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Workforce Glossary Term

Colocation

When a subcontractor embeds personnel or equipment at a client's site for an extended engagement. This reduces mobilisation costs and improves response time for ongoing work. It is common on large construction or production sites requiring continuous support.

Related Terms

Labour Burden Rate

Workforce

The total cost of employing a field worker beyond their base wage, expressed as a percentage. It includes CPP (Canada Pension Plan), EI (Employment Insurance), WCB (Workers' Compensation Board) premiums, and benefits. Subcontractors must factor this rate into crew pricing to avoid underbidding contracts.

IRP (Integrated Resource Plan)

Workforce

A client's long-term plan outlining labour, equipment, and service needs across a project or portfolio. Subcontractors use it to forecast crew deployment and equipment commitments. It helps field service companies align capacity and bids with upcoming work cycles.

Planning and Scheduling

Workforce

The process of organising crew, equipment, and tasks to meet project timelines and client requirements. Effective scheduling helps subcontractors avoid costly downtime and mobilisation conflicts. It directly impacts labour utilisation, job sequencing, and resource availability across multiple sites.

Load Forecast

Workforce

A projection of anticipated workload volume over a set period, used to plan crew levels and equipment needs. Subcontractors rely on load forecasts to avoid understaffing during peak demand or carrying idle workers in slow periods.

Utilisation Rate

Workforce

The percentage of available hours that crews or equipment are actively billable to a client. A low utilisation rate signals idle resources eating into margins. Subcontractors track this metric to assess workforce efficiency and bid competitiveness.

Labour Hoarding

Workforce

Retaining trained field crews on payroll during slow periods to avoid rehiring and recertifying workers when activity resumes. Common in boom-bust cycles, it protects workforce continuity but strains cash flow. Subcontractors must weigh bench costs against the risk of losing certified tradespeople to competitors.

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