New Generation Problems: How do you train and manage younger employees in the trades?
How are you guys dealing with the newest generation coming into the trades. I feel like these guys have intelligence, they ask very good questions but my answers leave them looking like a deer in the headlights. No information seems the be retained, and it seems like they are unable to work independently without continuous instructions. have not found a good way to get through to them, seems they are only here for the paycheck and no one considers acquiring knowledge and skill as an asset anymore. What have you been experiencing?
NEW MEMBER INTRODUCTION
Hey everyone — I run Dream West Projects out of the Sea-to-Sky in BC. I focus on renovations and I’m currently scaling into multi-unit and larger contracting work. Looking forward to connecting with others in the industry and learning from the community. www.dreamwestprojects.comYoung Contractor Focused on Growth & Systems
Hey everyone, I’m Andrew—owner of Rodgers Home Construction. I focus on residential renovations, additions, and building projects done right the first time. I’m big on running a tight operation with clear communication, solid systems, and delivering exactly what’s promised. Right now I’m focused on leveling up the business side; estimating, job tracking, and building a team that takes pride in the work. I joined this community to connect with other contractors who are serious about growth. What’s one system or process that made the biggest impact in your business?
How do you reduce or eliminate rework in field service jobs?
What systems or habits have helped you eliminate rework in the field? Our solution was bringing on a highly qualified individual with strong attention to detail. We compensate him well, and in return he consistently delivers top-tier work.Salary for In Field Staff? Good Idea or Bad Idea
Curious how others handle salary for field staff, especially hybrid roles. I’m in a bit of a management dilemma and wanted to see how other service businesses approach this. Ideally I’d like to hire a strong operations manager to help manage projects, but as many of you probably know, finding someone who truly thrives in that role can be tough. My alternative idea is to split some of that responsibility between my two most experienced technicians. Both of them have a wide range of knowledge and strong leadership potential. The idea would be a hybrid role where they still spend most of their time in the field but also manage a portion of the jobs. The management side wouldn’t be overly complex – mainly making sure the right technicians are scheduled, materials are ordered, and acting as the point of contact if the crew runs into issues on a job. In return they would earn additional compensation for taking on those responsibilities. My two questions are: has anyone here put in-field technicians on salary, and if so how did that work out? And has anyone successfully split operations responsibilities among senior field staff instead of hiring a dedicated operations manager? I don’t have concerns about their work ethic. They’re both very reliable and I think they’d take the responsibility seriously. In fact giving them more ownership might make them even more invested, and I could also tie in performance incentives if needed. At the same time I don’t want to create a structure that causes problems down the road. I also recognize that being a field tech isn’t necessarily a forever role, so part of me sees this as a potential growth path for them. Curious to hear what has worked or not worked for others.
