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Shotblasting can help your customers create great finishes fast.
Sawdust
The high price of apathy
Poor engagement in workers is a risk you can’t afford.
Someone I know (let’s call him Brian) is rebuilding his deck in his back yard. He ordered new deck boards from a major big box chain. The order arrived with the wrong-sized boards, and the driver got away before he caught the error. So he went back to the vendor’s store and told them about the mistake. The young lady dealing with him seemed very confused and spent most of her time on the phone asking someone else for help. Filled with a feeling that could not be mistaken for confidence, Brian returned home to await the next delivery. He was at least able to verify that the charge for the incorrect boards had been properly reversed off his credit card.
The next day the correct boards arrived...along with another load of the incorrect boards.
Being more vigilant by this time, Brian immediately noticed the extra load and explained to the subcontracted driver that he was supposed to pick up – not deliver – a load of one-by-six deck boards. The driver’s response: “I can’t take those boards without a pickup order.” He promptly jumped back in his truck and left.
So now Brian has $1,700 worth of free decking in his driveway. His plan is to wait some reasonable amount of time for the store to come and get it, then go ahead and use it for something. If the store comes back later asking for their wood, Brian will pay for what he has used. But if they don’t, he won’t bother them. After all, the store would have the wood in its possession today if its own bureaucratic
ON THE WEB:
Canadian
How
by Patrick Flannery
procedures had not gotten in the way.
It seems to me there’s a lesson here that anyone involved in business-to-consumer deliveries could absorb. It’s a lesson about the personal accountability and engagement with your business that exists (or doesn’t) in the people you send out into the world to represent your business. The driver in Brian’s story could have cleared up the misunderstanding and saved his contract from an expensive mistake with a simple phone call. Instead, his level of engagement was so low that he would not take even this easy step. His nonchalance bordered on outright hostility in its total disregard for the supplier’s bottom line.
You would think that someone who had been given an opportunity to work for gain would be a little better disposed toward his benefactor. We can speculate about irresponsibility and the sense of entitlement that exists in some people when it comes to working relationships. They think they are owed a job and nothing beyond the minimum effort to meet the terms of their contract is due the other way. But such speculation is fruitless, as there’s little we can do except try our best not to hire such people. Is there anything positive a business owner can do to prevent such a culture of disengagement from taking hold?
Maybe the driver felt he was being taken advantage of. Maybe he felt his options were few and had to take work at less than his value, which made him resent the contract and refuse to make any extra effort. Easy lesson there: pay your subcontractors fairly and resist the urge to grind them on price. Especially if these people are going out into the market with your company’s reputation riding on their actions.
Reducing costs is often the prime reason to use subcontractors. But as Brian’s example shows, a myopic focus on one cost line-item can create much higher costs in the big picture. Perhaps we should consider our direct interactions with our customers to be so important to our business that we only trust them to employees who are invested in a long-term relationship with the business. And perhaps we should be sure to treat those employees in a manner that encourages them to feel some urge to take action when the company stands to lose. CRS
SILBER TO GUIDE HERC DIVISION SPLIT
Hertz has announced that Lawrence H. Silber has been appointed president and CEO of Hertz Equipment Rental Corporation (HERC), replacing Brian MacDonald, who stepped down on May 14. The company reiterated its intention to separate the equipment and car rental businesses into two publicly traded companies.
John Tague, Hertz president and CEO, said, “HERC is one of the world’s leading equipment rental businesses, and we are confident that Larry’s leadership and experience, as well as his reputation as a great operator, will re-energize HERC’s performance on the topline and importantly in dollar value utilization, which is a key performance driver for this industry.”
Silber began his career in sales and took on his first profit-and-loss responsibility as general manager of the material handling division of Ingersoll Rand in 1994. Later, he re-energized Ingersoll Rand’s focus on equipment sales to the rental industry sector and ran its company store network, including establishing a re-marketing and re-manufacturing business unit for used equipment. In his last role at Ingersoll Rand, Silber was president of the utility equipment group, later leading the divestiture and transition of this and other related businesses for the company. He also was the chairman and CEO of Ingersoll Rand Canada.
“Given his deep set of experiences in the heavy equipment sector, we are excited to have Larry Silber lead HERC’s business transformation, while also helping us navigate through the HERC separation process,” said Tague.
Silber said, “It’s an honour to join the Hertz team at this critical time in HERC’s history as it prepares for a future as an independent company. I have long been associated with HERC and am excited to be joining the premier global equipment rental company. We will position HERC for stronger, more diversified growth with the most efficient cost structure possible. HERC’s customers and investors should be confident that the company will be a long-term competitive and reliable force in the market.”
BROOKS HEATING UP
Brooks Construction Equipment and Thawzall have partnered. Brooks will now market and sell all Thawzall products throughout Canada. Brooks Construction Equipment will also handle all warranties and parts for Canadian customers. The Brooks selling team said they are very excited to bring Thawzall’s high-efficiency, high-output glycol and flameless heaters to the Canadian markets.
