Skills Exterior Insulation And Finish Systems (EIFS) Supervisor near Hamilton (ON)

Find out what skills you typically need to work as an Exterior Insulation and Finish Systems (EIFS) supervisor in Canada. These skills are applicable to all Contractors and supervisors, other construction trades, installers, repairers and servicers (NOC 7205).

Expertise

People working in this occupation usually apply the following skill set.

  • Supervise workers and projects
  • Co-ordinate and schedule activities
  • Train or arrange for training
  • Manage own company
  • Set up machines and equipment
  • Recommend personnel actions
  • Ensure health and safety regulations are followed
  • Read blueprints and drawings
  • Requisition or order materials, equipment and supplies

Skills and knowledge

The following skills and knowledge are usually required in this occupation.

Essential skills

See how the 9 essential skills apply to this occupation.

Reading
  • Read hazard warnings, instructions for use, handling and storage on product labels, packaging and product information sheets. For example, pest control contractors read instructions on product labels prior to handling pesticides. (1)
  • Read short comments and instructions on contracts, work orders and drawings. For example, flooring supervisors read instructions on work orders to understand how flooring tiles should be laid. Bricklaying contractors read architects' descriptions of masonry work on scale drawings to learn where stone and brick are to be laid. (2)
  • Read about new products and equipment in marketing brochures and catalogues. For example, roofing contractors read marketing information from suppliers to learn about new roofing shingles. (2)
  • Read articles in trade magazines and newsletters to learn about new equipment, products, industry trends and building techniques. For example, painting and wallpapering contractors may read articles in home decorating magazines such as Canadian House and Home. Supervisors of glaziers may read newsletters published by the Canadian Homebuilders Association. (2)
  • Read equipment manuals and manufacturers' service and repair guides to install prefabricated products such as tile and hardwood flooring and to assemble equipment such as greenhouses, swimming pools and bicycles. They frequently read text that expands upon and explains technical details found in accompanying tables, charts and diagrams. (3)
  • May read and interpret national and provincial building codebooks. For example, roofing contractors may use specialized trade knowledge to interpret and apply information from the National Building Code to renovation projects. (3)
Supervisors
  • Read memos, bulletins and policy manuals to learn about new procedures and ensure employees are adhering to their companies' guidelines for operations, health and safety. For example, building maintenance supervisors read memos about fire alarm testing in order to inform residents. (2)
  • May interpret lengthy contract clauses in their unions' collective agreements to ensure they are following proper protocols for dealing with employees. They read about topics such as pay rates, hours of work, overtime procedures, grievance procedures and safety procedures. (3)
Document use
  • Scan labels on supplies and equipment parts to identify product numbers, hazard symbols, material compositions, capacities and specifications for use. For example, decorating supervisors skim labels of paint products to identify colour codes. (1)
  • Scan lists and tables to locate capacities, temperatures, quantities and other technical data. For example, glazier supervisors use charts to locate wind load requirements for different window sizes and thicknesses. Cement finishing contractors skim tables to identify specifications for concrete bonding agents. (2)
  • Complete reporting forms such as work orders, timesheets, work schedules, purchase orders, progress sheets and estimates. They record contact information, material quantities, sizes, measurements, locations, model numbers, completed tasks and prices. For example, supervisors of flooring installers fill in area measurements for cost estimates. Swimming pool contractors complete procedural checklists for installing new pools. (2)
  • May use photographs of building materials, equipment and designs for illustration purposes. For example, painting contractors may use photographs from decorating magazines to illustrate colour combinations. (2)
  • Interpret assembly diagrams of equipment when assembling equipment and making repairs. For example, supervisors of camera repair shops study assembly drawings of camera equipment to locate the placement of parts. Hothouse installation contractors study assembly drawings to understand how to put together new greenhouses. (3)
  • May interpret schematics of plumbing and electrical systems. For example, building maintenance supervisors study wiring schematics to locate electrical devices and connections. Tile installation contractors examine schematics in order to connect floor heating wires. Pool installation contractors refer to plumbing schematics to install pipes for new hot tubs. (3)
  • Locate dimensions and distances on scale drawings such as construction plans, architectural drawings and landscape designs. For example, bricklaying contractors examine architectural drawings of exterior construction to locate garage dimensions and to lay out brick designs. Glazier supervisors examine construction plans to locate window openings and their dimensions. (3)
WritingContractors and Supervisors, Other Construction Trades, Installers, Repairers and Servicers
  • Write short notes, memos and logbook entries to keep track of project details and to provide instructions to employees and subcontractors. They note requests, changes, deficiencies and other matters that require follow-up actions. For example, building maintenance supervisors write memos to inform tenants about plans for replacing smoke detectors and fire alarms. (1)
  • May draft letters to customers and professionals such as contractors and architects. For example, glazier supervisors write letters to architects outlining problems with window designs and making recommendations for alternatives. Roofing contractors write letters to customers to clarify contract agreements and job timelines. (2)
  • May write brief instructional handouts for customers and employees. For example, supervisors of hot tub installers may write instructions for cleaning and maintaining hot tub equipment. Tilesetting contractors may write instructions for cleaning slate floors. (2)
  • May write annual employee reviews that include information about work performance, objectives for skill development and suggested training measures. (3)
Contractors
  • Prepare short bids for construction, maintenance and repair projects. They describe the scope of work, suggest products and services and outline their qualifications. For example, roofing contractors solicit work by writing proposals to customers. (3)
  • May write text for promotional materials and advertisements. For example, siding contractors may write descriptions of their services and qualifications for direct mail flyers. (3)
Supervisors
  • May write policy for operational and safety matters and procedures for administrative functions, technical operations and professional conduct. For example, supervisors of boiler and pipe insulation specialists may draft safety procedures for handling exposed steam pipes. (3)
NumeracyMoney Math
  • Purchase parts, materials and supplies using cash and corporate credit lines. Contractors also collect payments from customers and make change. (1)
  • Calculate costs for materials and parts at discounted rates. For example, a contractor of greenhouse installers may calculate the price of a greenhouse using a wholesale discount of 30%. (2)
  • Calculate invoice amounts. For example, painting and decorating contractors calculate costs on a per square metre or foot basis, add amounts for materials and supplies and calculate applicable taxes. (3)

