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NOC Code: NOC Code: 8211 Occupation: Supervisors, logging and forestry
Occupation Description: Occupation Description:
Supervisors in this unit group supervise and co-ordinate the activities of workers engaged in logging operations and silvicultural operations. They are employed by logging companies, contractors and government agencies. Supervisors in this unit group supervise and co-ordinate the activities of workers engaged in logging operations and silvicultural operations. They are employed by logging companies, contractors and government agencies.

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Table will display the Skill Level for the Noc specified
Essential Skills Essential Skills Levels
Reading Reading 1 2 3 4
Writing Writing 1 2 3
Document Use Document Use 1 2 3 4
Digital Technology Digital Technology 1 2 3
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 3
Problem Solving Problem Solving 1 2 3
Finding Information Finding Information 1 2 3
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 brief email about routine operational matters such as clarification of billing amounts and confirmation of meeting times and agendas. (1)
  • Read instructions on labels and forms. Read first aid procedures on Workplace Hazardous Materials Information System labels, and lengthy instructions for completing forms such as daily activity cost reports and training certifications. (2)
  • Read letters from managers, suppliers and staff at other organizations. For example, read letters from managers requesting the development of consistent systems for documenting vital activities such as safety training. Read letters from staff at regulatory agencies outlining compliance requirements. (2)
  • Read silviculture and harvest prescriptions which specify special treatments required, describe site characteristics and identify hazards and restrictions. Supervisors may determine if the prescribed actions are feasible and request changes in wording before agreeing to the prescriptions. (3)
  • Read logging and forestry magazines such as The Logger, Logging and Sawmilling Journal, and The Working Forest. Read articles on new production techniques, safety standards, market trends and industry concerns such as the destruction of forest stands by mountain pine beetles. (3)
  • Read procedures, explanations and directions in equipment manuals. For example, read about the operation, maintenance and repair of equipment such as chainsaws, feller bunchers, skidders and hoe chuckers. (3)
  • Read contracts and obligation summary reports. For example, review logging contracts which define woodlots to be harvested, percentages of profits to go to landowners, payment methods and special conditions to be met. Silviculture supervisors may read obligation summary reports which present contract specifications such as tenure identification, free growing stock standards and ecological and compliance requirements. (3)
  • Read the company's procedure manuals, federal and provincial governments' safety regulations, collective agreements and labour unions' constitutions. For example, read safety regulations stipulating the exact conditions under which crews and machinery may work. Read clauses in collective agreements governing the laying off of workers. Interpret legal language to ensure the work is in compliance and will not incur consequences such as fines and union grievances. (4)
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Writing
  • Write notes in personal logs and journals to record daily activities. Write notes about where and how work was performed, quantities harvested and planted, and equipment and supplies needed. (1)
  • Write minutes of safety training sessions conducted with crews. Submit copies of these minutes to managers, workers' compensation boards and unions as appropriate. (2)
  • Write email to co-workers, managers and suppliers. For example, a road foreperson corresponds with co-workers about their experiences using new equipment. A tree planting supervisor reports details to managers about the progress and challenges in completing a planting contract. A boom foreperson writes to a barge company to negotiate a better freight delivery price. (2)
  • Write comments, descriptions and explanations in reporting forms. For example, describe crew members' injuries in accident and incident reports. Write comments in crew performance evaluation forms. Describe and justify deviations from logging and silviculture prescriptions in inspection forms. (2)
  • Write letters for various purposes. For example, write letters of reference in which you describe workers' employment histories, skills and personal attributes. Write letters of reprimand to crew members. Write letters to government agencies to request changes in government decisions. (3)
  • Write short operational reports. For example, firefighting crew leaders prepare year-end reports in which they provide descriptions of incidents, analyses of concerns and evaluations of their crews and firefighting activities. Silviculture supervisors write reports on environmental conditions such as pests and disease in surrounding areas which might affect the viability of plantings. (3)
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Document Use
  • Obtain data from signs, lists, and labels. Read road signs and markers when navigating in the bush, look up names and phone numbers in lists of woodlot owners and scan labels on boxes of tree seedlings to identify tree species and quantities. (1)
