Business Intelligence

Allen R. Parker, Jr., P.E.
Regional Vice President
Froehling & Robertson, Inc.

In this robust market, Froehling & Robertson, Inc. (F&R) plans to spend a significant portion of our profits investing in our most important asset, our talented employees. As an engineering services provider, our ability to be a partner to clients and provide the solutions they demand hinges on the breadth of knowledge our employees possess. To that end, F&R has implemented changes in our training program to develop the knowledge and skills of employees enabling them to better meet our clients’ needs while growing their own professional careers. F&R has doubled the minimum yearly training hours for most employees and has put in place a monitoring system to help track those hours in order to ensure all employees are hitting their training goals.

F&R anticipates that these efforts will foster a culture of continuous improvement, engagement and pride of practice while simultaneously providing our clients a more knowledgeable staff; one that is capable of providing an array of solutions to meet their project needs.

Gregory Malcolm
President
IronShore Contracting, LLC

This year, IronShore Contracting is committed to creating a workforce development program to produce individuals at a high level of execution in our craft.

I am in talks with multiple public, private and nonprofit organizations about creating a school on our compound to train roofers and sheet metal workers, and create a workforce not just for our company, but for the entire industry.

I walk in two worlds. One world is: ‘Man, you can’t find anybody to do this work.’ The other world is: ‘Hey man, I can’t find any work.’ I meet guys who can’t get hired because they don’t have the necessary skill sets. The shortage of skilled workers is everywhere in the industry and it’s only going to get worse because our workforce is aging. So my goal is to open our school in the coming months and build that workforce right here in Baltimore.