Category Archives: Employee Development

This chapter continues our series on the efforts a Foreman should make with new employees.  We will build upon previous chapters that explored needed efforts that should be taken by a Foreman with a new employee on their first day, their first week, and their first month of work.  While many of the techniques presented thus far should be continued, let’s now reach out to new areas that should be employed for the next sixty days.  However, it’s important to first realize the significance of Quarter 1, the first 90 Days!

Most companies still recognize a period of time to determine if a new worker is going to “fit” with their organization.  This “period of time” has, over the years been considered to be ninety days.  While an organization can declare the new worker having passed their “probationary” status in less than ninety days, most organizations, including construction companies, still tend to have some designated time when they make the final commitment to the new employee for their benefits to kick in, for their time dedicated to retirement begins, etc.  We will be using the 90 Day period for our purposes here.

Before providing some additional efforts for Foremen to make with the new worker, let’s stress the importance of the first quarter of time for the Foreman.  During the first ninety days it is important that a Foreman get a strong confirmation of the new worker’s skill potential, their work habits, how they interact with the other workers, what is their attitude during the different times of the workday and when they get an assignment, to mention just a few areas.  What the Foreman learns about the new worker is critical to them making a full confession to what they think, what they have experienced, and what they have observed are qualities and attitudes of the worker they want on their crew.  If the new worker, during the first ninety days does not meet the Foreman’s expectations, the new worker’s future with the company may look grim.

Likewise, the first ninety days for the new worker is critical.  It is in the first ninety days that the new worker does their assessing if they will fit in with the new company and the crew members whom they have engaged.  The new worker judges if what they have experienced, how they have been instructed, supported, and coached reinforce their best hopes that the current employer is good for them and their future.  While most contractors do not consider this side of the equation, it benefits the new worker to realize that the first ninety days is not a one-way only direction, fully in command of the employer.  Contractors would be wise in sharing this with a new worker, reinforcing that they are not trying to manipulate the new worker, that they too need to seek the right fit for their skills, personal situation, etc.

The previous two paragraphs are monumental!  It places a great amount of responsibility on the shoulders of a Foreman and greater accountability on the new worker.  The Foreman should be a primary contributor to the decision that a new worker is “the right kind of stuff” that is good for their crew and the company.  This is what construction owners desperately depend upon from their foremen.  The new worker should be as confident in their assessment of the company who may become their long-term employer. 

Now, having laid down the importance of such assessing, let’s proceed with actions that a Foreman can take for the remaining period of time up to the end of Quarter 1.

1. Set 2-3 Goals for Skill Improvement for New Employee

After the first three to four weeks, the Foreman has a clear picture of where the new employee may best develop.  If the new worker has shown an interest, and some skill, in one piece of equipment, tool, or process, it would be wise to further that development.  Ideally, it would be nice if that development were spent on something the crew lacks but the priority is to get the new worker to a higher level of competence and expertise on one or more work efforts.  Setting the goals is another way to demonstrate the Foreman’s interest in wanting the new worker to improve, excel, and to remain with the company.  An example of how the goals might be written is presented below.

• In the next sixty days, to be able to finish concrete that meets company standards and gains more independent work status.
• By the end of sixty days, I will be able to handle the four primary tools important to complete our daily work, including ensuring the tools are in safe working order, that I handle the tools safely and effectively, and that my quality of work using the tools meets needed quality requirements.

Such goal setting will assist the Foreman to understand better how serious the new worker is about a commitment, even a career, or are they just working for the pay-check.  This effort can help to delineate such motives better.

2. Look to Empower New Worker to Work More Independently

No surprise here but from Day 31 to Day 89, the Foreman needs to slowly but surely see what the new worker can accomplish without almost 100% oversight.  The level of tasks will be key here, but the Foreman needs to test the new worker on work that will not require someone looking over their shoulder to look out for the “new guy.”  If the new worker has learned well up to this point, the Foreman should begin to see some productivity improvements in the new worker’s results.

3. Debrief with New Employee on Their Performance Weekly

From Day 31-89 the Foreman should begin to conduct a weekly performance debrief with the new worker.  Normally, this would be conducted on Friday afternoon but the time chosen by the Foreman is theirs to make, but they need to be consistent.  They should point out both positive and negative observations.  Such comments should be focused on safety, communication, taking instruction, working with the other workers, quality workmanship, housekeeping, and team spirit.

4. Make Job Tasks Assignment Increasingly More Difficult

The Foreman does not want to overdo it here, but they need to press the new worker to see how much challenging work they can endure.  This may include the number of hours worked, the tasks completed in excessive temperatures, or working with some of the more challenging workers on the crew.  The goal here is not to be brutal but to test some of the limits of the new worker.

5. Schedule the New Worker with Different Combination of Crew Workers

This effort depends on the number of other workers you have.  For the smaller crew size, pairing up the new worker with each of the other workers might provide some helpful decisions about possible pairings in the future.  For the larger crew, the new worker should be inserted in the different combination of workers that often is arranged on a daily basis.  Again, the wisdom gained here is to find what the “right chemistry” is among the workers, including where the new worker might best fit.

6. Engage the New Worker to Instruct an Even Newer Worker on Simple Tasks & Processes

This simple effort is a great assessment of knowledge the new worker has by having them do some teaching to an even less experienced worker.  After 30 days, the new worker should have some level of knowledge that they can demonstrate their retention by teaching another employee.  This is good for the new worker’s confidence to be engaged in such an exercise, believing that the Foreman trusts them with an even newer employee.

7. Move the New Worker Toward Some Equipment or Vehicle Certification

Whether influencing the new worker to get their CDL or to be certified on equipment, moving the new worker toward some certification is a sign of their commitment and seriousness of working with your company.  The Foreman should assess if the new worker is ready, mature enough, and has demonstrated an interest in learning more of their craft that can strengthen the overall crew.  If the Foreman views the new worker as meeting some of these requirements, then they should move to expose the new worker to such certifications.

8. Take Extra Time to Point Out the Importance of High Quality & Safety Standards

Perhaps the best thing a Foreman can impress upon their new worker is to keep the quality and safety bar raised high.  With so many new and younger workers entering construction, there is a lack of knowledge about what quality is and how safety and work mesh together.  If the Foreman can over-emphasize the importance of both with the new worker, the worker will be better prepared as a formal “Post 90-Day” hire.

It cannot be over-stated enough what the Foreman can do to provide the best insight and advice to their Human Resource Manager, or the Owner, related to hiring the new worker.  As we have already addressed, Day 1 is the first image creator, with Week 1 and Month 1 serving to expand the exposure of the new worker to the company and the Foreman to making their careful assessments.  As the final weeks are lived, Day 89 then becomes the critical “D-Day,” that is, Decision Day!

Bringing the eight actions presented here to life can better prepare the new worker for their possible full-time status.  Now that the new worker is a known entity, the Foreman should be confident on where to use the new worker, whom to team them with at times, and what they can count on from the new worker concerning their attitude and performance.

Here’s to hiring the right employee with the right stuff!

Brad Humphrey

The Contractor’s Best Friend ™