Author Archives: Brad Humphrey

Leading Seasoned Workers (Audio)

Leading Seasoned Workers focuses on leading and sustaining experienced workers. These employees have the tools your company needs to thrive, and are often times impossible to replace. Learn how to effectively engage these workers and allow them to continue growing, for their own benefit and for your company!

 

Transcript:

There is so much attention today on how to deal with our newest of workers, the “Millennial,” that many contractors have overlooked the sustaining of our more experienced workers, aka, the “Seasoned Worker.”

The Seasoned Worker is not so much known as an age group but more as a level of experience that is hard, sometimes impossible, to replace.  My observation when working with construction companies of many different sizes is that once a worker has five, ten, fifteen or more years under their belt, the “seasoning” of knowledge, lessons learned, and “hard knocks,” has begun to refine their problem solving skills.

But working with the Seasoned Worker can have some challenges as well.  For example, see if you have noticed any of the following with some of your more Seasoned Workers.

  • May appear to be “know it all”
  • Could be tough to teach new technique to
  • Might be slow to train or coach new worker
  • Has forgotten that they too were once “ignorant”
  • Prefers to interact with other Seasoned Workers
  • Can see the invisible “L” (for Loser) on new employee’s forehead

Now, the good news is that many of our Seasoned Workers are awesome in their work ethic, their ability to work well with the younger or less experienced worker, and their desire to do whatever is best for the company.  BUT…for those who are a little more challenging, not super bad workers, but simply a little challenged, try working a few of the following techniques into your leadership efforts.

  1. Stay mindful of the Seasoned Worker’s value.

The Seasoned Worker brings their learning, their experiences, and their mind to you…don’t forget this nor take their value for granted.  I’ve coached several owners through the years to hold their tongue when they get frustrated with that Seasoned Worker who makes a mistake.  Like a little brother, or sister, it’s sometimes easy to take our a little more frustration on someone who should know better but still makes a mistake.  Stay calm and address the Seasoned Worker personally.

  1. Remind the Seasoned Worker of their “construction pedigree.”

All I mean here is that even the Seasoned Worker can use a little reminder to “act their experience.”  Even the Seasoned Worker can get frustrated, take short-cuts, or make a poor decision at the end of the day because they’re in a hurry to get off the site.  Rather than barking profanities at your Seasoned Worker, remind them (calmly and personally whenever possible) that you are disappointed in their lack of presence of mind to handle the situation as a Seasoned Worker.  Your point will be received…trust me!

  1. Coach the Seasoned Worker to be more strategic in their preparation.

One of the real benefits of experience is that it teaches us what works and more importantly, what does not work.  What does not work costs money.  While most construction workers, including owners, are tactical in approach, the more strategic effort made the more wise decisions are executed and the better productivity and profitability are realized.  Coach your Seasoned Worker to slow down their planning, considering consequences that might take place, and to include past lessons learned before finalizing their planning and preparation.  Such an effort will put more profitable performance in your Seasoned Worker and your company!

  1. “Tee up” your Seasoned Worker to share their years of accomplishment.

While not every Seasoned Worker is a “key note speaker,” we need our Seasoned Worker to be communicating their learned lessons, their secrets to better quality, and their preparation discipline.  To “tee up” does not suggest that the Seasoned Worker will be giving speeches, but there are plenty of teaching outlets available for them to assist and educate our less experienced workers, such as at:

  • Weekly/monthly project meetings
  • Safety meetings…tail-gate talks
  • AM/PM “Huddles” with other crew members
  • Pre-Mid-Post Project debriefs
  • Individual coaching moments during workday
  • Formal mentoring opportunities with new workers
  1. Simply ask your Seasoned Worker for their assistance.

The fact is that we are losing more of the Seasoned Workers to retirement today.  While they may still have five, ten, fifteen or more years left to work, ask them to assist in the training and molding of the next generation of construction workers.  Not all of our Seasoned Workers are instinctively aware of what they could do to assist another worker.  As crazy as that may seem to some of us, there are people who simply do what they are tasked and paid to do…and that’s about it.  I term this sort of worker the “Fence-Sitter.”  Yet, I have even found that the Fence-Sitter, if they are asked to help, usually respond nicely to taking another worker, less experienced, and showing them the ropes of their craft.

  1. Raise the image of the Seasoned Worker; do not put them down in front of others.

One of the only things you really can raise for the Seasoned Worker is their image and legacy.  At this point in their tenure, they are probably some of our higher paid workers, people who have acquired a wealth of ideas through good and not so good experiences.  Critical to their presence and effectiveness with less experienced workers is the fact that they “have been there” and have the credibility to tell stories, provide warnings, and to confirm well planned projects.  While you may have to discipline a Seasoned Worker, do it privately, protecting the Seasoned Worker’s image among their peers.

The Seasoned Worker is special to every construction owner and leader.  We need experienced people at every level but sadly we’re beginning to see much of this experience leaving our industry.  Commit today to taking a renewed look at how you may be dealing with your Seasoned Workers…they may not be there tomorrow.