  • Locate data in production schedules and crew members' production report forms. For example, locate production targets and person days allotted on monthly production schedules to plan crews' work schedules. Review daily production data such as the number of trees planted by crew members and the numbers, locations and types of log booms completed. (2)
  • Interpret drawings and diagrams in equipment and training manuals. For example, consult assembly drawings and diagrams of mechanical harvesting equipment when troubleshooting malfunctions. Refer to drawings illustrating complex undercut, back cut and wedging patterns to teach crews how to fall dangerous trees. (3)
  • Interpret graphs displaying production and safety data. For example, a logging supervisor reviews bar graphs showing numbers of incidents requiring medical attention and lost time sustained by timberland operations, sawmills and pulp mills. A silviculture supervisor studies pie charts illustrating the types and percentages of trees commonly planted in coastal regions around the world. (3)
  • Complete a variety of data collection and reporting forms. For example, complete forms from provincial environment and natural resources departments to report on work conducted on crown lands. Complete safety training forms to verify and comment on the competencies demonstrated by members of the crew. Enter data in daily production reports and crew overtime diaries. Complete forms to report the details of events such as injuries to workers, vehicle collisions and incidents such as landslides. (3)
  • Locate place names, geographic coordinates, landforms and other data on a variety of maps when navigating through forests and planning work tasks. Use topographical, harvest plan, road construction and reforestation maps to identify and locate features such as steep slopes, riparian zones, cutblocks, planting areas, yarding and fueling sites, and different types of roads. Firefighting crew leaders may use latitude and longitude coordinates to identify positions on topographical and fire area maps when planning fire containment lines, water delivery systems and access and egress routes. (4)
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Digital Technology
  • Use databases such as Net Scale to access electronic log scaling data. Locate information such as crew members' safety certification status in staffing databases. (2)
  • Search industry and government websites for technical and regulatory information. (2)
  • Create spreadsheets for recording crew work hours, tallying production data and calculating contract amounts. (2)
  • Exchange email about subjects such as production progress and supply problems with co-workers and suppliers. (2)
  • Use computer and software applications. For example, use global positioning system equipment to navigate to work sites, and palm pilot units to record production data. (2)
  • Write letters, minutes and reports using basic word processing text editing and page formatting functions. Create complex data collection and reporting forms, and tables such as log scaling cards and booming ground charts. (3)
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Oral Communication
  • Communicate with co-workers and suppliers about routine matters such as schedule changes and daily task assignments. For example, tell boom boat operators when barges will make log deliveries and assign road crews specific sections of rights of way to clear. (1)
  • Interact with the public by listening to their questions and concerns about logging activities and explaining the regulations and procedures being followed. (2)
  • Interact with suppliers, co-workers and colleagues to locate products and services. Negotiate with suppliers on prices and compensation for faulty products. For example, a silviculture supervisor discusses the characteristics of various tree species with staff at nurseries and negotiates a price reduction for faulty seedling stock. A boom foreperson asks other boom ground operators to recommend companies that can retrieve sunken boom boats. (2)
  • Negotiate the purchase of timber stands with woodlot owners. It may be necessary to help owners clarify their practical and financial objectives to bring discussions to a close. (3)
  • Discuss production procedures and work progress with managers, co-workers, landowners and forestry professionals. Draw on specialized knowledge to contribute to detailed and technical discussions. For example, firefighting crew leaders discuss fire characteristics and containment strategies with fire management leaders. Road crew supervisors discuss requirements for rights of way with road engineers. Logging and silviculture supervisors discuss the stability of mountainous terrain with geological surveyors. (3)
  • Instruct, motivate, reassure and discipline workers. For example, silviculture supervisors give detailed explanations to tree planting crews about the seedling types, planting locations and work procedures required to meet contract specifications. Logging supervisors may recommend alternative bucking patterns to fallers, warn machinery operators not to contaminate sensitive areas, reassure workers who are injured and in shock, and resolve conflicts among crew members. (3)
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Money Math
  • Pay for items such as fuel, accommodation and meals for crews using cash and credit cards. (1)
  • Negotiate the purchase price of standing timber. For example, calculate various price options including lump sum sale price for harvestable timber in lots, price per scaled volume of each species harvested and different percentage splits with landowners for different quality of trees. (3)
  • Calculate and verify invoice amounts for services such as freight hauling and equipment rentals. Check quantities and billing rates and verify line amounts, subtotals, discounts and taxes. (3)
