Category Archives: Employee Development

A Foreman’s Approach to Working with New Employees: Month 1

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In “A Foreman’s Approach to Working with New Employees: Week 1,” we shared many efforts that the Crew Foreman needs to take to ensure that the new employee’s first week is filled with getting a good feeling about the nature of work completed, some of the basic tools and processes, and getting a feel for the members on the crew.  Impressions made on the first day are either confirmed or adjusted through the remaining first week.

Now, if the new employee is still with you to begin their second week, the remaining three weeks will present the new employee with a series of “firsts.”  The “firsts” will focus more on learning the correct technique to use when handling a tool or when to provide needed support or input to another worker. 

 It’s not too hard to think and see that during the new employee’s first month, many first steps will be emphasized and instructed, laying down a strong foundation of safe and proper techniques to complete work.

As the Foreman continues to work with the new employee, it will be important for them to continue emphasizing many of the following efforts.  Remember, this new worker is still new to the company, the crew, and many will be new to construction.  Therefore, it is vital that the Foreman continue the new employee’s learning experience but in a way that is also enjoyable and confidence building.  Here in lies perhaps the bigger challenge, making the work fulfilling to his new worker.

  1. Start Each New Work Day with the Day’s Goals & Expectations (Crew Huddle)

Foremen should always begin each day presenting what the day’s goals are and any expectations needing additional attention.  But providing such information with one or more new workers on the crew can provide additional help to giving the new workers the “big picture” for the day.  It’s sort of like explaining the “Why” to the reason they will be executing the needed work.  This short meeting, at the job site, is often called a Crew Huddle.  Other topics may be addressed during this morning meeting including safety, addressing any needs or questions of the workers, any change in work order or procedure, etc.

  1. Take 2-Minutes to Provide Extra Training for New Employee’s Work Tasks

It’s important to overdo the amount of training you provide your new worker.  The sooner a new worker feels comfortable and confident in performing a task, their level of enjoyment will actually be enhanced.  This may sound like a non-important aspect to training but the more enjoyable performing a task is to any employee, the more they want to repeat the experience.  Most research also confirms that what people learn and enjoy, the greater their satisfaction is with work and the less likely they will be considering other work opportunities.

  1. Expose the New Worker to More than One Skill Building Task

It’s fairly common that a new worker is given a few “grunt” tasks during their early time with a contractor.  Some of these grunt tasks can include things like carrying materials and tools to other workers, doing more than their share of cleaning up the work site, and running out to grab lunch or water for other workers.  While there may be some of this that is acceptable, it is more productive to engage the new worker with some legitimate work tasks.  For most trades there are always a number of tasks that provide a beginning to greater and more difficult progression of skills.  A quick example is for a concrete finisher to first learn how to “strike off” concrete.  Training the new worker on the proper method to strike off the concrete, instructing them on why and how much, will make the new worker more valuable to the rest of the crew as they prepare to finish a deck, foundation, or sidewalk.

For the new worker learning to paint commercial projects, it might begin with the need to tape off edges so that the paint job provides a nice clean and straight line when the tape is removed.  For the asphalt paver, it could include teaching the new worker the importance of and how to “tack” the edges of their paving effort to the hot asphalt material will bond.

The primary reason for exposing your new worker to more than one task is that you, and the worker, need to get a feel for what the new worker might have a more natural affinity to do.  Some workers take to a job task or technique as quickly as a duck takes to water.  Remember, an important intention for the Foreman is to assess the new worker to determine what potential they have that can be further developed .  Finding the areas that the new worker can begin to feel comfortable with performing will only add to their encouragement and importance to the crew.

  1. Maintain a Regular (Weekly) Review of the New Workers’ Work Experience

We introduced asking the new worker what they were learning during the first week, that pattern needs to be continued for the first month.  In fact, while the Foreman needs to maintain discussing with the new worker their frustrations and questions, it is also helpful to have the senior leaders to the Foreman to participate in this effort as well.  Being intentional about checking up on the new worker multiple times reinforces your company’s  interest in keeping the new worker; we normally don’t show much attention to someone if we’re not interested in keeping a new worker.

