Contract Administrator Job Description

What is a Contract Administrator?

Contract Administrators develop, negotiate and evaluate company contracts on behalf of an

organization. They are charged with ensuring that both parties are complicit with the terms of the
contract, as well as ensuring that all contracts abide by local and federal laws. Contract
Administrators may work in a variety of different industries and typically begin their careers as a
Contract Specialist before working their way up to Contract Administrator or Contract Manager.

Contract Administrators typically hold a bachelor's degree in Finance, Accounting or Law, though an
MBA is often preferred. Overall, the most successful Contract Administrators have a strong
knowledge of business financial best practices, an understanding of contract law, and possess a
strong attention to detail. They must also be skilled communicators and have excellent negotiation
skills.

Job Overview

Here at XYZ Inc., we are the leading company in our industry in the Capital City area. We're pleased
to have a 3.8 Glassdoor rating from our employees. We are hiring an experienced Contract
Administrator to help us keep growing. If you're dedicated and ambitious, XYZ Inc. is an excellent
place to grow your career. Don't hesitate to apply.

Responsibilities for Contract Administrator

 Develop contract proposals to support organizational goals

 Review contract estimates, including proposed materials, production costs, etc and determine
whether they seem reasonable and accurate

 Ensure that all records are accurate and up to date

 Write contract letters and other communications and notices

 Negotiate and approve contract terms while ensuring that projects remain within the
established budget

 Attend meetings to assess progress on projects which are in motion, and take detailed notes to
share with stakeholders

 Create regular status reports regarding progress on projects

 Analyze contracts to ensure they comply with state and federal laws and regulations

Qualifications for Contract Administrator

 3+ years prior experience in a contract administration role or a related field

 Exemplifies knowledge of contract law, accounting principles and finance

 Has strong negotiation and mediation skills

 Possesses superior attention to detail in order to spot inconsistencies in contracts

 Has previous experience in customer service and strong communication skills

 Able to work productively independently and as part of a team

 Must have excellent analytical thinking skills and problem solving abilities

 Previous experience as a project manager, or coordinating large projects is an asset

 Should exhibit strong organizational and time management abilities

Contract Administrator duties and responsibilities

Day-to-day duties and responsibilities of the Contract Administrator may vary
depending on the size and complexity of the project. Some general
responsibilities in this role include:

 Take sufficient steps to minimize project risks

 Liaise with and support the Project Manager to ensure the project is
executed safely and properly

 Ensure compliance with the company's work health and safety policies,
standards and procedures

 Prepare monthly project reports and make presentations at meetings

 Support negotiations of claims, manage contractual changes and

resolve disputes or conflict resolution with Contractors

 Assess and prepare claims from suppliers

 Ensure project members use the contract correctly

Contract Administration Basics
FacebookTwitterEmailRedditWhatsAppLinkedInBuffer
A contract is a written agreement, enforceable by law, between a procuring
entity and a supplier, contractor or service provider for the provision of goods,
works and services.Contract Administration Basics

Contract administration involves all activities related to the monitoring of

suppliers, contractors and service providers’ performance in the fulfillment of
their contractual obligations, and to ensure appropriate actions are taken to
promptly remedy any deficiencies observed in contract implementation, scope
or terms and conditions.

Where does it start?

Preparation for contract administration begins with planning, which should
begin during the bidding and selection process. This planning includes the
nomination of contract administrators, a strategy for undertaking periodic
performance review, the timeframe for certifying performance and acceptance
of contract deliverables in order to avoid payment delays, and an
understanding of the contract terms and conditions to ensure effective
oversight.

Although the actual planning begins during the selection process, contract
administration actually starts upon the signing of the contract, which is the
point at which the parties to the contract are bound by its terms and
conditions.

Who is responsible?
The procuring entity would usually appoint staff members or, preferably a
team of qualified individuals, to take the responsibility of administering the
contract. It is the responsibility of the Contract Administrator to perform the
obligations and duties of the procuring entity specified in the contract and to
ensure the suppliers, contractors and service providers implement the
contract in accordance with its terms and conditions. Nonetheless, the
supplier, contractor or services provider, has the primary responsibility to
ensure that the goods, works or services meet the required standards and to
advise on the need for any changes as a result of constraints faced during
contract implementation.

Where does it end?

Contract Administration generally concludes with a final inspection and
acceptance of the goods, works or services prior to the completion date or
termination of the contract. The inspection and verification, prior to
acceptance, should ensure as a minimum that:

1. The correct quantity has been received,

2. The goods, works or services meet the technical standards defined in
the contract,
3. Any variations to the contract are well documented and accounted for,
4. The goods, works or services have been delivered or completed on
time, or that any
delay has been noted and appropriate actions taken as indicated in the
contract, and
5. All required manuals or documentation have been received.

How important is it really?

The contract implementation phase is very important because it is where the
results of the procurement process are obtained and the requesting entity is in
a position to finally receive the expected benefits of their procurement request.
Without contract award and effective contract implementation, the objectives
for initiating the procurement process cannot be attained. The supplier,
contractor or service provider has the responsibility of performing the contract
in accordance with its terms and conditions to meet all the technical and
quality standards. The procuring entity also has the responsibility of complying
with the terms and conditions of the contract; especially the obligation of
ensuring payments are made on time.

Does it get the attention it deserves?

Contract administration involves the management of risks. Its basic purpose is
to monitor performance to ensure the objectives of the contract are met on
time and within the intended budget, and also to detect any deficiencies and
find a remedy (including suspension or termination of the contract) before it’s
too late.

Good contract administration is crucial to the success of the public contracting

process, because it is during this stage that a significant amount of waste and
abuse of public funds and corruption in public contracting happens. Most of
the focus is placed on the procurement process, which is a comparatively
shorter period than contract implementation. The real benefits, however, are
obtained after the contract is awarded, so more attention needs to be placed
on ensuring the contract is implemented consistent with its terms and
conditions. This is not to lessen the importance of the procurement process in
getting the contract awarded, but it is only after the contract is awarded that
the real value of the entire procurement process is realized.

How to Become a Contract Administrator

To pursue a career as a contract administrator, individuals should understand
the high level of accountability and responsibility that typically accompanies
the role. The overall requirements of a contract administrator generally include
the following:

1. Attention to detail and the ability to spot errors and inconsistencies

2. Excellent reading and language comprehension
3. Ability to work with a team at all levels of an organization
4. Effective ability to negotiate and execute contracts
5. Proven management and leadership skills
6. Exceptional communication skills (oral and written)

Typical Roles and Responsibilities

The day-to-day roles and responsibilities of a contract administrator may vary

depending on location, type of project and size, and may include duties that
are essential to the successful management and execution of contracts on
behalf of organizations. Contracts can vary in complexity and type, and can
include rental or sale contracts, purchase contracts, employment contracts or
contract proposals for new business.
The following is a sample of the fundamental job duties and functions that can
apply to contract administration roles within most industries and
organizations:

 Work with different levels of personnel within an organization to analyze

and solidify an overall contract strategy
 Coordinate actions with internal procurement and legal teams if needed
 Report status of current contract processes to management
 Resolve any existing contract conflicts
 Create language standards and rules for existing and new contracts
 Serve as a liaison between internal and external parties during contract
development and negotiation stages
 Negotiate terms, conditions and pricing, and ensure they are accurately
executed and satisfied
 Follow up to guarantee contractual payments have been made
 Analyze potential risks that contract changes may pose to the
organization

Education, Career Outlook and Salary Potential

While it’s not typically required, it is recommended that professionals

interested in contract management obtain a master’s degree in business
administration or a related field such as mathematics, economics, or
accounting.

Some organizations may also hire candidates with an undergraduate degree

including a bachelor’s degree with the same field concentrations, but in most
cases, a bachelor’s degree must be accompanied by a significant level of
related work experience. In some instances, contract administrators may be
required to have a degree in law, or paralegal experience.

According to the U.S. Bureau of Labor Statistics, similar occupations to

contract administrators, such as administrative services managers, earned a
median annual salary of $96,180 in 2018. Projections also indicate the field is
expected to increase by 7% through 2028, faster than the national average for
all occupations. National long-term projections may not reflect local and/or
short-term economic or job conditions, and do not guarantee actual job
growth. Certificate and degree program options do not guarantee career or
salary outcomes. Prospective students should conduct independent research
for specific employment information..

Some organizations hiring for contract administrative positions can include

law firms, engineering firms, hospitals, colleges and universities, healthcare
facilities, utility companies, insurance companies, financial institutions,
construction companies, oil companies and levels of local, state and federal
government.

Contract Administration Best

Practices

 Click here for the full PDF version of this page

Scope and Definitions
This NASPO resource contains the best practices of state central procurement offices for contract
administration, taking place once a contract has been awarded and signed (that is, after any
negotiations), including contract monitoring and administration activities.

The goal for the Best Practices Committee’s Contract Management Work Group effort was to create
a tool for the membership and public procurement professionals, including helpful steps and
guidance for effective contract administration. The steps and recommendations provided in this
Guide are based on state practices and common processes identified by the work group through
survey responses, state contract management guides and group interview discussions.

According to the NASPO State and Local Government Procurement: A Practical Guide, Contract
Management means the overarching process that a government agency will use to ensure that the
contractor has performed in accordance with the requirements included in the statement of work or
the specifications. Contract management is comprised of the entire contracting process, from the
pre-solicitation activities through contract closeout.

