Why do we set up new hires to fail?

Fulton Cure is a Well Build Construction Consulting consultant, a Baltimore -based company that offers strategic consulting, facilitation services and round tables for construction executives. Opinions are typical of the author.

The construction industry has a bad habit and it has been too long.

Construction companies will launch new hires at the top after only a couple of days at work without much formal training or on board. If you haven’t seen it personally, at least you heard it talk.

It is this concept of training of “Snay or Swim” where the leaders of the industry consider that we will throw them in the big part and see if they can manage this work. No life vest, without instruction manual, only a fire trial. Unfortunately, more often, they sink.

Not only did I see it first -hand, but it also happened to me. I remember being new in the industry. I was working for a residential remodeling company at the time, and during my first week I was sent on my own and asked to check the specifications on some materials that were delivered.

Now, looking back with the experience and knowledge I have obtained, it is a simple task. But at that time, I had no idea what was right or wrong, or how to find out this information.

I remember calling other people I worked with and who were too busy to answer a phone call. It took hours to get an answer and finally check a simple task.

In addition, my production director was frustrated with the fact that it took me so much to complete a simple task. I felt confused, alone and angry.

Let’s be real: This approach is not training. It’s a game.

When a new employee begins to fight, especially in a new role, not only disappears. Often, they are frustrated and resentment can begin to grow.

They begin to make a mistake and disassociate in their work. They begin to fear their working day until they finally move away or say goodbye because they do not work with the standards. The biggest image to remember: The construction industry faces a serious shortage of labor. So why is it more difficult to set up new hires to fail?

The cost of billing is not just a number. Productivity, re -elaboration and delays of the project have been lost, which can be very successful in the reputation of a company. When someone goes away because they were not given the tools to succeed, we not only lose a worker. We miss the potential they have to help our business prosper.

Invest in people

The best construction companies know that training is not a waste of time or resources, it is an investment. Take advantage of the time for board and Mentor New Hires does not really stop a company when it comes to progress. In the long run, everything accelerates. A well-trained employee makes less errors, works more efficiently and tends to stay longer.

I have worked with many leaders who succeed. They don’t just throw people and wait for the best. They assign team members or find time to train, guide and give new hires the support they need to grow.

And do you know what happens normally because of this time and effort? These companies build strong teams, offer better projects and create an environment where people want to work.

If we really want to end this or swim mentality, we must do better. We can do this by providing:

• Structured on board. Each new rent should have a clear and organized introduction to its role. It is not a babysitter, it is about setting expectations and providing a solid base.
• Practical mentoring. It combines new employees with experienced team members who can guide them in their role. Learning work is great and has its place in the world of construction. But besides that, having someone in your corner makes the whole difference.
• Clear feedback and growth plans. Create a space for new hires to obtain comments on their performance and what comes on the horizon. If they fight, don’t just leave them to find out. Teach them and give them space to correct them.

The reality is that most people not only “discover” in high participation environments like the world of construction. Don’t we expect a carpenter for the first time to mark a house without training, why do we hope that project managers, superintendents and estimators will excel without guidance and training?

The best companies do not leave the success of their random people. They build it: an employee formed and tutored at the same time.