necessary that staff live with their families at the camp – then

adequateprovisionhastobemadetosegregatechildrenfromdanger

Tools storage at Camp Site Thefollowinglisthighlightssomeissuestoconsiderwhenmakingprovisionsfortoolsstorageatthesitecamp

• What is thepeaknumberofworkersexpectedduring constructionandwhatwillbethetoolrequirementatpeak

• Whatisthenumberofworkersexpectedatthebeginningoftheproject– if this ismuch lower than the peak number then provision for toolsneedonlytakecareoftheinitialdemand

• Howmanyofeachtypeoftoolwillberequired• How will the tools be stored at the site office – is there adequate

provisione.g. some toolsarebetter storedon racks,whileothersmustbestoredonthefloor

• Isthetoolsstoragesafe?• Isthetoolstoragewell lit?(provisionfornatural lightmaybeall that is

required)• Haveprovisionsbeenmadeformanagingtoolse.g.adeskforthestore-

personinthetoolsstorageandsuitablestationery• Has provision beenmade for toolmaintenance – files, grindingwheel,

smallwelder,extrahandlesetc• Is there sufficient space formaintaining the tools e.g. aplace to locate

thegrindingwheel,filesetc.• Has theuserof theequipmente.g.grinderetcbeen trainedonhowto

use the equipment safely and has he/she been provided with suitablesafeguardse.g.eyeshields

• Hasthepersonbeentrainedonhowtoproperlymaintaintools• Is therea facility /procedure towrite-offused toolsor recycleuseable

partsofthetools

Equipment This list is broadly divided into two – the first part considers smaller pieces ofequipmentthatmaybeneededintheofficeortosupporttheoperationsofthecompanywhilethesecondpartfocusesonthemainconstructionequipment

• Has consideration been given to requirements needed in the office tofunction–files,stationary,miscofficeequipment(punchetc)

• Arethesufficientdesksandchairs


• Istheresufficientlighttowork• If a computer is needed or required in office, is there one, is there

suitablesupplyofelectricity• What additional equipment is needed to support the site operations

fromthesiteoffice–weldingmachines,tools,vehicleliftingjack• Aretheequipmentsupporttoolssafe• Aretheoperatorsoftheequipmentwelltrainedtousetheequipment• Is thereaplacetostoretheequipmentandtherequesttheequipment

foruse• Isthereasinglepersonresponsiblefortheequipment• Has the equipment requirement of the project been developed – i.e.

whatwillbeneededandhowmany• Hasthoughtbeengiventohowequipmentusagecanbeoptimized• Hasthoughtbeengiventohowequipmentcostscanbeminimized• Isthereanequipmentmaintenanceregime• Isthereanequipmentusagetrackingsystem• Havesufficientnumberofstaffbeentrainedtousetheequipment(e.g.

there shouldalwaysbemore staff able tooperateequipment than thenumberofequipmentandstaff should ideallybeable tooperatemorethan a single piece of equipment – to minimize low utilization due tostaffabsence)

• Have staff been trained on simple equipment preventive maintenanceandservice

• Hasthoughtbeengiventowhatsparesshouldbekeptatthesiteofficeandwhowillusethese–e.g.brakefluid,oil,grease,assortedboltsandwashers,insulationtape,somewire,bulbsetc

10.2 Labour Recruitment

i. SocialSafeguardsii. LabourManagementSystemsiii. PaymentSystemsiv. ContractingFramework

Social Safeguards and recruitment process Thefollowinglisthighlightssomeissuestoconsiderwhenrecruitinglabour.

• Hasthecontractordeterminedthenumberoflabourersrequiredbeforetheannouncement

• Hasthecontractorplannedworktobalanceoutthe labourdemandforthenextfewweeks(atleastfourweeks)

• Hasthecontractorcheckedthattherearesufficienttoolsandresourcesneedtoworkforthelabourbeingrecruited

• Isthecontractorawareofthelegalobligationstolabour• Canthecontractormeettheirlegalobligationstothelabour• Isthecontractorfamiliarwiththerecruitementprocess


• Does the contractor know that recruitement has to impartial with nogender bias, political opinion differentiation, ethnic bias or any othercriteriaotherthanabilitytodothejob

• Thejobsalsohavetobeopenlyadvertisedorannounced• Therearecertainthingsthatmustbeincludedintheannouncemente.g.

the location and time of recruitment, the approximate number ofcandidateswhowillbeacceptedandalsostatewhoiseligible(allgender,all above certain age etc) – there may be more items needed in theannouncement

• The contractor may need to contact the local civil administration tofacilitateintherecruitmentprocess

• Wheremoreapplicantsthanthenumberofvacanciesavailableapply,afairandtransparentselectionprocesshastobeusede.g.ballotetc

• Thecontractorhastobepreparedwellbeforethefinalrecruitmentdate• Beforetherecruitmentbegins,theproceduresforthecontractorshould

beconversantwiththeprocess• On recruitmentday, all applicantsmustbe informedof theprocedures

beforetheprocessbegins• Conditionsofemploymentshouldideallybemadecleartoanypotential

candidate before the selection process AND if not possible MUST bemade clear to all successful candidates BEFORE and legally bindingagreementisenteredintowiththecandidates

• Among “employment conditions” include typical employment duration,typeofwork, pay rates, frequencyof payment, howpayment ismade,documents needed at contract signing (e.g. identification documents)etc.

• The contractor must be aware that one of the benefits of rural roadsconstruction is local employment and skill development – thus unlessthereisacompellingreason,locallabourshouldbeengaged

• Oncethelabourisengaged,thecontractorshouldbeawareofandmeettheir obligations to the labour e.g. provision of safe workingenvironment, an environment free from bullying, decent tools, non-exploitative practices e.g. excessive task rates, safety equipment whenneeded,trainingtocompletetaskswhenneededetc.

Labour Management Systems Followingtherecruitmentoflabour,thecontractorwillneedtohavesystemstofacilitate administration, monitoring and assignment of tasks to the labourers.Thefollowinglisthighlightssomeofthekey itemscontractorwillhavetomakeprovisionsfor.

