How do you manage subcontractors?
Manage subcontractors the same way you'd want to be managed: clear expectations, timely communication, and reliable payment. The difference between a sub who shows up ready to work and one who causes headaches comes down to how you set things up from day one. Here's what actually works.
Get the basics in writing before they show up
Every sub you hire should have a written agreement covering scope, rate, when they get paid, what happens if they damage something, and cancellation terms. You don't need a 40-page legal document. A one-page job agreement stating "You'll frame the exterior walls for $2,500. Payment net 15 days after invoice. You're responsible for cleanup. Job starts Monday at 8 AM" covers it. Include your insurance requirements and what happens if they need to reschedule. Many contractor-to-sub disputes happen because nobody wrote down what "soon" or "as needed" actually meant. If you're managing multiple subs across several jobs, you'll see the same issues repeatedly — job scope creep, unclear timelines, payment arguments. Document it once, reuse it.
Schedule them with enough notice
A sub who knows their schedule three weeks out can plan their week and show up ready. One who gets a text message the night before shows up late or skips it. Send your job calendar to your regular subs every Friday with the next two weeks of work. Include job addresses, start times, what materials you're providing, and what they need to bring. If you're running a concrete crew and your subs don't know if they're doing four pours next week or two, they'll book other work. Then when you need them, they're unavailable. The actual frequency depends on your business — some outfits run on monthly schedules, others book jobs weekly. Whatever your rhythm, communicate it consistently.
Track their work and pay on time
Pay subs when you said you'd pay them. This is the one rule that builds loyalty faster than anything else. If you agreed net 15, send payment on day 15. Subs talk. The ones who know you pay reliably will prioritize your jobs. The ones who chase you for payment will take other offers first. Track what they completed, what they owe you for materials, and what got deducted for rework. A simple spreadsheet with their name, job, hours or units, rate, and payment date prevents arguments. If you dispute an invoice, tell them why before the due date, not after. Verbal agreements about who's paying for that dumpster or the extra concrete don't hold up well when money's involved.
Handle problems early, not after
If a sub missed a deadline, cut corners, or didn't show up, address it before the next job. A five-minute conversation that week beats three months of tension on future projects. Some problems mean you don't hire them again. Others mean a quick clarification about expectations. If a mason consistently runs late on material orders, talk about it — maybe they need an earlier deadline from you, or maybe they're not the right fit. If a plumber does solid work but forgets to call in before arriving, give them your actual arrival window in writing next time. Most subs want to do good work and get paid fairly. The ones who don't will filter out naturally if you're clear about what matters.
Bottom line
Write down your expectations, schedule subs early, track work accurately, and pay them reliably. The rest sorts itself out.