Fielding Questions

Though most remodeling company owners focus on skills when hiring field staff, many recognize that attitude is equally or even more important than construction skills. “A lot of this business is about attitude,” says REMODELING contributor and consultant Tim Faller of Field Training Services in Westerly, R.I. “There is a smart shift toward finding out more about the applicant's personality instead of just focusing on their specific skills.” Faller's clients tell him that when a field employee does not work out, it's mostly due to an attitude problem. “You have the most problems with people who have really good skills but terrible attitudes,” Faller notes.

Denise Nott, general manager at DeCiantis Construction in Stonington, Conn., recently joined owner John DeCiantis during interviews. “Our personalities are different,” she says. “John focuses on technical skills. I have different conversations with potential employees that really let me know if they will fit in.”

Remodeler Gary Adam, owner of Pioneer Craftsman in Ontario, Canada, says that if someone has a great personality and a good attitude, they can learn skills on the job. His main concern is professional conduct. “If the client asks that person a question, the communication needs to go smoothly. They need to understand the client's concerns without getting defensive,” he says.

Adam compares interviewing a potential employee to interviewing potential clients: “I used to believe a customer when they said that budget is not a concern. Now I probe deeper when they say that. It's the same with a potential employee — you have to carry the questions further.”

Faller says that having a written job description is essential. “You can't ask the right questions,” he says, “without knowing what job you are interviewing for.” He suggests making a list of questions based on the job description. “Come up with several questions for each responsibility they will have on the jobsite so that you have enough to go on for an evaluation.”

Owners should pre-qualify the person and check their references before the interview. The first interview should be done by the immediate supervisor for that position. Nott screens potential employees by phone. “If they are trying to rush me off the phone to get to John, that is a strike against them,” she says. Adam first conducts a short, informal interview lasting about 15 minutes. “It's just to see if they show up on time and are neat and personable,” he says. If they are suitable and have good references, then he calls them in for a second interview.

Adam says that having a potential hire interview with several people helps in two ways. First, it makes that person uncomfortable. “You can see how they react under pressure. And pressure is something they will be dealing with on the jobsite,” he points out. Second, having other employees' opinions helps confirm your opinion so you don't second-guess yourself.

However, Erik Cofield of Houston Structural in Hammerly, Texas, says that office interviews provide skewed information about the employee. He prefers to conduct interviews on the jobsite. “That will tell you so much more than an office visit. You see how they walk over debris, walk around the site, and communicate with peers. You can judge the true level of their ability more quickly and accurately,” he says.

You should also explain your hiring process to the applicant. Inform them of any tests or additional interviews and of your timetable for making a decision.

Nott begins the interview by noting the appearance of the potential employee. “Tattoos or piercings are a negative. Our prerequisite is for them to look professional,” she says. Owner DeCiantis also evaluates the appearance of their truck. Faller says that taking a person's conduct into account is important. He also points out that for some jobs, taking note of body language is particularly significant: “If you're looking for a lead carpenter — which requires confidence — that is telegraphed through eye contact and body positioning.” But be aware that body language does not always provide accurate information.

Avoid asking questions that lead the interviewee to the answer you want to hear. “For example, a contractor will say, ‘In this company, keeping jobsites clean is important. What do you think?'” Faller says. “We've already told them the right answer, so they will just repeat it in a different form.” Instead, he recommends asking questions that elicit the applicant's opinion, such as “What do you think is the number one thing to do for client satisfaction?”

Cofield says that instead of asking, “How good are you at stucco?” a contractor should ask specific questions about stucco, such as “What do you have to do to match existing stucco?” He also asks about how the applicant might handle certain situations with clients, code inspectors, subcontractors, and so on.

If they say that they are a team player or that they can work independently, Adam asks them for an example of how they did that in past jobs. “I like to ask questions that put them on the spot,” he says.

But Adam also likes to help the interviewee relax by asking about hobbies. “You see if they are enthusiastic — if they have a passion for it,” he says. However, sometimes they mention hobbies that they don't really have. Cofield has had the same experience, so he no longer asks about hobbies. “When people tell you their hobbies,” he says, “they tell you about what they would like their hobbies to be rather than what is true.” He prefers to ask how they spend their day (and, if they mention that they have children, what their favorite activity is with the kids).

Ben Tyler, president of Ben Tyler Building and Remodeling in Louisville, Ky., says that if a potential employee responds to the hobby question by talking about team sports, that is a bonus. “Someone who grew up playing team sports is more likely to get along with people and understand the team concept more than someone who did not,” he says. He also asks how they would handle an irate customer. “The correct answer is to let the customer vent and to let them know that you will make it right,” Tyler says. “You want someone who will take charge of the situation.”

Nott says that De-Ciantis likes to ask interviewees about the authority figures in their life. “I don't know how to interpret that — John does. I think you get too much personal information,” she says.

Cofield throws out one odd question: “If you could be any living thing other than a human being, what would you be?” He says “the question is so unusual that people answer from the top of their heads. When you match the attributes of these living things with how that plays into their position, you get a pretty vivid picture of their personality.”

Faller says that contractors should tell the applicant about the company's benefits. “If they want to join you, they have the right to know. Give them the low and the top end of wages,” he says. “Tell them that you don't know where they will place until they are on the jobsite.”

Also, when the applicant asks questions, you should listen closely because these questions can reveal their motivation. “If they only ask about pay, you know that is one of their priorities. That tells you about where their heart is. That's fine if you want people on your staff who are driven by money,” Faller says.

What is the most important question you ask during an interview for a field staff position?

Would you ask for permission or forgiveness?
“We really want a lead to ask for forgiveness, think on their feet, and make decisions. As a lead, the job is theirs; they are there to get the job done, not to call the office asking, ‘Can I do this?'” —Denise Nott, DeCiantis Construction, Stonington, Conn.

What would you have done differently if you were the manager of the last company you worked for?
“It is surprising how much people tell you and how their own personality shows, especially if they didn't like the last company. I think it shows how they act in a difficult situation and what reactions you can expect in the future. Most people want to justify why they left the company and get you to see their point of view. This question will show you whether you have a team player or someone who is a potential troublemaker. It will also show you whether the applicant has thought through the problems of the last company and has real insight into what it takes to run a business.”—Andrew Shore, Sea Pointe Construction, Irvine, Calif.

Describe your worst experience in the industry and your most satisfying project.
“If they get emotional or describe stupid clients or lay blame on others, it is a red flag. With these two questions, you can find out if they have enthusiasm for the job or if they are a person full of excuses.”—Gary Adam, Pioneer Craftsman Ontario, Canada

What are you looking for in your career?
“Some just want to do a great job, work 8 to 4:30, and not worry when they leave a jobsite. Others say they want to progress to being project manager and maybe production manager. They might want to run their own company in a few years. I think that is healthy. I've had people leave and do that; they do not compete with us. You have to have those working for you who can work independently and take responsibility to that level.” —Ben Tyler, Ben Tyler Building and Remodeling, Louisville, Ky.

Here are a few tips on what to avoid during an interview from Tim Faller of Field Training Services.