• DoesthecontractorhaveacontractorCasualEmploymentform,whichwill have to be signed by each labourer and the contractor (orrepresentative). This forms the actual contract between the labourerandfirm.

• Sample of the above mentioned Casual Employment form can beobtainedfrompreviousprojects–howeverifanewformisdesigneditmustcontainallthecriticalelements.


• Does thecontractorhavea safeplace to store theCasualEmploymentFormforeachlabourer,andinanaccessiblelocation.

• DoesthecontractorhaveaMusterRoll• HavestaffbeentrainedinfillingtheMusterRoll• Do thestaffUNDERSTANDthevalueof thedata in theMusterRolland

its’importanceinthefinancialcontrolprocessofthecompany• Dothestaffunderstandthevalueofthedown-timeandtheimportance

ofplanningthetaskforthelabourersthedaybeforetheworkisdue• Does the contractor have systems in place to plan for work for the

labourers• Are the sufficient measurement guides or tools on site to facilitate

measurementoftheworkinatransparent,fairandsimplemannere.g.templates for ditching and camber formation. Strings and pegs forexcavationetc.

• Doesthecontractorhavesystemstocheckthequalityofworkdonebythelabourerschecklistsetc.Havesupervisorystaffbeentrainedinusingthese?

• Does the contractor have systems to check that the company iscomplyingwithhealthandsafetyonsite

• AretheH&Ssystemsaudited• Arethereenoughsupervisorstoeffectivelymanagetheworkforce• Do the supervisors have sufficient site management aids they –

clipboards, forms, stationery, tape measures, ranging rods, hammers,pegsetc.

Payment Systems Labour isoneofthekey inputs intoruralroadworks.Thecostof labourtothecontractorvariesfrom12%toupto40%dependingonhowlabourintensivetheoperationsareandtheactivitiesbeingundertaken.Itisimportanttoensurethatworkersarepaidinatimelymannerandthecorrectamounts.Tofacilitatethis,thefollowingwillhavetobeconsideredbythecontractor.

• DoesthecontractorhaveaMusterRoll• IstheMusterRollcompletedeveryday• Does the company have systems in place to audit the Muster Roll

occasionally• Is the data from the Muster Roll regularly collated (e.g. weekly) to

estimatethelabourcostandaccruedlabourcosts• Is there a payment processing system – that effectively computes the

moneyowedtoeachlabourer inatimelymannerforpayments(onceamonth?)accordingtothescheduledagreedatrecruitment

• Isthereasystemtocollectthemoneyfromthebankandensurethatitiscollected in the correct denominations to facilitate exact payment toeachlabourer

• Does the company have a system to record each payment to eachlabourernotingdownthemoneypaid,date,andalsoacknowledgementfromtherecipient(signatureandID?)


• Does the company follow standards regarding payment e.g. ensuringonlythepersonwhoworkedcollectsthemoneynothusbandsforwifeorbrotherscollectingtheirsisters’pay

Contracting Framework Theframework/agreementsgoverningtherelationshipbetweenthelabourersandthe contractor are critical to the success of the contract. Further, how thework isissuedtotheindividuallabourerandhowtheoutputismeasuredisalsoimportanttothesuccessofthejob.Thefollowingisalistofitemsthecontractorshouldconsider.

• The contractor should be aware of the concepts how work is issued ontypicalruralroadsprojects–taskwork,grouptaskwork,dailyrate

• The contractor should be aware that different jobs are better suited todifferentpaymentsysteme.g. treeandstumpremovalmaybebetterdonebyagroupof2or3ratherthanalonelabourer

• Thecontractorshouldbeawareoftypicaltaskratesforlabourbasedworksandadjustthesedependingonthespecificconditions

• Thecontractorshouldhavesystemsinplacetoallowthesupervisorstoplanworkforeachdaypriortotheworkbeginning(thepreviousday)

• The contractor must have systems to record the work issued out to eachlabour(orgroupoflabourerseachday)

• The contractor must have systems to recordWHO is on site and workingeachday–MusterRoll

• ThecontractormusthavesystemswhereEACHlabourerclearlyknowwhatisexpectedofthemeachdayi.e.ataskmustbeassignedtoeachworkereachday

• The contractor must have systems to enable BOTH the labourer and thesupervisorstochecktheworkdonebeforethelaboureris“signedoff”

• In a task based system, each labourer must be able to leave soon aftercompletingtheirassignedtask(i.e.theremustbecapacityinthecontractingcompanytocheckworkdoneasitiscompleted)

• ThecontractorstaffmustbeawarethattheyareresponsiblefortheH&Sofeverybodyonsiteincludingvisitors

• The company should have systems that allow a labourer to undertake asmallertaskoccasionallyifnecessary(withreducedpay)

• The company should planworkwith resilience – i.e. if some labourers areabsentonaday,theworkshouldbeabletocontinueonsite

10.3 Works

i. Planning(Project,Daily,Structuresetc)ii. Specificsrelatedtoeachmajortaskiii. QualityControliv. MeasurementofWorks

Planning, Specif ics for Tasks, Quality Control, Measurement Roads construction is a series of different activities. Coordination and balance ofproduction rate for the various activities is critical for optimal construction,avoidanceofabortiveworkandefficientutilizationofresources. Thefollowing isa


list of items thatmay need to be brought to the contractors attention to improvetheircompletionofvarioustasks.

• Does the contractor understand the value of developing an accurate(obviouslysubjecttochangeasprojectprogresses)WHOLEprojectplan

• Hasthecontractordevelopedaprojectplan(GanttChart)• Is the chart realistic considering the resource base of the contractor, the

clientpaymentproceduresandlabouravailability• Doestheplanhavebuiltinresilience?• Hasthisplanbeensharedwiththeclients’representative?Hastheplanbeen

accepted• Has the contractor shared the plan with his/her site management team

(engineers,supervisorsetc)• Do the site management team know the critical path (or at least critical

activitiesontheplan)• Iftheplanhasbeenmadebytheengineer,doesthedirectorofthecompany

understand theplan, thecriticalpathandresource requirement toexecutetheplan

• Has a resource requirement been developed based on the REALIST andapprovedplan

• Is the resource requirement profile within the envelope that the companycanmeet

• If the company cannot meet the resource, requirement, as though beengiventore-designingthePLANorobtainingadditionalresources

• Are all company supervisory staff aware of the conditions of contract, thequalitystandardsandpaymentmethods?

