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Scaffolds are the essential “temporary bones” of many projects, but they also represent some of the most significant risks on Saskatchewan job sites.
The SCSA’s Bill Gessell recently sat down with Justin Lasnier MSc, BA, PMP, an experienced scaffolder and associate dean for trades and industrial programs at the Saskatchewan Indian Institute of Technologies (SIIT). They discussed the practical ways that construction leaders can ensure these systems remain safe and stable throughout the project lifecycle.
Make it Visible
Well-built scaffolding often blends into the site and goes unnoticed. The skill behind it can be taken for granted or not fully understood. Risks can be overlooked. The first step to improve workplace safety and reduce complacency around these structures is to raise awareness and visibility. That starts with training.
Gessell credits a scaffolding safety course for opening up his perspective. Rather than seeing scaffolds as just another tool on the job, “everything became visible.” He started noticing improper planking, unstable foundations and setup issues.
Leaders should encourage this same mindset shift on their teams. A bit of education helps workers see scaffolding as more than standard equipment available on site.
Competency Beyond Certification
For those who build and inspect scaffolds, construction leaders need to know how to verify their competency. While certifications are important, competence doesn’t stop there. Lasnier emphasizes that supervisors should do check-ins with workers to really test their understanding.
The approach matters. Rather than challenging workers, he suggests doing it in a subtle way by asking questions from a place of curiosity. This builds trust while revealing whether workers truly understand the principles behind safe scaffolding practices.
Experienced workers stand apart with in-depth technical knowledge, but also through advanced insights into logistics. They know how to bring gear around, how to tear it down and how to chain gear up appropriately. Beyond that, Lasnier says, “Scaffolding, and trades in general, is not just about understanding all the math or understanding the build itself. It’s really how to deal with people, how to get the work done efficiently.”
Daily Inspections and Practices
Physical inspections should be done every day. Lasnier recommends “take a walk down to your scaffold, get out of the truck, take the time to walk around and go on the scaffold. Give it a shake, kick the toe board, do a little jump and make sure it’s set up properly.” While electronic documentation helps on large sites, nothing replaces hands-on inspection.
Other practical safety measures include securing scaffold materials overnight, addressing dropped object risks and cutting plywood on the ground rather than on scaffolds to reduce hand injuries.
Lasnier also points to comfort as an indicator of safety. A non-scaffolder needs to feel comfortable working and moving around on the structure. More tie-ins and more bracing make the user more comfortable. It also signals quality work.
Leaders should walk their sites and ask themselves: would I feel confident on this scaffold? Would a new worker feel safe? An empathy-based assessment can catch issues that checklists might miss.
Team Communication and Psychological Safety
Many leaders face the practical challenge of coordinating safe scaffold use across multiple trades. Lasnier stresses that multi-employer sites require collaboration and that everybody has a responsibility to speak up. Communication protocols should ensure that painters, electricians and other trades understand scaffold limitations and report issues to scaffolders.
Perhaps most importantly, leaders must foster psychological safety where workers feel comfortable voicing concerns or stopping work if it feels unsafe.
“A leader should celebrate a worker who says it’s too windy or takes a few extra minutes to look at that scaffolding,” Gessell says. It may seem counterintuitive in fast-paced construction, but it’s critical. When workers pause for safety, it leads to success, not delay.
Lasnier reminds leaders that safety is faster in the long run. Taking time for proper setup, inspections and communication prevents delays from injuries or accidents.
Building Blocks for the Future
As more experienced workers retire, Lasnier encourages leaders to invest in recruitment strategies that align personality with the trade. Scaffolders need to be patient, conscientious, relaxed, cooperative and a team worker. These qualities are key to developing the deep expertise required in the role.
Lasnier knows scaffolders who “think it’s such a great job. They say it’s like building Lego, and they just love it.” Beyond their technical ability, their passion comes from feeling valued.
Recognizing the skill that goes into it can improve both engagement and retention. Gessell says that “building a safe, proper scaffold is an art.” Leaders who recognize this elevate their view of the trade and show scaffolding work the respect it deserves.
A Stable Base
The skilled work behind every scaffold demands awareness and respect. Selecting the right system for the task, verifying true competency beyond a training ticket and managing the unique impacts of Saskatchewan’s environment are just some of the high-impact decisions construction leaders face in managing scaffold safety.
Supervisors need to:
This approach helps improve both safety and retention. When leaders invest in these practices, they protect their teams while building the competent workforce the industry needs.
For help with safety management, see SCSA training, programs and advice.