February 2008: Straight Answers to Tough Questions

Q:


I’ve been looking for someone to fill an equipment operator position for two years and haven’t been able to find the right person. I hire someone to fill the position and end up firing them in a couple months. There just seems to be a shortage of qualified candidates. Any suggestions?

Matt Desper  

Desper Paving
A:


Why can’t you attract and retain good employees? Let me count the ways!
First, why are you hiring the operator? Don’t you trust your foreman to make a good decision without your approval?

Or perhaps you have one of the following problems:


  – You don’t pay enough to attract the best available.
  – You don’t have an incentive plan for the operator to do better.
  – You don’t have good benefits for employees.
  – You don’t have the best equipment.
  – You are not a very fun guy to work for.
  – You don’t praise or recognize your employees enough.
  – You tell them what to do.
  – You don’t ask for input on daily job decisions.
  – You don’t let the crew spend money without your approval.
  – You are a control freak.
  – You don’t let your people make decisions without your input.
  – Your competitors provide better places of employment than your company.
  – You think no person works as hard as you.
  – You think nobody cares about their work except you.
  – You think nobody is accountable or responsible except you.
 
Am I close to the problem? Look in the mirror before you keep firing people too quickly. Their output is a direct reflection of your input. Or perhaps there aren’t any good people in your entire state.

 
Q:


I have a small construction company that has really grown over the past few years. Thus far, my business has been basically a mom-and-mom company specializing in local civil projects. However, I have recently become a railroad contractor for the Class I railroads, and my business grew more than 250 percent last year. The growth is great, and I love what I do, but the business part seems to overwhelm me at times. Can you offer any advice or direction to a lost girl in a man’s world?

Phyliss Spenser

Quality Contractors  
A:


How long do you have?  Business is business whether you are a woman or man. Congratulations on your growth. Continue exploiting your strong sales effort and competitive advantage. But now it’s time to take care of the bottom line, too. Where do you need the most help? Do you have a professional accounting financial manager and fully integrated construction software program to help you build and manage your business? Do you have good job cost information so you know your bids are accurate? What’s your next hire? You can’t do it all yourself as you grow. Do you need an office manager, general manager, general superintendent, project manager or estimator? Your next move must be to find a strong and excellent manager to help you with the business part of your company. Don’t be cheap. Hire the best, and expect the best. Make this your top priority today. You know what to do. Now go do it!

Construction Business Owner, February 2008