• Doallcompanysupervisorystaffknowtheoptimalwaytoexecutethetaskstheyaresupervising?Aretheyexecutingworksinanoptimalmanner?

• Does the company structure allow for flexibility between tasks to achieveefficientoutput?

• Does thecompanyhavesystems inplace to recordoutput foreachactivityeachday

• Istheoutputrecordedeachdaycollated?• Aretheretoolstofacilitatemeasurementofworkforeveryonewhoneedsto

measure – labourers (templates, tape etc), supervisors (templates, levels,tapemeasures,DCPetc)andengineer

• Is the daily outputmeasured and recorded in a system that facilitates theproductionofinvoicesattheendofthemonth

• Isthereaqualitycontrolsystemforeachtask• Does the company have clearly defined systems and responsibilities

regardingqualitycontrol–i.e.whochecks,howoften,howcheckingisdone,howaretheresultsofthecheckingrecorded,whodidthework(ifpossiblee.g.forcompactionetc)

• Does the company have systems to record abortivework – and if abortivework is frequent, who is responsible to develop structural solutions afteridentifythecause

• Isthecompanyawareofthemaincostsassociatedwitheachtask


• Doesthecompanytrytolimitthemajorcostsincurredineachtaski.e.effortisnotwastedonmarginalcostsorsavingcostswithmarginalgains

• Is there need to develop a culture of constant improvement within thecompany

• Istheequipmentusedfortasksoptimal?(type,capacity,age,servicestate)• Aretheequipmentoperatorsusingtheequipmentinanoptimalmanner?• Are thenumber, typeandqualityof tools issued to labourersadequate for

eachtask?

10.4 Ad Hoc Adjustments to Resources and Schedule

i. Balancingresources(finance,staff,equipment)ii. Adjustmentofworkprogrammeiii. Flexibilityinschedule

Balancing Resources (Finance, Staff, Equipment) Roadsconstruction isa seriesofdifferentactivities.For success thecompanymustensurethateachofthemajorinputs(finance,staffandequipment)areutilizedinanoptimalmanner. The following is a listof key items to consider regarding resourcebalancing.

• Hasaprojectplanbeendrawnup• Istheprojectplanrealistic• Hasaresourceprofilebeendrawnupbasedontheprojectplan• Hasacomparisonbeenmadebetweencompanyresources(finance,staffand

equipment)andtheresourceprofilerequirement• Isthereanissuewiththereliabilityofanyofthekeyresources(finance,staff

orequipment)• If there is a problemwith cash flow (supply of funds) havemeasuresbeen

taken to solve these– e.g. bank loan, improvedpaymentprocesson clientside,regularsubmissionofinvoicesbythecontractoretc.

• Further, if there isaproblemwithcashflow,hasthecontractorconsideredchanging the work plan to balance work done and payments takingcognizanceofthepaymenttime

• Is the company able to proceed with the assignment given its’ financialposition(belowacertainlevelofresourcesnothingcanbedone)

• Is thereanadequatesupplyof labourwhencomparedto therequirementsshownintheresourceprofile

• Has the resource profile been levelled to minimize peaks in labourrequirements

• Ifthereisinsufficientlabour,hasaninvestigationintothecauseofthelaboursupply issues been undertaken (often caused by irregular payments, PRissuesetc,non-compliancewithlegislationandsafeguards)

• Canthecontractoraddressinternalproblemsthatcauselabourshortages• Iflabourshortageorreliabilitycausedbyexternalfactorsbeyondthecontrol

oftheproject–hasconsiderationbeenmadetousealternativemethods


• If labour shortages caused by external problems, has the client beeninformedandcan theclient take remedialaction (usuallypossible ifgovt istheclient)

• Are equipment requirements balanced i.e. no excessive peaks (based onassessmentofcompanyplan)

• Is the equipment resource profile based on the actual equipmentproductivityofthecompanyi.e.notwishfulthinking

• IFthereisashortfallofequipment–waystoovercomethiscouldbe–revisittheworkplan,rentequipment,buyorsharewithanothercontractor

• Has the possibility of using alternative, readily available and economicalequipmentthatisreadilyavailablebeenconsidered?

• Iftheequipmentproductivity isthecauseoftheshortfall,canthecompanyimproveproductivity

• Equipmentproductivitycanbeincreasebyseveralwaysincluding–ensuringthat the temporary roadsarebettermaintained forhaulage, improving theavailability via improved maintenance, better training for equipmentoperators, improving work methods and procedures, better equipmentmanagementetc.

• Havelongtermsolutionstoequipmentshortfallsbeenconsidered• Hasthecompanydeterminedtheminimumlevelofeachclassofequipment

itneedstocompletetheprojectwhilemeetingtheschedule• Isthereanequipmentusagemonitoringsystem?• Istheequipmentusagemonitoringsystemmanagedi.e.isthedatacollected

assessedbycompanymanagement• Does thecompanybenchmark itsequipmentproductivityandcostsagainst

othersimilarcompaniesandstellarcompaniesoperatinginthesamearea• Doesthecompanyhavearesilientequipmentfleete.g.moreoperatorsthan

numberofequipment,readilyavailablesimplespareparts,quickaccesstoagoodworkshopetc

Adjustment of Work Programme This prompts in this section are best read in conjunction with the prompts in thesection“BalancingResources(Finance,StaffandEquipment).”Asonecanexpecttheconstructionofaroaddoesnotoftenfollowthetrajectoryoftheinitialprojectplandeveloped.Infacttheprojectplanrequiresfrequentupdating,andoftenevenmorechanges are required in resource allocation from day-to-day tomeet the plan. Allitemsinthislistassumethereisalreadyawell-consideredprojectplantowhichthecontractorisworking.

