Underperformance in your construction team can have serious consequences for your project quality, budget, and reputation. You need to identify the root causes of the problem and take appropriate actions to address them. Here are some tips on how to do that.
The first step is to assess the situation and gather relevant data. You can use various methods, such as observing the work process, reviewing the project documents, conducting surveys, or interviewing the team members. You should look for indicators of underperformance, such as missed deadlines, poor quality, low morale, or frequent complaints. You should also try to understand the factors that affect the performance, such as the skills, motivation, communication, resources, or expectations of the team.
Monitor the baseline and all subsequent schedule updates. Hold periodic schedule update meetings with subs and suppliers to ensure they are all aware of the progress or lack there of, of their particular scope of work. Do wait for others to delay the work, stay in front issues early as they arise. Exercise your contractual rights by documenting and putting the involved parties on Notice. Track impacts in real time as they occur.
Have a chat with them. Find out how they are doing, are they ok and what help can you offer. Work is one part of our lives but often there is so much more going on. We all need to perform but having some compassion and understanding the bigger picture is the first step, in my view. After that you can have a chat about the performance, explain what is required and provide input into how the situation can be resolved positively. We all need to perform in our job and it is vital to perform over and above requirements, but in the context of a conversation about underperformance you need to address the root cause and find long term solutions to get the best from people. Looking after people often yields the best results.
Encourage teamwork and collaboration among your team members. Facilitate effective communication and create a positive work environment where everyone feels valued and supported.
First see, where is the weakness? The cause of slow progress? The paper work should be completed for each activity which shows the activities of Project Manager Helpers (Man power) Finance Material Equipments and plants. You can easily get the reason.
Une première étape est la préparation des documents. Fournir à l'exécutant le document approprié, et non un dossier complet du projet. Un cableur d'un boite de jonction ne devra avoir que le plan de la boite et non tous les schémas de boucles...
The second step is to provide feedback to the team and the individuals. You should do this in a timely, constructive, and respectful manner. You should praise the good performance and acknowledge the efforts of the team. You should also point out the areas of improvement and explain the impact of the underperformance on the project and the client. You should avoid blaming, criticizing, or threatening the team. You should also listen to their feedback and concerns and show empathy and support.
Just take a step back and make sure you know what the hell is going on, don’t take snippets of the bigger picture and make a premature and wrong conclusion Stop treating the symptoms and actually look at and connect the symptoms and find the actual disease The issue might be an overtly aggressive profit-target from the contractor, or maybe the owner of the project is too cautious and hedge the risk too much, or a combination of both or something else entirely It might be the engineers, the managers, the welders or anyone in the project Or maybe the project environment itself is flawed Ensure that both the Owner and the Contractor and their respective teams understand and respect each other’s perspective and risk
it's important to establish clear expectations and standards for each team member, ensuring that everyone understands their roles and responsibilities. Providing training and resources to address any skills or knowledge gaps is crucial to support underperforming team members. Additionally, offering personalized support and guidance through regular mentoring, or coaching can help individuals improve. Setting clear goals and deadlines, monitoring performance through regular reviews and feedback sessions, can help identify and address underperformance early on. Constructive feedback & open communication are essential when discussing underperformance with team members, and it's important to recognize and reward good performance to motivate.
As a Resident Engineer, it is important to visit the site often. Talk to your inspectors and ask questions about the operation to make sure they understand what is happening. Discuss with them what needs to be in their report. If errors are found in their report during review, let them know what is wrong and have them correct it in a timely manner. If they are having trouble understanding specifications, explain it to them and make sure they have reviewed the specification before the operation starts.
The next crucial step involves delivering feedback to both the team and individuals. Timely, constructive, and respectful communication is key. Acknowledge the team's positive efforts while highlighting areas for improvement. Emphasize the impact of underperformance on the project and client without resorting to blame or threats. Importantly, create an open environment by listening to the team's feedback and concerns, demonstrating empathy and support. This fosters a collaborative atmosphere for addressing challenges and facilitating positive change.
