PestWorld - July/August 2017 - 19


Good employees don't look for a new
position for long so sometimes it makes good
sense to hire them when they are available if you
know your business is growing."

Retention during growth is challenging
because employees are asked to take on
more responsibilities and can easily become
overwhelmed. Recognizing the effect of
a work overload on employees is hard for
many entrepreneurs, says Sandy Seay, president of Seay Management Consultants. "By
nature, entrepreneurs thrive on a fast pace
and lots of work, but that is not the case for
many employees."
Ensuring that employee compensation is
competitive in the marketplace and reflects
the volume and type of work they are handling
is a good first step to retention, suggests Seay.
"No matter how much an employee enjoys their
work or how loyal they may be to a company, the
reality is that every employee expects to be paid
fairly and competitively for the work they do."
Massey Services has seen tremendous
growth in its 32 years, with 150 service centers in
seven states and over 1,900 team members who
provide residential and commercial pest prevention. Throughout the continuous growth,
Massey works to retain good employees with
clear definitions of their responsibilities.
"Every position at Massey Services has a
written job description that includes productivity standards," says Tony Massey, president
of the business. "This alleviates confusion
about what is expected and removes any
tendency to place more responsibility on an
Planning throughout the year also ensures
Massey Services maintains the right number
of employees, says Massey. "We budget three
times a year with a bottom-up budgeting process that enables all of us to anticipate future
needs of people, thus eliminating any team
member being overwhelmed."
Business owners face different staffing challenges when growth occurs through acquisition
of other companies, says Seay. "Mergers with or
acquisitions of other companies enable a pest


management firm to grow quickly, but owners
are often faced with duplicate staff," he explains.
"There is no need for two financial officers or
other supervisory or management roles."
If there are no positions for some employees in the new business, plan well for layoffs, suggests Seay. Treating all employees
fairly and making all cuts on the same day
minimizes the negative effect on remaining
staff. "Consult with outside experts to plan
the transition so you know you've addressed
items such as differences in benefits, how to
handle accrued vacation time and how to
address differences in the work culture," he
recommends. The ability to concisely communicate your desire to retain the remaining
employees and recognize their importance to
the company will create a positive environment - even in the midst of changes.
"When Massey Services acquires a business,
we immediately meet with all team members
and provide them with information about
Massey Services, our culture, philosophy and
mission statement," explains Massey. "We
introduce our executive and human resources
teams so they have a point of contact if they
have any questions."
Because it takes time to learn a new company's culture, long-term Massey Services team
members are placed in the new locations for an
extended period of time to train the new team
members on Massey processes and procedures,
says Massey. "Trainers from our technical and
administration teams also work extensively
with our new team members to assist in executing Massey policy and procedures."
When planning an acquisition or just
increasing the number of employees to handle an increasing workload, be sure to keep
trigger points for additional employment
regulations - federal and state - in mind, says
Seay. These trigger points include:
* 15 or more employees - subject to Equal
Opportunity Act rules that prohibit discrimination based on a number of protected

* 25 or more employees - subject to Consolidated Omnibus Budget Reconciliation
Act (COBRA), which gives workers and their
families the opportunity to pay to continue health benefits for a period of time
following separation
* 50 or more employees and have certain
federal contracts for work - must have an
Affirmative Action program that documents
policies, practices and procedures that ensure
that all qualified applicants and employees
are represented in numbers reflecting their
presence in the community
* 50 or more employees - subject to Family
Medical Leave Act (FMLA), which requires
employers to provide employees with
12 weeks of job-protected and unpaid leave
for qualified medical and family reasons,
within any 12-month period
* 100 or more employees - subject to EEO-1
report requirement, which requires company
employment data to be categorized by race/
ethnicity, gender, job category and other factors
Remember that some state regulations may
come into play at different points, or may have
more stringent requirements, says Seay. "Be sure
to review state and federal rules and put processes in place to comply as the business grows."
As challenging as growing a business and
retaining the good team members who are
responsible for that growth can be, Swayne
points out that retention really begins with
the hiring process. He looks for people with
a good work ethic, a quest for knowledge, a
desire to be part of a growing company and
a commitment to provide excellent service.
"We have a unique business because our
customers invite our team members into
their homes where we go into every nook and
cranny of their home on a regular basis," he
says. "This requires trust so we need to make
sure we hire trustworthy people with good
character." He adds, "I hire based on character,
and I hire nice people. We can teach people
how to do pest management, scheduling or
other jobs, but you can't teach nice." ●

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Table of Contents for the Digital Edition of PestWorld - July/August 2017

Cultivating Confidence
Boost Your Bottom Line
Staffing Challenges as a Pest Management Business Grows
Brown Marmorated Stink Bugs
How to Fire an Employee Legally and Fairly
President’s Message
Standards: Calibrating Your Business Operations
PestWorld - July/August 2017 - Intro
PestWorld - July/August 2017 - 1
PestWorld - July/August 2017 - 2
PestWorld - July/August 2017 - 3
PestWorld - July/August 2017 - 4
PestWorld - July/August 2017 - 5
PestWorld - July/August 2017 - 6
PestWorld - July/August 2017 - 7
PestWorld - July/August 2017 - President’s Message
PestWorld - July/August 2017 - 9
PestWorld - July/August 2017 - Cultivating Confidence
PestWorld - July/August 2017 - 11
PestWorld - July/August 2017 - 12
PestWorld - July/August 2017 - 13
PestWorld - July/August 2017 - Boost Your Bottom Line
PestWorld - July/August 2017 - 15
PestWorld - July/August 2017 - Staffing Challenges as a Pest Management Business Grows
PestWorld - July/August 2017 - 17
PestWorld - July/August 2017 - 18
PestWorld - July/August 2017 - 19
PestWorld - July/August 2017 - Brown Marmorated Stink Bugs
PestWorld - July/August 2017 - 21
PestWorld - July/August 2017 - 22
PestWorld - July/August 2017 - 23
PestWorld - July/August 2017 - Standards: Calibrating Your Business Operations
PestWorld - July/August 2017 - 25
PestWorld - July/August 2017 - 26
PestWorld - July/August 2017 - 27
PestWorld - July/August 2017 - How to Fire an Employee Legally and Fairly
PestWorld - July/August 2017 - 29
PestWorld - July/August 2017 - 30
PestWorld - July/August 2017 - 31
PestWorld - July/August 2017 - 32
PestWorld - July/August 2017 - 33
PestWorld - July/August 2017 - 34
PestWorld - July/August 2017 - 35
PestWorld - July/August 2017 - 36