Scheduling, Budgeting & Accounting Math

Contractors and Supervisors, Other Construction Trades, Installers, Repairers and Servicers
  • Compare material prices to determine lowest prices. For example, siding contractors compare prices of various vinyl and aluminium siding products from different suppliers to determine which option will be the most economical. (2)
  • Establish and modify work schedules to ensure the timely completion of work projects taking into account the size and complexity of each job, the availability of workers and the expectations of customers. They adjust schedules to accommodate delays caused by bad weather and labour shortages. (2)
Contractors
  • Calculate amounts for price quotes and bids for jobs. They forecast costs for labour, capital equipment, maintenance, materials, parts and supplies and build in profit margins. They have to be precise because established budgets, bids and quotes are often binding. (3)
  • Establish operating budgets and may prepare balance statements. They forecast costs for labour, materials and supplies, insurance, capital equipment and rentals. They build in profit margins and monitor budgets in order to identify cost overruns and surpluses. They may prepare financial statements to monitor income and expenses and plan for capital expenses for new equipment. (3)
Measurement and Calculation Math
  • Use diverse measuring tools and test equipment to determine sizes, capacities and other physical features. For example, glazier contractors use tapes to measure the dimensions of window openings. Supervisors of cement finishers measure the moisture levels in concrete using hygrometers. Supervisors of bicycle repair shops use pressure gauges to inflate tires to recommended pressure settings. Hot water heater installation contractors test temperature levels using thermometers. (1)
  • Set up centre lines and then measure to ensure that materials are properly placed and centred. For example, contract bricklayers set up center lines to align bricks. Supervisors of roof shinglers set up baseline measurements for attaching shingles. Supervisors of terrazzo finishers set up foundational lines for forms and measure dimensions to place metal dividers in the concrete. (2)
  • Determine material quantities for construction, installations and repairs. They look at measurements and calculate quantities based on material sizes and packaging. For example, a supervisor of tile installers determines how many boxes of floor tile to order by calculating the total floor area to be covered, determining number of tiles needed and dividing by the number of tiles per box. A cement finishing contractor calculates how much rebar is required by adding the lengths of individual pieces. (2)
  • Calculate radii, circumferences, areas, angles and elevations in order to construct and position architectural structures. For example, a supervisor of stained glass glaziers may calculate the radius of a curved glass shape. A flooring contractor may calculate the area of an irregular shape by splitting the section into smaller shapes and adding the component areas together. (3)
Data Analysis Math
  • Compare angles, elevations and other physical features to specifications. For example, glazier supervisors compare the dimensions of window openings on construction drawings to actual measurements to identify discrepancies and confirm that they meet building code requirements. (1)
  • Compare supply shipment quantities and dimensions to material orders to identify shortages and overages. (1)
  • Calculate average sales. For example, a supervisor of pool installers may calculate the average number of swimming pools and hot tubs sold on an annual basis. (2)
  • Collect and analyze production data such as completion and material wastage rates. For example, supervisors of tile installers calculate how quickly work is being done so that they can plan jobs and bid appropriately on the next ones. Drywall contractors calculate how many drywall sheets to use for irregular spaces in order to reduce wastage and minimize costs. (3)

