Finding a quality crew leader
- Thread starter borotrees
- Start date
djm
Participating member
- Location
- Seacoast NH
Good luck. They are out there but they are few and far between.
boreality
New member
- Location
- boreal forest
Best bet is to look for one deep in debt with a couple kids. Harder for them to move on.
- Location
- Everywhere
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What kind of pay should I be offering for a safe, productive CA with a CDL and a positive attitude?
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For me it isn't all about the pay. What I look for in a company is not based on pay. What attracts me is, incentives!
Like, a 401k. I mean what is life without retirement? I believe 100% in some sort of company contribution to a retirement. I also look at the equipment I'll be working with, if it looks like crap, runs like crap and is crap, not for me.
I also look at the employees already working with the company.
If the company is into further education of there employees and willing to train. There is so much more. Just to put it out there that "PAY" is the last thing I look at when making my mind up on what company would best suit me. Bring something to the table and you will find the person/person's you seek. Best of luck
What kind of pay should I be offering for a safe, productive CA with a CDL and a positive attitude?
[/ QUOTE ]
For me it isn't all about the pay. What I look for in a company is not based on pay. What attracts me is, incentives!
Like, a 401k. I mean what is life without retirement? I believe 100% in some sort of company contribution to a retirement. I also look at the equipment I'll be working with, if it looks like crap, runs like crap and is crap, not for me.
I also look at the employees already working with the company.
If the company is into further education of there employees and willing to train. There is so much more. Just to put it out there that "PAY" is the last thing I look at when making my mind up on what company would best suit me. Bring something to the table and you will find the person/person's you seek. Best of luck
- Location
- North of Seattle
[ QUOTE ]
Best bet is to look for one deep in debt with a couple kids. Harder for them to move on.
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Good one! I value my crew very much. Main guy is as described above... But then again, SO AM I!
3rd crew member is so good, he doesn't even need to show up (inside joke).
I would not like working with diffulcult people. I already work FOR diffulcult people enough.
UrbanTC - your post is great too.
keep em' coming
Best bet is to look for one deep in debt with a couple kids. Harder for them to move on.
[/ QUOTE ]
Good one! I value my crew very much. Main guy is as described above... But then again, SO AM I!
3rd crew member is so good, he doesn't even need to show up (inside joke).
I would not like working with diffulcult people. I already work FOR diffulcult people enough.
UrbanTC - your post is great too.
keep em' coming
treehumper
Carpal tunnel level member
- Location
- Ridgefield, NJ
For small companies in all industries this is an ongoing problem. The combination of skill, aptitude and attitude that is ideal naturally means this person will, sooner than later, want to move on since there is only so far they can go within the organization without taking over the company! Small co's are limited in their scope of operations. By providing training/education to their people it will eventually lead to either expansion of the business or loss of people as they are no longer being challenged as they once were or rewarded as they feel they should be.
There are exceptions to this of course- the individual who is happy with a limited roll- but they are few and far between. And those employees come with their own set of issues that can be equally difficult to deal with.
Plan to develop people and have them move on then you're not going to be as frustrated.
There are exceptions to this of course- the individual who is happy with a limited roll- but they are few and far between. And those employees come with their own set of issues that can be equally difficult to deal with.
Plan to develop people and have them move on then you're not going to be as frustrated.
- Location
- Bend, Oregon
As a crew leader/climber/CA, I agree completely with Jeremy. People want to have loyalty and pride in a company that gives back for what they give (and vice versa). I've always operated by this and it has served me well over the years and I stay happy.
Thanks for all the feedback. I feel like I have put alot of incentives in place other than pay. I've offered 100% paid health ins, paid sick days, we provide shirts for everyone, new jackets in the winter, boots on their birthdays occasional bonuses and lunch. My equipment is not the newest but I keep it up and it rarely causes us to miss a days work. We are only a few steps away from being accredited. I think some of the problem may be the fact we are in a smaller city and therefore have a smaller labor pool.
- Location
- Longmont, CO
[ QUOTE ]
Thanks for all the feedback. I feel like I have put alot of incentives in place other than pay. I've offered 100% paid health ins, paid sick days, we provide shirts for everyone, new jackets in the winter, boots on their birthdays occasional bonuses and lunch. My equipment is not the newest but I keep it up and it rarely causes us to miss a days work. We are only a few steps away from being accredited. I think some of the problem may be the fact we are in a smaller city and therefore have a smaller labor pool.
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You and I sound similar. I can't do health insurance or paid sick days though. I don't think our demographic doesn't have high enough income for me to charge extra for those two perks. (At the moment)
But, I have been going through some "growing pains" with my company expanding. I hate to say it, but I'm creating a company policy. I think a company policy will weed out many candidates. It will also communicate a mutual expectation between me and the employees. (I think).
But, one thing I have to be honest with, I don't offer many incentives. It has been on my mind, I just need to create some and follow through with the rewards.
