Tag Archives: leadership

[AUDIO] Five Things Contractors Better Do or Face Extinction

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In today’s podcast, Brad sits down with Guy Gruenberg of Grow Consulting on the Five Things Contractors Better Do or Face Extinction. This list includes:

  • Start New Hiring Procedures and Processes
  • Start Selling Schools to Identify Potential Workers
  • Start Working Hard at Caring For Your Current Workers
  • Start Looking at Technology that Outpaces Your Competitors
  • Start Tracking Your Key Performance Measurements

We know you’ll love this episode!

 

You can contact Guy and Grow Consulting at:

Grow Consulting

guyasphalt@gmail.com

630-883-2200

 

Strategic Planning, , , , , ,

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 ™

 

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, , , , , ,