Train Responsible Employees

In many cases, the orientation program begins before the first day of work. At Mellon Certified Restoration in Yeadon, Pa., Human Resources manager Maureen Bilotta gives new hires the employee manual and other paperwork when they accept the offer. The employee reads the manual and fills out forms prior to or upon arriving the first day. At Oakland, Calif.-based Winans Construction Inc., prospective employees are invited to attend the company's Monday morning meeting before they officially join. Some interviews are arranged to occur that morning, allowing the prospect to come by early to get a feel for the company, co-owner Nina Winans says.

An employee manual is vital. Winans spends about 45 minutes the first morning going through the key aspects, especially safety procedures. She also uses a checklist to ensure each employee receives everything needed and to guarantee that the process is consistent (see the sidebar).

Checklists Aid Process
Checklists are a key element to the process at Stronghold Remodeling in Boise, Idaho, co-owner Joan Stephens says. Those include a checklist of paperwork and key equipment that is reviewed at the office as well as safety procedures that are reviewed at the job site with the production manager, who also goes over them with subcontractors.

Because Mellon's restoration work can involve hazardous situations, including smoke and mold, safety is a key concern for new employees, Bilotta says. Prior to their first day, new employees go through drug screening and a physical to ensure they can handle the job requirements (the physician has a list of job descriptions and requirements). This also includes OSHA requirements for working with respirators. On their first day, new hires are given a safety bag, consisting of a duffel bag with a personal first-aid kit, safety glasses and goggles, three types of protective gloves, ear plugs and a half-mask respirator and filters.

At Stronghold, new hires work with the production manager for the first day, to help employees understand safety procedures and get a good view of the company's various projects. "The travel time between jobs is used to discuss what goes on at the site and how to deal with customers," Stephens says. At Mellon, the new employee is partnered with a "lead" employee the first week. The lead takes the new hire under his or her wing and helps acclimate them into the system. "We like to make it a little more social to create a better bond. It lets them talk about details—where to get coffee, what kinds of activities they prefer doing on the job, etc.," Bilotta says. At Winans, new hires start working at the site quickly, but they're overseen by others who explain why they are doing things certain ways.

Part of the orientation process involves interacting with the client, Stephens says. "Client communication is important to stress," he says. "You have to show the employee how you want them to greet clients—call them by name, look them in the eye, shake their hand. That's the beginning of how we expect them to communicate. We expect a carpenter has the skills he needs, so we focus on communication and actions at the site."

Winans has a 30-day review with the employee to exchange impressions and discuss any concerns on both sides. A final 90-day review also occurs, which is when benefits and perks kick in.

Safety and communication remain key topics at regular weekly meetings, which the new hires begin to attend, and these points are reinforced in many ways throughout the company's programs. "It's important to keep repeating procedures and safety needs," Stephens says. "That first day can be like drinking from a fire hose. It's overwhelming. So you have to keep reinforcing the procedures to ensure they hit the standards, both in writing and in person. You have to let them see things several different ways to have it stick with them."

Such orientations and meetings take time, which means money. But all agree it's worth doing. "You have no idea what your employees are doing in the field," Stephens says. "The only way you find out is when a client complains or a problem arises, and then it's gone too far. It's worth putting the time into ensuring things are done right from the beginning. You can't lose the referrals that might result from having an irate client who isn't handled well."