This publication discusses Contract Administration, which is a subset of Contract Management,

including all monitoring and administration activities that take place from the time the contract has
been awarded or signed (that is, after any negotiations) until contract closeout. The processes and
activities involved in contract administration vary depending on the complexity of the good or service
that is being procured. It includes contract monitoring, which is observing and reporting on the
contractor’s performance. Contract administration also includes managing changes to contracts,
maintaining contract-related documents, addressing claims and disputes, and closeout activities.
Statutory Mandates and Training
Requirements
The Chief Procurement Officer (CPO) has a leadership role and sometimes an explicit statutory
mandate for contract management statewide. The CPO typically has the discretion to delegate the
responsibility for contract management, including contract administration activities.

While states do not mandate statewide training for contract managers, responses to the 2018
NASPO Survey of State Procurement Practices indicate that more than half of state central
procurement offices provide contract management training to state agencies.

Essential Elements
 This section discusses a few key
elements essential to effective contract administration. While these principles may be applied to all
contracts, we recognize that some contracts require more oversight than others, depending on the
complexity of the work being performed, risk involved and dollar amount of the contract.

State contract success is dependent on effective contract management and contract administration
processes, which lead to lower operational costs, increased user agency satisfaction, and efficiency
in delivering services to taxpayers.

To that end, states developed Contract Management Guides/Manuals and checklists to provide
guidance to agencies regarding contract management practices and statutory requirements.

The interactive Contract Management Guidelines Map  included in this Guide shows state contract
management guidelines and resources that are available online.
Contract management is successful when a few essential elements are in place and the process
includes:
 Preparing a Contract Administration Plan (CAP);

 Convening kick-off meetings;

 Scheduling regular meetings or on-site visits to customer agencies to monitor and discuss the progress of
the contract and contractor’s performance;

 Training for best practices in contract management;

 Establishing good communication between the central procurement office and customer agencies before,
during, and after the contract has been awarded and signed. This keeps all parties informed of compliance statues and
potential issues that may affect the fulfillment of the contractual obligations;
 Allowing changes to specifications and terms and conditions within the general scope of the original
contract;

 Collecting meaningful data from user agencies;

 Assessing contract risks and monitoring after the contract has been awarded;

 Establishing performance metrics;

 Implementing reporting tools and having processes in place for user agencies to report deficiencies to the
central procurement office;

 Using tracking tools to monitor spending patterns and whether a contract is working as intended;

 Collecting data from users regarding contract performance and customer needs for existing contracts,
which is critical when drafting specifications to include in the next contract for similar products or services; and

 Having procedures in place for expedient resolution of contract disputes and claims, encouraging informal
resolution while ensuring that the contractor has a fair opportunity to be heard.

Contract Administration Process

For the purposes of this NASPO Contract Administration Best Practices Guide we included four
steps, and activities for each phase that are typically involved in the contract administration process.

I. Kick-off/Pre-performance Period
NASPO recommends conducting pre-performance conferences or project “kick-off” meetings with all
interested parties, especially for high-risk, high-dollar value contracts. All states interviewed conduct
some type of a “kick-off” meeting at the initial period of performance. These tend to be very informal
discussions and are not set up for all contracts. These meetings are important communication tools
 to use at the beginning of contract performance to discuss the roles and responsibilities for the
central procurement office, agency, and the contractor, to determine how performance will be
evaluated, documented and reported, and how best to set performance metrics, among other things.
Having a good understanding of the standards of performance helps establish a positive relationship
between the procurement office and contractor.

The NASPO State and Local Government Procurement: A Practical Guide recommends that all
parties involved have a thorough understanding of their roles and responsibilities. There should be
close communications, as early as possible, between the central procurement office and user
agencies, so that members of the contract team know their authority, roles and responsibilities, and
understand the importance of communication and coordination among the team.

Contractors who are successful in a competition must comply with business registration
requirements and submission of financial documents prior to commencement of the contract, as a
matter of showing that they meet responsibility criteria. As a part of the contract award process, state
contracts are not executed before all documents are received, or in some states, the state may
reject an otherwise successful vendor, due to failure to submit the required documentation, to timely
submit it, or to provide documentation that does not meet applicable responsibility criteria.

II. Ongoing Maintenance for the Duration of the Contract

This is an important stage in the contract administration process. The contract manager plays a
critical part and needs to ensure that all elements and planning tools that will guide the
implementation are in place.
The NASPO State and Local Government Procurement: A Practical Guide recommends preparing a
Contract Administration Plan (CAP) to document all aspects of the procurement process from the
development of specifications to the contract closeout. The CAP document is a tool developed in the
pre-award stage of contract management to aid in contract administration and ensure that all
activities are carried out effectively.
The CAP should include critical elements and activities for effective contract management and
quality assurance. Additional information that should be documented in the CAP include:
 Contract administration team members;

 Justification of solicitation source selection method;

 Scope of work or specifications that include deliverables;

 Contract goals;

 Pricing structure for contract;

 Delivery terms and requirements;

 Potential contractual risks and assignment of risk levels;

 Key contract terms and conditions to include risk mitigation and information security;

 Contract monitoring methods;

 How performance will be measured and accepted;

 Milestones for measurement (linked to payment terms);

 Payment terms;

 Reporting method and frequency;

 Documentation required; and

 Names of contract administration team members responsible for measuring performance, reporting,
documenting files, payment, approval of change orders, contract closeout checklist, procedures, and who is responsible
for contract closeout files.
The central procurement office should work with user agencies to determine:
 Roles and responsibilities and who is responsible for each activity;

 How performance will be evaluated, including milestones and performance metrics;

 Monitoring methods;

 Reporting tools and processes; and

 Process for resolution of disputes and claims.

Having the proper tools in place to support the procurement office in fulfilling its contract
management and administration role is an essential element. However, some states continue to rely
on home-grown solutions in the absence of some contract manager software. There is an
opportunity for states that have implemented robust eProcurement systems to consider
implementing a contract management module and fully utilize the existing functionality statewide, if a
contract management solution is in place.
III. Monitoring Contractor Performance, Documenting and Record-keeping
Monitoring contract performance is a key function in the contract administration process to make
sure that all involved parties are performing their duties in accordance with the contract.
Twenty-three percent of the State Central Procurement Offices participating in the 2018 NASPO
Survey of State Procurement Practices record and track contractor performance. Delivery, service
level, end user and stakeholders’ vendor performance rating, final decisions on agency complaints
were some of the aspects of vendor performance tracked and centrally reported.  Requiring
contractual usage reports is a practice used by many states. However, the content and compliance
of contractor responses can vary.
Gathering feedback from user agencies about the service received and contractor performance,
typically through surveys, telephone or face-to-face inquiry are some of the tools used by central
procurement offices. Documenting and maintaining a contract file are good practices to ensure the
delivery is in line with the contract requirements and issues are addressed timely. All contract
performance issues should be properly documented and included in the official contract file.
The Contract File should contain the essential record of contract award and performance as follows:
 Pre-award documents

o Solicitation document

o All responses to bids or proposals

o Copy of the contract, including all attachments and amendments

 Post-award to contract closeout documents (Contract Administration files)
o Copies of all correspondence with the contractor

o Notes from all meetings and verbal communications

o Documentation of performance issues/complaints, cure letters

o Contract amendments

o Documentation of deliverables

o Payment records

o Contract closeout documentation

Documenting contract compliance and performance issues when the contractor is not able to
perform as agreed upon and addressing them timely is an important activity in the administration
process. Regular communications with the contractor should identify problems timely. Dispute
resolution processes need to be in place to resolve problems and reach agreement rather than
seeking legal remedies. Managing documentation is especially important in cases of disputes,
assessment of liquidated or actual damages, and for justifying termination for default.
Contract changes are inevitable. Anticipated amendments such as contract prices, time of
performance, extension and renewals, or other terms deemed appropriate should be built in the
contract provisions.
Contract amendments are typically approved by the procurement office, especially for centralized
statewide contracts. Involvement of legal counsel may be requested depending on contract
complexity and the type of contract modification to the standard terms and conditions.
The importance of having a change management process in place cannot be overstated. A good
practice for handling unforeseen amendments effectively should follow these principles:
 Only changes that are within the general scope of the original contract should be accepted;

 Changes should be in accordance with the terms of the contract;

 Only changes that are due to legitimate unforeseen circumstances should be allowed;

 Written determination should be required prior to amending the contract;

 Any changes need to be evaluated in terms of the impact on the scope, schedule and budget;

 Formal, written approval of all changes should be required prior to the change taking place.
A good practice for state central procurement offices is to provide written guidance to agencies on
contract disputes and escalation procedures. The process for managing issues arising in contracts
and how claims and disputes are addressed should be set in the contract terms and conditions.
Poor or non-performance should never be accepted. That is why documenting problems is critical
when requesting a cure. Acceptable means to resolve disputes should be identified in the contract.
They may include:
 Informal dispute resolution through collaboration and negotiation

 Alternative Dispute Resolution

 Liquidated damages

 Contract Termination/Cancellation
o Termination without Cause – mutual consent of both parties
o Termination for Convenience when the contract no longer serves the best interest of the
government

o Termination for Default (Termination for Cause) due to failure to perform, failure to deliver on
time, or failure to comply with other terms and conditions. Prior to terminating a contract for default, a cure notice must
be sent to the contractor. If the contractor fails to remedy the contract deficiencies identified in the cure notice, the
contract may be terminated.

