So, You Said You’d Be On Site

“So, you said you would be on site”, well that is quite possibly, one of the most dreaded conversations to be had on a job site.

Sub-trades not showing up, or showing up with fewer workers than expected, is a very common and complex problem.

When entire days or weeks go by, with little or no workers showing up on site, each day or hour missed is a huge problem. It is very hard to make up time, if not impossible. And it’s the schedule that takes a beating.

The schedule doesn’t stop, it keeps moving forward, along with the client’s expectations. If you’re not included in the communications feedback loop your schedule is going right down the toilet (given that task is on schedule.)

But it’s tough to manage all job sites equally. To be physically present on all sites, each day, day after day is almost impossible. There’s no way that can possibly scale.

Besides, isn’t that the site super’s job? Don’t forget that there’s already an established daily communication channel that documents and assigns accountability.

The super, the PM, and leadership teams need a real-time feedback channel that closes the loop between the site and back-office with the power of the entire knowledge base of the org at the super’s finger tips.

Here’s a great example of a GC’s experience with real-time daily reporting feedback, this one happens to be from one of our beta pilots.

This GC takes daily reporting seriously. They know it has the power to save them in legal disputes, but in this case, it also helped save their schedule.

The site was remote, about 200 km away from head office. The super was experienced and knew the project inside and out.

Out of the twenty sub-trade teams on site that day, one team was missing. The super made some calls and found out the sub-trade wasn’t going to make it today, or tomorrow, or the day after that. “We’ll make it up with more crew next week.” they said.

So, that’s a workforce report of zero for this sub-trade in the daily report, with a note about the exchange.

The way Harbr works is that if there’s an issue like this workforce loading one, it gets flagged automatically on the dashboard. PMs and Leadership teams see that call out as soon as it’s logged in the app.

Now, the director of this org saw this issue get flagged on the dashboard. He immediately picked up the phone and called the sub-trade. They were on site the next day and every day after that.

The director had an agreement with this sub-trade to have workforce on this project every day until the phase was delivered. Something that the super was unaware of.

The director called us up and said “you just saved me 3 weeks on this project” and recounted the story above. Adding that typical escalation from site to PM to leadership often moves at a snail’s pace.

This real life example, solved by closing the decision-making channel, in a completely scalable way.

Whatever way you chose to close your feedback loop, just make sure it does these things:

Has intelligent escalation.

Doesn’t slow down the super.

Creates a framework for compliance.

Empowers the super with an organizational knowledge base.

So, who didn’t show up on your sites today?

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