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

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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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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.

  1. 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 ™

 

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What Do Foremen Really Do?

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Today, the Construction Foreman is one lost soul!  For many, it is merely a glorified best worker or leadman position.  They really aren’t in charge of anything nor do they really have the authority to execute needed plans on a site.  In the worst-case scenario, they are glorified doers, not paid to think, just execute what their leader orders.

What a complete waste of human potential!

The Construction Foreman, if positioned and supported right, should be one of the most important and critical leaders to achieving success for the construction projects engaged.  Let me share with you what good Construction Foremen demonstrate.  If you are a Foreman, see how many match up with your current approach.

  1. Foremen Seek Work Plans Early

The best Foremen I’ve witnessed over the years are those who regularly ask for their next projects’ file.  They want to get a head-start in reviewing plans, locations, job profile information on the customer, surrounding challenges, etc.  Receiving the project info on the same day they are to start not only angers the best Foremen I’ve known, but leads to more quality, safety, and morale problems.

  1. Foremen Study Project Plans…and Ask Questions

The best Foremen I’ve witnessed never fake it.  They have learned, some the hard way, that waiting till you are on the job site is not the time to be asking questions that might have changed how you prepared, what equipment you would have brought, or even what workers you would have taken.  Briefly, the best Foremen want to study their plans, review their detail list of needed tools, equipment, materials, and to identify early who are the other contractors involved on the project.

  1. Foremen Follow Proven Methods…Consistently

The best Foremen I’ve witnessed don’t “experiment” without a prior reason and discussion to do so.  “Proven Methods” best represent a company’s Standard Operating Procedures, or SOPs.  For the smart contractor who has taken the time and pain to develop written SOPs, the Foremen will find, if they follow them, greater achievement than those sorry “bloats” that have nothing to follow.  FACT: Contractors who have written SOPs, and follow them, increase their productivity, Foremen pay, project quality, and most importantly, make going home every day healthy and unhurt a 100% guarantee.

  1. Foremen Update Their Leaders Regularly

The best Foremen I’ve witnessed simply keep their leaders updated on a regular basis.  They are transparent and realize that their leader, if updated, is better prepared to answer questions from the customer when caught off guard, AND, provide greater insights and consulting back to the Foreman that can help the job process improve.  I’ve witnessed the best Foreman calling their leader once a day, twice a day, even every few hours depending on the project and how “risky” the project.  The best Foremen I’ve witness do not work in a vacuum…nor do they want to!

  1. Foremen Prepare & Organize Every Day

The best Foremen I’ve witnessed prepare each new project, and each new day, as if it were the first time they led a project.  There is a reason great athletes, and great teams, practice warm-ups and basic drills, daily, prior to entering the more intellectual part of their preparation for their next opponent.  The best Foremen I’ve witnessed do this every day.  This can include insuring that every truck and trailer is packed with all the needed tools, equipment, components, etc.  This moves forward by doing a daily walk-about their job site, upon arrival, to ensure that no safety risks exist, and that overnight “project demons” have not changed or damaged the previous day’s effort.

  1. Foremen Prepare Their Crews on the Who, What, & How Much

The best Foremen I’ve witnessed consistently communicate with their crews who is assigned to what action and efforts.  They also communicate what the needs of the project are that day… “Do we need to do some extra housekeeping?  Do we need to start tearing down, clean, clean-up and stack the forms, etc.?”  And, the best Foremen I’ve witnessed always discuss “how much” needs to be accomplished by lunch or the end of the day.  This sets daily goals and gives the crew something tangible they can strive to achieve.

  1. Foremen Hold Crew Members & Themselves Accountable

The best Foremen I’ve witnessed realize that accountability moves through all workers, including themselves.  They do not look for easy passes by their senior leaders, realizing that their senior leader is also held accountable.  The best Foremen I’ve witnessed hold their own workers accountable by insuring the timely arrival to work, proper use of time during the day is followed, and that no one quits for the day too early and not before there is some level of housekeeping completed.  When the worker fails in their duty, they are spoken to first, reprimanded on a second incident, perhaps disciplined on a third offense, and even terminated on a fourth.  Most good and worthy employees get the message after the first or second corrective action taken by the Foreman.  For those who don’t connect the dots until the fourth incident, it’s often best to let them go before they infect their form of work ethic into other company employees.

  1. Foremen Embrace and Use Their Authority Wisely & Respectfully

The best Foremen I’ve witnessed have authority, given to them by their senior leaders, to use as needed to get jobs ready, executed, and cleaned-up so they can move to the next project.  The best Foremen I’ve witnessed realize that having such authority is precious and should not be squandered by smarting off to their leaders, cussing out their workers, and telling their customers to “take a hike.”  It is a privilege to be entrusted with the authority to make a project successful.  The best Foremen I’ve witnessed realize this and feel empowered to lead, with pride, their workers to be the beset crew possible in completing work, win the trust of their customers, and continued faith in them by their senior leaders.

It is an honor to be a leader.  The best Foremen I’ve witnessed believe this and realize that their work efforts, and results, influence their pay, their level of trust and respect among senior leaders and the owner, and, has the most influence for their own promotion to higher levels of responsibility, if that’s their goal.

What do Foremen really do?  I think a lot personally.  Show me a great Foreman and I’ll show you a leader who trains their followers, spends more time with new employees and those who are challenging the SOPs or the company’s requirements, and finally, who takes pride in being a leader.

Be the Foreman who strives for excellence.  Pay no attention to other Foremen who make fun of your preparation and organizational habits, knowing you will be rewarded while other non-performing Foremen may find themselves not doing things the right way…for another contractor.

Brad Humphrey

The Contractors’ Best Friend

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