• Isthereregularmonitoringofprogressvsplan• Are there good company records that allow management or pinpoint the

causeofdelays• Hasaneffortbeenmadetoidentifythecausesofdelay• Ifdelaysaredueto inefficiencieshavethesebeenaddressedasopposedto

addingmore resources to the activity i.e. continuing inefficient operationsbutguisingthembyaddingmoreresource

• If delays in someactivities are due to lack of resources can rebalancingbedonebeforeconsideringadditionalexternalresources


• If there are delays in some activities and excessive over-production onothers,istherescopetorebalanceresourceinitiallyonlytemporarilymovingresources but if the situation redevelops then permanently redeployingresources

• Aredelayscausedbycashproblems?• If delays are caused by cash problems – are these due to contractor

(insufficientfunds,poorinvoicingcycles,errorsininvoiceetc)ORcausedbyclientnotpayingontime

• Develop a solution to cash problems based on the cause – if client, thenreduceproductivityuntilprevious invoicespaidAND invoice frequentlyandcorrectly

• Ifproblemscausebyclientconsiderdrasticactionsuchasbeginningworkonnon-capitalintensiveworkswhichareALSOhighlyprofitable

Flexibi l ity in Schedule Foracompanytobeabletomeettheprogrammeitmustbuildsomeresilienceinitswork methods. This has to be built throughout the resource chain. The companyneedstohavesomeresilienceinthesupervisorystaff, labour,equipment,suppliersetc.

• Hasananalysisoftheresiliencebeenundertaken• Aredelayscausedtolargeportionsofworksimplybecauseasingleelement

ofinputismissinge.g.ifasupervisoradriver/equipmentoperatorill,thereisnobodytotakeovertheirworkimmediatelyandhugeswathsofworkstall

• Ifasinglesupplierdoesnothavegoodsdoesthecompanysupplychainbreakdown

• If a simple commonpieceonequipment fails, does themachine stop for afewdayse.g.oilfilter,punctureetc

Payments

i. Processesforproducinginteriminvoicesii. Processesofpayingcreditors/purchasesiii. Proceduresformonitoringcostsiv. Proceduresformanagingcosts


Part IV Key Subjects – Business Coaching AGuideforCoaches,withkeypoints


Part V Mentorship - Overview and Typical Works Sheets

ContractorMentorship 42

11. Contractor Mentorship

11.1 Background and Overview

Thefollowingsectioncoverstypicaltopicsthatareexpectedtobecoveredduringthementorship. As previous mentioned, there cannot be a curricula during thementorshipphase.Thisisbecausethesupportprovidedbythementorwillvaryfromcompany-to-company depending on the specific requirements or challenges thecompany is facing. Thus the following section instead of providing a list of topicsthrough which the trainer can work, present a number of sample topics that thecontractors are expected to face and that would constitute typical areas in whichmentorshipsittobeprovided.

Simply because the specific topic areas in which a contractor would requirementorshiparenotpossibletopre-determine,doesnotmeanthattheapproachtoeachspecifictopiccannotbestructured.Onthecontraryastructuredmethodologyhas been adopted that shouldbe applicable tomost topics inwhichmentorship isprovided.

Thegeneraltrajectoryindevelopmentofeachareaofsupportisasfollows:

1. Problemidentification: this is thestageatwhichthecontractordecidesthefirm has a problem that needs mentorship support. The problems isdiscussedwiththementorandifagreedthatitrequiresmentorshipsupportaprocessofmentorshipisformallyinitiated.

2. Definition of objectives: At this stage both the contractor and thementordefinewhat the intendedoutcomesof the interventionsundertaken in thespecific area. It is important that the list generally only includes high-levelobjectives that are expected outcomes as opposed to intermediateobjectives.Itisagainsttheseobjectivesthatthesuccessoftheinterventionsintroducedunderthementorshipregime.Itisalsoimportanttoensurethatthe objectives are achievable – achievability can be assessed against theinitial benchmarking exercisewhere the contract did an assessment of thecapabilitiesofthecompany.

3. Identificationoftargetaudience:Oftenstructuralchangeswithinacompanyare aimed at certain persons – usually those in a position of responsibility(for either finances, resource allocation or processes undertaken). Thesepersonhavetobeidentifiedasspecificactionswillthenbedefinedforeachgroup.Itisexpectedthatoftentherewillbeseverallevelswithinacompanythatwillbethe“targetaudience”oftheinterventions.Atthisstageitisalsoexpected that the target audience will generally fall within the circle ofinfluenceof thecompany i.e.personsandpeopleoverwhomthecompanyhascontrol–thisisgenerallyexpectedtobetheemployeesorownersofthecompany. Rarely will there be a target audience outside the company –thoughitisnotimpossiblethatthisisthecase.

4. Identification of Mentorship providers: The mentor is not expected toprovide all support. The mentor will lead in the provision of support,however to be truly effective, the mentorship process should be able to

ContractorMentorship 43

enlist thehelpof specialists toprovide specific support in areaswhere thementor may not be the ideal person to provide guidance. Typical areaswhere specialist support may be required could include development ofequipment maintenance regimes (fleet manager), training equipmentoperators (fleet manager), community engagement (CommunityDevelopmentOfficer),buildabilityissues(CDMexperiencedperson)etc.Theidentificationofproviderswill be the responsibilityof thementor.Anotherresource optimization approach is to maximize the involvement of thoseproviding coaching. Thementorwould then direct coach to provide inputsintothementorshipprocess.

5. Identification of persons who will be influenced: This stage identifies thepersonswhosemodusoperandiwill experience a long-term changedue tothemodified process. Both thementor AND the “Target Audience”will beresponsible for identifying the group of personswhowill be influenced bythe intervention. Generally these are expected to be persons within thecompany. It is possible that the “TargetAudience” and “InfluencedGroup”havesomepersons.Moreoftenthe“InfluencedGroup”shallincludesomeoftheTargetAudienceANDsomecompanystaff.Thementorthusworkswiththemanagementthroughthe“TargetAudience”tochangethe“Influenced”group.