o Repudiation – either the state of the contractor indicates that it cannot or will not perform.
Alternatives to termination for default that can be considered include: withholding payment until
performance requirements are met, seeking an alternative source of supply, revising the contract or
delivery schedule, or re-procuring the product or service.
IV. End of the Contract/Contract Closeout
Managing the closeout of the contract is the final phase in contract administration.
Documenting the life of the contract, including the history of the contract from the planning stage to
contract completion, consistently reviewing contractor performance, and promptly evaluating
challenges and successes are recommended steps.
The contract is considered successful when all obligations have been met, including the completion
of all legal, administrative, and managerial tasks. A Contract Closeout Checklist  is a helpful tool to
use during the final review of the contract to ensure that all the necessary steps in the closeout
process are completed.
Contract Closeout General Tasks Checklist
 Conduct contract review activities

o Confirm that all contractual obligations have been completed

o Verify if the contract (including all optional renewals) expired

o Confirm that all testing reports have been received and analyzed

o Confirm that all inspections have been completed and accepted

o Confirm that any state-furnished property and/or information has been returned

o Confirm that no claims, issues, or unresolved matters exist on the contract

o Confirm that all required contract audits have been completed

o Confirm that all contractor invoices have been submitted and paid

o Confirm that contractor performance evaluation has been completed by the Contract
Administration Team

o Determine if a termination for convenience was completed (if it was initiated)

o Determine if a cancellation for breach was initiated and if so, has the cancellation been completed?

o Determine if all outstanding subcontracting issues have been resolved

o Verify that the contract file includes:

 An updated copy of the contract
 Any contract amendments

 All original signatures for all file documents, including invoices, letters to contractor, etc.

 All change orders

 Communicate to contractor that the contract has been reviewed and is complete

 Contract Manager completes and signs the Contract Completion Statement (see Missouri’s Contract
Completion Statement Template)
 Conduct a contract administrative analysis and document lessons learned, what has worked well and what
activities failed

 Provide a report, including conclusions and recommendations from the contract administrative analysis to
all stakeholders to prevent future issues with similar contracts.

Print Missouri’s Contract Completion Statement Template

Challenges and Useful Tips to

Overcome Barriers to Effective
Contract Management
We have identified a few challenges based on group interview discussions with NASPO
procurement professionals. Some of these challenges do not have easy solutions, so tips and
“words of wisdom” are provided here in hopes they may help other states who face similar hurdles in

managing contracts effectively.

Challenges
 Statutes, procurement rules, or regulations tend to provide insufficient guidance to procurement
officials relating to the role and duties regarding contract administration. Without a formal state-level
framework and requirement for contract administration and monitoring, providing guidance for
effective contract management throughout the life of a contract requires a leadership role by the
central procurement office and CPO. Here are some other common challenges:

 Not having a separate contract administration group;

 Having legal authority/responsibility for contracts performed away from the central procurement office;

 Contract administration tends to take a back seat unless there is a problem with the contract;

 State central procurement office being reactive rather than proactive, which can help prevent problems with
contract administration before they occur;

 Agencies having independent procurement authority, but lacking the required skills and qualifications
needed for effective contract administration;

 Time-consuming manual processes still present in many procurement offices;

 Complexity of goods and services being purchased;

 States not having contract management software to support the contract management function;

 Manually collecting and managing contractual usage reports from contractors via Excel or Access, which is
time consuming;

 Rollout in progress or slow implementation of contract management software statewide; and

 Electronic signature still unavailable in some states.

Useful Tips and Solutions
 Provide clear guidance for developing, awarding and monitoring contracts;

 Provide training to procurement staff involved in contract management, including contract administration
and monitoring activities;

 Communicate as early as possible and conduct pre-performance conferences or kick-off meetings;

 Emphasize the importance of having kick-off meetings to discuss requirements, performance; metrics, etc.;

 Create a separate contract administration group and hire procurement personnel with the appropriate
contract management skills set;

 Build relationships with customer agencies;

 Maintain communications and business relationships with contractors;

 Monitor and track contract performance;

 Document communications and contract changes;

 Provide progress reports regularly; and

 Be diligent in managing your contracts and hold contractors accountable to the contract terms and
conditions.
And finally, effective contract management is primarily demonstrated by a few factors:

 High contract user satisfaction;

 Very limited or no changes to the contract;

 No claims or disputes;

 No increased costs resulting in inefficient use of taxpayers’ dollars;

 A contract file that contains the essential record of contract award and performance; and

 No contract ambiguities, fraud or conflict of interest issues.

Acknowledgements
This Guide was written as a collaborative effort by the Contract Management Work Group formed
under the Best Practices Committee. We would like to thank all states that participated in the group
interview and offered their state experiences and perspectives on this topic. Appreciation is also
expressed to all work group members and the work group lead, Maggie McConnell (NASPO Life
Member), for their significant contributions to this publication, as well as to Rebecca Montano-Smith,
MPA, NASPO Senior Policy Analyst, for her edits and guidance throughout the research and
development phase.

About NASPO
The National Association of State Procurement Officials (NASPO) represents the directors of the
central purchasing offices in all 50 states, the District of Columbia, and the territories of the United
States. For more information on NASPO, please visit naspo.org.

Disclaimer
NASPO makes no endorsement, express or implied, of any products, services, or websites
contained herein, nor is NASPO responsible for the content or the activities of any linked websites.
Any questions should be directed to the administrators of the specific sites to which this publication
provides links. All critical information should be independently verified.
 States with Online Contract
Management Guides and Resources
ALAKAZARCACOCTDEFLGAHIIDILINIAKSKYLAMEMDMAMIMNMSMOMTNENVNHNJNMNYNCN
DOHOKORPARISCSDTNTXUTVTVAWAWVWIWYPR
 

Map Key:

   States with Online Contract Management Guides and Resources

   States without published Online Contract Management Guides and Resources
Map Last Updated: March 2018

Resources
 Hartley, Janet M. (2014). ISM Professional Series. Foundation of Supply Management (2nd ed.). Tempe,
AZ: Institute for Supply Management, Inc.

 NASPO State and Local Government Procurement: A Practical Guide (2nd ed.). (2015). Lexington, KY:
National Association of State Procurement Officials

 Pitzer, Jack T. & Thai, Khi V. (2009). Introduction to Public Procurement. (3rd ed.). National Institute of
Governmental Purchasing.

 Rumbaugh, Margaret G. (2013). The CMBOK Lexicon. Contract Management Body of Knowledge (4th
ed.). National Contract Management Association.

 2018 Edition of the NASPO Survey of State Procurement Practices. Survey Summary Report and
interactive survey results available at: naspo.org/2018Survey
Construction Supervisor Job Description
Overseeing the activities at a construction job site is the main responsibility of a Construction
Supervisor. This includes managing construction crews, inspecting ongoing work, ensuring
adherence to state and local codes, arranging for necessary equipment and keeping construction
project costs at or, if possible, under budget.

Construction Supervisors work mainly for construction firms. They can specialize in commercial or
residential construction, though some oversee both types of projects. The U.S. Bureau of Labor
Statistics projects a 5 percent growth rate for this profession through 2024. An expectation of the
continued need for new homes, offices, schools and other buildings, in addition to needed
improvement to various infrastructures throughout the country, is the basis for this projection.

 
Construction Supervisor Duties and Responsibilities

Construction Supervisors must perform diverse tasks to ensure that construction projects are
meeting deadlines and being completed in a safe and timely manner. They also ensure that all
equipment is working properly. We analyzed several job listings and found the following among the
core Construction Supervisor duties and responsibilities.

Manage Construction Teams

From on-site visits to project scheduling and team building, a Construction Supervisor is a hands-on
manager of various laborers working on a particular construction project. The Construction
Supervisor makes sure that teams are working together with the sole objective of completing a
project while adhering to deadlines, specifications and codes. They are likely to be involved in
selecting specific contractors and sub-contractors and ensuring that these individuals are working
well together.

Adhere to Safety and Building Practices and Codes

It is up to the Construction Supervisor to keep track of the progress of each project to ensure that it
is not only meeting the specifications of the architect, but that personnel are maintaining safe work
practices and following state and local guidelines concerning building projects. They may hold
regular meetings with workers to review worksite safety. They would also communicate with
inspectors about compliance with building codes and assist with on-site inspections.

Create Project Plans and Reports

A Construction Supervisor could be involved in developing contracts, such as those with contractors
and sub-contractors, as well as creating budget and cost estimation statements, preparing project
bids and submitting progress reports. In addition, they may work closely with architects in creating
original project specifications and in making any changes to these specifications during the
construction process.

Construction Supervisor Skills

 Construction Supervisors should be detail-oriented problem-solvers with the ability to meet deadlines
and work with various personality types. Strong oral and written communication skills are important
for Construction Supervisors. They should be able to work outside in all elements and be in good
physical condition, as bending, lifting and walking are all activities they will likely participate in while
visiting a construction site. In addition to these general skills, a Construction Supervisor could be
expected by potential employers to possess the following skills.

Core skills: Based on job listings we looked at, employers want Construction Supervisors with these
core skills. If you want to work as a Construction Supervisor, focus on the following.

