Surveying in Transition Why Cross-Training May Be the Best Response to Technological Disruption BY JEFF SEARLE, PLS, AVENUE CONSULTANTS The generation of surveyors who saw large field crews and parties is rapidly diminishing. The introduction of technologies like EDM devices has allowed large crews to be reduced to a typical size of three people. The advent of additional technologies such as GPS and robotic total stations has impacted crews even more, creating default one-person crews. We may send people out in pairs for safety reasons, but the fact is that most of the work that used to take many people no longer does. Newer technology continues to impact surveying every year. Drones equipped with various remote sensing payloads are making a significant impact, as their cost is low and the barriers to adoption are minimal. However, even costly equipment that requires specialized training, such as plane- or truck-mounted LiDAR, is also impacting our mapping work. Field work is not the only aspect of surveying that is being impacted by technology; artificial intelligence has the potential to affect many fields, including surveying. There is already software on the market that enables less experienced individuals to create accurate mapping products. AI tools are already in place to speed the creation of surfaces and planimetries from imagery. Most recently, we have seen models trained to compare imagery and LiDAR data simultaneously, enabling the automatic collection of positional and attribute data for linework or symbolized features, such as signs. Fewer people will be needed to complete many office tasks. We can react to these changes in a myriad of ways. We could reject technological advances and keep doing it the way we always have. We could also get so excited about new tools that we overextend ourselves to the point of failure. When we created the surveying group at Avenue Consultants, we knew we had an opportunity to do things differently and perpetuate techniques, traditions and mentoring models that we enjoyed earlier in our careers. We also had the chance to create an environment where, rather than becoming victims of technological disruptions, we could utilize them to create opportunities for our team members. Most surveyors entered the profession in part because it combined a love of being outdoors with office time spent on research and analysis. Most, however, end up within a structure where they effectively “graduate” from field work and enter the world of the office. Typically, this structure is reinforced with pay and responsibility increases. Our discipline group lead at Avenue Consultants, Craig Yates, is one example of a surveyor who has refused to allow himself to be removed entirely from the field and still enjoys getting out on projects nearly every week. While being mindful of budgets, schedules and individual expertise, everyone on our team enjoys some field time, and we reject the philosophy that creates a white/blue collar divide at many firms. As a result, there is a pronounced unity between our team members and the company as a whole. To make that work, we have had to commit to cross-training and being honest with ourselves and each other about where we have expertise and where we need the support and mentorship of others. It means reaching out to friends UCLS Foresights 22
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