6. Determine Operational Objectives: The “Target Audience” will thendetermine Operational Objectives for the “Influenced Group.” Theoperationalobjectivesareeffectively intermediateobjectives. It isassumedthat the high level objective is attained by implementation of process orchangesinthemanagementsystemsthatwillultimatelyleadtothedesiredoutcomes. Verification of the assumption that fulfilling the operationalobjectiveswill result in fulfilment of the high level objectives is somethingthat both the mentor and the director must have done at the problemanalysisstage.

7. DesignandCommunicatethesolutionsorchangesneededtotheInfluencedGroup:The“TargetAudience”willthedesigntherequiredchanges(couldbechangestotheprocess,procedures,companyrulesetc.), thesewill thenbecommunicatedtotherelevantpersonsandtheywillimplementthem.Partofthe design should include sufficient (resource, forms, time) for reportingprogressbythe“TargetAudience.”

8. Monitoring

EquipmentManagement(sample) 44

12. Equipment Management (sample)

12.1 Objectives

PossiblehighlevelObjectives:

i. Tominimizethetotalequipmentownershipcostii. Tomaximizeequipmentavailabilityiii. Tooptimizetheequipmentfleetiv. Tooptimizeequipmentutilizationv. Toimprovefleetreliabilityandavailability

12.2 Target Audience

i. CompanyDirectorsii. CompanyEngineersiii. CompanyTechniciansiv. (EquipmentOperatorsandcompanymechanics)

12.3 Providers

i. Experiencedengineer(resourcepool:R4D,ERA,DRBFC)ii. Experiencedequipmentfleetmanager(IGE,consultant,ERA)iii. Experiencedequipmentoperator(ERA,othercontractor)

12.4 Influenced

i. Companysupervisorsii. Equipmentoperatorsiii. Othercompanystaff

12.5 Objectives set by

i. Directorwith help of Engineerwith INFO from Supervisors and EquipmentOperators

12.6 Pre-requisites

i. Effectiveandconsistentequipmentcostmonitoringii. Improvedmanagementconsistentwithobjectivessetaboveiii. Effectivecommunicationofobjectivestocompanystaffiv. “rewards” for staff in line with achieving objectives i.e. there must be a

motiveandalsomotivationfortheirparticipationv. Computationofinitialequipmentoperatingcosts

EquipmentManagement(sample) 45

12.7 Training material

i. Sampleequipmentmonitoringformsii. Sampleequipmentmonitoringregimeiii. Typicalequipmentproductivityratesiv. Specificmaterialdevelopedbymentore.g.costmonitoringschedule

12.8 Reference material

i. CATHandbook(orsimilar)ii. Manufacturerequipmentmaintenancescheduleiii. Typicalequipmentoperatingcosts

12.9 Measurement of Effectiveness of “module”

Method:BaseLineDatacomparedtoprovidecontinuouscomparison.Parameterstobemonitored.

• Equipmentutilization• Totalcostofequipmentownership• Equipmentcost/unitofproduction• Equipmentcost/unitofprofit• Equipmentmonitoringsystem(L)• Trainingforequipmentoperators(L)• Effectivenessofcommunicationofobjectives(L)

CompanyTechnicalStaffManagement(sample) 46

13. Company Technical Staff Management (sample)

13.1 Objectives


i. Toimprovetechnicalskillsofstaffii. Toimprovemanagementskillsofstaffiii. Todevelopeffectivecommunicationwithstaffiv. Toeffectatransparentandmotivatingpaystructurev. Toimprovecompliancewithlabourlegislationvi. Todevelopandimprovecompanylabourmanagementsystemsvii. Improvingdiversityviii. Preventingdiscriminationix. Eliminatingbullingorharassmentx. Improvingsenseofownershipxi. Expensesandbenefitsxii. Workingtimeandconditionsxiii. HealthandSafetyxiv. Trainingxv. DrugsandAlcoholpolicy


i. CompanyDirectorsii. CompanyEngineers(onlyiftheymanagestaff)iii. CompanyTechnicians(onlyiftheymanagestaff)

13.3 Providers

i. Experiencedengineer(resourcepool:R4D,ERA)ii. Suitable“social”staff(R4Dsocialsafeguards)iii. ExperiencedHRmanageriv. Experiencedlabourlawyerormanager

13.4 Influenced

i. CompanyDirectorsii. CompanyEngineers(iftheymanagestaff)iii. CompanyTechnicians(iftheymanagestaff)


i. DirectorOnly

CompanyTechnicalStaffManagement(sample) 47

13.6 Pre-requisites

i. Basiccompliancewithlabourlawsii. Longtermvisionforcompanystaffandstaffmanagementpolicyiii. Basicstaffrecordsiv. UnderstandingofthebenefitsofgoodHR


i. Simplifiedlabourlegislationdocumentsii. SamplegoodcompanyHRpolicyiii. Typicaltrainingschedulesiv. Typicaljobdescriptionsv. Typicalengineering(technicalcrafts-person)skillsdevelopmentvi. TVETskillsdevelopmentmatricesvii. Keepingstaffrecords(content,storagemethod,access,privacy)viii. Bestpracticeinrecruitmentandemploymentstandards–NIGovtwebsite


i. LabourLegislationii. HRmanualsfromsuccessfulcompaniesiii. ILOpapersonlabourandstandardsiv. ConstructionIndustryEmploymentscheme(UK&NI)v. ILOpapersonshorttermemploymentandalsoconstructionindustry



• Implementationofagreedmeasures• BeforeandAfterquestionnairesurveysofstaff• Staffretention(longtermmeasures)• Improvementinmoral• Improvementintechnicaloutputquality

CompanyHealthandSafetyStandards 48

14. Company Health and Safety Standards

14.1 Objectives


i. Toreducenumberofaccidentsii. Toeliminateavoidableaccidentsiii. Tocomplywithlegislationiv. Toreduceinsurancepremiumsv. TodealwithanAlcohol/Drugsproblem


i. CompanyDirectorsii. CompanyEngineersiii. CompanyTechnicians

14.3 Providers

i. ExperiencedengineerWITHCOMPETENCEINH&S(note:thisisasubjectareawhichrequiresspecializedknowledge–akintotheCDMRole)–onecannot“wing”throughthisarea

ii. Socialsafeguardstosupportcompetentpersonaboveiii. ExperienceClerkofWorkswithknowledgeofGOODPRACTICE