Numerical Estimation

Contractors and Supervisors, Other Construction Trades, Installers, Repairers and Servicers
  • Estimate times for workers to complete tasks. They consider the size and complexity of the job, experience levels of the workers and rates for similar projects in the past. They factor in time to make allowances for disruptions caused by weather, illness, equipment breakdowns or unforeseen construction delays caused by other tradespeople. (2)
Contractors
  • Estimate costs of installation and repair jobs. They look at the scope of work and consider costs of labour, materials, administration, equipment rentals and mark-up. (3)
Oral communicationContractors and Supervisors, Other Construction Trades, Installers, Repairers and Servicers
  • Interact with suppliers to order materials, negotiate deals for bulk orders and organize deliveries. They follow-up to resolve discrepancies with shipment orders or delays. For example, roofing contractors speak with suppliers to organize deliveries of shingles. (2)
  • Communicate with customers, general contractors, architects, owners and other tradespeople to discuss topics such as job specifications, expectations, timelines and project updates. For example, supervisors of plasterers meet with company owners to keep them informed about the status of ongoing work and to review details of upcoming jobs. Glazier contractors speak with architects to discuss window spacing and building code requirements. (2)
  • Interact with employees and subcontractors to negotiate conditions of employment and to outline job details and specifications. (2)
  • Confront workers who have problems with work quality, punctuality or interpersonal conflicts. They clarify expectations and provide constructive feedback about strategies and solutions to improve performance. (3)
  • Respond to complaints from customers, general contractors and other tradespeople. They listen to the complaints, explain why problems arose and outline the corrective actions being taken. For example, they talk with dissatisfied customers to discuss reasons for delayed completion dates and to determine new delivery dates. (3)
  • Lead toolbox safety meetings with employees and work crews to discuss health and safety procedures and administrative matters. They may also facilitate technical training on new products for employees. (3)
Contractors
  • Present bids to potential customers. They persuade customers to buy their services by promoting their competence, educating them about products and providing rationales for cost estimates. (3)
ThinkingProblem Solving
  • Find discrepancies between orders and materials actually delivered. They contact suppliers' representatives to report errors, confirm their orders and negotiate quick deliveries to minimize lost time. (2)
  • Face labour shortages when workers are absent or work demands exceed the supply of skilled tradespeople. They negotiate revised timelines with customers and explain the causes of delays. They may work alongside employees and subcontractors to complete the jobs. (2)
  • May face work delays caused by poor weather conditions and other tradespeople who are behind schedule. For example, contract roofers cannot work in heavy rains and drywallers cannot work until electricians have finished wiring. They reschedule work and discuss new timelines with customers. (2)
  • Find that certain workers produce sloppy work and exhibit performance deficiencies such as chronic absenteeism, lack of motivation or refusal to follow safety protocols. They meet these workers to provide feedback and clarify work expectations. Supervisors document the deficiencies and, if they persist, take disciplinary actions. Contractors use these experiences to inform decisions about hiring workers for future jobs. (3)
  • Encounter customers who complain about costs, quality of work and workers' conduct. They listen to the complaints, examine bids or work orders and negotiate solutions to satisfy customers. Contractors and supervisors may agree to redo some aspects of the jobs themselves and will usually provide constructive feedback to workers about their technical skills and workplace behaviours. (3)

