PROTECTING YOUR BUSINESS
TIPS FOR SUCCESS You should also consider tailoring your methods to suit your field versus office staff. “Field crews often participate in hands-on training or equipment maintenance, while office staff may work on administrative proj- ects, marketing plans, or customer engage- ment strategies for the next season,” Grover says. “Office staff may also attend workshops on industry trends and technology offered through organizations like NALP.”
KEYTAKEAWAYS
Seek sources of year- round work and provide training during slower months to improve reten- tion and keep employ- ees feeling valued and invested.
Monthly meetings, team-building retreats, and holiday celebrations foster camaraderie and
community, keeping employees connected and motivated during the slower months.
Stay focused on core competencies to ensure quality outcomes. Pursuing unfamiliar work can risk damaging a com- pany’s reputation and employee productivity.
Moore says their office staff typical- ly has more than enough off-season projects to keep them busy, including process improvements. One aspect you have to weigh is how
to handle pay during the off-season. Moore says in their case, they keep everyone employed during the slow season, but they do not provide a guar- anteed level of income. “We have salaried and hourly team members so each group has their respective pay plans,” Moore says. “We provide a generous paid time off and paid holiday benefit program that all full-time team members are qualified to receive. We have extended additional pay benefits during significant weather events when we must close our offices.” Grover says they work to provide con-
sistent pay throughout the year, but if the workload is light, they will potentially adjust their hours to keep everyone em- ployed. He says this hasn’t been an issue over a number of years due to a plentiful workload.
While in theory, any work that keeps
your team employed is good, Moore cautions against pursuing work well
outside of your team’s skillset. “There is a power in focus and when
we try to do things that we are not well versed in, we risk hurting our reputation of delivering quality outcomes,” Moore says. “Our goal is to focus on what we do well and it’s incumbent on our sales team to find and convert off-season opportunities that will keep our field staff fully engaged.” Grover encourages thinking creatively and coming up with ideas to stabilize seasonality but warns against distracting your efforts away from your core compe- tencies and business. TE
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