Precast Show 2019

ABOUT PROOF MANAGEMENT

• Established 1972
• PROOF speakers have made over 4000
HOW TO FIND AND presentations
TRAIN EMPLOYEES • PROOF has spoken to or worked with over
250,000 construction people
Monroe Porter
• PROOF offers
PROOF Management • Seminars
• Consulting
• Networking groups

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PROOF’S AREAS OF MONROE PORTER

EXPERTISE
• Contractor Seminars Monroe Porter
• People Management
• Cost and Pricing
• Construction industry background
• Sales and Marketing • Taught over 2000 seminars
• Distributors and Manufacturers • A consultant for over 30 years
• Sales Training • Practical and straightforward
• Product consulting and research
• PROSULT
• Networking groups for contractors

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THE TICKET AND ADMISSION

RECRUITING SUCCESS
• Hiring shortages are social & economic issue
• At 3.9% unemployment is lowest since 1969
• August 2018 all time high of 7.1m job openings
• Recruit work ethic, teach skill
• Look outside your industry
• Use a marketing guru to help hire-HR tends to
be a administrative activity not sales/marketing
• React quickly to inquires on line
PRINCIPLE
• If you don’t buy a ticket, you can’t attend the
game but buying a ticket doesn’t ensure a
good game.
• Offering strong tangible benefits and pay will
attract and but doesn’t guarantee performance.
• Good pay and benefits attracts employees.
• Good leadership develops winners.

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UNDERSTANDING MEANING AND REALITIES OF THE

PURPOSE
“Humans may resemble many other creatures in their striving for
happiness, but the quest for meaning is a key part of what makes
us human, and uniquely so.” — Roy Baumeister et al. (2013)
Happiness is about feeling good:
• Driven by self
• Can be self indulgent
• Will not necessarily generate purpose and life satisfaction
Meaning is about pursuing something bigger than self:
• Driven by contributing to the bigger picture
• Is about relationships
• Generates self satisfaction and purpose
WORKPLACE
• A UNC study found 75% of employees’ life happy but having
a low sense of meaning on the job
• The Energy Project surveyed 12,000 workers and 50%
lacked meaning or purpose
• A Gallop poll found 50% of workers ready to leave their job
• Research shows with a meaningful workplace that
employees are:
• 3 times more likely to stay
• 4 times more likely to be engaged
• 7 times more likely to have job satisfaction
Small businesses can’t out pay or out benefit the big guys but
they can offer much more meaningful work. The greatest
benefit of working in a small business is the ability to see a
project from beginning to end.

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EXAMPLES THAT HELP US

OBSTACLES TO CREATING A
UNDERSTAND MORE ABOUT
MORE MEANINGFUL WORKPLACE
MEANING AND PURPOSE
Family-the next time your mother-in-law cooks you a • It goes against your fundamental beliefs regarding
great dinner try paying her.
how pay is the major motivator of employees.
Vietnam-was an unpopular war but troop motivation
diminished at the end of the war because the military • You are too busy with the day-to-day
went to an individual replacement deployment policy
rather than a company or unit deployment. Previous • It’s a change in culture which requires a long term
soldiers were fighting for each other and now they did effort to succeed
not even know each other.
• Not easy to set procedures in place
Charity and Church-purpose and helping others
motivates sacrifice and commitment, not financial gain. • You’re a dinosaur…………
Workplace-creating a sense of why helps create a sense
HR
of purpose. Cleaning a hospital is not very motivating
until it is reframed as an activity necessary to help
prevent infections which kills thousands each year.
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WHO ARE THE THESE 1. DETERMINE MINIMUM

MILLENNIUM PEOPLE HIRING WAGE
What does it take to get someone with:
The 2015 US Census-75.4m millennials (18-24) • Driver’s license
• 87% of millennials said job development was an • Pass a drug test
• Is dependable and trainable
important aspect of employment
• You do this by:
• 90% of millennials wanted to give feedback • Determining what competition pays
• 96% of millennials believe they can do • Online wage surveys
• Local warehouse pay
“something special”
• Bureau of Labor Statistics
• 64% rather make 40k and be fulfilled in job than • Check local ads in your area to see what others are
make 100k and be miserable paying
You may have to evaluate your organization’s
• Millenniums want meaningful work overall pay scheme & raise current employees to
allow for new hires.
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3. CHANGE THE HIRING