Decision Making

Contractors and Supervisors, Other Construction Trades, Installers, Repairers and Servicers
  • Select suppliers and materials. They consider costs, product quality and availability. (2)
  • Decide which job applicants or subcontract tradespeople to hire. They consider the applicants' technical skills, experience, interview presentation, references and availability. (2)
  • Decide which tasks to assign to particular workers. They consider workers' qualifications, skills, speed, dependability and suitability for project needs. For example, contract bricklayers choose the quickest and most efficient subcontractors for rush orders. Supervisors of camera repair shops assign senior employees to repair rare and unusual cameras. (2)
Contractors
  • Decide to bid on new projects. They consider the scope of work, availability of skilled labour, expected profits and return on investment in terms of referrals or future work. For example, fencing contractors may bid on contracts to fence around commercial properties after they have determined that enough workers will be available to complete the work within the time available. (2)
Critical Thinking
  • Evaluate health and safety risks posed by worksite hazards. For example, roofing contractors assess the safety of roofs by visually inspecting them for damage, slippery spots and low-hanging power lines. Supervisors of pest exterminators examine chemical compounds present on site to identify fire and safety hazards. They inspect workers' attire to ensure that they are wearing adequate protective gear. (2)
  • Evaluate customers' needs when determining the suitability of locations, layouts and materials for construction projects and installations. They examine design plans and compare the measurements to existing buildings and ground structures in order to make recommendations. For example, decorating supervisors assess the use of rooms to recommend design layouts. Supervisors of hothouse installers assess the best location for exposure to the sun. They inspect the equipment and building structures for damages and excessive wear. They consider the age of the products, warranty limitations and costs of repairing versus replacing the products. For example, roofing contractors evaluate the condition of roofs and eaves troughs before preparing estimates for new roof coverings. (3)
  • Evaluate the work performance of employees and subcontracted tradespersons. They assess workers' technical skills by inspecting the quality of their work and monitoring their productivity. Contractors and supervisors evaluate workers' interpersonal skills by observing their behaviours with others, relying on feedback from co-workers and soliciting information from customers. Contractors may also observe subcontractors' behaviour on other jobs, examine samples of previous work and inspect their tools and equipment in order to determine suitability for contract work. They use this information to organize work crews, assign tasks and provide constructive feedback to employees. Contractors use it to inform decisions about rehiring crews for future projects. (3)
  • Judge the quality of installations or repairs carried out by assessing the aesthetics of final products, the accuracy of measurements and the functionality after construction or repairs. They compare measurements to job specifications and assess overall tidiness of construction or repair work. For example, plastering and drywall contractors inspect walls for tape lines and gaps. Supervisors of tile installers and bricklayers assess the consistency of grout lines and spacing of materials. Supervisors of floor installers inspect carpet seams for gaps. Supervisors of cement masons, concrete finishers and terrazzo contractors assess levels, alignment and texture of cement structures. Painting contractors assess neatness and colour consistency. Supervisors of refrigeration and air conditioning equipment insulators measure temperatures. Supervisors of musical instrument repair shops evaluate the voice and tone of instruments that have been repaired. (3)
Job Task Planning and Organizing Own Job Planning and Organizing

Contractors and supervisors of other construction trades, installers, repairers and servicers organize their daily activities to meet commitments to customers. Advance planning and scheduling are crucial to meet deadlines as they often juggle a number of projects that vary in scope and stages of completion. Contractors are completely responsible for planning and organizing all aspects of their jobs. Scheduled activities are frequently interrupted by labour shortages, lack of materials, bad weather or delays created by other contractors. Supervisors have less control over their own task planning and organizing as managers and company owners often dictate job schedules and its routines.