  1. Shadow the New Employee with an Experienced Worker to Drive Skill Development

With less than thirty-days of service, the new worker is far from being a “slam dunk” to becoming the best employee.  It may be the Foreman who takes on the new worker personally, who works to develop the new worker’s skills and gaining a richer familiarity with the company, work processes, and tools and equipment but if it’s not, then the Foreman should have one of the better workers shadow the new worker.  Such shadowing will again provide some added insurance to keeping the worker safe, teaching them the right way to do things, and continue to add to the confidence of the new worker that the company wants them to be successful.

  1. Ask the New Employee to Train You on a Newly Learned Task or Technique

This is an effort that will continue over the first ninety-days but it is a great act for the Foreman to initiate with their new worker during the first thirty-days.  This process should be approached in a more light-hearted way but one that allows the Foreman to hear, in the new worker’s words, how to complete a task.  This provides the Foreman with a few benefits including confirming that the new worker is retaining instruction, that they are always considering the safety aspects of the task, and the reasons behind why the task is performed in the first place.  The first time this effort takes place will cause the new worker to be a little nervous but the Foreman can lessen the nervousness by almost feeding the new worker a few lines or words to help them along. 

We will expand on this sixth action in our fourth article but it’s important to see its use here in the first thirty-days.  It just is a great way to add to the new workers’ confidence and further confirm that the Foreman, and the company, want them to be successful and to remain a part of the crew.

  1. Don’t Forget to Have Some Fun & to Ask the New Worker… “How you doing?”

Construction is supposed to be fun.  In fact, construction is perhaps the best industry in the world.  Shouldn’t we act like it is?  While what we do in construction is serious, we can still have a good time taking pride in doing things right, the first time.  We can still have a good time working in a team-like fashion with other workers of different backgrounds and experiences.  We can still see the funny side to work and life, enjoying some of the funniest personalities in the world.

It’s important for you, the Foreman, to not only look like you enjoy construction, but to actually enjoy the work yourself.  Even when it’s the hottest or coldest temperatures outside, or even when a few workers didn’t show up to work, or when another contractor has forced you into making some significant work changes for the day, you need to model the excellence of not letting anything get you unraveled.

Periodically, you should ask an honest and straight-forward question of your new worker, “Hey Jackie, how you doing?”  Asking the new worker how they are feeling about work, how their family is doing, how they are holding up with the learning, all of these add on questions can reassure the new worker that you, their Foreman, is taking a personal interest in them, their success, and their future with your company.

Well, we now have taken a new worker through their first thirty-days.  We’re a long way from having them fully integrated and trained, but we have gotten off to a great start.  Couple of things to keep in mind:

  1. As the new employee is approaching thirty-days of working for you, the newness of the company, the crew members, and even some of the work tasks, are beginning to just feel normal to the worker.
  2. Early in any worker’s career, finding anything that they can do and perform with some level of confidence and even a bit of accuracy, can sustain the worker’s interest in construction and to working for you and your company.
  3. The 30-Day mark is not final but it is significant in the development process for a new worker. Some research has indicated that if we can keep a new worker a week, we can keep them a month.  And, if we can keep them a month, we have a greater chance to keep them for 90-Days.

In our next article, we will look at things a Foreman can do during the first 90-Days of a new employee, actions to strengthen the new employee’s skills and behavior as well as strengthen the company’s belief that they have found a good worker for years to come.

Take the insights shared in this look at the first thirty-days and continue to impact your new workers, inciting them to see you, your crew, and your company as the experience they want to continue.

Brad Humphrey

The Contractor’s Best Friend ™

Employee Development, , , , , ,

A Foreman’s Approach to Working with New Employees: Week 1

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In “A Foreman’s Approach to Working with New Employees: Day 1,” the first of a four part series, I pointed out several efforts that a Foreman might make with a new employee on their first day of work.  From a sincere handshake, to introducing the new worker to their new teammates, to putting the new worker on some of the easier, yet important tasks, all the recommendations were done to allow both the new employee, and the Foreman, a chance to assess each other and to encourage a positive first day impression, for both individuals.