14.4 Influenced

i. CompanyDirectorsii. CompanyEngineers(iftheymanagestaff)iii. CompanyTechnicians(iftheymanagestaff)


ii. DirectorOnly

14.6 Pre-requisites

i. Basiccompliancewithlabourlawsii. AcompanywideH&SAuditundertakentogoodstandardsiii. Understanding the need for a company system to record accidents, near

missesANDobservedrisksiv. Understanding that siteH&S is responsibility of everyone– employer, staff

andevenclientincasesofacompetentclientv. Longtermvisionforcompanystaffandstaffmanagementpolicyvi. BasicunderstandingofH&S,H&Spolicy,benefitsofH&Svii. BasicknowledgeCOSHH

CompanyHealthandSafetyStandards 49

viii. Basicawarenessofthecosts/benefitofaneffectivesafetyregimeix. Basicawarenessoftherisksassociatedwithconstructionactivities


i. Socialsafeguardsmaterialsrelatedtosafetyii. Safetyonconstructionsites–H&Ematerialiii. Documents that list roles and responsibilities of key persons on site w.r.t.

safetyiv. Typicaljobdescriptionsv. Typicalengineering(technicalcrafts-person)skillsdevelopmentvi. TVETskillsdevelopmentmatricesvii. Keepingstaffrecords(content,storagemethod,access,privacy)


i. LabourLegislationii. H&Smanualsfromsuccessfulcompaniesiii. DocumentsdescribingtheCDMrolesinsuccessfulcompaniesiv. HSEwebsite(GB)v. HSAwebsite(IRL)vi. AssociationofProjectSafetywebsite(APS)



• Implementationofagreedmeasures• H&Ssystems(beforeandafter)• AwarenesswithinthecompanyofthevalueofH&Sprocedures• AwrittenH&Spolicywhichisknown(recall:anycompanywithmorethan5

people needs awrittenH&S policy inmany countries – can be adopted asgoodpracticehere)

• WrittenH&Spolicyisclearlyexhibitedoncompanysiteoroffice.Alsosharedwithemployeesinpositionofmanagement(engineersandsupervisors)

• Accidentstatistics(longtermmeasures–itisexpectedthattoofewincidentstomakestatisticaldifferenceintimeframe)

CompanyFuture 50

15. Company Future

15.1 Objectives


i. Tosetalongtermvisionforthecompany


i. CompanyDirectors

15.3 Providers

i. Experiencedengineerwithbusinessexperience

15.4 Influenced

i. CompanyDirectors


iii. DirectorOnly

15.6 Pre-requisites

i. Understanding of company status (financial, technical, work load pipeline,majorhurdles,resourcebaseetc)

ii. Awarenessandsomebasicunderstandingofmarketconstraintsiii. Basicunderstandingofachievabletargets


i. Growthmodels (It is strongly recommended that theBalancedScorecard isused, however the Director is the leader of the change process and candetermineasuitablemodel)

ii. Businessmanagementdocuments


i. BalancedScoreCard(balancescorecardrecommendedbecauseitaddressesfundamental objectives across a broad areas relevant to nascentconstruction companies ð "learning and growth", "internal businessprocesses","customerperception"and"financialhealth"

ii. Othersuitablebusinessmodelsasrequirediii. B2B review material (to help develop understanding of perception of

company)

CompanyFuture 51

iv. Performancefiguresandoperationsofappropriatecompanythatcaninformdirectionsetting


Method:Measureattheendofthementorshipphaseprogressthathasbeenmadetochangethecompanyinto.

• Implementationofagreedmeasures• BeforeandAfterquestionnairesurveysofstaff• Staffretention(longtermmeasures)• Improvementinmoral• Improvementintechnicaloutputquality

CompanyFuture 52

Part VII Record Keeping & Monitoring, Mentorship Formstorecordadvicegivenandmonitorprogressduringmentorship

SolutionSheet 53

16. Solution Sheet

Item/Issue:Initiatedby:High LevelObjective(s)

ActionPlans

Notes – discussionpoints

Parameters tomonitor

Alignment withcompanyvision

VeryGood Good NotAligned

TargetAudience

Director Engineer Supervisor

AdviseProviders InfluenceTarget

Director Engineer Supervisor Other Other Other

ProgressMonitoringL1

Who What When

ProgressMonitoringL2

Who What When

ReviewofProgress When ReviewofOutcome Unintended +ve

outcomes

Unintended –veoutcomes

AdditionalComments

SolutionSheet 54

InitialProblemAnalysisbyContractor

ContractCompany Companyname

Director CompanyDirector Date:

Problemasidentifiedbythecontractor:Here the contractor specifies theproblem that requiresmentorship support. It is best if theproblem isa singleproblemi.e.therootproblem,notproblemsthatariseasaconsequenceofarootproblem.

Consequencesofproblemasperceivedbycontractor:(qualitative)Thecontractorliststheeffectsoftheproblem.Thissectionshouldhelpfocusthecontractors’attentiontotheimplicationsofthe“do-nothing”option.Itwillalsoallowthementortobetterunderstandthelevelofthecontractors’understandoftheirbusinessoperations.

Consequencesofproblemasestimatedbycontractor:(quantitative)Thequantificationofthecostsoftheproblemwillhelpdeterminethepotentialbenefitsvsthecostsoftheexerciseandalsoprobablyprioritizeincasethereareseveralcompanyproblemstobesolved.

Solutionasinitiallyidentifiedbycontractor:Herethecontractor(companydirector)willnotedowntheirproposedsolutiontotheproblem.This is importantbecauseit:

1. Gives the director an opportunity to analyze the problem themselves and hence improves theirmanagementskills

2. Providesthementorattheinceptionmeetingthesomeinsightintowhatmaybenon-obviouscausesoftheproblem.Causesonlyevidenttoacompanyinsider.