Here’s to more seasoning of experience for all of our workers!

Engaging Millennials in Construction

A new study has come out from Gallup, and it has big implications for employers throughout the US and how they interact with the millennial generation.

Millennials desire to be engaged with their job. This goes beyond the standard “9 to 5” mentality – this generation wants to be engaged and passionate about what they do. Despite this, only 29% of millennials int he study reported being engaged at their current job.

Additionally, this new generation of workers is not interested in following

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Photo courtesy of FreeDigitalPhotos.net

policies and procedures unless they understand the reasoning behind them. If they do not agree with how decisions are being made, they are also more likely than not to address their concerns with they supervisors. Linked with this, millennials want more than a professional relationship with their employers. They want to their boss to “care about them as an employee and a person.”

Lastly, millennials want opportunities to personal growth on the job. The Gallup study found that 87% of millennials view “professional development or career growth opportunities” as being very important to them in their jobs.

Engaging Millennials in Construction

These findings have implications for the construction industry. For starters, employers may consider implementing the following:

  • Providing a thorough explanation of company policies and procedures during the on-boarding process. If it takes your employees six months to fully understand why your company operates the way it does, your probably going to lose younger workers at a higher rate.
  • Holding formal and informal job reviews with your employees. Millennials want to know how they are doing on the job, so continue with performance reviews. However, you may want to schedule informal review sessions with your younger workers to engage them on how their life is outside of work.
  • Providing regular opportunities for professional development. Send your employees to conferences, enroll them in continuing education, bring in outside coaches – there is no set formula, but take the steps necessary to engage your employees and provide opportunities for them to advance in their careers

Millennials are challenging employers across the US, and the construction industry is no exception. However, you can take simple steps such as these to bring the most out of this generation and improve your company for years to come. 

Colby Humphrey is the Director of Pinnacle Development Group’s Center for Competitive Intelligence and Development. He focuses on marketing and market research. For more information on engaging millennial in construction, contact him at colby@pinnacleccid.com.

Source: What Millennials Want From Work and Life

START Faster and Smarter ©

One expert in the construction industry has found that the least productive hour of the workday is the first hour.  In that first hour important decisions are often NOT made, there is failure to insure critical maintenance has been applied to equipment and tools, and field leaders, in a hurry to get going, fail to review critical project plans and documents.

Every contractor knows first hand the real action starts at the “front-lines,” where actual crews and leaders execute project plans.  Yet this is where we lose too much firepower, productivity, and precision after hard fought jobs have been estimated, won, and pre-planned.  Sure there are always surprises on projects, but the contractor who can prepare his or her crew leaders to consistently follow a sequence of preparation steps will empower their crew leader, and their crew members, to perform “No Bad Jobs!”

Ok, let’s consider a sequence, placed in an easy to remember order, which will raise your crew’s ability to hit their daily numbers.  Let’s jump START your workday! 

START is an acronym that you can teach your crews in fifteen minutes.  The secret isn’t the ease in which they learn START, it’s building it into a daily commitment for them to adapt and execute each new day.  Here we go…

Schedule Your Day

Sounds almost too simple but it’s sadly not completed every day, much less by the crew.  Sure, many contractors may have their crews meet in the “shop” each morning and the Supervisor may talk to the Foremen about their day’s efforts.  That’s good and needed.  Yet seldom does the actual Crew Foreman sit down and actually line out just what he intends to have his crew work on for the day, much less set any targets that need achieving. 

The Crew Foreman, hopefully working with a formal one or two week “look ahead,” should focus 15-20 minutes each morning working through his plans for that day specifically.  Enlisting his Lead Man or several members from his crew will bring even greater insights to the days needs and thus, improve performance.  This process allows the crew to leave the shop more confident about what they are doing, what they will need to complete their work, and how much work will need to be completed.  (Please read some of my previous articles about job site planning and use of a look ahead for more information.)

  • Look and Review the “Super” Schedule
  • Identify the “Times of Need” to Be On-site
  • Involve the Entire Crew/Team to Discuss That Day’s Plan
  • Crew Leader Prepare Their Decisions to Make That Day
  • Break the Day’s Plan into “4 Quarters” For Greater Attention & Faster Adjustment

Take Daily Inventory

This second action directs each Crew Leader to insure that their trucks, trailers, and workers have exactly what they need to complete their work.  Leaving the yard without every piece of equipment and tool secured and confirmed is a leading reason why workers fail to achieve needed production rates and targets.  Waiting for the company’s “hot truck” to bring something from the yard because the crew did not inventory the missing shovels, or oil cans for the equipment is simply a waste of time and drives profit margins south.

An inventory list should be created for work crews that list all of the equipment and tools, materials, safety equipment, etc., needed for each project.  For many contractors, this can a list that remains constant as their crews may perform the same type of work each day.  However, such consistency of work often breeds complacency among the crew members, each thinking someone else got the needed tool or component needed on the job.

There may other forms of needed inventory for field leaders to employ such as the requirements for a particular customer involving an inventory of what is needed to complete at the site, a list of contact information, and a list of what workers have been cleared to work on the project due to security requirements of the customer, i.e. Clearance documents needed to perform work on a military base. 

