Here's how you can objectively measure your performance as a construction professional during evaluations.

A continuación, te explicamos cómo puedes medir objetivamente tu desempeño como profesional de la construcción durante las evaluaciones. Primero, establece metas claras y específicas para cada proyecto, asegurándote de que sean medibles y alcanzables. Utiliza indicadores clave de rendimiento (KPIs) como el cumplimiento de plazos, la gestión eficiente de recursos y la calidad del trabajo entregado. Solicita retroalimentación regular de tus supervisores y compañeros, y compara tu rendimiento con los estándares de la industria. Documenta tus logros y áreas de mejora, y realiza autoevaluaciones periódicas para ajustar tus estrategias y mantener un progreso constante.

Determine the scale of the project being handled, the level of technical difficulty, the direction in which tools will be needed, environmental conditions, the skills of the workforce that can be used, all of which will be different, the regulations and customs that occur in each region or country. Of course, everything will have an impact on the efficiency of work results, quality, costs and time that will be achieved.

A successfully completed project will take into account the contribution of each and every member towards team building and team work. To begin with, certain disciplines like civil will begin first. Other departments may assist in interdisciplinary checks in project stage so that interdisciplinary clashes can be minimised during execution. Inter disciplinary clashes are common between piping and instrumentation which result in good amount of rework. In this phase there will be resistance from respective team members to carry out rework. The maturity of the team members and the leadership of the lead goes a long way in ironing out hurdles. The acknowledgment of all that project execution is above individual isolated achievements is vital

Often people put safely on the back seat targeting milestone completion as more important. They fail to realise that a project executed with no LTIs plays a significant role in timely completion. Any incident can disrupt site activities and disturb schedules. Keeping this in mind, people should strive to inculcate safety as a habit and culture rather than impose it. Constant motivation, training, monitoring and rewarding shall imbibe a ‘safety culture’ amongst the workforce. Analysing incidents from across the industry and learning from them helps in making a safe work environment. The team when completes a project without any LTI will be regarded as a ‘ safety conscious’ team and will attract more assignments and of rewards as well.

Success in construction begins with active listening. From the first meeting, uncover the client’s “why” behind building a home, and involve the entire family. Your goal is to make the process as stress-free as possible. Demonstrate the construction steps and explain how things are built, which showcases your quality commitment and educates the clients. Regular updates keep them informed and engaged. Start with a groundbreaking ceremony and document the journey, presenting them with a photo book upon completion. True success is when clients invite you to their family open house, celebrating their vision brought to life and the relationship built. Your feedback will come when they tell friends and family how much they enjoyed the process.

Client satisfaction is the ultimate factor which determines a team’s performance. A team’s performance is measured by: 1- Safety consciousness with no LTIs. 2- Good workmanship 3- Good quality of execution 4- Minimum inter disciplinary clashes. 5- Minimum punch points. 6- Client’s points and observations taken into account. 7- Minimum rework. All the above go a long way in measuring a team’s performance. This in turn increases the market value of the team and it’s members bringing business to the company and laurels to it’s people.

One of the revelations I have had through the years, at least as far as client satisfaction, is that there is no standard bar to clear, each individual client has their own "wish" list, and the sooner that you can get that list out in the open, the better. One solution I have found helpful to this is the "one voice" relationship, I have the clients decide who will be the contact person for the project, this helps to lessen the "telephone game" effect, and, ultimately, helps the project run more efficiently