Tag Archives: Construction

Improve Construction Employee Retention With a 90-day Action Plan

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TCBF

This article originally appeared in The Contractor’s Best Friend at ForConstructionPros.com.

 

Any contractor knows that retaining workers takes a huge effort. No leader is “off the hook” from working to keep workers on-board and committed to staying with their employer. Interesting new research demonstrates that even an employee peer group can be quite influential to encourage a new employee to stay with her new employer longer.

In a previous article on how to retain our workers I introduced seven steps that many contractors have embraced with success. They are:

  • Step #1 – “On-boarding”
  • Step #2 – The 90-day Plan
  • Step #3 – Skill Training
  • Step #4 – Coaching & Mentoring
  • Step #5 – Engagement/Participation
  • Step #6 – Responsibility Enhancement
  • Step #7 – Performance Review

While not every contractor excels at each of the steps, all contractors at some point realize that all seven of the steps are critical to any serious attempt to retain workers. And with a great shortage of workers for our construction industry current in play, it is imperative that every contractor consider what he might do to find, hire and hold on to those “precious assets” we call employees.

We will pick up today then with our second step to employee retention, something I call the “90-day Plan.”

The 90-day Plan is a strategically developed action plan that lines out for a new worker what her first weeks with the new company will entail. Is there anything magical about “90-days?” Well, sort of! Let me explain.

For companies with more than 50 employees, the attention paid to complying with government employee regulations is important. Most companies recognize that it is important to provide a period of 90 days to allow a thorough opportunity for the new worker to prove her ability and demonstrate her potential to a company and to allow the employee to recognize if the company is the sort of company she would like to work for.

Certainly most contractors will tell you that they have their opinions formed about a new worker much sooner than 90 days. The fact is, allowing a “probation” period does allow for greater review and assessment and prevents a rush to judgment. However, most companies that formally commit to a 90-day trial period fail to have any real plan for a new employee. Here’s the typical first few days for a new employee:

  • Introductions to coworkers and leaders
  • General orientation to company policies
  • “Go to work…and figure things out!” (employee is “turned loose” to see what she can do)

While that might exaggerate things a little, those efforts are not far off for many contractors. Think about this reality for a newly hired employee: when she arrives for her first day of work she has invisible antennae on “high alert” listening, watching and sensing anything and everything that confirms for her the decision she made to join the new contractor. Personalities, smiles, tones of voices, jokes, manners and amount of attention are just a sample of the things that a new worker will be sensitive to experience.

And when that new worker arrives at home after her first day at work, and if she has a spouse, significant other or even just a roommate, you can be sure that at least one question will be asked of the new worker: “How was your first day?”

How that new employee answers this question is based totally on how she interpreted her first day of reading the workplace and the people she just spent time with. What sort of impression do you imagine she would realize on her first day at your work place?

This is why I developed something that I call simply the “The 90-day Plan.”  It’s not magic, but it does provide you with a bonafide strategy to share with your new workers on their first day. Just imagine the positive first impression a new employee might have for your company if on the first day she received, as part of her orientation, a well-thought-out plan for her first 90 days.

While such a plan might scare some new workers, it will more likely have a positive impact on the new employee’s mental attitude, as she clearly understands that your company is prepared for her participation. The plan also sends a strong signal that she is expected to contribute sooner rather than later.

While every 90-day plan can be different for every new employee, there probably are several items that might appear on most of your new worker’s first 90 days of work. Let me share with you a sample 90-day plan for a crew foreman. Look more at the range of things that are presented during the first 90 days rather than the specifics. Obviously, what you might create would be tailored to your organization and the job that you hired the new employee to do.

The 90-day Plan for crew foreman

  • Week #1 – General information about company, policies and walk-through of employee handbook
  • Week #2 – Focus time discussing leadership skills and techniques
  • Week #3 – Focus time on job scheduling and planning
  • Week #4 – Training on construction “math” to improve calculating productivity rates and projected manpower
  • Week #5 – Review of company equipment, vehicles, tool needs, and maintenance and operating requirements
  • Week #6 – Discuss industry, challenges and trends
  • Week #7 – Training on building teamwork for construction crews
  • Week #8 – Communication training to improve interactions with different personalities
  • Week #9 – Training on coaching and counseling employees
  • Week #10 – Review of material use, advantages and options
  • Week #11 – Introduction to improving customer retention through satisfaction techniques
  • Week #12 – Developing the crew foreman’s strategy for growing crew productivity, quality and safety

Now, there are a few other “secrets” to making this approach more beneficial to both the company and the individual.