In other Brooks news, the company has announced it has been named the exclusive Canadian distributor for Wallenstein CR products. Wallenstein CR serves the Canadian tree care industry, municipalities and rental businesses with professional equipment made in Canada. Their product lines include wood splitters, chippers and shredders. Brooks will service all markets in western and eastern Canada as well as the Ontario rental market.
BILLY GOAT SOLD TO BRIGGS AND STRATTON
Briggs and Stratton has announced that it has acquired U.S.-based Billy Goat Industries. Incorporated in 1969 and based in Lee’s Summit, Mo., Billy Goat is a manufacturer of specialty turf equipment which includes aerators, sod cutters, overseeders, power rakes, brush cutters, walk behind blowers, lawn vacuums, and debris loaders. Billy Goat has annual net sales of approximately $30 million. Briggs and Stratton has acquired all of the outstanding shares of Billy Goat for approximately $26 million in cash, subject to customary post-closing working capital adjustments. The transaction was effective today.
“Billy Goat’s products complement Briggs and Stratton’s already strong commercial turf brands, add specialty lines with market leading innovation, and further increase Briggs’ market access to the rental channel,” stated Harold L. Redman, senior vicepresident and president of Briggs and Stratton’s turf and consumer products.
“Billy Goat Industries helps us to further our strategic initiative of focusing on higher margin commercial products,” commented Todd J. Teske, chairman, president and CEO of Briggs and Stratton. “We welcome the management team and the employees of Billy Goat to our team, and look forward to building upon the strong foundation that has made them a strong and successful company.”
“We are delighted to be joining Briggs and Stratton’s 107-year legacy of success,” commented Will Coates, president and CEO of Billy Goat. Coates continued, “It was clear to my brother, Drew, and me that partnering with Briggs and Stratton gives us the best opportunity to continue with the Billy Goat brand that we care for so deeply and to focus on what this company does well. We truly believe that Billy Goat’s colleagues, customers, and employees will benefit from wider access to Briggs and Stratton’s global resources inclusive of leading engine innovation, research and development, international operations and adjacent products.”
NEW LIFT DEALERS
Custom Equipment has increased its Canadian dealer network by three companies for its line of Hy-Brid Lifts. The increase in dealer channels is intended to lead to a broader range of access for buyers looking for lifts across the region. The new dealer network includes the following companies: Canmore Outdoor Power Equipment of Canmore, Alta., Mid Manitoba Equipment Rentals of The Pas, Man., and Voisin Equipment Rental of Guelph, Ont.
“We are excited about establishing these new partnerships and adding to the Hy-Brid Lifts dealer channel,” said Justin Kissinger, Custom Equipment marketing manager. “We look forward to supporting and growing our relationship with these dealers, as well as working together to find solutions to best fit our customer’s needs.”
The full line of Hy-Brid Lifts are available to customers through this expanded network. Hy-Brid Lifts are described as efficient and safe aerial platforms that have working heights up to 20 feet.
NEW SALES AND SERVICE AT HYUNDAI
Hyundai Construction Equipment Americas has announced the addition of Tom Owen as national sales manager and Ernesto Lopez as service manager for construction equipment. Owen will be responsible for both the inside and outside sales teams for Hyundai’s construction equipment products. He will be based at the company’s North American headquarters in Norcross, Ga. Owen comes to HCEA with extensive experience in strategic sales and distribution management within the heavy equipment industry. He has an agricultural engineering degree from Iowa State University and has held several key sales, marketing and dealer development positions for leading global OEMs. He is looking forward to working with distribution to provide improved communication and sales support to ultimately, grow Hyundai’s North American market penetration and distribution network.
“Tom brings valuable experience and a renewed focus on sales and market share to our distribution network. We are happy to have him as part of the Hyundai team,” said M.S. Kang, president of Hyundai Construction Equipment Americas.
In his new role, Lopez manages the HCEA service, warranty and training teams that support the company’s dealers and customers. Lopez joins Hyundai Construction Equipment Americas after serving for seven years as director of product support operations for a leading construction equipment manufacturer. His 20-plus-year career in the industry includes management positions with a global manufacturer of construction and forestry equipment and a leading equipment rental company. Lopez also has nearly 15 years of experience as an officer in the U.S. military.
“Ernesto Lopez is a valuable addition to our team at Hyundai,” said Kang.“His combination of industry experience and military leadership makes him a strong asset to our organization, our dealers and our customers.”
BATHROOM DEAL
It’s My Potty VIP Portable Restrooms has been sold. After 18 years of service to the film, TV, commercial and special events industries, IMP will now be owned and operated as a division of Ampot Portable Toilets, a second generation Lunshof family company. Ampot began operations in 1997 and is a fast growing, full service environmental and portable restroom company currently serving the entire Greater Toronto Area. Ampot hopes the addition of IMP to its already sizable fleet of film, TV, commercial and special event units will allow Ampot to seamlessly expand its reach, offering film, consumer and event customers top notch equipment with greater efficiency, strong pricing and a capable and competitive alternative.