 Using organizational skills to build successful teams for completion of project

tasks
 Understanding building codes, safety guidelines and regulations addressing
construction projects
 Supervising construction crews
 Addressing safety and other worksite concerns and issues with laborers and
foremen
 Understanding how construction equipment works for inspection, operation and
maintenance of this equipment

Advanced skills: While most employers did not require the following skills, multiple job listings
included them as preferred. Add these to your Construction Supervisor toolbox and broaden your
career options.

 Negotiating contracts with vendors, contractors and sub-contractors

 Advanced Knowledge of construction trades
 Creating budgets

The Perfect Construction

Supervisor Job Description

 Caileen Kehayas October 9, 2019

 0 53,328  1 Minute Read

 

A Construction Supervisor oversees the construction activities that take place on the

worksite.  
They are heavily involved in planning, organizing and controlling projects.  
Construction Supervisors are responsible for supervising the contractors and staff while
maintaining a safe work environment.
The construction foreman acts as a project manager.  
They are responsible for the projects from beginning to end, including staffing, budgets,
maintaining policies, keeping the site safe and maintaining a set schedule.
The construction supervisor job description is optimized for posting on career sites and job
boards and is easily customizable for your company.
See the full list of job description templates.

Job Title: Construction Supervisor at COMPANY

NAME
NAME in LOCATION seeks qualified Construction Supervisor.  
Key Requirements:

 A positive attitude and willingness to encourage co-workers

 Excellent communications skills

 Minimum of 7-10 years experience in general construction

 Experience in supervising construction projects

 The ability to set priorities and exercise flexibility where necessary

 Ability to read and understand blueprints, schematics, and construction documents

 Understanding of proper safety procedures and recognition of hazards

Responsibilities:

 Hiring, training and general management of all employees on the project

 Monitoring performance of sub-contractors and staff

 Monitoring project budget

 Accomplishing project by defining the scope and resources required

 Allocating resources, materials, sub-contractors and other staff

 Maintaining a safe, secure and healthy work environment by adhering to and

enforcing safety codes
 Caiaimage/Rafal Rodzoch/Caiaimage/GettyImages

The Responsibilities of a Construction

Supervisor
Shanea Patterson
Updated November 28, 2018

Growth Trends for Related Jobs

Architects$76,930/year2012-2016+14.4%
Environmental ...$49,170/year2012-2016-8.6%

 Home • 
 Job Descriptions • 
 Technical Job Descriptions

Construction supervisors are responsible for directing, planning, coordinating

and budgeting activities related to the maintenance and construction of
facilities, structures and systems. Participating in the conceptual development
of a construction project and overseeing the scheduling, organizing and
implementation is also a part of the job. Construction supervisors develop and
implement quality control programs as well.

Duties
The duties required of a construction supervisor include directing and
supervising other workers, obtaining all of the necessary licenses and permits,
evaluating construction methods and determining the cost-effectiveness of
each plan. They also determine labor requirements and dispatch workers to
constructions sites. Construction supervisors prepare contracts and negotiate
revisions, as well as interpretand explain contract terms and plans to co-
workers, staff and clients.

Skills
The skills required to become a construction supervisor include critical
thinking and math skills. Construction supervisors use logic and reasoning to
identify the strengths and weaknesses of alternative solutions. They put their
math skills to use when making adjustments to blueprints and plans.
Constructions supervisors should also have inductive reasoning skills to aid in
problem solving.

Brought to you by Bizfluent

Knowledge
Construction supervisors should have knowledge of the methods, materials
and tools involved in building and repairing buildings, houses and other
structures such as roads and highways. They must also have knowledge of
economics and accounting, sales and marketing, administration, management
and design techniques, and the principles involved in the production of
precision technical plans, models, blueprints and drawings. Construction
supervisors should also have knowledge of public safety and security policies,
procedures and strategies.

Requirements
The requirements necessary for becoming a construction supervisor include a
background in building science, business and management or related work in
the construction industry. A bachelor's degree in civil engineering,
construction management or construction science is often required in addition
to relevant work experience. Relevant courses taught in programs include site
planning, design, scheduling, value analysis, inspection procedures and
construction methods.
Working Conditions
Construction supervisors usually work out of offices at construction sites and
often need to travel between the site and the main construction company
office. Construction supervisors may have to be on call whenever delays or
emergencies at the work site require it. Most construction supervisors work a
standard 40-hour work week and usually have to meet special project
deadlines.

Related Articles

Site Supervisor Construction Job Description→

Supervisor Job Duties and Requirements→
Manufacturing Supervisor Job Description→
Construction Safety Officer Duties→
The Duties of a Safety Supervisor→
Foreman Job Duties→

References

About the Author

CITE THIS ARTICLE
Did you find this page helpful?
👍
👎
Jupiterimages/Pixland/Getty Images
 Site Supervisor Construction Job
Description
Kent Tukeli
Updated July 05, 2017

Growth Trends for Related Jobs

Material Moving ...$34,530/year2012-2016+0.3%

Janitors and ...$24,190/year2012-2016+1.0%

 Home • 
 Job Descriptions • 
 Administrative Job Descriptions

Construction projects require coordination between many different

contributors. Laborers, managers, supervisors, clients and other stakeholders
work together to ensure that the projects proceed as planned. Construction
supervisors are vital to the process, using their experience to guide different
types of workers to successful completion of a project.

Education and Training

The minimum education requirement for most site supervisors of construction
work is the completion of a high school diploma. Some supervisors opt to
continue on to postsecondary programs such as engineering, construction
management and construction science. A solid educational background is
important, but previous construction experience on work sites is equally or
more crucial when pursuing a promotion as a supervisor, if only to avoid
spending time with on-the-job training. A few supervisors earn their stripes
through years of construction experience.
Range of Skills
In order to excel as a construction site supervisor, candidates must develop a
range of physical, social and intellectual skills to lead their workers to success.
Experience with construction tools such as saws, trowels and welders is vital
to many construction projects. Computer software that monitors project
schedules and communications assist supervisors with ensuring timely
completion. Developing excellent social leadership skills help supervisors
promote positive morale, increasing worker efficiency and effectiveness.
Dealing with difficult workers may require a supervisor to use diplomacy and
persuasion to correct improper behavior.

Construction Supervisor Duties

The main duty of a construction site supervisor is the coordination and
supervision of their workers. They provide schedules for their workers and
assign tasks to construction laborers. Construction site supervisors liaise with
contractors, managers and other stakeholders, ensuring that all parties remain
coordinated. Supervisors translate blueprints into plans, organizing the
equipment and manpower necessary to complete the project. They are also
responsible for maintaining safety and quality standards, as well as keeping
detailed records of construction site activities.

Range of Compensation
The average yearly pay for construction site supervisors is $63,230, a figure
that varies when focusing on specific types of construction work. According to
the U.S. Bureau of Labor Statistics, as of May 2012, supervisors who work on
nonresidential building projects earned an annual average of $65,710 while
residential building construction supervisors earned $59,390. Street, highway
and bridge construction supervisors made $63,790 per year and utility system
construction supervisors collect a mean of $62,790 per year.

References

About the Author

Photo Credits
red folder businesswoman 3 image by Brett Mulcahy from Fotolia.com
 Supervisor Job Duties and Requirements
Jenny E
Updated July 05, 2017

Growth Trends for Related Jobs

Customer Service ...$32,300/year2012-2016+7.9%

Butchers$29,870/year2012-2016-2.4%

 Home • 
 Job Descriptions • 
 Sales Job Descriptions

A supervisor oversees the work of his employees, ensuring that they follow
the company’s procedures and maintains its policies. Supervisor duties
depend on the type and size of the employer. In large establishments, a
supervisor might be in charge of an entire department, while in smaller
establishments he might be in charge of all supervisory responsibilities for a
department, as well as ensuring that a product or service generates revenue.

Retail Supervisors
 supermarket image by Andrey Rakhmatullin from Fotolia.com

Supervisors in retail establishments make sure that customers receive

satisfactory service; if customers have any complaints or inquiries, the
supervisor usually deals with them. Supervisors in large retail stores are
usually assigned to one department and are referred to as shift supervisors,
department managers or sales managers. They oversee the activities of other
employees, such as the cashiers, store clerks and sales representatives.
Supervisors are responsible for conducting interviews, hiring, delegating
responsibilities and training new staff. They prepare work schedules, establish
and implement policies, and review inventory and sales records. Supervisors
manage the cleaning of the store and the organization of the shelves. They
make sure that items are properly displayed and check the inventories in the
stockroom to ensure that none of the items are beyond their sell-by date.
Supervisors organize and coordinate sales promotions and welcome
customers to promote good public relations.

Production Supervisors
 supervisors image by Pix by Marti from Fotolia.com

Production supervisors manage the production line in accordance with the

procedure of the plant or company. They work with the human resources
department to make sure that staffing needs are met and train production-line
workers. Supervisors ensure that the work area is clean and safe; coordinate
the shutdown, start-up and changeover of production; and conduct shift
meetings.

Requirements
 worker image by Robert Kelly from Fotolia.com

Supervisors usually gain knowledge of the job through work experience. Sales
supervisors begin their careers as salespersons, cashiers or customer-service
representatives. Many supervisors are employed based on previous
experience in sales-related occupations. Supervisors in manufacturing plants
must have knowledge of the manufacturing process, machinery and
procedure. All supervisors must have basic reading, writing and arithmetic
skills, usually acquired by completing high school and receiving a high school
diploma. Supervisors should be able to set goals and meet them, have good
public-relations skills, and show initiative and good judgment. Supervisors
should also be able to motivate and direct their employees.

