Construction Manager Onboarding Checklist

Construction Manager Onboarding Process

Are you looking for help setting up a staff orientation process so that when your new Construction Manager starts their role, they can learn about their responsibilities and your company as quickly as possible? Whether you’re keen to use buddy onboarding, want to automate your Construction onboarding experience or just need an onboarding checklist for your new Construction Manager, you’re in the right place. We’ve put together a sample Construction Manager onboarding checklist below and have created onboarding templates & resources to help.

Construction Manager Onboarding Checklist

1. Introduction to company policies and procedures: The construction manager should be provided with a comprehensive overview of the company’s policies and procedures, including safety protocols, quality control measures, and project management guidelines. This task is typically performed by the human resources department or a designated onboarding specialist.

2. Familiarization with company culture and values: It is essential for the construction manager to understand the company’s culture and values to align their work approach accordingly. This task may involve attending orientation sessions, meeting with key stakeholders, and reviewing company literature. The human resources department or a designated mentor can facilitate this process.

3. Introduction to the organizational structure: The construction manager should be introduced to the company’s organizational structure, including key departments, reporting lines, and decision-making processes. This task is typically performed by the project director or a senior manager who will provide an overview of the company’s hierarchy and how different teams collaborate.

4. Review of ongoing projects: The construction manager should be briefed on the status of ongoing projects, including their scope, timelines, and key deliverables. This task is usually performed by the project management team or the construction manager’s direct supervisor, who will provide project-specific information and answer any questions.

5. Familiarization with project management tools and software: The construction manager should receive training on the project management tools and software used by the company. This may include software for scheduling, budgeting, and document management. The company’s IT department or a designated trainer can provide this training.

6. Introduction to key stakeholders: The construction manager should be introduced to key stakeholders, both internal and external, who play a crucial role in the success of construction projects. This may include meeting with clients, subcontractors, suppliers, and regulatory authorities. The project director or a senior manager can facilitate these introductions.

7. Site visits and safety training: The construction manager should visit project sites to gain a firsthand understanding of the construction process, safety measures, and potential challenges. They should also receive comprehensive safety training, including information on personal protective equipment, emergency procedures, and hazard identification. The company’s safety officer or a designated safety trainer typically performs this task.

8. Review of contracts and legal obligations: The construction manager should review relevant contracts, agreements, and legal obligations associated with ongoing projects. This task may involve consulting with the company’s legal department or external legal counsel to ensure compliance with all contractual obligations and regulatory requirements.

9. Budget and financial management training: The construction manager should receive training on budgeting, cost control, and financial management practices specific to the construction industry. This may include understanding project budgets, tracking expenses, and reviewing financial reports. The company’s finance department or a designated trainer can provide this training.

10. Introduction to company-specific processes and systems: The construction manager should be familiarized with any company-specific processes, systems, or proprietary technologies used in construction projects. This may include specialized construction methods, quality control procedures, or unique project management approaches. The project director or a designated subject matter expert can provide this training.

11. Networking and relationship building: The construction manager should be encouraged to network and build relationships with colleagues, industry professionals, and potential clients. This may involve attending industry events, joining professional associations, or participating in company-sponsored networking activities. The construction manager can take the initiative in this task, with support from the human resources department or a designated mentor.

12. Performance expectations and goal setting: The construction manager should have a clear understanding of their performance expectations and be involved in setting goals aligned with the company’s objectives. This task is typically performed by the construction manager’s direct supervisor or the project director, who will provide guidance and establish performance metrics.

13. Ongoing professional development opportunities: The construction manager should be informed about ongoing professional development opportunities, such as training programs, workshops, and industry certifications. This task is typically performed by the human resources department or a designated training coordinator, who will provide information on available resources and support the construction manager’s continuous learning journey.

14. Introduction to company communication channels: The construction manager should be familiarized with the company’s communication channels, including email systems, project management software, and internal collaboration platforms. This task is typically performed by the IT department or a designated trainer, who will provide instructions on how to effectively communicate and collaborate within the organization.

15. Performance feedback and evaluation process: The construction manager should be informed about the company’s performance feedback and evaluation process, including how performance reviews are conducted, who is involved, and the frequency of evaluations. This task is typically performed by the human resources department or the construction manager’s direct supervisor, who will provide guidance on the evaluation process and address any questions or concerns

Setting Up Your Employee Onboarding Process

From reading through the items in the example Construction Manager checklist above, you’ll now have an idea of how you can apply best practices to getting your new Construction Manager up to speed and working well in your Construction team. Scroll up to see the link to our onboarding templates & resources or get in touch to discuss getting help setting up your systems and processes in this area.