Ontario Skills Passport
Layout structure
header
Header structure
header
navigation
Display Noc
OSP Occupational Profile

OSP Occupational Profile

Print Occupational Profile

Display page browsing back option list
Display page browsing back option list <<Back
Display Noc Details
NOC Code: NOC Code: 7205 Occupation: Contractors and supervisors, other construction trades, installers, repairers and servicers
Occupation Description: Occupation Description:
This unit group includes roofing, masonry, painting and other construction trade contractors, not elsewhere classified, who own and operate their own business. Supervisors in this unit group supervise and co-ordinate the activities of various tradespersons, installers, repairers and servicers classified in the following minor groups: Masonry and Plastering Trades (728), Other Construction Trades (729) and Other Installers, Repairers and Servicers (744). They are employed by a wide range of establishments; places of employment are indicated in the unit group descriptions. This unit group also includes prefabricated product installation and service contractors and proprietors of some repair and service establishments. This unit group includes roofing, masonry, painting and other construction trade contractors, not elsewhere classified, who own and operate their own business. Supervisors in this unit group supervise and co-ordinate the activities of various tradespersons, installers, repairers and servicers classified in the following minor groups: Masonry and Plastering Trades (728), Other Construction Trades (729) and Other Installers, Repairers and Servicers (744). They are employed by a wide range of establishments; places of employment are indicated in the unit group descriptions. This unit group also includes prefabricated product installation and service contractors and proprietors of some repair and service establishments.

  • Click on any of the Essential Skills to view sample workplace tasks for this occupation.
  • Scroll down the page to get information on career planning, education and training, and employment and volunteer opportunities.

Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3
Writing Writing 1 2 3
Document Use Document Use 1 2 3
Digital Technology Digital Technology 1 2
Oral Communication Oral Communication 1 2 3
Money Math Money Math 1 2 3
Scheduling or Budgeting and Accounting Scheduling or Budgeting and Accounting 1 2 3
Measurement and Calculation Measurement and Calculation 1 2 3
Data Analysis Data Analysis 1 2 3
Numerical Estimation Numerical Estimation 1 2 3
Job Task Planning and Organizing Job Task Planning and Organizing 1 2 3
Decision Making Decision Making 1 2
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2
Critical Thinking Critical Thinking 1 2 3


  • The skill levels represented in the above chart illustrate the full range of sample tasks performed by experienced workers and not individuals preparing for or entering this occupation for the first time.
  • Note that some occupational profiles do not include all Numeracy and Thinking Essential Skills.

If you would like to print a copy of the chart and sample tasks, click on the "Print Occupational Profile" button at the top of the page.


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 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 memos, bulletins and policy manuals to learn about new procedures and ensure employees are adhering to the company's guidelines for operations, health and safety. For example, building maintenance supervisors read memos about fire alarm testing in order to inform residents. (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 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)
  • Interpret lengthy contract clauses in the union's collective agreements to ensure you are following proper protocols for dealing with employees. Read about topics such as pay rates, hours of work, overtime procedures, grievance procedures and safety procedures. (3)
  • 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. Frequently read text that expands upon and explains technical details found in accompanying tables, charts and diagrams. (3)
  • 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)
Back to Top

Writing
  • Write short notes, memos and logbook entries to keep track of project details and to provide instructions to employees and subcontractors. 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)
  • 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)
  • 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)
  • Write text for promotional materials and advertisements. For example, siding contractors may write descriptions of their services and qualifications for direct mail flyers. (3)
  • 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)
  • Prepare short bids for construction, maintenance and repair projects. Describe the scope of work, suggest products and services and outline your qualifications. For example, roofing contractors solicit work by writing proposals to customers. (3)
  • Write annual employee reviews that include information about work performance, objectives for skill development and suggested training measures. (3)
Back to Top

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)
  • Complete reporting forms such as work orders, timesheets, work schedules, purchase orders, progress sheets and estimates. 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)
  • 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)
  • 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)
  • 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)
  • 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)
  • 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)
Back to Top

