In iP’s earlier installments of the Supervisory Series (April 2011, June 2011, August 2011, October 2011 and December 2011), we discussed the importance of career development for lineworkers targeted for supervisory responsibilities. We also discussed the supervisory skills required to be effective as a crew leader or foreman, including a full article on human behavior and communication skills. Installments 4 and 5 dealt with crew best practices and safety management, respectively.

In this installment, we will discuss the foreman’s role in customer relationships.

In iP’s earlier installments of the Supervisory Series (April 2011, June 2011, August 2011 and October 2011), we discussed the importance of career development for lineworkers targeted for supervisory responsibilities. We also considered the supervisory skills required to be effective as a crew leader or foreman, including a full article on human behavior and communication skills. In the last issue we dealt with the concept of crew best practices.

In this installment, we will focus more on crew practices, specifically those concerning crew safety management.

In iP’s earlier installments of the Supervisory Series (April 2011, June 2011 and August 2011), we discussed the importance of career development for lineworkers targeted for supervisory responsibilities. We also discussed the supervisory skills required to be effective as a crew leader or foreman, including a full article on human behavior and communication skills.

In this installment, we will discuss a concept of fieldwork known as best practices. As you will see, it is not enough that the foreman be effective as a personnel supervisor. It is just as important to understand the work practices the industry has accepted as critical in maintaining safety for crew members.

In iP’s earlier installments of the Supervisory Series (April 2011 and June 2011), we discussed the importance of career development for lineworkers targeted for supervisory responsibilities, as well as the supervisory skills required to be effective as a crew leader or foreman. In this installment, we will discuss one additional set of supervisory skills that are possibly the most critical for the new supervisor: human behavior and communication.

In iP’s first installment of the Supervisory Series (April 2011), we discussed how many organizations react when they are in sudden need of a crew foreman. Most have no career development plans for their lineworkers and have not taken the time to adequately prepare qualified crew members to move into a supervisory position. A quick decision is made out of desperation to promote the best employee we can find at the moment. Unfortunately, with good intentions, we often set up our best employees to fail this way because they have not been properly prepared for their new responsibilities.  

It happens all too often. We need a foreman as soon as possible. The crew leader position is vacant for any number of reasons – often suddenly – and we need someone now.

This feature's title is not a rhetorical question. There really should be an answer-a definitive, widely accepted answer we could all give quickly and consistently. There isn't and we can't, though we try with great confidence. When one of us comes up with something that sounds pretty good, another one of us disagrees.

By some estimates, as many as 50,000 new lineworkers will need to be trained by 2016. The Center for Energy Workforce Development (CEWD) estimates that between 40 and 50 percent of the current pool of aging lineworkers will retire during that period. Coupled with adding 13,500 new positions because of growth, the industry will need to find and train more than 8,000 new lineworkers every year.