A builder’s laborer is responsible for assisting tradespeople on building and construction sites by carrying out a range of unskilled and semi-skilled manual laboring jobs.
He/she is responsible for performing various tasks at construction sites such as digging trenches for pipes and wires, mixing and pouring cement for building foundations and roadways, unloading, carrying, and stacking building materials and placing tools and equipment in their appropriate position, and several other tasks that are required of him/her.
Here are major responsibilities, tasks, and duties that typically make up the builder’s laborer job description in most organizations:
- Operating various hand power tools such as drills, forklifts, skid loaders, and several other tools as directed by the management
- Shoveling materials such as asphalt and dirt to and from construction areas
- Ensuring that construction sites are properly cleaned and prepared as required, including erecting scaffolding, removing and disposing of waste materials properly, and digging trenches
- Overseeing the loading and unloading of construction supplies from trucks both manually and with the use of relevant equipment
- Reporting incidents or any arising issues immediately to the safety director, foreman or HR in conformity with the incident reporting procedure established by the company
- Operating in compliance with all safety procedures on the job site and reporting violations to the management
- Providing support for contractors and subcontractors
- Digging trenches for drainage, electrical piping, and other utility lines on new construction sites.
Job Requirements –
If you are seeking to work as a builder’s laborer, here are major requirements you may be expected to meet to be considered for hiring by most recruiters:
- Physical strength and stamina, since the job involves strenuous activities such as significant lifting, bending, and stretching
- Good time management skills which enable a builder’s laborer to frequently switch between tasks and responsibilities and complete them on time
- Strong communication skills, builder’s laborers are required to direct workers and report progress to the construction supervisor
- The ability to handle and operate equipment skillfully and efficiently ranging from forklifts to backhoes and bulldozers
- At least a High School diploma or the completion of a technical class, or an Associate’s degree program
- Several years of industry-related experience or apprenticeship.
Organizational Culture is the commonly held attitudes, values, beliefs and behaviours of its employees. The culture of an organization is as unique and diverse as an individual’s personality. If the employees of an organization believe that change is something to be feared and avoided, then change implementation is often reactive and haphazard.
The high level of involvement of employees ensures that they understand the strategic plan. It increases their level of commitment to ensure the strategy is successfully executed because they understand how their work and the work they’re completing on the project helps the organization to realize some or all of one of their key strategies.
Once the strategic plan is together, there are two critical elements related to project management. One is to identify the projects that are required to ensure success in the execution of each strategy.
They market it and promote it. But look at their Strategic Plan. They lack a clear strategy for innovation – but they do have strategies for new product development. Yet since the development of the Blackberry, they haven’t released a single innovative product. They will of course disagree. The Playbook is an Ipad with less functionality. It’s not an innovation.
It includes how they will be involved in this process. This is the bottom up communication. Employees will provide input to the strategic planning process through feedback surveys, focus groups, meetings, etc. regarding their ideas for organizational direction, etc.
But many fail to realize their vision and fail to deliver the expected strategic results. Unfortunately, executive teams cannot pinpoint the reasons for this dilemma so they repeat the strategic planning cycle over and over, always hoping that the next strategic planning session will bring better results.
They put teams of individuals together to work on these major initiatives and give them investment money to ensure success. Yet over time it becomes apparent that this team won’t realize the strategic goal given to them and the strategy itself will be deemed a failure. This is wrong