Nothing is more frustrating than to work hard only to find out your business isn’t making money. Michael discusses three things that can make a big difference on the bottom line.
In construction, employees are motivated and engaged when they know the reason behind their work. They need to know their jobs matter.
A recording of a presentation on employee and subcontractor retention strategies.
This one-hour presentation by Contractor Staffing Source explains how to find and hire employees for your construction business.
It’s easy to fool yourself into believing it’s better to do it yourself, until you realize the things you’re supposed to do aren’t getting done.
I’m a firm believer in treating salespeople well. When they’re treated well, they’ll sell. When they sell, you win.
I am not opposed to the use of cell phones on the jobsite as long as the phone is used solely to communicate information about the job, and the calls are direct and to the point.
If you want to attract the best people, you need to make them a good offer.
There’s a reason that working in the trades isn’t appealing. But if you do the work, you know there are positives that outweigh the negatives.
Finding good employees is difficult, and you want to keep the ones you find. Sadly, I’ve spoken with a few contractors who’ve had their lead person, the one running their jobs, quit in frustration.
When you own a small business you’re often asked to hire family or friends. Sometimes it works out great, but not always.
As you add employees to a growing company, you’ll both increase production and decrease productivity. You need to account for it when you’re estimating and pricing your jobs.
It’s true that employees are important, to your business and/or to your subs who get your jobs built. But they aren’t the reason you’re in business.
If I had a nickel for every time I’ve heard that it’s difficult to find employees, I’d buy an island in the South Pacific.
Does subcontracting raise the price of the project?
It’s the time of year when you should be planning for the coming year. Once you set your plans for the year, how much of those plans should you share with your employees?
Make sure your new hire is compatible with your business, in both personality and skills.
Issues that eat into profitability: It’s easy to hire someone who looks good on paper. If the resume is terrific and their references are glowing, they get hired.
Recently I’ve had a number of discussions with company owners about how to get their jobs built. It all comes down to using subs or employees, or as some like to say, “Should I be a paper contractor or a real contractor?”
I’m hopeful our industry will continue to improve as owners do the remodeling, repairing or building they’ve delayed. When you sell those jobs, will you use employees or subcontractors to get them built?
Sometimes they request you use employees instead of subs, or work on a T&M basis. Clients don’t understand how the construction world works. It’s your job to educate them.
Have you ever had a client go behind your back and ask your employees and/or subcontractors to work for them outside your company?
If your construction business isn’t profitable, it won’t survive. You have an option of being competitive in construction. You don’t have the option of being profitable.
If you're an employer, these are things you should watch for and be prepared to deal with. If you're an employee, check to see how you're doing.
Do you have a potty-mouthed employee who is offending your clients, subs, suppliers and maybe even your other employees?
We are approaching the time of year when the subject of bonuses comes up. Your employees might be saying, “Do you suppose they will pay us a Christmas Bonus this year?”
Now, if you are a subcontractor, it doesn't matter what trade, if a general contractor has hired you to work on a job your obligation is to that general contractor only.
If you’ve raised kids in the past 20-30 years, you know the new rules – no one loses, everyone gets a prize. Don’t keep score because it hurts their feelings.
We are rapidly approaching the time of year when you should review and update your employee manual.
I was working as a salesperson for a fairly well run remodeling company. I went on a sales call to the home of a CPA that I’d know for some years.
Many old timers in this business will tell you to be slow to hire and quick to fire. That is just the opposite of what too many construction-related businesses do.
A question came about moonlighting employees. This is an ongoing issue for construction business owners.
If a company offers no sick pay or vacation pay…but is about to start – which is more important to offer first, anticipating that the next year we can offer the other?
If being a lawyer is just like any other job, why do so many people regard it as a better career than that of a tradesperson like an electrician, carpenter or plumber?
All of the industries that we work with share one thing in common: they employ tradespeople . . . But there’s a problem: there’s not enough of you to go around.
At the start of break, the crew jumped in a truck, drove 15 minutes to a doughnut shop, had coffee and a doughnut or two, drove 15 minutes back to the job site.
If your employees consistently take longer than you estimated, you need to change your method of estimating. The human body can only work so fast.