Digital Technology
  • Use spreadsheets to organize schedules and generate material lists. Contractors may incorporate basic summing formulas to create budgets and monitor profit margins. (2)
  • 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 email to communicate with general contractors, homeowners and suppliers. Send and receive email with attachments such as supply lists, estimates and schedules. (2)
  • Use the Internet to find information about new building products, tools and equipment, bookmark manufacturers' websites and download materials such as specification sheets and marketing brochures. (2)
  • Supervisors may use databases to enter and retrieve information such as customers' names and addresses, order specifications and inventory levels. (2)
  • 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)
Back to Top

Oral Communication
  • Interact with employees and subcontractors to negotiate conditions of employment and to outline job details and specifications. (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 suppliers to order materials, negotiate deals for bulk orders and organize deliveries. Follow-up to resolve discrepancies with shipment orders or delays. For example, roofing contractors speak with suppliers to organize deliveries of shingles. (2)
  • Respond to complaints from customers, general contractors and other tradespeople. Listen to the complaints, explain why problems arose and outline the corrective actions being taken. For example, 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. Facilitate technical training on new products for employees. (3)
  • Confront workers who have problems with work quality, punctuality or interpersonal conflicts. Clarify expectations and provide constructive feedback about strategies and solutions to improve performance. (3)
  • Present bids to potential customers. Persuade customers to buy services by promoting your competence, educating them about products and providing rationales for cost estimates. (3)
Back to Top

Money 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)
Back to Top

Scheduling or Budgeting and Accounting
  • 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. Adjust schedules to accommodate delays caused by bad weather and labour shortages. (2)
  • 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)
  • Calculate amounts for price quotes and bids for jobs. Forecast costs for labour, capital equipment, maintenance, materials, parts and supplies and build in profit margins. Be precise because established budgets, bids and quotes are often binding. (3)
  • Establish operating budgets and prepare balance statements. Forecast costs for labour, materials and supplies, insurance, capital equipment and rentals. Build in profit margins and monitor budgets in order to identify cost overruns and surpluses. Prepare financial statements to monitor income and expenses and plan for capital expenses for new equipment. (3)
Back to Top

Measurement and Calculation
  • 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. 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)
Back to Top

Data Analysis
  • Compare supply shipment quantities and dimensions to material orders to identify shortages and overages. (1)
  • 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)
  • 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)
Back to Top

Numerical Estimation
  • Estimate times for workers to complete tasks. Consider the size and complexity of the job, experience levels of the workers and rates for similar projects in the past. Factor in time to make allowances for disruptions caused by weather, illness, equipment breakdowns or unforeseen construction delays caused by other tradespeople. (2)
  • Estimate costs of installation and repair jobs. Look at the scope of work and consider costs of labour, materials, administration, equipment rentals and mark-up. (3)
Back to Top

Job Task 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. 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. (3)
Back to Top

Decision Making
  • Decide which job applicants or subcontract tradespeople to hire. Consider the applicants' technical skills, experience, interview presentation, references and availability. (2)
  • Decide which tasks to assign to particular workers. 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)
  • Decide to bid on new projects. 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)
  • Select suppliers and materials. Consider costs, product quality and availability. (2)
Back to Top

Problem Solving
  • 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. Reschedule work and discuss new timelines with customers. (2)
  • Find discrepancies between orders and materials actually delivered. Contact suppliers' representatives to report errors, confirm 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. Negotiate revised timelines with customers and explain the causes of delays. In some cases, work alongside employees and subcontractors to complete the jobs. (2)
  • Certain workers produce sloppy work and exhibit performance deficiencies such as chronic absenteeism, lack of motivation or refusal to follow safety protocols. 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. 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)
Back to Top

Finding Information
  • Find information about jobs in work orders, customer files, daytimers and estimates. (1)
  • Find information about prospective employees and subcontractors by reviewing résumés, 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)
  • Get technical information and data about the installation, repair and maintenance of equipment and building materials. Consult suppliers, co-workers and colleagues and read marketing brochures and product descriptions at manufacturers' websites. Take information from product specification sheets, equipment manuals, installation guides and building codebooks. (2)
Back to Top

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. 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. 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. 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)
Back to Top

footer