Though first impressions made on the first day of work are important, the remaining days of the first week are also “mission critical” to keeping the new employee engaged and interested in  the company.  The Foreman is the primary leader who has the most impact on this first week.  If a great first impression is made on Day 1, then the rest of the week must continue the positive and supportive atmosphere that was initiated.  If a poor first impression was made, and the new employee returns for Day 2, the Foreman has his work cut out to improve both the impression and the sincere interest in the worker to stay.

In this second article, we move to Day 2 – 5, transitioning the new worker in a methodical and encouraging trend toward better understanding the company, the crew, and his or her position.  Therefore, let’s continue our effort to strengthen the actions of a Foreman to make the first week the best first week possible for the new worker.

  1. Maintain Clear and Consistent Communication

Among the observations about many Millennial employees entering the job market, one of the highly desired need of this age group (i.e. approximately 18-34 years of age) is their need for communication.  This includes both being communicated to by others and to be allowed to communicate with others.  This doesn’t suggest that all younger workers want talk more than anything else, it does point to a need for understanding, acceptance, and direction.  Such things come as a result of communication.  The Foreman should feel free to engage the new employee throughout the day as opportunities arise.  From just passing by the new worker and saying, “How’s it going Jose?” to reminding the worker, “Hey Tommy, holding the lute this way will give you a better pull without straining your back!”  It’s the simple daily interactions that reinforce the openness for communication.

  1. Teach the “Why” Along with the “What & How”

Yet another bit of insight from some national studies done on younger workers points to the interesting fact that they want to know “Why” things are done in a particular way.  I’ve had Foremen complain to me about having workers who want to know “Why we have to do it this way,” or “Why we have to do it that way.”  My response is always the same, “You should be glad the employee is asking for the ‘Why’ because that us the door opening to actual learning.” 

This second point is huge in the development of any worker.  When one understands the “Why” behind a task or process, suddenly the mechanics of actually doing the task becomes clearer and justified.  Thus, the Foreman, if they will begin their teaching with first addressing the “Why” behind the task, will garner more understanding, sooner, and satisfy the question that will plague the new worker until they know the reason behind the movement. 

A final thought on teaching the “Why” is that this often provides the foundation for what is required by law or is performed to provide the best short-term or long-term safety, or it may just separate our company from another company.  Foremen should not get upset when a new worker is asking “Why,” but instead, be thankful that the worker is showing interest to better understand the importance of learning things the right way.  Foremen, don’t roll your eyes or dismiss any worker’s interest in knowing “Why” something must be done, this is part of most long-term learning development.

  1. Check-In Daily with the New Worker

The regular check-in will serve as a reminder that you care, that you are interested in the new worker’s acceptance to the crew, and that you are always available to answer questions.  How often the Foreman checks-in with the new worker is dependent on the work situation, but checking-in two or three times during the day is a good idea.  I would recommend always at the start of the day, once throughout the day, and then just before the crew is packing up for the day.  This provides the Foreman the chance to see how the new worker is doing first thing in the morning, do they look tired or do they have any questions before starting work.  There will probably be multiple interactions during the work day related to learning a task or technique, but the Foreman should make it a point to specifically ask the new worker how they are handling the day thus far and do they have any questions.  Finally, checking-in at the end of the work day allows the Foreman to follow-up on the days’ activities, maybe asking the new worker what they have learned during the day and to encourage them to get a good nights’ sleep and be ready to hit it again in the morning.

  1. Inquire About the New Worker’s Physical State

One thing easily overlooked by many Foremen is that people who have never experienced construction, especially field labor work, forget how demanding it is on the body and mind of a new worker.  If the new worker has been tasked with carrying a lot of tools, materials, etc., I guarantee you that he or she will have second thoughts about returning to work when they may find it challenging to just get out of bed in the morning from all the soreness in their back, arms, and hands.  And, for some new workers conscious about doing a good job for their new employer, learning and remembering all that has been taught can be almost overwhelming. 