Creo que es importante también conocer a las personas, tomarse el tiempo para saber de sus vidas, que les gusta, que dificultades tienen, como son sus afectos. Aparte de generar cercanía nos permite entender ciertas actitudes que pueden estar perjudicando su desempe?o laboral.
The third step is to set goals and action plans for the team and the individuals. You should do this in collaboration with the team and ensure that they are involved and committed. You should set SMART goals, which are specific, measurable, achievable, relevant, and time-bound. You should also define the action plans, which are the steps and tasks that the team and the individuals need to take to achieve the goals. You should also assign roles and responsibilities and provide the necessary resources and support.
There is no straightforward answer to this question. Someone cannot be called an underperformer just because they missed a deadline. Why? In most cases, this happens: It is common for professionals to work on multiple projects and on top of that, they are given a limited deadline to complete the project. We call it 'Underperformer' Metrics to gauge underperformance are not straightforward.
Setting clear goals is a great way to ensure everyone is on the same page. Regular check-ins help track progress and make necessary adjustments.
Along with the SMART approach, you have to set stretch goals. This requires the person that is taking lead to coach the Team, must know the individuals within the Team. And follow up regularly, it becomes a sense of "maintenance" for the lead to make sure the Team is succeeding.
Sit discuss and set goals that are achievable, as long as the right people are doing the right role. Anything can be achieved
Under performance is often a result of unexpected troubles or mishaps that can throw the schedule and objectives out of wack. Having a back up plan for the unforeseen problems that may arise is key. Informing personal of additional responsibilities when things are not going well, will not only show your team members how to prepare and ready themselves for the changes by actively promoting problem solving and eliminating a stress when progress is in jeopardy.
The fourth step is to monitor and follow up on the progress and performance of the team and the individuals. You should do this regularly and consistently. You should use the data and feedback that you collected in the first step to measure the results and compare them with the goals. You should also communicate with the team and the individuals and provide ongoing feedback and recognition. You should also address any issues or challenges that arise and adjust the goals and action plans if needed.
The fourth step is to monitor and follow up on the progress and performance of the team and the individuals. You should do this regularly and consistently. You should use the data and feedback that you collected in the first step to measure the results and compare them with the goals. You should also communicate with the team and the individuals and provide ongoing feedback and recognition. You should also address any issues or challenges that arise and adjust the goals and action plans if needed.
By strengthening and focusing more on the monitoring and identification of weaknesses and by following up and outsourcing some work to others, it is possible to fully advance the project and at the same time, imperceptibly induce individual weaknesses to the members.
By intensifying efforts to monitor and identify weaknesses, coupled with a strategic focus on outsourcing certain tasks, it becomes feasible to advance the project comprehensively. Simultaneously, this approach subtly encourages individual members to address and overcome their weaknesses.
The fourth imperative step involves consistent monitoring and follow-up on team and individual progress. Utilize the data and feedback gathered in the initial assessment to measure results against established goals. Foster regular communication, providing ongoing feedback and recognition to keep the team motivated. Address any emerging challenges promptly, and be prepared to adjust goals and action plans as necessary. This proactive approach ensures continuous improvement and facilitates the achievement of project objectives.
This is management! Collection and digestion of the right information is key to being in control and improving the weak points of your team and communicating effectively with them.
The fifth step is to evaluate and reward the performance of the team and the individuals. You should do this at the end of the project or a specific period. You should use the data and feedback that you collected in the first and fourth steps to assess the outcomes and achievements of the team and the individuals. You should also solicit their feedback and opinions on the performance evaluation and feedback process. You should also reward the team and the individuals for their performance and improvement. You can use various types of rewards, such as bonuses, promotions, certificates, or public recognition.
Reward for great effort by a team and any individuals there in is invaluable. It is a serious mistake to overlook this. Even basic or simple acknowledgement has a great effect. People's feeling of being "valued", cannot be under estimated.
