Scheduling Compression

The number of field workers supported by each administrative/office employee. A ratio of 10:1 is common for paper-based operations; digitized operations often achieve 30:1 to 40:1.

Unpaid earnings owed to workers for hours already worked. For subcontractors, this often arises from payroll errors, misclassification, or disputed overtime on remote job sites. Unresolved back wage claims can trigger labour audits and project holdbacks.

A pre-hire assessment used to evaluate how candidates respond to realistic workplace scenarios. Operators and prime contractors use SJTs to screen field workers for safety judgement and decision-making. Subcontractors may encounter these tests when onboarding crews for client-managed worksites.

The percentage of a technician's shift spent on hands-on productive work versus travel, waiting, or admin tasks. For subcontractors, low wrench time means billing inefficiencies and reduced daily output. Clients often track it to evaluate crew productivity on site.

A subcontractor's ability to supply sufficient labour, equipment, and materials to meet contract demands on time. Gaps in resource adequacy can trigger penalties or scope reductions from prime contractors. Subcontractors are often assessed on this before being awarded larger field service agreements.

A lump-sum payment offered to keep skilled field workers or subcontractors committed through a project's duration. It is typically paid at a set milestone or project completion. Primes use it to reduce crew turnover during long campaigns or tight labour markets.

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