Planning and Organizing for Others

Contractors and supervisors of other construction trades, installers, repairers and servicers co-ordinate and schedule activities for employees and subcontract workers to meet scheduled deadlines. Contractors usually hire tradespeople to assist with large projects; work crews vary in size depending on the scope of work and deadlines for completion. Supervisors may participate in organizational planning to identify potential markets and areas for company growth.

Significant Use of Memory
  • Recall verbal instructions and changes to work plans until they can write the information down on work orders or drawings.
  • Remember dimensions from scale drawings. For example, supervisors of pool installers remember the dimensions of pools and surrounding structures to mark locations for installers. Drywall contractors remember distances between electrical outlets to make cuts in the drywall.
  • Recall brand names and material specifications in order to inform customers.
  • Remember names of employees, subcontractors and customers to build positive working relations.
  • May recall previous solutions to mechanical and construction problems to apply them to new situations. For example, supervisors of camera repair shops recall how to fix shutter problems with particular cameras so they can inform employees.
Finding Information
  • Find information about jobs in work orders, customer files, day timers and estimates. (1)
  • Get technical information and data about the installation, repair and maintenance of equipment and building materials. They consult suppliers, co-workers and colleagues and read marketing brochures and product descriptions at manufacturers' web sites. They take information from product specification sheets, equipment manuals, installation guides and building codebooks. (2)
  • Find information about prospective employees and subcontractors by reviewing resumes, asking questions during interviews and by talking with colleagues and references. Depending on the industry, contractors may also visit previous job sites to see work samples of prospective subcontractors. For example, a siding contractor may drive by a home that a potential subcontractor recently finished to check out the quality of workmanship. (2)
Digital technology
  • Use word processing. For example, supervisors use basic features in word processing applications to draft memos to management and notices for customers. Contractors use word processing software to write and format short proposals. They often use templates to minimize text editing and formatting. (2)
  • May use databases. For example, supervisors may use databases to enter and retrieve information such as customers' names and addresses, order specifications and inventory levels. (2)
  • Use spreadsheets. For example they use spreadsheets to organize schedules and generate material lists. Contractors may incorporate basic summing formulas to create budgets and monitor profit margins. (2)
  • May use bookkeeping, billing and accounting software. For example, contractors may use bookkeeping programs such as Quickbooks to track income and expenses and to generate financial statements. (2)
  • Use e-mail and communications software. For example, they use e-mail to communicate with general contractors, homeowners and suppliers. They send and receive e-mail with attachments such as supply lists, estimates and schedules. (2)
  • Use the Internet. For example, they find information about new building products, tools and equipment, bookmark manufacturers' web sites and download materials such as specification sheets and marketing brochures. (2)
Additional informationOther Essential Skills:

Working with Others

Contractors and supervisors of other construction trades, installers, repairers and servicers coordinate job tasks with workers they supervise, subcontractors, apprentices and suppliers. They may lead several work crews simultaneously during busy times and work independently as well to develop work schedules and organize materials. Supervisors usually work closely with estimators, owners, sales staff and administrative personnel to prepare bids and provide good customer services. Contractors often work alone to organize all aspects of their businesses including sales, service and administration. (3)

Continuous Learning

Contractors and supervisors of other construction trades, installers, repairers and servicers need to learn continuously in order to upgrade their knowledge of new building products, materials, supplies, building code requirements and safety regulations. They learn about products by reading information sheets, marketing publications and trade magazines. They may also attend seminars about new products or equipment hosted by suppliers as well as visit their showrooms.

Most contractors and supervisors have opportunities to join professional associations which offer safety and technical or trades training. For example, some supervisors and contractors are required to upgrade training in first aid, confined space entry, fall arrest and other occupational health and safety measures. The Canadian Roofing Contractors Association offers training about how to use water vapours and install upside down roofs. Training costs for supervisors are usually paid for by their employers. Contractors are responsible for their own training direction and costs. They gain management skills primarily on the job through experience. (3)

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