I participate in many “trades” forums, and one question arises time and time again. How do we find and retain quality employees?

As owners of companies we deal with this challenge on a regular basis.

Some of our competitors pay their employees under the table. They are able to do work cheaper than legitimate companies. This creates downward pricing pressure making it difficult to offer a decent wage for our employees, not to mention benefits.  Examine why an employee comes to work. The answer is self-evident: “I need money, boss!” The question that merits closer examination is: why does the employee stay? What keeps that person happy, productive and enthusiastic about working?

If you could answer that question with one word, the correct answer would not be money, the answer would be leadership.

Leading your employees and building pride and trust will prove much more profitable than micro-managing unmotivated workers.

It all starts the day you hire the employee. When we hire a fabricator (greenhorn), my partner, the shop foreman and I all sit down with the new employee. We set expectations, discuss pay and explain the performance expected to reach the next pay level.

Building trust with your worker begins with communication. Conveying sincere interest in his future is paramount. Always set an objective goal as it gives the worker something to strive for.  When I start training and orientation I strive to turn the new worker into a Full Spectrum Fabricator. Often in shops, one guy is the sawer, one or two template, a couple of ‘em know how to install. This “specialization,” while the easiest to manage, can prove problematic for your business in the long run.

Too much specialization stymies professional growth and can result in stagnation and boredom. A bored employee will demand more money to remain content.

When a specialist calls in sick, it creates chaos. Who can pick up the slack? A cross-trained fabricator can step up to the plate and continue the task. A Full Spectrum Fabricator is confident and proud of his skill sets. He is able to perform various tasks on demand.  How do we find quality employees? We build ‘em from scratch!

If I can schedule it…I like to take my new employee on a short road trip to our biggest slab supplier. While driving, I get a chance to do some one-on-one counseling. I try to impart my love of the trade onto the new worker.

Once we arrive, I introduce the new worker to my supplier. He will usually tell my new guy how lucky he is to be working at my shop. We tour the warehouse and explain the difference between marble, granite and the many types of natural stone. I let him appreciate the multitude of colors and styles of stone. They are always impressed.

Having covered some basics on building a quality Full Spectrum Fabricator, how do we keep ‘em from leaving?  Money is not the answer. In the past, I’ve left several well paying jobs and can tell you that money is but a small aspect one should consider when deciding to leave a job. Pursue things you love and the money will find you. Pursue money and you will find a job.

Leadership, trust, mentoring, and delegation of responsibility are the keys to retaining quality employees.

When I walk the shop floor with my customers, I always make a point to stop one of my fabricators and introduce them to the clients.  I tell the client that “Joe” is one of the best fabricators in the shop, and he will be polishing the edgework on their kitchen. Building the self esteem of your workers: one of the simplest and most powerful things you can do as a leader.

I encourage my shop foreman and installation foreman to tell the guys they are the best in the business. My partner and I always tell our crews that no one can touch our quality and scheduling. Getting your employees to believe they are the best: the first step in creating that reality.

We do not have a formal incentive program in our shop. If we have a really good month we kick back a little extra cash. We have purchased ipods, Gerber knives, and have taken our crew to the range to go shooting or paintballing. Sometimes we simply shut down the shop and BBQ. Unexpected perks seem to have a positive impact that is worth more the the cost of the perk itself.

Next, we send the new fabricator to the field. I feel it is important that the fabricator understands how templates are made, seams are placed and (generally) what all the notes and shorthand mean.

When an employee meets the customers while making templates, they will be able to see and feel the expectation that the customer has. The employee begins to understand the expectations that a shop must fulfill for its customers. What that employee is learning is important and he knows it!

After templating enough houses to get a feel for what proper procedure is, we move on to installation. The purpose of bringing the new guy along on installs is threefold.

One, he learns some of the basic material handling skills and the fundamentals of a good installation.

Two, he understands the importance of attention to detail, fit and finish, and why the quality of the edge work is critical.

Three, he discovers the joy and exhilaration the customer experiences when the job is done correctly and exceeds their expectations. What we do is important to someone and our work has meaning.  Learning to polish granite, executing advance stoneworking tasks and learning the “ropes” in a fabrication shop can be frustrating. When learning to polish, the new employee is told over and over again that they don’t have “it” down yet. That is normal…what makes it bearable is the fact they have met customers and understand the importance of what they are learning.

When the time comes to discipline an employee I try (whenever possible) to do it one-on-one. If I can, I will take the employee outside the shop and counsel him. It is important to keep negativity outside of the work area.

Delegate responsibility and avoid micro-management. Every employee should have tasks which he must accomplish and be held accountable for the results. Individual responsibility is the key to personal growth.

Never ask an employee to do something you would not be willing to do yourself. If an install crew is out late we always have an owner or foreman waiting for their return at the shop . As an owner, I make a point of fabricating/polishing on the shop floor a least a couple of times per month. It gives me credibility in their eyes. When we do shop clean up & maintenance…everyone participates.

Knowing your employees and looking out for their welfare, building self esteem and teamwork, showing respect for the individual and his work enable you to set the foundation for a lasting, mutually profitable relationship…not just another job.

YOU CAN READ THIS ARTICLE IN STONE BUSINESS MAGIZINE

Thanks for visiting

Mark