A Sense of Discomfort on Site
This happened a few years ago, when I was working as a safety officer at a plant construction site.
The company I worked for at the time had seven subcontractors, and there were always around 60 workers on site. Although I was meeting all of them for the first time, the company had dealt with all seven subcontractors in the past, so the branch manager and most of the other staff were already familiar with them.
Although we had worked with them in the past, the depth of our relationships varied, and the structure of each subcontracting agreement differed slightly. Some subcontractors operated under direct contracts, while others were effectively sub-subcontractors—second- or third-tier contractors.
As soon as I arrived on site, I sensed something was off. That’s because the relationship between one of the subcontractors and the site manager was, to anyone’s eyes, different from that with the other subcontractors.
Unfair Treatment
Although there was a designated person in charge, the foreman of that subcontractor brought every single issue directly to the branch manager, and the branch manager, without ever refuting or cautioning the foreman, simply approved everything as is.
Even when the person in charge issued instructions, any opinions regarding them were all relayed directly to the director, and the person in charge who was acting as an intermediary was treated as if he were invisible.
Since the people around him also sensed something was off, the other subcontractors were saying, “The way he’s treated is way different! It’s kind of weird, isn’t it?” Sure enough, his reputation was terrible.
I felt it was extremely problematic that the subcontractors were feeling treated unfairly! But the foreman and the site manager were as stubborn as ever, and as the project progressed, their collusion only got worse...
On-Site Managers Who Dampen Motivation
After that, most meetings were held directly between the foreman and the site manager, without the project manager present, and the two of them made all the decisions regarding the construction schedule and material procurement. The site manager spent most of his days at the subcontractor’s worksite and was often absent from the office.
From my perspective, it was a relief and a big help not having the project manager around, but isn’t it a bit questionable for someone in a position to oversee everything equally to be so blatantly devoted to just one contractor and going out of their way to give them special treatment? “Isn’t the project manager’s attitude a bit strange?” Like the other subcontractors, I spent my days feeling that something just didn’t sit right.
It’s nothing but a shame that, on a construction site where everyone should be working together as one, our momentum is being derailed by such a trivial matter. Unfair treatment of anyone is absolutely unacceptable. This is the absolute foundation of site management, and it goes without saying in any line of work, not just the construction industry.
Don't let preconceptions cloud your judgment
As someone who manages a worksite, there is one thing you must not forget when keeping “fairness” in mind: that is, “not letting preconceptions cloud your judgment.”
There are all kinds of people in the world. People tend to form preconceived notions based on first impressions. On construction sites in particular, it’s easy to develop unfounded preconceptions based on things like clothing, hairstyles, language, and attitude.
When there are only a few workers, it’s possible to tailor your approach to each person’s age, experience, knowledge, and level of understanding; however, at a worksite with many workers, it’s difficult to address each person individually, so you inevitably end up treating everyone the same.
Even in such situations, you must never forget to maintain the mindset of giving instructions and guidance while making an effort to speak to each worker individually as much as possible.
Workers are very sensitive about how they are perceived and treated. This is likely because they have experienced prejudice and misunderstandings in various situations. That is precisely why we must be careful not to jump to conclusions based on one-sided preconceptions and avoid speaking to them in that manner.
Only by treating everyone fairly, without prejudice or preconceptions, and giving consistent instructions can you earn trust and ensure that people will heed your instructions and even accommodate unreasonable requests. You should treat everyone equally, without showing favoritism toward any particular company, and praise them equally.
If I can’t find anything to praise, I make a point of giving specific instructions, like, “Please do it this way!” I have them carry it out, and then I highlight it as a best practice during the next morning meeting. It might seem a little underhanded, but if it serves as a catalyst for them to take a more proactive approach to their work, I think that’s fine.
In my experience, the impression you get from someone’s appearance often contradicts the impression you get after actually talking to them. I’ve found that people who seem intimidating or unapproachable at first glance are often the ones with the strongest character and the most integrity. Behaving in a way that makes others feel treated unfairly will ultimately come back to haunt you.