Intendedoutcomeofsolutionsabove:Fillingthissection,willallowthecontractorto

Risksassociatedwithproposedsolutions:

SolutionSheet 55

ProblemAnalysis(MentorANDContractor)

ContractCompanyandDirector

Mentor Date:

ProblemasidentifiedbybothContractorandMentor:Boththecontractorandthementorshouldmaketimetodiscusstheproblem.Itmaybenecessarytoinviteseniorstaffinthecompanyforthisinitialdiscussionorforsomepartofthediscussion.Itisimportantthattheproblemidentificationisobjectiveanddoesnotbecomeaninternal“witch-hunt.”TheproblemshouldthenberewordedaProjecte.g.ifPoorEquipmentAvailabilityistheproblem.ItwilllaterberewordedasaprojecttoImproveEquipmentAvailability.MostimportantConsequencesofproblem:(qualitative)TheMentorandthecontractorhavetoevaluatetheconsequencesoftheproblemabovei.e.theconsequencesoftheproblemontheoperationsofthecompany.Further, it would be useful to determine the alignment of the consequences with the company’s long termobjectives–thecloserthesearealignedtothelongtermobjectivesthebetter.Estimatedconsequencesofproblem:(quantitative)Thementor togetherwith thecompanydirector (helpmayberequired fromsenior technicalstaff)estimatetheadditionalcostsofthecompanyincursduetotheproblem.Itisimportanttothinkbroadlyatthisstageandincludeawiderangeofcostsincludingfinancial,reputation,risks,depreciationandpotentialfutureincomecosts.

Underlyingcausesofproblem:Inthisstageboththecontractorandthementordeterminetheunderlyingcausesoftheproblem.Thisstepiscriticalbecauseitwillinformthedevelopmentofsolutions.

Solutionasinitiallyidentifiedbycontractorandmentor:The contractor and thementor together arrive at a solution. It is ideal if thementor guides the contractor inarrivingatthesolutioni.e.mentorsthecontractorthroughthedecisionmakingprocessasopposedtounilaterallyprovidingasolutiontothecontractor.Some problemsmay requiremore than a single sitting – e.g. collection of additional data,monitoring variousparameters(e.g.fuelconsumption,staffutilization,materialprices,companypracticesetc.)toinformthedecisionmakingprocess.Thementor shoulddelegateasmuchof thedatacollectionprocess tocontractor. Further, thisshould also be usedas part of the development of the contractor to instill a culture ofmonitoring in companyoperations.

Intendedoutcomeofsolutionsabove:Following development of the solution(s) to the problem, BOTH the contractor andmentor should also list theexpectedoutcomesofthesolutions.Reasonable time frames should be assigned to each outcome and if interim solutions can be identified theseshouldalsobenoted.

Risksassociatedwithproposedsolutions:Changestocompanyculturecomewithrisks.Theyareatleastdisruptiveandoftenstressfultotheemployeesifnot well implemented. It is possible to loose staff, make things worse and disrupt company operations.Identificationandmanagementofriskisthusoneofthekeyactivitieswhichmustbeundertaken.BOTH the contractor and the mentor have to develop a risk register. The contractor MUST maintain the riskregisterandtheremustbetriggerpointsdeterminedforcriticalrisksatwhichpointthecontractorwouldrequestadditionalhelpfromthementor.ItisimportantthatthecontractorUNDERSTANDStherisksassociatedwitheachproposedchangeANDagreestoundertakethechangesinspiteoftherisks.Asortofbenefit-costanalysismustbeundertakenforeachchangei.e.arethechangesworththerisks(andcosts)associatedwiththechange?

EffectingChange“ImplementingtheProject”(MentorANDContractor) 56

17. Effecting Change “Implementing the Project” (Mentor AND Contractor)

17.1 Project Setup or Initiation

ThepreviousprocessiseffectiveaProjectStartup.Itispossibletohaveastartupmeetingwiththecontractorandagreeafterthestartupmeetingthatthe“problem”asidentifiedbythecontractorisnotreallyaproblem.Otherpossiblereasonswhyresolutionofaproblemasidentifiedbythecontractormaynotbeworthwhilecouldinclude:

1. therisksassociatedwiththetryingtosolvetheproblemaretoobigcomparedtothepossiblegains

2. thesolutionstotheproblemmayliebeyondtheresourcesofthecompany(technicalcapability,financialresourcesetc)

3. thesolutionmaylieoutsidethecompanyandinareasitcannotinfluencee.g.legislation,governmentpolicyetc.

4. theremaybemorepressingproblemstodealwith5. theproblemcanbedealtwithmoreeffectivelyunderthecoachingregime

ratherthanunderamentorshipprogramme6. otherproblemsmayneedresolutionbeforetheproblemidentifiedcanbe

addressede.g.implementationofbasicmonitoringsystems,companyHRpolicy,trainingetc.

Asimplifiedwaytolookattheinitialstart-upmeetingandthesubsequentactivities–iftheyaretobefollowedthroughareillustratedbelow.Thestartupisnotpartoftheproject.Thestartup-meetingdoesnotnecessarilyleadtoaproject.Andaprojectcanhaveseveraldeliverablesorstages.

Astart-upisoftenbriefandfocused.However,itisalsopossibletohaveastartupphasethatislongerwhentimeisneededtodecideiftheproblem(whichwillleadtoaproject)canandshouldbetackledunderthementorshippregijme.

The Project

Initiation

Delivery 3

Delivery 2

Delivery 1

Start up

Adapted from Passing the Prince2 Exams, Nick Graham


17.2 Actions at Project Setup

OncetheProjectisagreedwiththecontractor,thefollowingneedtobeidentifiedandmadeclear.

1. Whoisresponsibleforexecutingthe“project”2. Whoisresponsibleformanagingthe“project”3. Whoaretheotherstakeholdersandwhataretheirroles4. Monitoring–progressandrisks,whowillberesponsible,howitwillbedone,

reportingetc.5. Doesthe“project”needtobedividedintodiscretechunkswithdeliverables

whichcaneitherberunindependentlyorconcurrently(seeDelivery1,2,…,n)6. Ariskregisterwillneedtobedevelopedandupdatingproceduresagreed7. Formostmentorshipinterventionsitisexpectedthatmonitoringofimpact

orvariousmetricswillbeanimportantandlargecomponentthatwillguidesubsequentdecisions

Itisimportantthatforallprojects–(expectedtobeall),thecompanydirectorshouldbetheresponsiblefortheimplementationoftheproject.Insomeinstances,theresponsibilitymaybedelegatedtosomeoneinthecompanywithreportingstillhappeningtothecompanydirector.Theroleofthementorissimplytoprovidesupportandsteertothechangeprocess.Thementorshouldneverberesponsibleforanyoftheprojects.

