A Craftworker-First Approach to Workforce Scheduling

When the project team started work on a new 23,000-sq.-ft. gallery at San Diego's UTC mall, they knew the timeline would be challenging, and a new approach might be the way to help combat a tight schedule. The secret wasn't heroic overtime or rushed delivery; it was putting people first. “Workers are the most important element, and coming to work should be a safe and enjoyable experience,” said Paschal Sardina, a project superintendent.

This team was intentional about the craftworker experience from day one and operated with a true one-team mentality. They set a goal to finish the project with all the same people who started it. This team-first outlook influenced how the project was structured for craft to execute effectively.

From day one, the project ran on a four-day, 10-hour schedule. This schedule was a win-win, as it accommodated both the desire to minimize impact on surrounding operations and reflected DPR's commitment to respecting the individual in tangible ways that made sense for the project. Craftworkers, many of whom commute long distances from outside the city, gained three-day weekends, allowing more time for a personal life, and non-value-added time was minimized, with fewer security badge-ins, less daily setup and breakdown, and fewer interruptions.

Drywall taper foreman, Alvaro Soto-Jimenez said he was able to better physically recover over the three days, coming back with less fatigue and more energy. “I felt more focused throughout the day, able to complete a full operation within the same day, which increased productivity and reduced delays having fewer interruptions.”
 

The results proved the approach. Workers arrived Monday refreshed and focused, and quality remained high throughout the project. “We found an increase in productivity and no drop of energy from our crew,” said drywall foreman Gerardo Moreno. “The longer work periods allowed them to produce more, due to less mobilization or set up. The compressed schedule pushed us as a team to be more efficient in planning manpower, material deliveries and coordination with other trades.”

For office staff, Fridays became intentional support days for the field.

The philosophy of putting people first extended beyond scheduling. On a jobsite committed to safety, it was part of daily conversation. “All trades would meet every morning for stretch and flex, creating an environment where every trade came together as one,” said Travis Herron, a doors, frames and hardware foreman. Daily safety huddles followed the morning stretch and flex, allowing every team member to discuss the day’s work, logistics and potential challenges.

“As we stood in the formation of a circle, talking about the day's work, everyone was given the opportunity to speak,” said Frank Matranga, laborer foreman. “This consistency of routine helped the team plan and seamlessly work around each other rather than just stack trades one on top of the other.” The team demonstrated a great deal of skillful communication and planning to accomplish their goals.

All project team members took it upon themselves to look out for safety concerns and ensure they were resolved in the moment and understood for the future, nurturing the growth of each craftsperson, all with the goal of changing hearts and minds.

"We all cared about each other," said Nick Bokhoven, who led the project. "Our behavior on the job reflected that."

That mentality went beyond DPR workers, truly creating a one team mentality with trade partners. Jeff Tanner, a general foreman at electrical subcontractor Morrow-Meadows, said he and his team experienced psychological safety onsite in a lot of everyday ways.

“The field leaders encouraged questions and didn’t make someone feel lesser than for not knowing something. You could bring up safety issues and know your input was taken seriously. The crew watched out for each other and stepped in when someone was overwhelmed,” said Tanner.

The approach created ripples through team culture. Workers weren't being policed, they were building something together. Safety became something the team created for each other.

“The team consistently demonstrated purposeful, planned, skilled behavior, which was carried out with all aspects of the job, from logistics in dealing with trash to the delivery of material. A culture was created amongst the trades to clean up as they would go, and show respect for their fellow workers around them,” says Matranga.

The project finished with zero defects, ahead of schedule, under budget and with zero recordable incidents, ultimately returning savings to the client and leaving a lasting impact on craft. “The extent of the outcomes we experienced on this project had never happened to me before in my forty years of building,” said Sardina.

“There was a vibrant environment where folks felt respected and appreciated on this project, and it extended to all our trade partners,” said James Boissier, a self-perform project executive. “I’m proud of the investment we made in our team collaboration, the chance we took on the 4/10 schedule, and ultimately the benefit of it all that we saw through the entire construction phase.”