| Mentoring for a Safe Workforce |  |
Primarily - New, inexperienced workers and those returning to the job after time away.
Applicable for all workers to increase knowledge and skill development.
Despite a thorough orientation and on-going supervision, new workers on a fuel management project were experiencing slower than expected skill development. The work consisted of a variety of activities and crews were shifting tasks regularly. This made it difficult for new workers to master a task before moving on to the next.
By breaking down the crew into 3-person work teams the company was better able to manage skill development, coach for using proper technique and increase productivity overall. The teams were based on 1 experienced worker with 2 less experienced workers. The team coach was encouraged as a part of their duties, to share the techniques they used to stay injury-free, be available to answer questions and assist new workers with building their productivity.
Experienced workers generally made an effort to share their knowledge with new workers. By setting up smaller work teams and openly encouraging workers to share their knowledge management was able to increase productivity and skill development within the existing crews.
The team approach ensured safe work procedures could be demonstrated on an on-going basis and the group worked together to achieve productivity targets so efficient work practices were developed and used consistently.
The team approach also encouraged discussion and participation into sharing of best practices among teams, this improved employee engagement in the safety program.
Mentorship can take many forms within an organization. The nature of the relationship and the individuals involved depends on a number of factors.
This diagram represents what type of skill development may be most appropriate for your crews.
Peer-to-peer mentorship can be informal or formal. You likely already have mentoring happening between workers or supervisors.
Supervisors may wish to plan schedules to pair a less experienced worker or one returning to the jobsite after some time away with an experienced crew member to allow for mentorship opportunities. Company’s can help facilitate mentorship by creating a program where workers are paired off and meet regularly to discuss work or task related issues. Company leadership can show support for the program by instituting a formal policy, giving workers paid time to meet or using safety meetings as an opportunity to share the outcomes of established mentorship relationships.
The forest industry faces significant challenges recruiting new workers. Mentorship represents a cost-effective and useful tool for attracting and training workers by engaging the knowledge and experience of your crew who may be looking to retire. Workers nearing retirement can provide a wealth of information to your new generation of employees.
Mentorship should not replace formal, documented training to the job and the company; however it can be used to expand specific areas of instruction.
What is workplace mentoring – e-How Article on the concept and benefits of mentorship Attached articles and documents on Mentorship
| File attachments |
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| Innovation Alert_mentorship.pdf |
| Mentoring draft 6 for review with Committee.pdf |
