We work with a lot of people, and this is one of the things that most of them don’t like about their jobs. They have too many responsibilities to manage, and can’t seem to find time to do anything else. One of the hardest things for my staff to handle is the workloads that come through their job, even if they are well-trained, experienced, and skilled professionals.
The term “workload” is a rather broad concept, and it is not really meant to be applied to every situation. The best way to understand the role of a “workload” is in the context of a typical project. A workload is an “overall job” of an employee. As such, it is a set of responsibilities which has a set of goals and tasks.
A workload is a long story. I recently attended a seminar by the folks at www.workplaceandworkflow.com, and in one of the sessions, they explained the nature of workload. The workload is an entire job. A workload is not a group of people, but a group of activities. A workload is a complex of activities which all have a defined goal.
If you are a manager, it’s likely that you have a workload. If you are a contractor, a construction project manager, or even a general contractor, you may not. My work focuses on creating and managing work processes and workloads for various people and organizations. I am an associate director in a construction management firm with a portfolio of about 10 projects ranging from $1-5 million in size.
As a project manager, you will obviously have a workload. As a supervisor, you may not. As a contractor, you may not even know what a workload is. But if you do know, you probably already have a good idea of how much work is involved in a given project. And just because you haven’t worked on a project in a while doesn’t mean you don’t have a workload.
The workload for a construction manager isn’t hard and fast or even measurable. But it’s pretty clear when you’re running a project and you have a manager on your team. The workload for the project manager is the work that needs to get done. As a supervisor, you don’t have that workload. You know what a workload is but you don’t know what a workload is. So you just let the project manager handle the workload.
Workloads are all those things that are too much for any one person to do on their own. As a project manager or supervisor, it is your job to manage the workload. You make sure no one gets overwhelmed. You make sure that they get all the work they need. You make sure the project is on track. You make sure that everything is moving along, that no more work needs to be done. You make sure that you are not getting the work that you dont need.
As a project manager or supervisor, you are making sure the project is on track. This means you make sure that you are not over-working anyone or giving them too much work. You do this by looking at the workload, determining the amount of work that each person is doing, and then letting that person know that they should only be doing enough work to meet their workload. You might also tell them that they can increase their workload by giving them more work that they are doing.
The project manager is one of the most important people in a company, so you should put a lot of thought into your workload. You can even look at it from the perspective of your supervisor. If they feel that you are overdoing their workload, then you have a problem. When a supervisor tells you that they need more work done, you should take that as a warning and do your best to take care of their workload.
One thing you can do in this role is to find out the average number of hours your employees are working per week. If you are not at all happy with it, then it is time to go through your payroll and cut some hours. Some employees may be doing the work that is being requested, but not doing it as efficiently as they should be doing it. This is where you will find out if you are overstaffing or understaffing your workers.