{"id":24259,"date":"2023-02-16T16:52:03","date_gmt":"2023-02-16T22:52:03","guid":{"rendered":"https:\/\/trainingmag.com\/?p=24259"},"modified":"2023-02-16T16:52:21","modified_gmt":"2023-02-16T22:52:21","slug":"1-the-haskell-company-engineered-for-success","status":"publish","type":"post","link":"https:\/\/trainingmag.com\/1-the-haskell-company-engineered-for-success\/","title":{"rendered":"#1 The Haskell Company: Engineered for Success"},"content":{"rendered":"<div>\n<p>Every building needs a firm foundation with strong footings and solid construction\u2014 an axiom architecture, engineering, and construction firm The Haskell Company knows well and applies to its organizational structure, too.<\/p>\n<p>\u201cIn talent management, the foundation consists of attracting, developing, and retaining talent,\u201d says Chief Human Resources Officer David Thaeler. \u201cAt Haskell, we think of development and engagement as the groundwork upon which we set our foundation. If we place our foundation on silty and shaky soil, our foundation is going to be compromised. Training and engagement are the bedrock of our culture because we are in the people business, and development, growth, and the personal and professional success of our team members allows for Haskell\u2019s success.\u201d<\/p>\n<p>That sturdy foundation has propelled Haskell to #1 on the 2023 Training APEX Awards list. In October 2018, Haskell set the vision for its road to 2025 and aligned six pillars to support that vision. Haskell\u2019s strategic pillars serve to create both a customer and team member experience of signfficance, success, and satisfaction, says Chief Executive Of- hcerjim O\u2019Leary. These pillars include:<\/p>\n<ul>\n<li>Provide Team Members with the BEST Job of Their Lives<\/li>\n<li>Drive Operational Excellence<\/li>\n<li>Grow Program Management, Consulting, &amp; Design Services<\/li>\n<li>Optimize Intellectual Capital, Technology, and Innovation<\/li>\n<li>Expand Diversity &amp; Inclusion<\/li>\n<li>Achieve Meaningful and Profitable Growth<\/li>\n<\/ul>\n<p>\u201cFor 55-plus years, the company has grown and diversified,\u201d O\u2019Leary says. \u201cA key reason for our enduring success has been alignment to the Haskell core values and investment in the development and engagement of our team.\u201d<\/p>\n<h2>Expanding Diversity<\/h2>\n<p>In 2021, Haskell adjusted its original \u201cExpand Diversity\u201d pillar to \u201cExpand Diversity &amp; Inclusion\u201d to ensure an inclusive and equitable environment where everyone feels valued and respected. The \u201cHaskell Together Diversity Suite\u201d is a blended, four-part interactive training, with each component building on the other:<\/p>\n<p><strong>1. Haskell Diversity &amp; Inclusion:<\/strong>\u00a0This self-guided module offers realistic scenarios and guidelines for creating an inclusive, respectful workplace.<\/p>\n<p><strong>2. Cultivating a Diverse Workforce:<\/strong>\u00a0This foundational diversity offering is a 60-minute instructor-led training (ILT) designed to get team members thinking about diversity and its impact on them and those they work with.<\/p>\n<p><strong>3. Bias and Microaggressions: How to Elevate Your Consciousness:<\/strong>\u00a0The 60-minute instructor- led workshop takes a deep dive into microaggressions and unconscious bias, how they are inadvertently acted out, and their impact on the workplace.<\/p>\n<p><strong>4. Know Your ABC\u2019s: Allyship, Belonging, and Creating Equity:<\/strong>\u00a0Added in 2022, this 90-minute, scenario-based ILT asks learners to shift their mindsets about diversity, inclusion, allyship, and belonging. Participants hear and act out situations where belonging and allyship are needed or put to the test.<\/p>\n<p>\u201cThis series is not the only diversity training at Haskell, but rather a streamlined, foundational approach to level the playing held for our team members in terms of understanding diversity and inclusivity and their impacts at Haskell,\u201d says Director of Learning, Development &amp; Engagement Brooke jones-Chinetti. \u201cDespite Haskell\u2019s workforce growth of more than 30 percent, 89 percent of our colleagues have participated in these optional courses, which has increased 10 percent in the last year.