I believe that rewards should be provided throughout the duration of the project, rather than just at the end. Large projects that would take over five years to complete would be far too long for rewards to be recognised by individual, and they may will seek alternative employment in this period especially if there are market changes. rewards don’t necessarily mean monetary, it could be an evening out, additional holiday time or simple recognition for all the hard work that’s been carried out.
In evaluating and rewarding the construction team, I establish a structured recognition and reward system. Regular assessments allow for a fair evaluation of individual and team achievements. Positive feedback is provided, highlighting areas of excellence, while constructive feedback addresses opportunities for improvement. I actively acknowledge and celebrate successes, fostering a positive work environment. This approach not only recognizes hard work but also motivates the team to consistently strive for excellence, contributing to a culture of continuous improvement and success.
The fifth pivotal step involves evaluating and rewarding team and individual performance. This occurs at the project's conclusion or a designated period. Utilize data and feedback collected in prior steps to assess outcomes and achievements. Solicit their input to enhance the evaluation process and provide rewards for noteworthy performance and improvements. Consider various rewards, such as bonuses, promotions, certificates, or public recognition, fostering motivation and reinforcing a culture of continuous improvement.
Comprehensive Assessment: Evaluate team and individual performance comprehensively at the project's conclusion. Utilize collected data and feedback to assess outcomes and achievements. Solicit feedback on the evaluation process to enhance its effectiveness. Diverse Rewards: Recognize and reward performance improvements through various means, such as bonuses, promotions, certificates, or public recognition. Tailor rewards to individuals' preferences for increased impact and motivation.
The sixth step is to learn and improve from the experience and the feedback. You should do this as a continuous process. You should reflect on what worked well and what did not work well in the performance evaluation and feedback process. You should also identify the best practices and the lessons learned from the project and the team. You should also implement the changes and improvements that are needed to enhance the performance and the feedback process. You should also share the knowledge and the feedback with the team and the stakeholders.
One thing I find paramount, in order to consistently motivate individuals is short to medium term attainable target driven incentivised financial reward. If the business flourishes due to its profit making abilities and drive, so should it’s employees.
In the construction estimation process signifies an ongoing commitment to excellence. By reflecting on performance, extracting best practices, implementing necessary changes, and fostering continuous improvement, construction estimators can optimize their processes and contribute to a culture of collective growth and development. In embracing this commitment, the construction estimation team not only refines its capabilities but also stays at the forefront of industry innovation, ensuring accurate and effective estimations in the face of evolving challenges.
The sixth step is an ongoing commitment to learning and improvement. Reflect on the performance evaluation and feedback process, identifying successes and areas for enhancement. Extract best practices and lessons learned from the project and team experiences. Implement necessary changes to optimize performance and feedback processes, fostering continuous improvement. Share newfound knowledge and insights with the team and stakeholders, contributing to a culture of collective growth and development.
Muchas veces el bajo rendimiento del personal se debe a que no se sienten valorados o bien remunerados ahí hay que analizar cada punto laboral, social y mental de los trabajadores, poyarlos en esos ambitos capacitarlos constantemente
Reflect on performance evaluations and feedback, identifying successes and areas for development. Implement necessary changes, share insights with the team, and foster a culture of continuous improvement for enhanced collective success. Follow the PDCA Cycle.
Well, if there's a reward, punishment must be involved. After evaluating new goals, if the team still did not achieve the target then punishment to the team must be applied. There are many punishments you can adopt such as no raise on your next plan salary, no achievement bonus with no salary raise in the current year.
One thing that I feel is an important part of this development strategy is to mentor by example. Build a strong culture of work ethics by being that example.
Establish a clear benchmark to measure performance against it. Make sure that each team member has a workplan of tasks and clarity how to deliver. Build communication lines so the team have confidence in reporting on problems before they become issues.
Make everyone accountable for their own portfolio, and then implement rewards and penalties based on performance. Review regularly.