References

Photo Credits
manufacture image by Sergey Goruppa from Fotolia.com

Manufacturing Supervisor Job Description

Luanne Kelchner
Updated July 05, 2017
 Growth Trends for Related Jobs

Food and Tobacco ...$27,280/year2012-2016+15.5%

Mechanical ...$54,480/year2012-2016-4.8%

 Home • 
 Job Descriptions • 
 Technical Job Descriptions

Organizations that manufacture a product require supervisors to direct the

actions of employees in the production areas. The supervisor is responsible
for ensuring that employees follow company policies and procedures for
safety and in the production of goods. Some manufacturing employees can
advance to a supervisor position with experience in a production environment.

Function
The supervisor in a manufacturing organization directs the activities of
employees engaged in production work. A manufacturing supervisor also
ensures the safety of workers in the organization by setting safety policies for
the department.

Job Duties
Manufacturing supervisors are responsible for the production schedule. This
includes setting work schedules and hiring employees to meet production
goals. The supervisor develops training schedules for new employees and
evaluates the performance of workers. Work scheduling also includes placing
employees in appropriate positions to increase productivity. Supervisors also
maintain records for employees in the department such as attendance and
performance evaluations.

Supervisors implement continuous improvement activities such as quality

improvement teams to reduce scrap and increase productivity. A
manufacturing supervisor also monitors the department budget and ensures
that resources are allocated properly. Additionally, supervisors prepare
production reports for upper management staff. Management may require
reports on safety issues in the department, productivity and goals.

Skills
A supervisor must have leadership skills to direct employees toward
production goals. Written and verbal communication skills are also are
necessary for the successful manufacturing supervisor, as is a familiarity with
office software. Equally important, manufacturing supervisors must be familiar
with the methods of production used in the department including machinery.

Education and Qualifications

Employers may require a bachelor’s degree to work in a supervisory position,
but some only require a high school education. Experience in a production or
manufacturing environment is usually required for a supervisor role.

Salary
Manufacturing supervisors can expect to earn between $46,735 and $71,560
as of June 2010, according to the website PayScale. Supervisors work in a
variety of manufacturing environments including pharmaceutical
manufacturing, medical devices and electronics; salary often depends on the
industry and the experience of the supervisor.

References

About the Author

Photo Credits
Jupiterimages/BananaStock/Getty Images
 Construction Safety Officer Duties
Brenda Scottsdale
Updated July 05, 2017

Growth Trends for Related Jobs

Desktop Publishers$41,090/year2012-2016-1.4%
Environmental ...$49,170/year2012-2016-8.6%

 Home • 
 Job Descriptions • 
 Industrial Job Tips

Construction safety officers manage construction crews, ensuring that each

worker is following safety rules and regulations. If you are interested in
becoming a construction safety worker, you'll need a high school degree, your
state safety certificate, if required, and two or three years of construction work
experience. Construction safety officers are included in the Bureau of Labor
Statistics construction manager category, earning a median income of
$87,530 as of May 2016.

Knowing Safety Standards

Construction can be a dangerous job, involving daily exposure to potentially
unsanitary, hazardous, or dangerous situations, such as heavy equipment
failure, building accidents and exposure to chemical agents. You can't enforce
safety standards if you don't know them, so a construction safety officer must
be intimately acquainted with the safety policies and procedures of the
companies for which they work. In addition, they must know safety local, state
and federal safety statutes including the regulations of the federal
Occupational Safety and Health Administration.

Field Oversight
Accidents sometimes happen because there aren't a sufficient number of
workers on site at the right time, so a construction safety officer monitors
manpower to ensure there are no shortages. He communicates mandatory
safety standards to all contractors during the pre-bid walkthrough stage and at
pre-construction meetings, so there are no questions about the rules before
the job even begins. He reviews each contractor's safety plan and monitors it
for compliance.

Site Inspection
Construction safety officers conduct regular site inspections, recording all
violations, noting what remediation needs to occur to keep the project moving
forward safety. If necessary, the construction safety officer suspends the
project, pending necessary changes. He conducts safety trainings, both
formally, such as new employee safety orientations or refresher trainings, and
on-the-spot to all site workers. He produces a comprehensive report of each
inspection for accounting purposes.

Creating Safety Documentation

Because they are intimately acquainted with safety standards, and they have
knowledge of safety deficiencies, construction safety officers work with
management teams to develop new safety policies, refine existing policies,
modify design requirements and draft construction-related specifications. They
write safety proposals, interpret regulations, develop training, draft inspection
standards and draft safety assessment tools. They develop continuous quality
improvement and safety programs, such as rewarding employees for safe
behaviors.

References

About the Author

 Photo Credits
Jupiterimages/Photos.com/Getty Images

The Duties of a Safety Supervisor

Mary White
Updated July 05, 2017

Growth Trends for Related Jobs

Occupational Health ...$70,920/year2012-2016+19.1%

Forensic Science ...$56,750/year2012-2016+6.9%

 Home • 
 Job Descriptions • 
 Industrial Job Tips

Safety supervisors are responsible for a wide variety of tasks associated with
maintaining a safe workplace. While the specific tasks that this professional
may vary from one company and type of working environment to another,
there also are functions common to most safety supervisor positions.

Safety Training
Safety supervisors are responsible for ensuring that workers are properly
trained regarding company-specific and Occupational Safety and Health Act,
or OSHA, safety requirements. Training responsibilities may involve
conducting safety orientations, daily "toolbox" safety meetings, periodic safety
meetings and formal training sessions on a wide range of safety-related
topics.
Safety Policies
Safety supervisors are involved in creating, maintaining and communicating
safety-related policies and procedures, as well as ensuring that they are
followed. They may be involved in determining the need for new policies and
procedures and writing, editing and updating policy and procedure
documents, posters and handbooks. They are also responsible for
enforcement of safety policies and procedures, including making decisions
regarding appropriate discipline for infractions.

Workplace Inspections
Beyond providing safety training to employees, safety supervisors are
proactively involved in ensuring that proper practices are observed on the
workplace. They frequently perform safety inspections in locations including
job sites, offices and company vehicles. They observe working conditions,
equipment and employee behaviors to identify safety problems and take
corrective action.

Safety Equipment Maintenance

Safety supervisors are responsible for making sure that all safety equipment is
properly maintained. Tasks may include periodic facility fire inspections,
getting fire extinguishers charged regularly, verifying that first aid kits are
properly stocked and ensuring that company vehicles and equipment are
serviced following an appropriate schedule.

Hazard Investigations
When accidents, injuries or illnesses occur in the workplace, it is important to
determine the cause so that such problems can be prevented in the future.
Because of this, safety supervisors often lead occupational accident and
occupational illness investigations. They may investigate on their own or enlist
assistance from other supervisory personnel or outside consultants. Their
investigation reports must include factual statements of what occurred,
conclusions and recommendations for corrective or preventive actions.

Regulatory Compliance
 Safety supervisors are responsible for ensuring that their companies are in
compliance with all safety-related regulatory requirements, including OSHA
standards, Department of Transportation regulations and Environmental
Protection Agency requirements. They must be aware of obligations specific
to their industry and the types of jobs workers are performing. They must
ensure that workers have proper safety credentials and personal safety
equipment. They also must verify that there are no violations in the workplace
and they must comply with all reporting requirements.

References

Resources

About the Author

Photo Credits
worker image by Robert Kelly from Fotolia.com

Foreman Job Duties

Ariel Phillips
Updated July 05, 2017

Growth Trends for Related Jobs

Drafters$53,530/year2012-2016+1.6%
General Maintenance ...$36,940/year2012-2016+4.2%

 Home • 
 Job Descriptions • 
 Administrative Job Descriptions
There are a number of different types of foremen, including construction
foremen, shop foremen, mechanical foreman, and trades foreman. However
the basic job duties and responsibilities of a foreman remain relatively stable
across the different industries that employ foremen.

Type of Work
A foreman is responsible for overseeing a crew or group of workers charged
with completing a task. For example, a construction foreman will oversee the
overall construction of a specific project. Foremen are often workers who have
had years of experience in the industry and have moved on to managerial
positions. A mechanics foreman will supervise, manage and coordinate the
activities of mechanics, including machinery maintenance and mechanics.

Responsibilities
A foreman is responsible for many different types of duties, depending on how
they relate the the successful completion of the project on hand. These
responsibilities often include leadership roles, detailed scheduling and
coordination, safety precautions, productivity enhancement, employee
relations, and certain administrative tasks. A foreman also often works with
the contractor and client in making sure all elements of the project progress
accordingly. This often involves budgeting and quality control issues.

Knowledge
A foreman is responsible for having a wealth of important knowledge at hand
in order to effectively and quickly deal with situations that regularly occur. This
knowledge includes knowing company and project safety programs; health,
safety, and environmental issues; employee insurance and working
standards; and technical abilities relating to the trade, such as how to read
blueprints.

Skills
Other general skills a foreman is expected to possess in most cases include
good communication skills, both oral and written, ability to coach and team
members of the staff, quick problem solving and conflict resolution abilities,
 and understanding of how to delegate work effectively. In many ways the job
of a foreman is that of a project manager, and managing a project involves a
lot of hands-on skills and experience as well as administrative know-how and
bureaucratic negotiations. A foreman should also be fluent with a computer,
and have experience using relevant computer programs.