\u201d<\/p>\n<\/div>\n<div>\n<div class=\"wideImage\">\n<figure style=\"width: 1017px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"colorboxImg opTransition cboxElement\" src=\"https:\/\/cdn.coverstand.com\/20617\/781438\/article_assets\/241-824460189-63d797805b8df.jpg\" alt=\"HASKELL\u2019S LEARNING, DEVELOPMENT &amp; ENGAGEMENT TEAM, back row, from left: Taylor Williams, Master Trainer; Lijo Abraham, Senior LMS Administrator; James Flaherty, Instructional Designer; Chip Scholz, Director \u2013 Leadership Consultant; Heather Cole, Manager, Process Improvement AE Operations Support; Michael McLauchlan, Director, Field Technical Training; and Michael Osborne, Craft Development Specialist. Front row, from left: Yinru Baker, LMS Coordinator; Kim Pugh, Administration Assistant; Jennifer Hughes, Instructional Designer; Ashley Isaacson, Engagement Partner; Christine Scholz, LD&amp;E Coordinator; Maria Jose Toro, Development Specialist; Brooke Jones-Chinetti, Director, Learning, Development &amp; Engagement; Elizabeth Powell, Corporate Trainer; Mikayla Olson, AE Technical Training Coordinator; Sarah Richards, Field Training Development Specialist; Barbara Cotes, Manager, Team Member Engagement. Not pictured: Janet True, Director, Learning Standards &amp; Practices; Kally Gibbs, Vice President \u2013 Chief of Staff; Will Schaet, Director, AEC Technical Training; Matthew McElhinney, Field Technical Instructional Designer; Dawn Warwick, AE Technical Training Lead; Sarah Moore, AE Development Specialist; Jill Routh, Development Specialist; and Rachel Curry, Director, Operations Support.\" width=\"1017\" height=\"571\" aria-label=\"HASKELL\u2019S LEARNING, DEVELOPMENT &amp; ENGAGEMENT TEAM, back row, from left: Taylor Williams, Master Trainer; Lijo Abraham, Senior LMS Administrator; James Flaherty, Instructional Designer; Chip Scholz, Director \u2013 Leadership Consultant; Heather Cole, Manager, Process Improvement AE Operations Support; Michael McLauchlan, Director, Field Technical Training; and Michael Osborne, Craft Development Specialist. Front row, from left: Yinru Baker, LMS Coordinator; Kim Pugh, Administration Assistant; Jennifer Hughes, Instructional Designer; Ashley Isaacson, Engagement Partner; Christine Scholz, LD&amp;E Coordinator; Maria Jose Toro, Development Specialist; Brooke Jones-Chinetti, Director, Learning, Development &amp; Engagement; Elizabeth Powell, Corporate Trainer; Mikayla Olson, AE Technical Training Coordinator; Sarah Richards, Field Training Development Specialist; Barbara Cotes, Manager, Team Member Engagement. Not pictured: Janet True, Director, Learning Standards &amp; Practices; Kally Gibbs, Vice President \u2013 Chief of Staff; Will Schaet, Director, AEC Technical Training; Matthew McElhinney, Field Technical Instructional Designer; Dawn Warwick, AE Technical Training Lead; Sarah Moore, AE Development Specialist; Jill Routh, Development Specialist; and Rachel Curry, Director, Operations Support.\" \/><figcaption class=\"wp-caption-text\">HASKELL\u2019S LEARNING, DEVELOPMENT &amp; ENGAGEMENT TEAM, back row, from left: Taylor Williams, Master Trainer; Lijo Abraham, Senior LMS Administrator; James Flaherty, Instructional Designer; Chip Scholz, Director \u2013 Leadership Consultant; Heather Cole, Manager, Process Improvement AE Operations Support; Michael McLauchlan, Director, Field Technical Training; and Michael Osborne, Craft Development Specialist. Front row, from left: Yinru Baker, LMS Coordinator; Kim Pugh, Administration Assistant; Jennifer Hughes, Instructional Designer; Ashley Isaacson, Engagement Partner; Christine Scholz, LD&amp;E Coordinator; Maria Jose Toro, Development Specialist; Brooke Jones-Chinetti, Director, Learning, Development &amp; Engagement; Elizabeth Powell, Corporate Trainer; Mikayla Olson, AE Technical Training Coordinator; Sarah Richards, Field Training Development Specialist; Barbara Cotes, Manager, Team Member Engagement. Not pictured: Janet True, Director, Learning Standards &amp; Practices; Kally Gibbs, Vice President \u2013 Chief of Staff; Will Schaet, Director, AEC Technical Training; Matthew McElhinney, Field Technical Instructional Designer; Dawn Warwick, AE Technical Training Lead; Sarah Moore, AE Development Specialist; Jill Routh, Development Specialist; and Rachel Curry, Director, Operations Support.<\/figcaption><\/figure>\n<div class=\"caption\" aria-hidden=\"true\">\n<div class=\"captionText\">\n<div class=\"captionArrows actionButton-color-dark-link\"><\/div>\n<\/div>\n<\/div>\n<\/div>\n<p>The impact is reflected in Haskell\u2019s Gallup engagement scores:<\/p>\n<ul>\n<li>Female team member engagement is 21 percent higher than Gallup\u2019s U.S. Workforce average. African-American team member engagement also increased and is 25 percent higher than the U.S. Workforce average.