The Foreman who goes out of his way to inquire about the new workers physical and mental state will probably show more sincerity and caring than by anything else they might do.  Let me share something that I’ve used many times with new laborers during their first week with the company.  Maybe it will serve you well.

“Hey Jackson, how you doing today?  Let me share something with you.  If you get up in the morning and find that you are stiff and sore, you come to work anyway.  That’s normal and I promise you we will help you work through those aching muscles and get you into construction shape.  Don’t quit, don’t even think about quitting, and in a few more days you will be getting along easier than you ever thought.  Just hang in there my man!”

  1. Encourage Other Crew Members to Assist in Learning Our New Worker

Though this article series is primarily about all that Foremen should do to work with a new worker, the Foreman alone can’t do it all when it comes to winning over a new worker to the company.  Engaging other Crew Members in reaching out to the new worker can help encourage the new worker that they are being accepted and that they can learn from the other workers.  Consider a few tips to getting Crew Members more involved with working with the new employee.

  • Ask, or assign, a different Crew Member to work with the new employee for each day of the week.
  • Send the new employee along with one of the Crew Members to get lunch for everyone one day.
  • If you have more than one truck hauling equipment, tools, etc., have the new employee ride along with one of the drivers.
  • If everyone normally sits together to take breaks, have the Crew Members tell their story about how they got into construction and maybe how they came to work for the company.

The tips are simple but you will be amazed how much impact that can have on a new worker, especially during that all important first week of work.

  1. Give the New Worker an End of the Day “Pop Quiz”

It is important that a new worker remembers what they are being taught.  Most Foremen will admit that most new worker’s actual work contribution is very small during the first week of work, but we should not be fooled into thinking that we should not initiate the training process.  Near the end of each day during the first week, the Foreman might ask the worker, “OK Jesse, tell me two or three things you learned today.”  Just a simple statement like this allows for a non-threatening way to ascertain what the worker has picked up on and maybe even how well the Foreman, or one of the other workers, did in teaching the new employee a task.

  1. Report to Your Senior Leader on the New Employee’s Progress Honestly and Objectively

Most senior leaders in a construction companies want to know, “How’s the new employee?  Are they going to make it?”  Too many times the response is negative.  The Foreman needs to be honest and accurate on their observations about the new worker but they should also be objective.  Foremen need to gauge their comments in light of the skill and experience level the worker was thought to be bringing to the company.  Therefore, consider a few statements that might assist senior leaders when assessing their new worker.

  • “She doesn’t have a clue yet but she is asking questions.”
  • “Jack is slow to learning but I think he wants to learn.”
  • “Anzio stays busy; I didn’t see him doing any standing around.”
  • “Well, the other guys are impressed with his attitude and interest in learning.”
  • “He is showing up to work but he’s not showing any interest in learning or helping the other guys.”
  • “The guy has a bad attitude; just stands around or wanders around when we ask him to get something.”
  • “Trish is a fast learner; think she’ll be OK with just more time and practice.”
  • “Man, the dude is always on his cell phone texting.”

For most new employees, it takes a week to just get grounded on where tools are kept, where to store their PPE items, and to become more familiar with the other workers.  But this first week is critical to the early development of the new worker, even if it is only getting their body in a little better shape and allowing their brain to get recalibrated to the pace and nature of working with their assigned crew.

Foreman can greatly impact the new worker in the first week of work if they will determine to engage the worker.  The foreman must adjust what they ask from the new worker based on what early signs they see of the worker’s current skills and knowledge level, always positioning the new worker to be in a safe situation.  Not merely assuming the new worker will be “worthless” during their first week of work can go a long way to stimulating the new worker to like the company, like what they are doing, and to see the long-term benefits to staying with the company.

In our next article, we look at actions Foremen should make during the new employee’s first thirty days on the job.

Here’s to making the first week of a new employee’s time with your company the best possible.

Brad Humphrey

The Contractor’s Best Friend ™

Employee Development, , , , ,