References

About the Author

Photo Credits
Stockbyte/Stockbyte/Getty Images

How Much Does a Construction

Superintendent Make?
Rick Suttle
Updated July 05, 2017

Growth Trends for Related Jobs

Civil Engineering ...$49,980/year2012-2016+0.7%

Construction ...$45,120/year2012-2016+0.4%

 Home • 
 Salary Insights • 
 More Salary Information

Construction superintendents typically work on large residential, commercial

or civil construction projects. Their primary responsibilities include planning
and coordinating construction projects, scheduling workers and sub-
contractors, managing costs, communicating and enforcing safety standards
and completing all construction on time. If you want to become a construction
superintendent, you need a bachelor's degree in construction science or
management. In return, you can expect to earn an average salary above
$60,000 annually.

Salary and Qualifications

The average annual salary for construction superintendents in the United
States was $64,000 as of 2013, according to the Indeed.com website.
Glassdoor reports an average salary of $68,250, but it's sample size is much
lower. Construction superintendents can also earn bonuses that significantly
increase their incomes. To become a construction superintendent, you need a
minimum of a bachelor's degree in construction science, construction
management, architecture or engineering. An associate's degree may fulfill
your educational requirements if you have at least a couple years of
experience in the construction industry. Many employers also prefer
candidates with bachelor's degrees to have at least two or more years of
industry experience. Other essential requirements are physical stamina and
supervisory, time-management, communication, decision-making, problem-
solving and computer skills.

Salary by Region
In 2013, average salaries for construction superintendents varied significantly
in most U.S. regions, according to Indeed.com. In the Midwest region, they
averaged the highest salaries of $70,000 in Illinois and the lowest of $49,000
in Nebraska. In the West, they averaged $43,000 per year in Hawaii and
$70,000 per year in California. Construction superintendents in the Southeast
averaged $55,000 a year in Louisiana and $76,000 in Washington, D.C. In the
Northeast, average salaries ranged from a high of $78,000 per year in New
York to a low of $55,000 in Maine.

Contributing Factors
A construction superintendent can earn more in certain industries. For
example, the Bureau of Labor Statistics -- which includes construction
superintendents under the broader job category of Construction Managers --
reports that these workers earned relatively high salaries of $115,910 a year
in the oil and gas extraction industry as of May 2012. They also earned above
average salaries working on highway construction and nonresidential or
commercial projects at $93,950 and $92,400 per year, respectively.
Experienced construction superintendents may also earn larger bonuses
because of their ability to manage more projects simultaneously.

Job Outlook
The BLS expects the number of jobs for all construction managers to grow 17
percent from 2010 to 2020, which is above the projected 14 percent growth
rate for all occupations. As a construction supervisor, you may experience a
similar increase in jobs because you'll work with construction managers on
various projects. Increases in population and the number of businesses
should drive demand for construction superintendent jobs. Opportunities
should also be strong in the highway and bridge construction industry, as
cities expand highway lanes and replace outmoded bridges.

References

Resources

Photo Credits
Jupiterimages/Creatas/Getty Images

General Laborer Job Description

Steve Amoia
Updated July 05, 2017
 Growth Trends for Related Jobs

Ironworkers$50,860/year2012-2016+12.7%
Masonry Workers$42,310/year2012-2016+16.5%

 Home • 
 Job Descriptions • 
 Industrial Job Tips

General laborers, also known as construction laborers and helpers, perform

basic yet important physical work tasks at building construction sites, highway
infrastructure projects and mining locations. They assist bricklayers,
carpenters, concrete workers, electricians, roofers, painters, plumbers, stone
masons and welders. Experienced general laborers supervise the work of
their younger colleagues. Physical strength, flexibility to interact with diverse
craft workers along with the ability to work on high-rise projects, underground
or in hot and cold weather conditions are key traits of general laborers.

Duties
General laborers remove trash, residual building debris and potential
dangerous materials from construction sites. They construct and later
disassemble reinforcement braces, concrete forms, scaffolds and temporary
structures. General laborers carry bricks, cans of paint, cinder blocks, drywall
sheets, electrical spools of wire, roofing panels and wooden wall panels. They
use shovels and backhoes to dig holes and smooth terrain. General laborers
may also use concrete mortar mixers to assist masonry workers and operate
forklifts to move heavy materials.

Training and Apprenticeship

General laborers receive on-the-job training beginning with easy tasks such
as cleaning construction sites and carrying materials. Formal apprenticeship
programs that last from two to four years teach general laborers more
complicated tasks. Apprentices must be at least 18 years of age and a high
school diploma is beneficial although not always required. According to the
National Center for Construction Education and Research, construction
laborer apprentices study modules about basic safety, blueprint reading,
building materials and adhesives, electrical safety, introduction to concrete,
hand and power tools, elevated masonry and concrete work, light equipment
and lastly, how to use forklifts.

Licenses and Certifications

General laborers who work with hazardous materials, also known as hazmat,
must obtain a federal hazmat license. Certification is beneficial and usually
required for the following construction laborer specialties according to the U.S.
Bureau of Labor Statistics: asbestos, energy auditor, lead workers, pipeline
operators, radiological employees, rough terrain forklift operators, signal
persons on road sites and other venues, weatherization installation, welding
and work zone safety. .

Anticipated Wages
The U.S. Bureau of Labor Statistics reports that construction laborers earned
a mean hourly rate of $16.43 and a mean annual salary of $34,170 as of May
2011. Entry-level construction laborers, which includes the lowest 10 percent
of earners, had earnings of $18,820 or less annually. The most experienced
construction laborers, or the highest 10 percent of workers, earned yearly
wages of $58,250 or more, according to the BLS. The highway, street and
bridge construction industry reported the highest mean salaries for
construction laborers in industries with at least 24,010 workers: $18.28 per
hour and $38,030, annually according, to the BLS.

Outlook
According to the U.S. Bureau of Labor Statistics, the projected number of new
jobs for construction laborers is estimated to increase by 212,400, or 21
percent, through 2020. This estimate compares with an average 14 percent
growth rate in all other U.S. occupations tracked by the BLS. Increased
demand for the construction of new homes, commercial office buildings,
factories and national infrastructure projects will provide better-than-average
job opportunities for laborers.

References

Resources
 About the Author

Photo Credits
Kittikorn Nimitpara/Moment/GettyImages

Job Description for a Secretary at a

Construction Company
Victoria Robles
Updated December 30, 2018

Growth Trends for Related Jobs

Construction ...$89,300/year2012-2016+8.2%
Secretaries and ...$38,730/year2012-2016+0.3%

 Home • 
 Job Descriptions • 
 Administrative Job Descriptions

In addition to having good communication, organizational, math and computer

skills, construction company secretaries must also understand the
construction process and terminology in order to carry out their job duties.

Clerical Duties
Construction company secretaries handle the main clerical duties for the
office, including composing and typing project correspondence, sorting mail,
submitting construction permit requests, scheduling meetings and making
copies of documents for construction bids and projects.
Receptionist Duties
Construction company secretaries must also answer the phones, respond to
general questions from clients and suppliers, write messages and transfer
calls.

File Maintenance
Secretaries are responsible for organizing the project and office files including
payroll documents, project billing summaries, worker’s compensation
documents, blueprints, contracts and supplier invoices.

Accounting
Secretaries may assist the accounting department or bookkeeper with the
accounts payable, billing and payroll. This may include reviewing invoices,
calculating the cost of materials and subcontractor fees, reviewing employee
time cards and updating payroll and expense reports.

Data Entry
Construction company secretaries use software programs to update and keep
track of the cost of building materials and labor for each project. They may
also assist project managers by updating the information needed to create
proposals and budget reports.

References

About the Author

Jupiterimages/Comstock/Getty Images

How Much Does a Warehouse Supervisor

Make?
Shelley Moore
Updated September 28, 2017
 Growth Trends for Related Jobs

Food Preparation ...$21,440/year2012-2016-0.3%

Cashiers$20,180/year2012-2016+3.8%

A warehouse supervisor oversees workers as they receive, unpack and store

products or materials, and fill orders, pack and ship products and materials.
The warehouse supervisor makes sure all work is done correctly and
efficiently, and may participate in some of these duties as well. The supervisor
also maintains stock records. Salary.com indicates that most warehouse
supervisors earn at least $44,000 per year as of 2011.

General Warehouse Worker Salary

The median salary for general warehouse workers as of March 2011 is
$29,229 per year, as determined by Salary.com. That translates to about $14
per hour. The middle 50 percent of warehouse workers have wages of
$24,867 to $35,021 per year. The bottom 10 percent earn less than $20,900
per year, and the top 10 percent have pay rates at or above $40,294 per year.

Warehouse Supervisor Salary

Warehouse supervisors earn significantly more money than general
warehouse workers. Their median annual salary is $51,883 as of March 2011,
equaling about $24.90 per hour. The middle 50 percent earn $44,877 to
$60,015 per year. The bottom 10 percent have annual salaries below
$38,500, and the top 10 percent earn $67,418 per year and higher.