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Scheduling or Budgeting and Accounting
  • Schedule the work of crews and machinery. Consider the volume and completion dates of work, the expected daily output of workers and machinery, the locations where machinery and crews can work together safely and possible downtimes. Coordinate schedules of crew with other service providers such as forestry technicians, log scalers, truckers and helicopter pilots. Adjust the schedules according to changes in work progress. (3)
  • Calculate costs of a variety of supply and service options. For example, compare the cost of operating old crew buses to the cost of purchasing new buses. (3)
  • Create budgets for contract work. For example, calculate the costs of items such as nursery charges, storage, transportation, fertilizer, and planting when assembling budgets for tree planting contracts. (3)
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Measurement and Calculation
  • Take a variety of measurements using rulers, tape measures, loggers' tapes, protractors and clocks. For example, measure depths of holes dug by planters, distances between trees and along rights of way and the lengths and diameters of logs. (1)
  • Calculate production volumes and supply quantities. For example, a firefighting crew leader determines the perimeter of a fire that must be contained by ditches and the number of pumps and hoses needed for a water delivery system given the hose lengths, pump capacities, and distances and elevations involved. A silviculture supervisor calculates areas of restricted zones in timber lots and the number of seedlings to order for a tree planting season. (3)
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Data Analysis
  • Compare measurements and production statistics to specifications and targets. For example, compare humidity readings to values specified in regulations to determine if burning debris is allowed. (1)
  • Collect and analyze production data. For example, calculate and compare the number of regular and overtime hours worked by crew members. Calculate average daily, weekly or monthly production volumes. Compare the productivity of individual workers and of different planting teams. (3)
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Numerical Estimation
  • Estimate distances. Estimate distances visually and use approximate measures such as paces and tree lengths. For example, logging supervisors estimate the distance between fallers and other workers at all times for safety. (2)
  • Estimate the time required to achieve production targets. Base estimates on expected production rates. Consider unpredictable factors such as weather changes, injuries and equipment breakdowns. If you make errors in estimates, you can compromise work schedules and production quality. For example, if crews complete harvesting before scalers and truckers arrive, cut logs will dry out. (2)
  • Estimate the volume and dollar value of trees to be harvested. For example, estimate amounts of timber in woodlots. Cruise sample areas to determine the sizes and percentages of harvestable tree species. Then extrapolate from the sample acres to estimate the total volume and price obtainable. (3)
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Job Task Planning and Organizing
  • Supervisors in logging and forestry generally organize their own tasks to ensure their crews complete logging and silviculture jobs efficiently and according to specifications. Some supervisors, such as logging contractors, are self-employed; they set their own production targets and schedules through purchasing timber lots and negotiating work contracts. Supervisors who work for organizations receive job assignments from their managers. For example, they may be assigned to clear lengths of right of ways, replant specified logged off areas, and harvest specified cut blocks. Regardless of their employment status, supervisors organize their own tasks to survey work sites, deploy crew members and equipment, carry out inspections, conduct worker training sessions, and attend meetings with managers and landowners. They frequently adjust their schedules to accommodate problems such as poor weather, equipment breakdowns and crew injuries. Supervisors in logging and forestry plan the work of their crews. They create work schedules, allocate duties and ensure that tasks are coordinated with the schedules of other crews and service providers. They also contribute to strategic planning decisions such as purchasing new equipment, changing work procedures and training employees. (3)
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Decision Making
  • Deploy workers and machinery for efficient production. For example, a silviculture supervisor assigns more capable crew members to plant rough areas of a block. A firefighting crew leader decides not to send inexperienced recruits to look for an elusive water source. (2)
  • Choose times and locations for inspection, employee monitoring and data collection activities. Consider the type of work being performed at various sites and the challenges crews may encounter. Follow regulated inspection frequencies for work rated at various risk levels. (2)
  • Choose woodlots to buy and select sawmills to offer logs for sale. Consider factors such as the locations of the woodlots, the species of harvestable trees, the difficulty of getting the logs out of the woodlots and transporting them to buyers and the conditions owners place on contracts. (3)