<\/li>\n<\/ul>\n<p>Additional business impacts include:<\/p>\n<ul>\n<li>Haskell maintained female and minority director and above at 25 percent of senior positions; internal promotions in this category increased 5 percent to 32 percent, with female and minority managers increasing 2 percent.<\/li>\n<li>Haskell increased overall diversity to 52 percent last year from 51 percent the prior year, with 66 percent of new hires being diverse. This significantly leads peer companies, which, on average, have less than 35 percent diverse employees.<\/li>\n<\/ul>\n<h2>Engagement and Wellness<\/h2>\n<p>Like most companies, Haskell continues to balance a split workforce, with some employees in-office, some remote, and some at jobsites. \u201cEngaging team members\u2014both in office and remotely\u2014is a huge focus for our organization,\u201d Jones-Chinetti says. \u201cOur bi-weekly virtual instructor-led (vILT) Engagement Open House Program analyzes Gallup engagement survey data utilizing \u2018Q12 Insights\u2019 to prepare participants with the science and research behind Haskell\u2019s results compared to the Gallup database and recommendations for action items.\u201d<\/p>\n<p>Supervisors spanning the enterprise, from engagement professionals to senior and HR leaders, do a deep dive into specific QI2 Insights to review Haskell\u2019s results, share resources, promote success stories, and seek inspiration to resolve areas of opportunity. \u201cThe open discussion forum enables leaders to communicate between business units, form common bonds, and learn from each other while providing insight into trends and opportunities to align support,\u201d Jones-Chinetti says.<\/p>\n<p>A key aspect of engagement at Haskell is employee wellness\u2014including physical, mental, and emotional health. \u201cFor Haskell, taking care of our people includes an imperative to address the high mental health issues\u2014suicide rates in the construction industry are among the highest of any profession\u2014and ensure our team members have resources to enable success,\u201d Jones-Chinetti says.<\/p>\n<p>Haskell\u2019s Stress &amp; Resilience Trio provides three blended offerings, each combining self-paced learning with a 60-minute vILT: \u201cManaging Burnout,\u201d \u201cGrief &amp; Loss,\u201d and \u201cResilience Together.\u201d Jones- Chinetti points out that \u201cthese kinds of programs are not the norm in our \u2018be tough or go home\u2019 industry culture.\u201d Together, these classes increase team members\u2019 understanding of important concepts such as:<\/p>\n<ul>\n<li>Recognizing signs and symptoms around burnout and inviting dialogue around mental health\u2014for leaders and team members alike<\/li>\n<li>Understanding how grief and loss often are mislabeled<\/li>\n<li>Building resiliency over time<\/li>\n<li>Acknowledging stress, burnout, grief, and psychological pressure\u2019s impact on team members, and ways to combat them<\/li>\n<\/ul>\n<p>All modules have customized resource playlists (think Spotify) in Haskell\u2019s learning management system (LMS), allowing for further research through articles, podcasts, and short videos.<\/p>\n<p>\u201cThese three courses are critical to Haskell\u2019s mission of caring for team members in every business unit and provide a roadmap for sustainable success,\u201d Jones- Chinetti says. \u201cResults from this program contribute to the following outcomes directly tied to providing our team members with the BEST job of their lives and their professional success: Amid the Great Resignation, our voluntary turnover decreased to 12.1 percent, reaching our target of remaining at less than a third of the industry turnover average of 36.8 percent. Additionally, we maintained our engagement score around the statement, \u2018Someone cares about me at work\u2019 (4.37). This score is 10 percent higher than those in our industry; our Field team member scores are 18 percent higher than those of our industry.