Geography
Salaries for warehouse supervisors vary a great deal by geography. These
supervisors in Hattiesburg, Mississippi, for example, have a median annual
salary of $40,950, ranking in the bottom 25 percent nationwide, while those in
San Francisco earn a median salary of $62,259 per year, ranking in the top 25
percent nationwide. Warehouse supervisors in Ocala, Florida, have a median
annual salary of $46,414; in Bangor, Maine, $46,746; in Houston, $51,468; in
Denver, $53,439; in Minneapolis, $54,684; in Philadelphia, $54,840; and in
Seattle $57,071. In San Francisco, the top 25 percent of warehouse
supervisors earn more than $72,000 per year, and the top 10 percent more
than $81,000.

Advancement
With experience, a warehouse supervisor can advance to the position of
warehouse manager. The median salary for this position as of March 2011 is
$66,020 per year. The bottom 10 percent of warehouse managers earn
$43,863 and below, and the top 10 percent make more than $90,000 per year.

About the Author

Photo Credits
chinaface/iStock/GettyImages

Job Descriptions for Environmental Service

Supervisors
Christopher Raines
Updated December 27, 2018

Growth Trends for Related Jobs

 Purchasing Managers$111,590/year2012-2016+1.2%
Preschool and ...$45,790/year2012-2016-3.4%

 Home • 
 Job Descriptions • 
 Professional Job Descriptions

Environmental services promote the health of occupants of hospitals, schools,

dormitories, stores and other buildings. Supervisors of environmental service
administer departments charged with functions such as cleaning, sanitizing,
laundry, pest control and housekeeping. Effective administration of
environmental service staff requires supervisors to be well-versed in health,
sanitation and safety regulations and policies, identify health and
environmental risks in their buildings, and communicate with staff in their own
departments and others in their organization.

Managing Employees
Environmental service supervisors are responsible for their department's staff
and working conditions. They hire, train, evaluate and terminate employees
and schedule shifts.Training entails instructing staff on cleaning and sanitation
standards, as well as proper mopping and cleaning methods. It also includes
safe bagging and disposal of waste, used towels and sheets and informing the
staff of hospital, school or other institutional policies. Workers in hospitals may
need additional training on procedures in specific departments such as
pediatrics and surgery. Supervisors oversee the facility's compliance with
occupational safety regulations and inform workers of potential hazards in
cleaning supplies. This includes providing information on material safety data
sheets.

Supplies and Equipment

Supervisors' duties include inventory oversight. Environmental service
employees need supplies, such as chemicals, disinfectants, detergents and
mops to clean surfaces, mirrors, sinks and other parts of the facility. Supply
rooms should include trash bags to store and remove waste and anti-bacterial
soap, toilet paper and paper towels for bathrooms, as well as detergent for
dishes and laundry. Supervisors inspect and examine cleaning equipment and
recommend new equipment purchases to the facility administrators.
Quality Control and Assurance
An environmental service supervisor insures the facility's compliance with
health and sanitation regulations and standards.The supervisor inspects the
heating, ventilation and air conditioning system and tests for radon, mold, and
other conditions that may cause "sick building syndrome." Building occupants
may suffer headaches, fever, coughing and chills because of poor ventilation
or the presence of chemicals.

Preparing Budgets
An environmental service supervisor's work includes preparing the
department's budget. The supervisor considers the department's goals,
objectives and the equipment and supplies needed. Preparing the budget
involves tracking supply purchases from the current or prior year and knowing
the wages of department staff and the costs to maintain or acquire new
equipment.

References

Resources

About the Author

Yok46233042/iStock/GettyImages

Job Descriptions for a General Manager in

Construction
Brenda Scottsdale
Updated December 27, 2018
 Growth Trends for Related Jobs

Civil Engineers$83,540/year2012-2016+7.9%
Materials Engineers$93,310/year2012-2016+6.7%

 Home • 
 Job Descriptions • 
 Industrial Job Tips

Construction general managers oversee the work of subcontractors and other

construction workers, such as roofers, plumbers and electricians, to ensure
work is correct, timely and on budget. According to the U.S. Bureau of Labor
Statistics, 523,100 jobs were held by construction managers as of 2010. While
about two-thirds of construction managers are self-employed, construction
general managers also work for employers in the areas of nonresidential
building construction, residential building construction, building equipment
contractors, heavy and civil engineering construction and architectural,
engineering and related services.

Education and Training

The minimum qualification for a general construction manager is an
associate's degree; however, many applicants have earned their bachelor’s
degrees in fields such as construction science, building science, construction
management or engineering. Bachelor’s programs typically prepare
construction managers to handle areas including project design,
management, construction methods, cost estimation, building codes and
standards and management skills. Once hired, new construction managers
typically work first as assistants under more experienced professionals for a
period of several weeks to several months depending on the employer and
the applicant's experience.

Duties
General construction managers coordinate workers' schedules ensuring each
person completes their work in the correct order for the project to progress
efficiently. They enforce safety rules and make sure all workers have the right
tools, equipment and materials to get the job done correctly. General
construction managers often interface with trade professionals, such as
stonemasons and carpenters, and regulatory officials such as government
workers and lawyers. They obtain the necessary permits and required
variances and manage the details for several projects at once.

Skills
Because so much of his job involves multi-tasking, a general construction
manager benefits from learning the tools project managers use to track,
record and evaluate projects. An analytical mind, attention to detail and ability
to make impromptu decisions based on objective criteria are skills a general
project manager must possess. It is not enough to manage crises as they
arise, however; those who excel at the job take the initiate to put policies and
procedures in place that prevent accidents, extra work and waste. Because
tempers can flare, a general construction manager must be able to mediate
conflict and soothe egos to get the job done.

Salary and Outlook

The median annual wage for construction managers, as reported by the BLS,
was $83,860 as of May 2010. While the lowest 10 percent earned less than
$50,240, the highest 10 percent earned in excess of $150,250. A general
construction manager's salary might include bonuses and overtime pay. While
most construction general managers work full-time, they put in overtime when
approaching deadlines, are self-employed or emergencies arise. The BLS
projects the job outlook at 17 percent through 2020, compared to 14 percent
for all other occupations.

References

About the Author

Mike Watson Images/moodboard/Getty Images

How to Become a Construction Project

Manager
Alison Green
 Updated July 05, 2017

Growth Trends for Related Jobs

Construction ...$89,300/year2012-2016+8.2%
Construction ...$45,120/year2012-2016+0.4%

 Home • 
 Career Paths • 
 Compare Careers

Construction project managers combine their expertise in engineering and

management to deliver projects on time and within budget. They prepare work
schedules; manage a team that includes laborers, technicians and engineers;
supervise subcontractor operations; and address emergencies. An interest in
engineering or science; excellent leadership, business and decision-making
skills, and a degree in construction or engineering are the tools you need to
break into this position.

Gain the Knowledge

The first step for prospective construction managers is to complete an
associate or bachelor's degree in construction science, civil engineering or
building technology. Many workers use this credential to secure a lower-level
job on a construction project and gain the technical know-how and experience
required to move ahead. Although some workers who exhibit superior
leadership abilities may be promoted to project management positions, others
must complete a master’s degree in business administration or construction
management to land the job.

Master the Skills

Project management is a multifaceted position that requires several key skills.
To build and guide an effective and cohesive construction staff, for example,
managers must have strong leadership and supervisory skills. When
inspecting project sites, they need good analytical and problem-solving skills
to detect and address unforeseen challenges. Because project owners often
frown upon additional costs, managers must rely on business and time-
management skills to minimize costs and ensure that construction activities
meet deadlines.

Get Licensed
States have varying licensing conditions for construction project managers.
While many states only license supervisors or managers of public projects,
others, such as South Carolina, license all managers. To obtain a license,
applicants generally need to demonstrate significant construction experience,
pay a fee and pass an examination. Managers can also demonstrate their
competence to potential employers by obtaining the American Institute of
Contractors’ Certified Professional Constructor, or the Construction
Management Association of America’s Certified Construction Manager
credential.

Find a Job and Get On

Beginning construction project managers are typically hired by established
construction management companies and architectural firms. After gaining
vast work experience and obtaining a license, they can set up contracting
companies and work directly with clients. Others may pursue a doctoral
degree in construction management to secure teaching jobs in universities.
According to the U.S. Bureau of Labor Statistics, the employment of
construction managers will grow by 16 percent from 2012 through 2022,
quicker than the 11 percent average for all careers.

References

About the Author

Photo Credits
Jupiterimages/Photos.com/Getty Images
 Construction Clerk Job Description
Faith Davies
Updated July 05, 2017

Growth Trends for Related Jobs

Construction ...$89,300/year2012-2016+8.2%
Material Moving ...$34,530/year2012-2016+0.3%

 Home • 
 Job Descriptions • 
 Technical Job Descriptions

Construction companies must retain a variety of documentation, such as

building permits, plans and budgets. Construction clerks are the individuals
responsible for maintaining these records.

Duties
Construction clerks gather documents and then scan them or file them
according to an established organizational system. Clerks may retrieve
documents when needed by employees of the construction company, or have
a responsibility to submit documents to state or federal government agencies
as required for reporting.

Work Environment
Most construction clerks work full-time during daylight, weekday hours. Clerks
work in office environments and may work alone or alongside other clerks,
depending on the size of the company.
Skills
Successful construction clerks exercise attentiveness to detail, organizational
skills and the ability to work in an environment that is fairly routine. For
companies that use electronic records, the ability to use computer scanners
and imaging software is also necessary.