17.3 Deliverables (stages)

Oncethe“Project”hasbeensetup,theprojectmayneedtobedividedintoworkpackagesorstagesthataremanageable.Thestagesneedtobeindependenti.e.theydonotdependonoutputfromanother.Iftheydependonoutputfromanotherstage,thenitisbettertohavethestagesoccurconcurrently.

Thesettingupofeachofthestageshastobedonetogetherwiththementor.Eachstagemust;

1. Haveacleardeliverable,thatcontributestothehighlevelobjective,thisshouldbeguidedbyafundamentalunderstandingoftherelationshipbetweencauses,effects,targetareasandwhatcanbechanged.

2. Haveaclearsetofactivitiesthatwillresultinthedeliverables(set1above)3. Haveacleardelegationofactivitiesandmanageroftheactivities4. Haveariskregisterwithacompetentpersonchargedwithmaintainingthe

riskregister5. Makeallowancefortheriskregistertobereviewedregularlybyboththe

directorandthementor6. makeallowanceforregularmonitoringmeetingswiththementor

Thereader is remindedto reviewthesheetspresented inPart IVof thisdocumentthat includes some sample sheetshighlighting typical areas tobe consideredwhendealingwithtypicalareasinacompanythatmayneedimprovement.


17.4 Regular Monitoring, Final Evaluation and Terminating Projects

Theaimofmostprojectswillbetoachievelonglastingeffectswithinthecompany.Itisexpectedthattheywillessentiallyleadaculturalchangewithinthecompanywithlongtermpositiveeffects.

Monitoring has to be built into each stage of the change projects, it has to beeffectivelycarriedoutandifnecessaryfeedbackfromthemonitoringhasto informcurrentandsubsequentchanges.

Infactsimplymonitoringkeyparameterswithinacompanyandgettingcompaniestoregularly assess thedata comingoutofmonitoring is a big improvement formanycompanies.

Monitoringhastobespecificfortheintendedresults–butatthesametime,abroadoversight has to be maintained to ensure that unintended consequences of theinterventionsarealsospottedandeitherencouragedorminimizeddependingontheconsequences5.

5Unintendedconsequencescaneitherbefavorableorunfavorable


Part VIII Estimated Resource Requirements F

EstimatedResourceRequirements 60

18. Estimated Resource Requirements

18.1 Background

Thissectionprovidesanestimateof resourcerequirements to implementCoaching(Technical and Business) andMentorship as developed within the document. ThissectionismainlyrelevanttotheR4Dprogrammeforthe2015/2016contracts6.Theassumptionsforthebudgetarefollowedbythenumberofpersonsrequiredforthementorship.

18.2 Resource Estimates

Theestimateisbasedonthefollowingassumptions:

• Acoachwouldneedtoseethecontractorsonceamonth• Contact time with contractors during the coaching time is about 2hours

(henceabout4contractorscanbecoachedinaday)• Adequate time has to be allocated to discuss the contractors during the

coachingprocess–currentlyassumed2hours/contractor• Thecoachwill alsoneed tobedebriefedby theR4Dregionalengineerand

theclient’srepresentativepriortothecoach-contractormeeting• The coach will need to brief the R4D regional engineer and the cient’s

representative after the coaching visists – these are to update the R4Dengineer but also to delegate backstopping tasks required of the R4Dengineerbetweencoachingvisits.

• Thecoachshallprovidetraining(coaching)inputasanimpulse.TheRegionalEngineersshallthenprovidetheday-to-daysupporttothecontractorbasedonthebriefingandde-briefingprovidedbythecoach

• Thementorwould on average be required tomeet a contractor once in 6weeks

• Thementorwouldspendabouthalfadaywitheachcontractoron thesitevisits

• Unlessthecontractorshaveacommonproblem,itisgenerallyexpectedthatthementorshallmeetthecontractorsprivately

• Noteverycontractorwillrequirementorshiponallvisitsbythementor

Additionalpoints

Thecoach,mentorandregionalengineershallcloselyco-ordinatetheiractivities

It isexpectedthattherequirementforad-hocsupportfromtheRegionalEngineersshallbegreatlyreducedbythestructuredcoaching.

6 The rest of thedocumenthasbeendesigned tohave a longer lifespan that 2015/16R4Dcontracts

EstimatedResourceRequirements 61

Both the coaching programme and thementorship progamme are specific to eachcontractor. Though it is expected that the coachingprogrammes for contractors atthesamelevelofdevelopmentwillbebroadlysimilar.

The Regional Engineers shall continue to provide daily support to the contractors,howeverthisshallnowbemorestructured,followingfeedbackfromthecoach.

TheRegionalEngineershallinputwhichwillsteerboththementorshipandcoachingprograms. The input shall be based on their sizeable experience working with thecontractorsonadailybasis.

ThementoroperatesatavisibledistancefromtheRegionalEngineerandtheclientorganization i.e. it has to be visible to the contractor that the mentor is on thecontractors’side

Districts NumberofRoadRehabContractors(contracts)

CoachingPerson-days/

month

CoachingManangment

/month

ContractorContact

MentorshipPersondays/1.5months

MentorshipManangement/1.5months

1. BobonaroCovalima

20

4 2 4 2

2. LautemBaucauViqueque*

041

6 2 6 2

3. ManufahiAinaro

10

3 1 3 1.5

4. AileuLiquiçáErmera

200

3 1 3 1.5

5. Oecusse 1 3 1 3 1.5 Total 11 19 7 19 8.5

18.3 Estimated Person days

Mentor~27.5persondaysper1.5monthsabout0.75utilisation

Coach~26persondayspermonth.About2coachesabout60%utilisation

Effectively, thiswould translate to2personsworkingascoachesand1personasamentor.

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