Thanks for all the feedback. I feel like I have put alot of incentives in place other than pay. I've offered 100% paid health ins, paid sick days, we provide shirts for everyone, new jackets in the winter, boots on their birthdays occasional bonuses and lunch. My equipment is not the newest but I keep it up and it rarely causes us to miss a days work. We are only a few steps away from being accredited. I think some of the problem may be the fact we are in a smaller city and therefore have a smaller labor pool.
[/ QUOTE ]
You and I sound similar. I can't do health insurance or paid sick days though. I don't think our demographic doesn't have high enough income for me to charge extra for those two perks. (At the moment)
But, I have been going through some "growing pains" with my company expanding. I hate to say it, but I'm creating a company policy. I think a company policy will weed out many candidates. It will also communicate a mutual expectation between me and the employees. (I think).
But, one thing I have to be honest with, I don't offer many incentives. It has been on my mind, I just need to create some and follow through with the rewards.
[ QUOTE ]
For small companies in all industries this is an ongoing problem. The combination of skill, aptitude and attitude that is ideal naturally means this person will, sooner than later, want to move on since there is only so far they can go within the organization without taking over the company! Small co's are limited in their scope of operations. By providing training/education to their people it will eventually lead to either expansion of the business or loss of people as they are no longer being challenged as they once were or rewarded as they feel they should be.
There are exceptions to this of course- the individual who is happy with a limited roll- but they are few and far between. And those employees come with their own set of issues that can be equally difficult to deal with.
Plan to develop people and have them move on then you're not going to be as frustrated.
[/ QUOTE ]
Wow, Treehumper, this post pretty much says it all.
For small companies in all industries this is an ongoing problem. The combination of skill, aptitude and attitude that is ideal naturally means this person will, sooner than later, want to move on since there is only so far they can go within the organization without taking over the company! Small co's are limited in their scope of operations. By providing training/education to their people it will eventually lead to either expansion of the business or loss of people as they are no longer being challenged as they once were or rewarded as they feel they should be.
There are exceptions to this of course- the individual who is happy with a limited roll- but they are few and far between. And those employees come with their own set of issues that can be equally difficult to deal with.
Plan to develop people and have them move on then you're not going to be as frustrated.
[/ QUOTE ]
Wow, Treehumper, this post pretty much says it all.
treehumper
Carpal tunnel level member
- Location
- Ridgefield, NJ
[ QUOTE ]
But, I have been going through some "growing pains" with my company expanding. I hate to say it, but I'm creating a company policy. I think a company policy will weed out many candidates. It will also communicate a mutual expectation between me and the employees. (I think).
But, one thing I have to be honest with, I don't offer many incentives. It has been on my mind, I just need to create some and follow through with the rewards.
[/ QUOTE ]
Talk the talk and walk the walk. Company policies will do what you expect them to do if you live by them. They'll take some fine tuning over time to get the result you want. Stick to them until you find they are not producing the desired result. If you "bend the rules" then your employees will see that they don't have to adhere to them either.
What you may want to do some financial modelling to see what you would need to generate in the way of revenues in order to support the incentives you would like to offer. Just make sure you start with the ones that are mandated by labor laws.
But, I have been going through some "growing pains" with my company expanding. I hate to say it, but I'm creating a company policy. I think a company policy will weed out many candidates. It will also communicate a mutual expectation between me and the employees. (I think).
But, one thing I have to be honest with, I don't offer many incentives. It has been on my mind, I just need to create some and follow through with the rewards.
[/ QUOTE ]
Talk the talk and walk the walk. Company policies will do what you expect them to do if you live by them. They'll take some fine tuning over time to get the result you want. Stick to them until you find they are not producing the desired result. If you "bend the rules" then your employees will see that they don't have to adhere to them either.
What you may want to do some financial modelling to see what you would need to generate in the way of revenues in order to support the incentives you would like to offer. Just make sure you start with the ones that are mandated by labor laws.
The guy you are looking for already has a job... Odds are very slim that this guy is going to answer your add or show up on your door step...
There are good guys out there. They rarely are looking for a job. It's up to you have a green pasture for this individual and you've also gotta put in the work to get them looking.
The issues of health insurance and retirement I am very passionate about. I couldn't take a job that didn't provide health insurance. I wouldn't work some place that didn't have a retirement program. High caliber employees require these benefits. I'm sure everyone has their own situation. This statement is my opinion on the matter.
There are good guys out there. They rarely are looking for a job. It's up to you have a green pasture for this individual and you've also gotta put in the work to get them looking.
The issues of health insurance and retirement I am very passionate about. I couldn't take a job that didn't provide health insurance. I wouldn't work some place that didn't have a retirement program. High caliber employees require these benefits. I'm sure everyone has their own situation. This statement is my opinion on the matter.
marlinspiker
Participating member
- Location
- Pennsyltucky
I think creating good "culture" is extremely important. A culture around safe work practices, employee development and having fun. Its not all about the benjamins. If you keep your people happy that will happen naturally. Ive only been in business for two years but we have been able to create a sustainable system that supports three families and we are adding benefits as we go.