In short, any inventory list for any reason is too simple not to create.  Possessing an inventory list doesn’t guarantee your workers producing quality results but it sure makes it easier for them to achieve needed results by first insuring that they have the needed tools of their trade in their possession when leaving your company’s yard.

  • Use a Quality Audit Document that Lists Non-Negotiable Process to Follow
  • Implement a Daily Inventory of Trucks & Trailers AND Confirm Needed Items are Secured Before Leaving Yard
  • Push the “Star” Process: Assign Crew Members to Provide Extra Attention on Quality, Safety, Tool/Equipment Preventive Maintenance, etc.

dailyAsk Questions Daily

In the rush to get going every morning there is usually little time to solicit questions.  Crew Leaders often feel the need to just get the crew out of the office and to the job site.  But more questions may need to be asked prior to leaving than after the crew has arrived at the job site.

Simple questions such as…

“Who is setting up the chalk lines today?”

“Where are we going to park the trucks today?”

“What area of the site are we going to begin working today?”

“Do we need to bring any extra forms or anchor bolts today?”

…all seem to be innocent enough but are too often asked later rather than earlier.  Crew Leaders need to be asking their workers and company senior leaders questions before start-up and their employees need to be free to ask questions each morning to insure that we’re all on the same page.  A work culture that appreciates asking questions, sometimes the most important question at the right time, is a culture that will perform tasks better and do more things right the first time.

  • All Supervisors Ask Daily Questions of Their Foremen to Insure All Bases are Covered
  • Make Daily Use of the “Process Book” of SOPs for Every Major Work Process Company Executes; Get Sign-off from Users
  • Lead “Process Book” Questions, Especially with New Employees Or Employees Not Performing Well
  • Circle Back to Your “ADHD” Workers to Insure They Understand

Review Documentation Daily

There seems to be more documentation today required for the simplest of projects than ever.  Big or small, your Crew Leaders are often the holders of copies of blue prints, CAD renderings, OSHA and DOT documents, Weekly “Look-ahead,” city or county permits, customer requirements and contact information, location and contact information for local material plants and suppliers, and Standard Operating Procedures or “SOPs,” to name a few. 

For the contractor performing larger sized projects with the crew operating out of a job site trailer, the need and reasoning is still the same.  Important project documentation needs to be identified in terms of what is to be reviewed and completed daily, weekly, or monthly.  Our Crew Leaders can simply not omit reviewing needed documentation. 

  • Identify “Needy” Foremen and Lead Them to Review Their Daily Documents
  • Inspect Training Plans for Employees Needing Extra Training & Support
  • Crew Leaders to Engage Other Reliable Crew Members to Assist in Reviewing Documentation for Inventory, Tracking Crew Hours, Quality Audits, Safety Inspections, etc.
  • Regularly Assess What Crew Foreman Needs What Accountability and Support for Greater Performance & To Build Foreman Mental Retention

Train Your Workers…Daily

If there is one action every Crew Leader must be fast to start it is to increase the effort to train and educate their workers.  At no other time have we observed so many employees joining the construction industry with so few skills for their trade.  Thus, it will be incumbent on the Crew Leader, supported by their Supervisors, to make every day a “class room” of learning. 

Suddenly every start, stop, and restart has a teachable moment.  Rather than take the job back from the new employee, Crew Leaders must take that extra one to five minutes to explain the “Why?” behind a particular technique while demonstrating the “How to.”  If there is one daily effort that more Crew Leaders will employ it will be that of training and educating their workers.

  • Crew Foremen to Be Highly Active to Train…Even More Active than Performing the Work Personally
  • Supervisors to Redirect Crew Foreman When a Wrong Step Has Been Taken; Crew Foreman Redirecting Their Crew Members When a Wrong Step Has Bee Made
  • Engage Recently Taught Employees to Train Another Worker…ASAP!
  • Slowly Add Little Pieces of Responsibility to Workers
  • Drive the Non-Negotiable Importance of Safety & Job-Site Cleaning Along with Technical Training
  • Refuse Mediocrity… NO BAD JOBS!

Like my Crew Leaders from Packer-land have begun to do, initiate your own frontal assault on making your project teams and field crews more productive.  Gone are the days that we just hope that by pure badgering of our workers things will begin to get better.  It takes too long to wait out that method and it also risks losing potentially long-term employees who will give up too soon before a more organized approach is implemented.

Look, to START faster and smarter takes exactly those items shared above.  Why wait for the performance to improve when you can START right now!

May you have a great START to productivity records this year!

 

Brad Humphrey

The Contractor’s Best Friend ™

 

I want to dedicate this article to a great concrete contractor and his many field Foremen and Supervisors up in Packer country.  In their desire to be better, they challenged me to raise my own efforts to create an easy to follow reminder for field leaders when beginning each new workday.  The bullet points presented below for each START activity is provided by these fine construction leaders.  Thanks guys for inspiring me to develop START, and may your efforts help other current and future construction leaders overcome their own challenges!