Despite a different organizational structure, Harris employs a similar strategy, rotating junior field crew members to the supervision of lead carpenters every six months. “They get a variety of experiences from working with different leads,” he says.
At Kowalski Construction, to become a foreman — Level 4 status, for those keeping score — employees must complete a three-to four-month course taught by Kowalski and other experienced members of the team. The curriculum covers everything from technical skills to paperwork to client communication, and includes weekly reading assignments and written tests.
At a minimum, employee progress should be measured annually. Many remodelers conduct evaluations more often than that. Allen reviews his employees every three months, while at Kowalski Construction, supervisors can initiate more frequent evaluations of their charges if they see fit.
Don’t underestimate the role that the supervisor — be it yourself as company owner, a project manager, or a lead carpenter — plays in the career development of your new employees. “It’s up to the supervisor to be a leader,” Jamrog says. “It’s up to them to know the people who are working with them.”
That means knowing which employees need a kick in the pants, and when and how often.
When providing that extra encouragement, don’t assume — as most managers do — that the wage increase that awaits at the next level is the carrot for the employee.
Aside from salespeople, remodeling company employees who are motivated mainly by money are rare. That’s not to say you can be the lowest-paying remodeler in the area and expect to retain motivated people, but you don’t have to be the highest-paying, either, according to Jamrog. “Underpaying will demotivate,” he concedes, but simply “satisfying” with pay is sufficient.
FROM FIELD TO OFFICE Although most of the movement in a remodeling company occurs in the field, some employees may wish to move into the office. “As someone ages, it’s more friendly on their body to hold an office or management job,” McCadden says. Additionally, certain employees may simply be more interested in a design, estimating, or sales career.
This is a trickier move, because field skills won’t necessarily translate to the office. The first rule of thumb is to honestly evaluate whether the employee has the potential to succeed in the new position. It’s not something that should be done on a whim.
If they do have that potential, however, they can become even more valuable employees. “It’s tough to find designers who have remodeling experience,” McCadden says, “never-mind one who can sell, too.”