First, there should be a “pop quiz” every Friday for the first 12 weeks. The pop quiz can be verbal or written and should not necessarily be conducted to “flunk” the new worker. In fact, just the opposite intent should be in play. For example, to have some fun with the new worker, the questions for the pop quiz at the end of Week #1 might include some of the following questions:

  1. Where are the rest rooms for the women and men?
  2. What are the hours of the company?
  3. What are the company colors?
  4. What type of construction did you experience this week?
  5. What are the names of two employees you met this week?

You can see from this list that the first week’s questions are softballs not intended to trip up anyone but simply to remind the worker that the company expects her to retain some of what she learned during her first week. Certainly the questions can become a bit more challenging as the weeks proceed.

Second, the worker should be engaged with work and her peers as soon as possible. Short of positioning a new worker in an unsafe work situation, the sooner the new worker can join her peers and begin to get a feel of the tasks involved the better motivated she will be. While there might be some weekly topics for training or discussion, the contractor needs to expose the new worker to her specialty of construction as quickly as possible, even if the new worker comes from a similar background. The contractor must demonstrate why the company is different from the company the new worker just left.

Third, for the first 12 weeks the new worker should have a “partner” while at the workplace. The partner might be a fellow crew or department worker, but the more important role is for the partner to check in with the new worker at least once a day to see how the “newbie” is getting along. Such extra attention can really go far in winning the new worker over to the culture of the contractor AND, such a relationship also provides the contractor with another employee’s opinion about the new worker.

Fourth, require a “lessons learned” report from the new worker. Like the pop quiz, contractors can gently push new workers to be more alert and interested in learning their new role. Here’s what I would recommend a contractor ask the new worker to verbally report to her senior leader each Friday, just before the pop quiz:

  1. What did you learn this week?
  2. What did you learn that will improve your performance or behavior?
  3. What did you learn that will help this company be better?

The questions are simple and really allow the new worker to demonstrate her awareness and her attention to what was presented during the week. A contractor might be surprised at how many new workers, even management level, “sleep walk” through their first few weeks. It’s almost as if the new workers are enjoying their lack of accountability!

The 90-day Plan will not cure all of your new employee learning needs, but it will set your construction company apart from many of your competitors. Remember, raising the excellence at your company can be done through a number of means. The 90-day Plan is just one method to building long-term employees.

Make the first 90 days work for you … and for your new workers!

Employee Development, ,

The Two-Minute Drill: Finding the Best Employees, Part I

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Today’s video post is the latest from our Two-Minute Drill series. In “Finding the Best Employees, Part I”, contractors can learn the tools needed to find the best possible workers for their company. 

Remember, everyone has two minutes!

 

https://www.youtube.com/watch?v=tQj8r2ngvSk

 

For more information on how you can make the “Two-Minute Drill” a part of your company, visit us here, or download our sell sheet. 

Recruitment,

The Importance of On-boarding for Construction Worker Retention

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TCBF

This article originally appeared in The Contractor’s Best Friend at ForConstructionPros.com.

As much as 30 percent of the construction workforce will be at least 55 years old by 2020. Replacing workers in your company can range from $5,000 for a laborer to as much as $35,000 for a veteran department manager. With statistics like that it’s easy to see why contractors might want to do what they can to retain the workers they have.

Here are my Seven Steps to Worker Retention:

  • Step #1 – “On-boarding”
  • Step #2 – The 90-day Plan
  • Step #3 – Skill Training
  • Step #4 – Coaching & Mentoring
  • Step #5 – Engagement/Participation
  • Step #6 – Responsibility Enhancement
  • Step #7 – Performance Review

Few of these steps are new, though terminology might be a little different from what some contractors use. In fact, most contractors have used at least one of these steps at one point or another.

But what’s different and important — especially in light of the shortage of construction workers — is that contractors need to practice all of these steps together if they want to retain the workers they have. Now, let’s look at our first step.

