Post by: Todd McNair
Learn how DSEL staff succeeds in a past-paced, high-stress industry that typically demands lots of overtime:
Growing up I was always drawn to engineering and was fortunate to start my career in land development before the industry boom we are seeing in Ontario. It is exciting, fast-paced, and we are always working with interesting people, but it has also always been high-pressure, high-stress, with lots of overtime. I am extremely proud of DSEL and its commitment to innovate in ways that support a work-life balance, in an industry where this is extremely hard to sustain year-round, during construction season.
How are we doing this? We made two major changes at DSEL over the last few years, that has really set us apart:
- Remote Work – although other companies were forced into remote work, our office was already headed in that direction, and we were able to make the switch smoother than most). Once we fully embraced remote work, we realized it benefited the employees, DSEL and the clients, and there is no going back !
- MyFlex-36 – where staff now works 36 hours a week instead of 40 – without a pay cut! They are also afforded flexibility to work hours that are outside the core business hours to better suit their lifestyle.
You may ask again – How are we doing this???
DSEL’s investment in the Automation Department allowed us to make this leap. We can do more in less time and use our core office hours efficiently. I do not think MyFlex-36 would have been possible without remote work and a lot of commitment and coordination between managers and staff. It is important to note, that these changes were not easy, even with all our previous innovation, it required trust in our employees, and their commitment to make it work. One challenge for us in Contract Administration was how to manage 36 hours, when the contractor is working 10 hour days, 6 days a week. It required us to have two inspectors per project, and while this added some extra juggling for project managers and their site inspectors, it ended up having the major benefit of having a “second pair of eyes” on projects.A win-win-win for employees, DSEL and clients alike!
What have these DSEL initiatives done for DSEL and our clients:
- Our staff is more focused, they are not burnt-out, they are fully present when they are at work.
- Retaining the talent that makes DSEL a successful and sought after consultant in land development, and expanding our talent pool for hiring by making it a successful and sought after employer in land development. We are no longer limited to the GTA. We have shown that a seasonal industry such as construction can afford employees the balance they seek. Better people means better service and ultimately a better product.
- Better communication, with full access to the company network from the site for instant access to updated drawings or anything else that is needed we can pivot more easily in the field.
DSEL has always been known for meeting deadlines that were not thought possible, and MyFlex-36 hasn’t change that – we’ve been living it successfully for over a year now! We all know that we will have to put in extra time to meet critical deadlines or contractor schedules, but MyFlex-36 is our commitment to our staff that they will get that time back in the following weeks to spend with their family and friends.
Although our automation allowed us to make this dramatic change, we knew that we would not see our return on investment immediately, we are investing in the future: with the people at DSEL, and our future hires.
We are always looking for people who want to grow with us for their career. I am very proud that my senior management team began their land development careers at DSEL and have shaped the department to become a successful training ground for new talent. I am looking forward to the future that these new initiatives will bring DSEL.
Written by Todd McNair, P. Eng
Manager of Contract Administration, Greater Toronto Area
20 years of civil engineering construction experience in municipal land development. Currently leading a Contract Administration engineering department of eighteen professionals and four project teams actively operating in the Greater Toronto Area.