\u201d<\/p>\n<h2>New Skill Framework<\/h2>\n<p>With employee development high on its priority list, Haskell is investing in its New Skill Framework for job-specific training. \u201cOur Learning and Development group and Operations have formed a partnership to roll out basic training for each of our job functions and families,\u201d Thaeler explains. \u201cWe brought onboard a director of Learning Standards and Practices to ensure our approach is unified across the organization, as well as a director of AEC (Architecture, Engineering, and Construction) Operational Training to prioritize and align training. Each of our core groups\u2014Construction, Project Delivery, and Architecture\/Engineering\u2014 has a designated technical training lead and support structure to get training to our team members efficiently and effectively. We also bolstered support by bringing on three new internal instructional designers. Overall, training staff grew 130 percent.\u201d<\/p>\n<p>From here, Haskell formulated a two-pronged approach to job-specific training across the enterprise: a long-term competency-based approach and an assessment of immediate needs called TrainingNOW. \u201cWhile we have had a competency-based framework for years surrounding foundational, leadership, and some job-specffic parent competencies, we are deepdiving into all job functions and job families and applying this approach,\u201dJones-Chinetti says.<\/p>\n<h2>Technical Training<\/h2>\n<p>In the face of the continuing pandemic and rapid growth from 1,200 to 1,900 team members in the U.S. and 12 countries, the majority of Haskell\u2019s training offerings continues to be delivered in a virtual environment. Technical\/craft-related content previously was delivered only in-person at the Superintendents Meeting, which Haskell held twice a year. \u201cThis was expensive, there was no routine reinforcement of skills enhancement, and it was challenging to the coverage of jobsites with so many key personnel absent,\u201d notes Director of Field Technical Training Michael McLauchlan. \u201cBlending online training with our annual Superintendents Meeting, we implemented our on-demand Online Technical Training Program, focusing on advanced emerging Knowledge, Skills, and Abilities (KSAs) needed in our industry for technical, safety, and quality processes. We designed a microlearning process to deliver knowledge content and enhanced it with a skill\/hands-on component at one annual Superintendents Meeting.\u201d<\/p>\n<p>Microlearning modules run between three and 15 minutes to maximize job site time management. Chunked learning content modules are delivered every three to four weeks based on individual and group core competency targets, allowing a more flexible window to participate. Reinforcement, skills practice, and deeper learning take place at the Superintendents Meeting within two to four months of online knowledge training completion and\/or on the job site with Quality, Safety, and subject matter expert professionals in a mentoring-coaching capacity.<\/p>\n<p>Looking to the future, Haskell rolled out its two-part Quality Performance Training Program centered around new quality control software covering every aspect of the company\u2019s construction quality metrics (called \u201cAuditboard\u201d)\u2014from pre-construction and project mobilization to completion.<\/p>\n<p>First, team members learn how to use the software and understand how it tracks their project\u2019s quality metrics in real time. Second, based on established quality targets, the software scoring identifies relevant training for the entire team whenever a metric falls below the established benchmark. This enables skills remediation and course correction in real time through Haskell\u2019s newly branded Quality Performance Course Library (QP-1).<\/p>\n<h2>The Future Is <em>Now<\/em><\/h2>\n<p>For 2023, Jones-Chinetti says, \u201cour leadership brand is at the forefront of our minds.\u201d One major project is a virtual \u201cleadership hub\u201d designed to assist leaders with expectation management, resources, tool kits, and training that will be made available to all Haskell team members.<\/p>\n<p>Ultimately, Jones-Chinetti believes, \u201cTraining teams must be strategically aligned to their businesses and work to ask\u2014and answer\u2014\u2018What will our customers\u2019 needs be five years from now?\u2019 And then they must train their workforce on what they\u2019ll need to know for that future state\u00a0<em>now<\/em>.\u201d<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Training and engagement are the bedrock of The Haskell Company\u2019s culture, helping it 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