What do you do if your construction superintendent is not meeting their key responsibilities?

Before you can fix any problem, you have to know the root cause. However, in this case, you need to make sure there is agreement with the superintendent 1) that there even is an issue, and 2) what the root cause of the issue is. If you agree with the superintendent on both points, and they are willing to accept feedback, now you have two people working to fix the problem! If you don’t agree, you will get nowhere until you get on the same page. And if the issue / root cause is black-and-white, and the superintendent won’t acknowledge the issue or the cause…you have a much larger issue (one of integrity) and you need to take stronger action, escalating this new issue as appropriate.

Over the years I've found that there are basically 3 reasons something isn't getting done. Each has a different solution. 1. Didn't know it was my job 2. Don't know how to do it 3. Just not doing it for some reason. Don't like to do it, don't have time, etc. 100% of the time, issues can be resolved once we know what the root cause is. All might be some type of training/accountability issue but with different people. 1-3 might not give you the absolute root, but it will get you on the right track with the right questions to ask.

Es común encontrarse con estos temas muy a menudo, por eso es importante como primera instancia intervenir, investigar, analizar y obtener las opiniones de todos los involucrados. y haciendo de su conocimiento al superintendente, con la finalidad que reanalice la problemática.

Review issue(s) & investigate on why the project is not meeting expectations. If it is your site leadership remember that everyone is different and while there are agreed expectations, some people manage in ways that work for them. The key is to ask and understand why they are not meeting the expectations. Perhaps there is a misunderstanding, a training issue, a consistency issue, or many other issues that can be impacting them. While expectations/goals must be met, empathy can be useful to help get to the heart of the matter. Ask the super, are you ok? Let them know you’re worried about them and that you want to help. We are in the people business and we as leaders need to remember these are people also with lives outside of our project.

Por mais conturbada que seja uma rotina de trabalho, é de boa monta organizá-la em etapas e cadências, do início ao fim, com consequências, recompensas e repreens?es. Tudo come?a com a defini??o clara dos atributos e procedimentos de um processo e do papel de cada um(a) nele. Se gastar nisto é o básico! Estando clara e cumprida esta fase, qualquer um(a) que n?o cumprir seus deveres no procedimento, deverá receber o que foi previsto como consequência e repreens?o.

Be honest about the impact and be understanding of the issue. You may not think it’s important to you but to your team it is very important. As a leader this is also your problem. Seek out options, offer alternatives, try to find a solution. Be part of the solution, do not add more stress or anxiety to the project due to your possible frustration with the issue.

If you will not highlight the issue, your project will suffer and in construction project not even day every hour matter. If you will not resolve issues, you will not be able to meet project deadlines. Second no communication means a real death of project, problems should be addressed as soon as possible. Arrange a meeting with pre issue meeting agenda, and professionally suggest constructive solution of the problem and try to understand and dig out the root cause.

Communication is key to setting expectations. Many people avoid difficult conversations like discussing lack of performance. Gather your thoughts and establish real examples of how expectations are not being met. Let the superintendent know your observations and ask to understand their position and perspective. Get aligned on a path forward and work together for improvement.

Best way to address a concern is always to open dialogue first and foremost. No change will happen unless you have the courage to be honest.

Llevar acabo la reunión con los lideres de cada departamento y superintendente de construcción, nos abrirá muchos panoramas en referencia a los hallazgos, recomiendo tener un patrón de seguimiento a exponer en la reunión, así como de las propuestas a soluciones. - Hacer de su conocimiento a cada colaborador del equipo que haya incurrido en el acto es importante analizar y reestructurar su proceso interno, con la finalidad de minimizar o erradicar los problemas. - Así también, es importante dejar asentado los hechos y responsabilidades ante las direcciones y departamento de RH, con la finalidad de que no se repitan las faltas de compromiso o de responsabilidad a sus actividades.

I would analyse the situation, and after analysis the situation, I would communicate with the site superintendent and see if they were aware of the issue and then would make a plan to mitigate and tackle the problem according to the problem.

I would first find out what areas that he or she may be struggling with. Is it a specific situation like scheduling, or multiple struggles. Once determined, find out if there are some training classes or wisdom that would benefit them. Be sure to keep an open line of communication, offer support, and if there is a possible language barrier, provide them the tools to properly communicate with their teams. Verify they have all the tools needed to succeed such as up to date drawings, software, computer skills, to meet the needs of their tasks. Also it’s important to make sure they aren’t getting in over their heads. While they shine on a smaller project, bigger ones can be intimidating at times. Incentive programs sometimes help as well.

Building Superintendent, otherwise known as Clerk of Works or NEC supervisor, is a core link person between the Project Manager and site team. That is, someone who feels the pulse of the site activity and site team regularly and more so at crucial stages of construction such as concrete pour over re-bars structure , covering up draw pits and risers cupboards. Timing is of the essence especially where repetitive or modular activity is happening on site and being on-site is crucial if the Programme is not suffer. Hence a good yardstick for the Project manager is for the NEC supervisor to upload daily progress photos and inspection report that can only be a handful of bullet points on a drawing that can be scanned and stored as a record.

I have found that providing support to the struggling member of the project team helps with motivation and confidence in achieving the goals, of course providing support starts with determination of the issue, assessment of the exact problem and what is really causing the un attaining rhetoric set goals

If a construction superintendent is not meeting their key responsibilities, it's important to address the issue promptly. First, document specific instances where they've fallen short. Then, have a direct conversation with the superintendent to discuss the concerns and provide them with constructive feedback. If the problem persists, escalate the issue to higher management or HR for further action, which may include additional training, reassignment, or termination depending on the severity of the situation and company policies.