2. CHANGE THE APPROACH &
SYSTEM HIRING
Advertise for employees like you advertise for work & always
hire:
• Blind ads no longer work “laborer, tree climber, landscaper
wanted, call”
• Include company story, name and sell why you are a good place to
work
• Include pay scale, consider career oriented, start at $x, raise and
review in 30 days, you could be making $x 4 years from now
• Capture applications 24 hours a day, 7 days a week
• Application on your webpage
• Online hiring boards
• Hire faster-Treat potential employees like a lucrative time
sensitive sales lead such as a repair call, past customer etc.
• Capture inquires and build a database to market to
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CULTURE
• Must start with the owner
• Recruiting is everyone’s responsibility
• Everybody must be on board for training
• Can’t let existing employees get in the way of
hiring
• Admin and managers must make hiring a priority
• Field culture has to be accepting and willing to train
• Review trainees with trainer at meetings
• Review at monthly meetings the need for people
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4. MUST CREATE A QUICK

TRY AN EXPERIMENT
BASIC TRAINING PROGRAM
• Identify craft tasks where “newbies” can quickly
contribute to production
Create a resume for a great • Specifically train the new employee with new
employee and submit it on line. skills. They don’t have to be a master
craftsman but if someone can’t learn in two
See how long it takes your hours to:
company to respond. • Carry material
• Clean site
• Hold tie off rope
they are never going to learn.
• Terminate people quickly who can’t do it

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HIRING CHECKLIST HIRING CHECKLIST

1.______ Company researched the market to determine the “market
minimum pay” and what it takes to hire someone with: valid driver’s
license that can pass a pre-employment drug screening and is dependable,
and trainable.
2.______ Company is advertising and paying above the “market
minimum pay” to attract field employees with no experience.
3.______ Company understands their local hiring reputation and
actively works to maintain or improve the reputation.
4.______ Company has raised the pay for existing employees: to bring
them in line with new pay structure for new hires.
5.______ Company NO LONGER uses blind ads. “Painter Wanted”,
“Roofer Wanted”, or “Landscaper Wanted” with just the company phone
number.
6.______ Company advertises for employees like they advertise for
work. Ads include company name, company story, why they are a good
place to work, benefits, job responsibilities, pay scale.
7.______ Company has an annual budget dedicated specifically to
recruiting new employees.
8. ______ Company has the ability to capture applications 24/7/365.
9.______ Company never stops hiring. Job postings are up year round
and never come down.
10. ______ Company website has a careers/hiring page where
employees can apply.
11. ______ Company is using online hiring boards. (Indeed, Monster,
Career Builder, Snag A Job…)
12. ______ Company employees actively refer new hires. Employee
referrals are one of your best sources for new hires.
13. ______ Company pays referral bonuses to employees bringing in
new hires.
14. ______ Companies with a large immigrant workforce has all hiring
literature translated into other languages.
15. _____ Company posts “now hiring” signs with “pull tabs”
containing the company phone number on the bottom of the sheet in
ethnic grocery stores, local ethnic restaurants, and in apartment
complexes where many of them live.

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HIRING CHECKLIST HIRING CHECKLIST

16. ______ Company distributes “hiring” business cards with hiring
information to potential new hires.
17. ______ Company uses social media to recruit new hires. Actively
posting job openings on company social media pages and local social 22. ______ Company has a defined training program
media hiring sites. for new employees.
18. ______ Company uses applicant tracking software. (Examples:
Workable, Jobscience, Jobvite, Cornerstone, iCIMS…) 23. ______ Company has identified the tasks new
19. ______ Company reacts quickly to potential employees. Your
employees can become proficient on quickly and
company treats potential employees like it treats existing customer sales has a plan in place to get them up to speed to create
leads or emergency response services. less of a drain on production.
20.______ Company has changed the approach to hiring by changing
beliefs, habits, practices, and outlook toward bringing in new employees
24. ______ Company understands new employees
with this change being led by the owner. will not produce work as efficiently as highly skilled
21. ______ All employees in the company take personal responsibility
experienced employees and makes allowances for
for their role in the hiring process. Admin and managers make hiring a this.
priority, field culture is accepting and will train, trainees are reviewed with
trainers/supervisors at meetings, and hiring is reviewed at monthly meetings 25. ______ Company terminates new hires that “just
to reinforce the need for more labor. are not getting it” quickly so they do not demoralize
existing employees.

