By Alicia Garceau
Just as remodelers need to decide what type of client they want, they also must decide what type of personnel–happy or unhappy–they will employ.
"Motivated people will do amazing things," says Bruce Case of Case Design/Remodeling, who believes that the success of any company starts with its staffing. "If you have raving fan employees, you're going to have raving fan clients. If you have raving fan clients, you're going to get repeat jobs, you're going to get referral jobs, you're going to get paid on time, and you're going to make money."
Treating pros as pros
So how does a remodeler motivate employees in the first place? First and foremost, it's not about the sticks and bricks, Case says. Rather, it's all about relationships.
Case acknowledges that it's very common to feel taken for granted in the remodeling business–especially among production people. His advice: Treat employees like other professionals. Doctors spend four years in medical school and must complete a residency. Lawyers spend three years in law school and must pass the bar exam to practice. Similarly, a carpenter trains for many years and pays his or her dues before becoming a lead.
"Let's give our carpenters the same respect you give your accountant, your attorney, your doctor," says Case. "That's powerful stuff."
Though personnel may often work alone on a job, it's important to let them know they are not out on a limb by themselves. Employees should know that an employer will jump through hoops to help them out. In turn, the employee will feel a greater sense of responsibility to the organization.
On average, a lead carpenter makes $1 to $2 per minute, according to Case. Because time is money, the owner wants employees to make the most effective use of time. Employees want to be productive, too. For these reasons, asking a lead carpenter to make a material run that will take two hours just to avoid a $60 delivery charge makes no sense.
At $2 per minute, that pick-up will actually cost the employer $120. Do the math. And every minute that the production person isn't banging out work is another minute the company isn't making money from the client. It's exponential, according to Case. It may also send a message to the employee that their time isn't valuable.
In that same vein, remodelers must make sure personnel know their value to the organization. For example, Case estimates that two-thirds of the money his company makes is derived from production. It's beneficial for personnel to understand that financially, and it's a boost to their psyches as well.
Alicia Garceau is a freelance writer based in Indianapolis. She is the former managing editor of Professional Remodeler magazine.
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