Step #1 – “On-boarding”

The term on-boarding isn’t new. It really hasn’t been all that common in the construction industry until just three to five years ago for many contractors. So what is on-boarding?

On-boarding is an approach to prepare both the company and the new employee for a positive employment experience. It’s an effort made by the hiring company to prepare new hires for their new work environment. Likewise, it’s also the preparation a company makes to make sure their current workers are ready to project a positive and sincere image, creating a very good first impression on new workers.

There are many actions, techniques and approaches that can be used to ensure that the on-boarding experience is effective. We’ll spend the remainder of this article providing you with a number of efforts you might want to use (as stated or modified) to fit your company’s culture and resources.

Components of effective on-boarding

Prepare your culture for new workers. This is not as easy as it sounds. Some of your current workers are, quite honestly, horrible when interacting with a new employee. They might not be sociable or helpful in the early days, not to mention that they might refrain from making eye contact, quickly walking away from a new worker or looking for opportunities to avoid the “newbie.” To prepare your culture for new workers is to communicate your personal expectation to welcome and integrate them into your organization. This first component really does begin with the contractor and the senior leaders.

Train your current workers on interpersonal skills. This training might include teaching your workers, especially field workers, how to shake hands with other people, how to ask friendly questions of a new worker without being too invasive or personal, and how to assist a new worker without making the new worker feel stupid. Learning how to make eye contact, how to square one’s shoulders up to another person when speaking and how to listen with interest are all skills that can be taught and learned.

Advance newly hired employee “reading literature.” There is often a space in time between candidates accepting your job offer and their first day as a new employee. Send the new hires an article or perhaps some company information that might kick-start their thinking process. Some contractors have sent new hires (before their first day) a package that contains some company literature, perhaps the employee handbook, maybe even information about a project that the new workers will be assigned to when they begin. Sending such literature in advance has less to do with the importance of the literature and more about sending a strong message to the new hires that they are needed, are being thought of and that the company is anxious to get the learning process moving.

Prepare for day one and making a great first impression. When that new employee arrives on the very first day it is crucial that the contractor and every other person available make an effort to greet and welcome the new employee. In most companies a general company orientation is part of the first day, maybe a few introductions are made, and then the new worker is escorted to his cubical or assigned to a crew. While the temptation is to get the new employee “doing” as soon as possible, it is more important on this first day to be sure he is made very familiar with co-workers, the work area and where tools and resources are located. Even for the new field worker there is much that a contractor can do to make a great first impression, including:

  • Introduce new worker to rest of crew workers
  • Pre-assign a current worker to be the “buddy” for the new worker
  • Provide lunch for the entire crew on the new employee’s first day (crew members will begin to love the first day of a new worker!)
  • Have the crew leaders spend a bit more time explaining work processes, standards, etc., for the way your company performs tasks
  • Have the current workers present the new worker with a new company logo’d hat, shirt, etc.
  • Encourage your current workers to each provide some fun information about themselves or the crew experience during break times

Finish day one with supervisor conducting “debrief.” To bring a bit of closure to what is usually an emotionally trying day for a new employee, have the new worker’s immediate supervisor spend a few minutes at the end of the workday just seeing how the new worker faired. Ask your leaders to share how glad they are that the worker has come to work for the company, maybe even pointing out any positive observation that they made about the new worker. Have the leader ask the new worker if he enjoyed his day and if he has any questions that can be answered before he leaves work. Such follow-up really does provide the final “book end” of experience for the new worker on his first day.

Now, with the on-boarding effort complete with the first day, this doesn’t justify having all the workers begin to treat the new worker with anything less than the same respect afforded them on the first day. However, we’ll look at the next 89 days of effort in our second article in this series.

A final thought before closing out this first step.  On-boarding is HUGE in the life of any new worker. Think about the fact that most new workers will return home and be asked by a spouse or significant other, “How did your first day go?” You want your new worker to have nothing but positive things to say about their first day’s experience. Such a great first impression will get the entire relationship off to a great start!

On-boarding is your preparation and execution to retain new workers. Unless you want to experience the turnover costs addressed earlier in this article, put to use the components to make the first day on a new job the best experience possible for new workers. The effort will reward you handsomely.

Here’s to bringing new employees “on board” with your company and to building long-term relationships with your workers!

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