  • Decide to suspend work because of poor weather or other hazardous conditions. Analyze weather reports, terrain and ground conditions, the type of work planned and safety regulations to determine if it is safe and productive for crew to continue working. For example, supervisors may decide to call in crews during severe windstorms that may topple dead trees and bring down 'widow makers'. They may decide that road conditions are too unstable to allow transportation of crew and equipment into work areas. (3)
  • Decide to allow small variations from silviculture prescriptions and logging contract stipulations. For example, a logging supervisor may allow workers to fall trees beyond harvest boundaries; not doing so would create a hazard for the crew. (3)
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Problem Solving
  • Receive supplies and equipment that don't meet specifications and job needs. For example, a silviculture supervisor finds that the seedlings delivered to a remote planting block are inconsistent with contract specifications. The supervisor checks all the boxes to determine which seedlings are suitable and then calls the supplier to arrange for delivery of any available stock. (2)
  • Experience difficulty contacting crews working in isolated areas. Supervisors may test their radio equipment and ask other crews working in nearby areas to make contact either by radio or by travelling to the sites. Supervisors try to establish contact quickly since maintaining close contact is a safety requirement. (2)
  • Encounter bad weather which causes production delays. For example, strong winds may make it too dangerous to conduct aerial surveying of harvest, plantation and fire sites. Supervisors use alternative methods such as reviewing maps and other support materials to survey sites and develop work plans. (2)
  • Discover that accidents have resulted in crew injuries. Ensure first aid and other needed medical attention are provided, take measures to correct unsafe work conditions, gather information for the completion of accident reports and locate alternate crew members to maintain production schedules. (3)
  • Experience conflicts among crew members and resistance from workers to assigned tasks or procedures. Try to listen to the workers' points of view, deal fairly with them and apply union rules where applicable. Offer logical arguments and technical guidance such as suggesting safer ways to fall hazardous trees and easier ways to dig seedling holes. (3)
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Finding Information
  • Find information about supplies, equipment and services by searching suppliers' websites and talking to salespeople, reading industry publications and speaking with co-workers, colleagues and managers. (2)
  • Find information about accidents and incidents. Examine the sites of accidents and incidents and talk with the people directly involved and other witnesses to investigate the circumstances surrounding the events to prepare accurate reports. (3)
  • Find information about work assignments and procedures. Consult documents such as forest management plans and contracts. Speak with managers, land owners, engineers and government agency personnel. For example, a forest fighting crew leader consults an Incident Action Plan and attends briefings by fire management leaders to find information such as the major objectives of a firefighting operation, medical procedures, communications plans and latest developments in the operation. (3)
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Critical Thinking
  • Assess the quality of production. Monitor production records, conduct inspections and take measurements. For example, boom supervisors check that booms are constructed to specifications and examine booms to ensure gear is applied securely. Silviculture supervisors measure the depth of seedling holes dug by planters and calculate the density of plantings to judge if the seedlings are planted correctly and will become viable plantations. (2)
  • Assess the feasibility of work contracts and harvest prescriptions. For example, analyze the topography, locations of trees and conditions of roads to assess if contracted work will be feasible within specified times and costs. (3)
  • Evaluate the effectiveness of work plans and strategies both during and at the completion of jobs. For example, a firefighting crew leader observes fire behaviour in response to the crew's containment strategies to assess if their efforts are effective or should be adjusted. A silviculture supervisor reviews each step at the completion of a job to analyze what worked well, what did not and what actions could improve the crew's experience on the next assignment. (3)
  • Evaluate the safety of work conditions and procedures. Safety is the highest priority for supervisors of crews working in this highly dangerous industry. Supervisors take measurements and follow safety regulations, but they also rely on their own observations, experience and intuition. For example, a logging supervisor judges the degree of safety with which a dangerous tree can be felled by considering the location, condition and lean of the tree and surrounding trees. The supervisor also considers the direction and velocity of winds, the steepness of slope, how wet the ground is, the adequacy of escape routes and the skill levels of the faller. (3)
  • Evaluate the suitability of candidates when participating in hiring processes. Review résumés and observe candidates during interviews and training sessions to judge experience, physical skills, knowledge, stamina, attitude and temperament. Supervisors' evaluations are critical for the building of crews that are skillful, safety-conscious, motivated and cohesive. (3)
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