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HOW WE SET PEOPLE UP TO

ON BOARDING
FAIL
On Boarding: Strategically integrating new employees • What would you want a new employee to
into company culture, systems and job requirements
through training, mentoring, coaching & management know at the end of:
connection.
Why On Board?
• Reduces Turnover: “80% of turnover attributed to poor • 30 days
onboarding process”-People Admin
• Decreases cost of productivity loss for new workers • 90 days
• Maximizes employee engagement, loyalty &
effectiveness
• Builds company employment reputation
• Improves overall company communication
• Shapes long term employee relationships

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ON BOARDING IS MORE THAN

ON BOARDING REALITIES ORIENTATION
“Orientation explains the rules & takes less
Understand starting a new job is huge to the life of a than a week”
new employee:
• Go out of your way to create positive first
impressions “On Boarding strategically builds on-going
• Introduce company policies & procedures performance and employee success”
• Introduction to fellow employees & crew
• Remember required training-safety, equipment
usage, etc.
• Communicate company culture & expectations
• Assign a buddy or mentor
• Establish a follow up feedback process

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ON BOARDING CHECKLIST ON BOARDING CHECKLIST

1. ____ Owner meets with every new employee within one week of
hire.
2. ____ Each new employee is told about the company culture,
what’s important, and how the company is different than other
employers.
3.____ New hire is introduced to office personnel and given
instruction on who to call for each department and for what.
4.____ Employee is given a job description with responsibilities.
5.____ Employees are told how to interact with customers and
what is expected.
6.____ Attire, tardiness, tool policy, benefits and other specifics are
covered.
7.____ What is expected and what makes for a good employee is
reviewed.
8. ____ Employee review and raise process is explained.
9. ____ Safety and other mandatory training is scheduled.
10.____ Employee policies and procedures are reviewed including
the company handbook if you have one.
11.____ With each new hire, the employee’s supervisor schedules
a specific and mandatory conversation regarding expectations and
gets to know the employee.
12.____ New employees are officially introduced to coworkers with
a formal procedure such as asking everyone to say something
about themselves, the new hire says something, etc.
13.____ New employees have specific goals for things to learn in
the first 30 days.
14.____ A mentor is assigned to coach and be responsible for new
person.

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ON BOARDING CHECKLIST COACHING

15. ____ At the end of the first day, the mentor checks in with the
employee with specific questions and objectives.
• Tell them what you want
16.____ At the end of the first week the mentor checks in with the
employee with specific questions and objections. What went well, • Show them what you want
what questions do they have, what do they think might have gone • Praise and redirect
better, etc.
17.____ New employees are always reviewed at the end of thirty • Repeat process
days.
18.____ New employees are always reviewed at the end of Always coach:
ninety days.
19.____ The owner or supervisor has a meal or break with the
• Future forward, not past
new person just to chit chat and observe his or her behavior. • Thin line between coaching and criticism
20.____ You have a mentor checklist to review with the employee • All learning takes place in slow brain
at the end of the day, first week, thirty days.
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Myth 1: The More Time You Put In

SUPERIOR EXPERTISE-10,000 The More You Learn
HOURS
Andre Ericsson of Florida State research
suggests great masters have practiced a
minimum of 10,000 hours to achieve greatness.

Malcolm Gladwell wrote the book Outliers which

also support this theory, but is it true?

Yes, but most of us are not striving to be a world

class pianist or athlete.

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REALITY OF THE LEARNING CURVE Basic Learning Curve For Basketball

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Advance Learning Curve For Basketball ADEQUATE EXPERTISE-THE

20 HOUR RULE
Josh Kaufman, author of The First 20 Hours to
Learn Anything Fast claims the 10,000 hour
theory only applies to an elite best in the world
level most of us are not realistically trying to
achieve. And in reality, most skills can be
learned in 20 hours if you follow 4 simple
guidelines.

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FOUR SIMPLE GUIDELINES

Why Don’t We Do It?

1. Take apart the skill-break the skill into

measurable pieces and tasks and practice 1. Old School Ways
each one separately.
2. Absorb enough to self correct. 2. Craft Ego

3. Stay focused-avoid distractions, use Gain Buy In By Emphasizing Much Of

willpower and set aside time to learn. What They do Is Repetitive and
4. Practice at least 20 hours-commit the time, Workers Get Paid For What They
don’t stop, work through any frustrations and Know, Not Just What They Do!
obstructions.

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PERFORMANCE REALITIES Purpose

Mastery

Two factors impacting performance

Self
Driven

Research Shows These As Components of

High Achievers, Not Rewards & Punishment
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ACTION
EVALUATION Does employee
know what is
expected?
NO Reestablish
expectations

PERFORMANCE YES
Lack of
capacity or
STEP
Terminate or reassign
aptitude

Can employee do
the job if they
Can’t Lack of STEP
learned Coach & train
wanted to? abilities

Circumstances STEP Management

YES
support & evaluation
Lack of inherit STEP
values & work ethics Terminate
Is employee
motivated to do
Won’t Temporary or short STEP
term poor attitude Coach
the job?
Established long STEP
Terminate
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SUMMARY
• For individual questions, please feel free to
contact us:
HOW TO FIND AND
PROOF Management Consultants TRAIN EMPLOYEES
Richmond, VA Monroe Porter
804 267-1688 PROOF Management
www.proofman.com

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