Masonry Magazine April 2001 Page. 24
Varied and infinite as the human condition. It might be one worker is simply more experienced or has more of a natural inclination for the work. Or, it could be the result of a better attitude toward work... and life. But realistically, the why of the situation may be irrelevant to our cause - in that we're never going to change people as a whole. The pool of human resource is what it is and it's probably counter-productive to sit and lament over things that are never going to be.
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But that's OK because I'd submit that the most important thing to be gleaned from this understanding is that it's not unusual to have work crews made up in such a manner; with a natural stratification of talent-
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level, expertise, and attitude. Knowing this, the construction project manager can justifiably take into consideration when assigning crew members to jobs which workers are his "A" people, "B" people... and so on down the line. As part of his daily regimen, he attempts to match the skill-level of each worker to the level of skill required for the project at hand-while simultaneously performing the fiscally-responsible balancing act of spreading out and utilizing his company's resources to best benefit the firm.
In simpler terms, the PM (or possibly the job superintendent, depending on the company and size of job) isn't likely to put his best carpenter on the simple patio deck while assigning the intricate Georgian trim details to the first-year apprentice. It simply isn't the best way to utilize the talents he has available. The PM is fully aware and has full expectation that one worker will out-perform the other.... and assigns the work accordingly. And though he may not even realize it, and though this is just one element of a much larger picture, the PM is engaging in a long-standing but often
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24 MASONRY APRIL, 2001