By Scott Moffitt

Construction in the metro area is at an all-time high, with more than $9 billion currently being invested in the Kansas City region.

With all the residential and commercial development in the area, the construction industry is extremely competitive. To remain competitive, contractors must hire and retain workers who can improve the overall operation of the company. The best field personnel can ensure that every project is done right.

Every construction project has a superintendent or contractor's representative assigned. In addition to being responsible for the work progressing according to schedule, the superintendent also directs and coordinates the activities of the various subcontractors (trade groups). Therefore, general contractors must have good superintendents in place in order to sustain the organization. A superintendent's performance plays a major role in determining a company's reputation, so a good superintendent is paramount on every project.

Qualities of a Good Superintendent
A good superintendent knows how to develop and relate to subcontractors and other field personnel. They are well-organized, well-informed and knowledgeable about the trades on the job site. They are good listeners and treat their subcontractors and others fairly and with respect. An even temperament is another quality of a good superintendent. They also are motivators. When a good superintendent is on the job, everyone strives to do well. The best superintendents have "clean jobs," where subcontractors get on and off the job quickly and efficiently.

Developing Good Superintendents
Good superintendents are developed from within. This breeds loyalty and also instills the superintendent with the values of the company. Give opportunities to entry-level field personnel. Allow them to shadow the project manager or other lead personnel on a project. Personnel who have shown leadership within your company are typically the ones who can grow into becoming good superintendents. Once those employees have been identified, involve them in professional training programs, both internally and through professional training programs (e.g. builder's associations), as well as through one-on-one coaching.

Keeping the Good Ones
Once you have good superintendents in place, how do you keep them motivated? The reward system can go a long way with staff, as well as your subcontractors. Of course, lots of praise, attractive compensation, extra time off and even company-provided vehicles are used to reward superintendents. A good team atmosphere between the office and field is crucial. An open line of communication also helps. There will always be someone else willing to offer your best people more than you do. Keeping your workers happy helps to establish loyalty.

For good subcontractors, the rewards are a win-win for them and the general contractor. The subcontractors make a profit and a relationship is developed; and, their bids are more competitive, thus increasing more contracts for the contractor. The ultimate reward for a subcontractor is when general contractors include them on pre-qualified subcontractor lists, so they become a part of the team when bidding on a project.

Affecting the Bottom Line
Having a good superintendent assigned to your project ultimately affects your company's profitability. A good superintendent gets the job completed on time and within budget. Subcontractors are profitable when good superintendents are in place. Field personnel show up on time and work more efficiently because they are properly supervised. Field personnel exhibit their loyalty by keeping busy and working steadily.

Good superintendents indirectly assist with expanding the company's client list by offering clients a very competitive price coupled with quality work. Good superintendents deliver on what the company promises. You know you have a good superintendent when your repeat clients ask for the same superintendent on future projects.

In order for construction companies to maintain a competitive edge, they must hire the best personnel-especially good superintendents. Finding and keeping the good ones with attractive rewards and compensation affects your company's profitability and reputation. A good reputation within the industry with owners/developers and subcontractors earns respect, admiration and establishes the company as a leader within the industry.

The construction industry is a relationship business. Having a great superintendent who can develop relationships with subcontractors and owners allows for all parties to be successful.

Scott Moffitt is vice president and director of operations for Hoffman Cortes Contracting Company. Founded in 1920, Hoffman Cortes provides general contracting for commercial, industrial, adaptive reuse and design build projects. Services include general construction, construction management, development consulting, project management, structural concrete and rough and finish carpentry.  You can reach Scott Moffitt at (816) 842-6170 or .