Education
Most employers prefer to hire construction clerks with a minimum of a high
school diploma or GED.

Compensation
As of January 2010, construction clerks averaged annual salaries of $29,000,
according to Indeed.com.

2016 Salary Information for Receptionists

Receptionists earned a median annual salary of $27,920 in 2016, according to
the U.S. Bureau of Labor Statistics. On the low end, receptionists earned a
25th percentile salary of $22,700, meaning 75 percent earned more than this
amount. The 75th percentile salary is $34,280, meaning 25 percent earn
more. In 2016, 1,053,700 people were employed in the U.S. as receptionists.

References

About the Author

Photo Credits
Wavebreakmedia Ltd/Wavebreak Media/Getty Images

What Are the Duties of a Construction

Foreman?
Luanne Kelchner
Updated July 05, 2017
 Growth Trends for Related Jobs

Desktop Publishers$41,090/year2012-2016-1.4%
Cost Estimators$61,790/year2012-2016+2.1%

 Home • 
 Job Descriptions • 
 Technical Job Descriptions

A construction foreman is responsible for supervising the workers and also

doing actual construction work. Workers on a construction site sometimes
advance to foreman after gaining seniority and expertise. A college education
is not necessary for the foreman's job, but you typically need five or more
years of experience.

Assigning Jobs
The construction foreman places employees in specific tasks to ensure the
efficient completion of the project. A foreman must be able to evaluate
employees and determine how each employee can best contribute to the job.
The foreman needs the ability to read blueprints and knowledge of building
codes to ensure that the project is completed correctly.

Scheduling Employees
The foreman determines the schedule on a construction site -- for example,
when employees report for work, take breaks and quit for the day. When a job
runs behind schedule, the foreman or supervisor selects employees to work
overtime until the job is back on track.
Supervising Workers
The foreman monitors employees to ensure that the work is done efficiently
and within quality standards. If a change in assignments is necessary, the
foreman makes the changes to ensure that the work is completed on time.

Performing Construction Duties

A construction foreman usually works alongside employees on the job site.
The foreman must be know all the jobs on the site and be capable of filling in
as necessary. Competence in all skills also enables the foreman to evaluate
the other employees' work accurately.

Reporting Progress
The foreman reports back to the clients or managers of the construction
company. A foreman may report on the progress of the job, the estimated time
to completion and employee evaluations.

Choosing Materials
The construction foreman is responsible for ordering materials for each
construction job on the site.

References

About the Author

Photo Credits
Digital Vision./Photodisc/Getty Images

Job Description for a Civil Foreman

Alice Stuart
Updated July 05, 2017
 Growth Trends for Related Jobs

Environmental ...$49,170/year2012-2016-8.6%
Civil Engineers$83,540/year2012-2016+7.9%

 Home • 
 Job Descriptions • 
 Industrial Job Tips

Civil foremen supervise a construction site and oversee the day-to-day

operations of the building crew. They produce daily updates to the engineer or
manager in charge of the project and resolve issues that arise with the work.
Civil foremen work on different kinds of building projects, depending on their
past work experience.

Required Education and Training

The civil foreman has great responsibility on the building site. There is no
minimum required educational experience to become a civil foreman, although
many employers prefer candidates with a four-year degree in construction
science or a related field. Alternatively, some employers accept those with an
associate degree in construction management or a related field and
experience managing a work site. Foremen are workers with extensive
experience, most of whom have worked as assistant foremen or construction
managers previously.

Construction Manager Certification

Some employers prefer to hire civil foremen with certification in construction
management. This certification is available through the Construction
Management Association of America. To qualify, you need either a four-year
degree or an associate degree in construction science or a related field, as
well as four years or more of relevant work experience. You also need to pass
the exam, which takes five hours to complete. A study guide and review
materials are available on the CMAA website.

Supervisory Duties
The primary responsibility of the civil foreman is to ensure that work
progresses safely and on schedule. They provide daily reports to the engineer
responsible for the project and schedule deliveries and contractors as
required. Civil foremen also are responsible for the safety of the work site and
provide training for the workers if required. Another important duty of the civil
foreman is to manage permits to ensure that everything is legal and in order.

Hands-On Work Responsibilities

Although the civil foreman holds a supervisory role by definition, a successful
foreman has the ability to step in and work with the crew if necessary. In
addition, a thorough knowledge of the work processes and technologies used
in the specific building project is essential for effective project management.
The civil foreman creates the schedule of work for the building project, which
requires a knowledge of how long each aspect of the construction takes.

2016 Salary Information for Construction Managers

Construction managers earned a median annual salary of $89,300 in 2016,
according to the U.S. Bureau of Labor Statistics. On the low end, construction
managers earned a 25th percentile salary of $68,050, meaning 75 percent
earned more than this amount. The 75th percentile salary is $119,710,
meaning 25 percent earn more. In 2016, 403,800 people were employed in
the U.S. as construction managers.

References

Photo Credits
36clicks/iStock/Getty Images

Facility Supervisor Job Description

Alison Green
 Updated July 05, 2017

Growth Trends for Related Jobs

Preschool and ...$45,790/year2012-2016-3.4%

Environmental ...$49,170/year2012-2016-8.6%

 Home • 
 Job Descriptions • 
 Technical Job Descriptions

Facility supervisors oversee buildings in a range of settings, including schools,

government agencies and industrial plants. They approve facility use
requests, ensure that users adhere to building policies, supervise
maintenance personnel and file records of maintenance activities. Most
employers prefer candidates with a postsecondary degree in a relevant field.

Skills and Duties

Facility supervisors need to know how to inspect buildings for potential
problems and defects. When a building is being remodeled, for example, the
supervisor must monitor the work progress and verify it complies with building
safety standards. Supervisors use problem-solving skills to address
emergencies such as power disruptions. They use recordkeeping skills to
ensure they accurately document maintenance records and facility use
requests. When an organization wants to budget for facility maintenance and
repair activities, the supervisor prepares a budget that meets the
organization’s financial objectives. Project management skills are also
essential, since facility supervisors often oversee facility construction or repair
work.
Authorizing Facility Usage
Facility supervisors have the final say on whether a facility can be used for
certain activities. In a university, for example, the supervisor might approve
student requests to use halls for extracurricular activities such as talent
shows. Before the facility is put into use, the supervisor conducts inspections
to check whether electrical, surveillance and music or public address systems
are functioning properly. If a piece of equipment is defective, the facility
supervisor coordinates its repair or replacement. When the facility is in use,
the supervisor ensures proper use and care of the equipment.

Supervising Personnel
Cleaners, maintenance technicians and electricians are among the staff that
work under facility supervisors. This means supervisors have a duty to
allocate tasks and evaluate the performances of staff members. When the
company hires new maintenance workers, the facility supervisor will typically
conduct training sessions to help improve their knowledge of the company’s
safety programs and policies.

Become a Facility Supervisor

Many facility supervisors land the job after earning at least an associate
degree in facilities management, building or civil engineering, or business
administration. Others begin as maintenance technicians and work their way
up as they gain more experience. The International Facility Management
Association offers the Certified Facility Manager credential, which facility
supervisors can combine with a bachelor’s degree in facilities management to
become facility managers. Aspiring CFM's must meet education and
experience requirements and pass a certification exam. According to
Indeed.com, an occupational resources website, facility supervisors earned an
average annual salary of $43,000 in 2014.

References

Resources

About the Author

Photo Credits
child image by Aidairi from Fotolia.com

Skills Needed to Be a Child Care Worker

Marie Huntington
Updated September 26, 2017

Growth Trends for Related Jobs

Computer and ...$84,560/year2012-2016+8.6%

Business and ...$67,710/year2012-2016+6.6%

Child care workers are responsible for the care and well-being of children.
During their working hours, parents entrust their children to the care of child
care workers. Therefore, workers have an important responsibility to maintain
a safe and positive environment for the children. According to the U.S. Bureau
of Labor Statistics, in 2008, the median annual hourly wages of child care
workers was $9.12.

Qualifications
The specific qualifications of child care workers vary by state and employer.
Some states may require child care workers to obtain a certain amount of
training to earn the Child Development Associate (CDA) credential, while
there are no specific requirements in other states. Some employers may hire
high school graduates or individuals without a high school diploma, while
other employers require the child care applicants to possess educational
training in early childhood education or child development. Additionally, some
child care provider companies sponsor workshops and on-the-job training
programs. As a whole, many employers seek out candidates with some work
experience in child care settings and have the ability to pass a background
check.

Duties
Child care workers prepare meals and snacks for children. Also, they assist in
the construction and preparation of daily activities for children, including
indoor and outdoor activities. They also assist in the creation of the daily
schedules of the children. Child care workers may utilize age-appropriate
teaching strategies to promote the learning development of children. Overall,
child care workers are responsible for keeping the children in their care safe
and ensuring that the overall child care environments are safe.

Capabilities
Child care workers continuously create positive environments to promote
high-quality child care experiences for children. Many child care workers have
a passion for helping children and a passion for the development and learning
process of children. They have good social and listening skills, and they
understand how to communicate effectively with children.

Work Environment
Child care workers may work with infants, toddlers and school-age children.
The Bureau of Labor Statistics reports that 33 percent of child care workers
are self-employed. Child care workers spend the majority of their time on their
feet and actively working with the children. Most child care centers are open
between early morning and late evening hours to accommodate parent
schedules.