Construction and Contracting
A commercial roofing contractor was in hyper growth mode. They had goals to increase their field workforce to expand their service area to additional states and geographical locations. If they were to grow their field workforce, they would also need to increase their administrative, operational and sales headcount to support the additional workload created by increased field work. Additionally, they were challenged in workforce retention and development, experiencing high turnover, and did not have a dedicated Human Resources professional
to manage employee relations and compliance issues that come with trying to scale a business.
What We Did
Our first project was revising the employee handbook to reflect employment law changes, update internal policies and procedures, and adjust the tone. We held day-long information and training sessions for all employees, where we deployed and presented on the updated handbook as well as offered additional development sessions on communication and conflict management. This would allow a baseline understanding among all employees what would be expected of them for the duration of the employment relationship.
As an extension of the handbook rollout, we engaged with the company for a six-month interim HR management
engagement to help build employee-facing processes to support the growth goals of the organization. In addition to building the HR function and developing key processes, we were on-site three days a week to interact with employees and manage any employee relations issues.
The HR Processes
First, the onboarding process we had previously built for the organization hadn’t been enacted to its full extent. We fixed that, implementing the onboarding process for all new hires, and launching a modified onboarding for any temporary employees that were brought on through the company’s recruiting partner. All permanent employees completed a DISC assessment
, received their DISC report, and took part in a debrief with a DISC-certified member of our team. This helped the individual, and their manager, better understand the new hires working style and communication preferences. We guided managers through the 30, 60 and 90 Day Check in process to ensure successful onboarding and that learning outcomes were being met.
We formalized the recruitment and hiring process
, first by editing and standardizing all job descriptions to a format that outlined the job responsibilities, the required experience/qualifications, and the key competencies for the positions – based on Korn Ferry Leadership Architect. All interested candidates were required to take part in an initial phone screen, which was a step not traditionally practiced in this organization or the trades industry in general. We trained senior leadership and key managers in behavioral interviewing to better equip them in identifying top performers during in-person interviews. Instituted a more substantial conditional offer letter for distribution to all candidates of choice.
Prior to the engagement, there was a lack of clarity about the process by which associates received raises and the criteria for pay increases. Through a thorough analysis of the current market and an evaluation of the company’s payroll, we built a comprehensive compensation structure and job banding. We refined their performance management process, tying outcomes to company core values and goal setting. We were transparent in the updates to the compensation and performance review process, therefore eliminating the ad hoc requests for more money which had occurred in the organization prior to our completion of this project.
We supported the newly introduced compensation structure by developing a career map for field force; implementing a learning and development curriculum for the organization. This clearly outlined the requirements for field technicians to advance in their skills and grow within the company.
Implemented a large number of HR processes that the company still utilizes today. Increased the company headcount, while setting the groundwork for additional new positions and opportunities for upward mobility in the company. As with all interim engagements, we sourced and onboarded a permanent HR Manager. We were involved in a thorough and methodical knowledge transfer and only rolled off the engagement once the client was confident in their new HR head’s ability to guide the Human Resources function.
As a construction hr consultant, Red Clover can help your firm with all of your HR and change management needs. Contact us