- Location
- North of Seattle
Dayton (pronounced /ˈdeɪtn/) is the 6th largest city in the U.S. state of Ohio and the county seat of Montgomery County,[1] the fifth most populous county in the state. The population was 141,527 at the 2010 census.[2] The Dayton Metropolitan Statistical Area had a population of 841,502 in the 2010 census.[2] As of the 2010 census, Dayton is the fourth largest metropolitan area in Ohio and the 61st largest metropolitan area in the United States. The Dayton-Springfield-Greenville Combined Statistical Area had a population of 1,072,891 in 2010 and is the 43rd largest combined statistical area in the United States. Dayton is situated within the Miami Valley region of Ohio, just north of the Cincinnati metropolitan area.
Dayton is within 500 mi (805 km) of 60% of the population and manufacturing capacity of the U.S. and so is defined as one of only two major logistics centroids in the United States.[
ABOVE FROM WIKIPEDIA.
-Sounds like a nice market... I'd offer a retirement plan too!
Dayton is within 500 mi (805 km) of 60% of the population and manufacturing capacity of the U.S. and so is defined as one of only two major logistics centroids in the United States.[
ABOVE FROM WIKIPEDIA.
-Sounds like a nice market... I'd offer a retirement plan too!
- Location
- Everywhere
Seattle (pronounced /siːˈʲætɘɫ/ ( listen) see-at-əl) is the county seat of King County, Washington. With 608,660 residents as of the 2010 Census, Seattle is the largest city in the Northwestern United States. The Seattle metropolitan area of about 3.4 million inhabitants is the 15th largest metropolitan area in the country.
ABOVE FROM WIKIPEDIA.
[ QUOTE ]
Sounds like a nice market... I'd offer a retirement plan too!
[/ QUOTE ]
I agree...
ABOVE FROM WIKIPEDIA.
[ QUOTE ]
Sounds like a nice market... I'd offer a retirement plan too!
[/ QUOTE ]
I agree...
I feel very strongly about the subject of retirement. We currently offer a 401K. A 401 K plan requires administration and reporting which is very hard to do in house. We use an outside firm for this administration and it costs about 3K per year.
We originally implemented a simple IRA:
web page
We implemented this plan in 2002 and I remember the cost of implementing this plan was almost $0. The reporting and leg work was primarily handled by the mutual fund company we selected at no charge. We do in-house payroll and so it added some more work weekly. At that time we matched an employees contribution up to 3%.
In other words if an employee made $1000 and elected to save 3% ($30). The company would match that 3% ($30). The employee would invest a total of $60.00 for that pay period into their simple IRA. The money is saved without tax burden to the employee or the company.
I offer this illustration to show that the costs of offering a retirement program are minimal. There really is very little difference to the employee in a simple IRA vs. a 401 K. I believe the 401 K is better option for an employer, but offers almost the exact same thing to an employee. If cost is an issue offer a simple plan as they are almost free!
In my view your market size or location has very little bearing on the need to retire some day. I do have a good market and am thankful to be in Dayton.
The expensive benefit is health insurance...
We originally implemented a simple IRA:
web page
We implemented this plan in 2002 and I remember the cost of implementing this plan was almost $0. The reporting and leg work was primarily handled by the mutual fund company we selected at no charge. We do in-house payroll and so it added some more work weekly. At that time we matched an employees contribution up to 3%.
In other words if an employee made $1000 and elected to save 3% ($30). The company would match that 3% ($30). The employee would invest a total of $60.00 for that pay period into their simple IRA. The money is saved without tax burden to the employee or the company.
I offer this illustration to show that the costs of offering a retirement program are minimal. There really is very little difference to the employee in a simple IRA vs. a 401 K. I believe the 401 K is better option for an employer, but offers almost the exact same thing to an employee. If cost is an issue offer a simple plan as they are almost free!
In my view your market size or location has very little bearing on the need to retire some day. I do have a good market and am thankful to be in Dayton.
The expensive benefit is health insurance...
All of those incentives are great......on top of a good wage.
Its really a combination of those things.
A good wage, w decent medical and dental, 401k, paid holidays, accrued PTO, and sick days. Then there is other incentives such as clothing, equipment stipends, incentive earnings or bonus programs.
In my opinion you need ALL of that plus a good cultured company.
Its really a combination of those things.
A good wage, w decent medical and dental, 401k, paid holidays, accrued PTO, and sick days. Then there is other incentives such as clothing, equipment stipends, incentive earnings or bonus programs.
In my opinion you need ALL of that plus a good cultured company.
treebing
Been here much more than a while
- Location
- Detroit, Mi.
God, so annoying that companies are expected to take care of health insurance. I cant think of anything better than a single payer system. The Health Insurance that I can offer isn't worth a damn anyway. Ive sometimes thought the best plan would be to only hire part time workers, pay them just enough so they still qualify for medicaid. This is like Wal Mart and a lot of the box stores business plan.
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