“We couldn’t be more pleased about this acquisition and the addition of IMP to the Ampot family. We have long cooperated with IMP on projects and can’t wait to offer their state-of-the-art restroom facilities and their Royal line of restroom trailers to our constantly evolving and expanding fleet,” said Derek Lunshof, president of Ampot. “I extend a warm welcome to all It’s My Potty customers, past, present and future, and invite you to get to know us and let us get to know you and your unique needs.”
Phone, fax, email and website contacts for IMP will all remain the same. IMP founder, Paul Kenyon, thanked its customers for their loyalty and support these past many years and expressed his hope they will give IMP at Ampot a try to let the tradition continue.
IMP offers a variety of standalone and trailer-mounted portable restroom facilities, specializing in luxury facilities for special events and movie sets. Customers can take advantage of such extra services as waste water evacuation and uniformed attendants. IMP operates primarily in south central Ontario.
MCDOUGALL JOINS IRONPLANET
IronPlanet has announced that Gord McDougall has joined its Canadian executive team as managing director for Canada of Cat Auction Services. A leader in the used heavy equipment industry, McDougall will help expand IronPlanet’s reach in Canada and continue to build momentum for its Cat Auction Services marketplace.
“Gord is a great addition to our team and he’s a perfect fit for this leadership role as we grow our business in Canada,” said Matt Bousky, IronPlanet’s vice-president of global mining and Canada. “Gord has many years of experience leading businesses and building relationships across Canada as well as building extensive contacts across the Cat dealer network. I am confident that through Gord’s leadership we can accelerate IronPlanet’s and Cat Auction Services’ growth in the Canada marketplace.”
McDougall is responsible for managing and growing IronPlanet’s Cat Auction Services business, as well as leveraging its IronPlanet and TruckPlanet marketplaces across Canada. He rounds out IronPlanet’s team in Canada, reporting to Bousky and working with Sue McGregor, IronPlanet’s managing director for Canada.
McDougall joins IronPlanet with over 30 years’ experience in the heavy equipment industry including the last 21 years with Finning Canada, the largest Caterpillar dealer in the world. Most recently he was president and general manager of The Cat Rental Store operations in Western Canada, which is a wholly owned subsidiary of Finning Canada. In that role, McDougall successfully led a team of 430 employees across 30 locations. Prior to that, he was the corporate re-marketing manager for Finning Canada and held a variety of sales and management roles within Finning. These included posts on Vancouver Island, B.C., and in Fort McMurray, Alta.
“We have a tremendous opportunity to grow the IronPlanet and Cat Auction Services footprint in Canada,” said McDougall. “IronPlanet and Cat Auction Services together give buyers and sellers the most comprehensive selection of integrated onsite and online offerings available to build, remarket and manage inventories. I look forward to working with the Cat dealers and their customers in Canada to help them take advantage of the power of IronPlanet’s network of global buyers.”
In addition to serving on the Cat Used Equipment Managers Steering Committee, McDougall is also an accredited ski racing official. He has volunteered at over 75 ski races in the last 10 years including; the 2010 Olympics, the 2013 Special Olympic World Winter Games in South Korea and the 2015 World Ski Championships.
CORRECTION
In our June issue, Penny Sullivan of Abco Rentals was incorrectly identified as the office manager. Her correct title is vice-president. Canadian Rental Service regrets the error.
CANADIANS ON TOP AT JCB
JCB recently hosted construction equipment dealer sales personnel from the United States and Canada at its North American headquarters in Savannah for a “Power Up” training event and awards dinner. During the awards dinner, JCB recognized its topperforming construction dealer sales personnel with the company’s exclusive Superstar Ring program.
“2014 marked our best year in JCB’s North American history,” said Dallas Reeves, JCB North America’s vice-president of sales. “That wouldn’t be possible without the hard work that our dealers and their sales personnel put forth every day in the field. The Superstar Ring program gives us the opportunity to recognize those individuals who have taken their sales efforts to the next level in a given year.”
Based on a unique point-scoring system, JCB’s Superstar Ring program recognizes and rewards the efforts of JCB’s top 10 dealer salespeople in North America. During their first year in the program, members receive a JCB Superstar ring. Salespeople who continue to excel in subsequent years receive diamond additions to their rings.
At the recent awards dinner in Savannah, JCB recognized the following Canadian Superstar Ring members for their achievements:
Clayton Frost of JCB of Alberta in Red Deer, Alta., Jeff Mackinley of JCB of Alberta in Calgary and Chris Schnur of Moore JCB in Toronto were first-time winners. Shawn Larcombe of JCB of Alberta in Edmonton was a repeat winner.
“These dealer sales personnel are truly dedicated to selling JCB machines and promoting the JCB brand in their respective sales territories,” Reeves said. “We sincerely thank them for their efforts in 2014, and we look forward to their future accomplishments.”
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For more information or to request a demonstration of a Beever M12RX brush chipper, simply scan the QR code on the right with your mobile device or go to www.morbark.com/M12RX.
SUMMER MANAGEMENT
Let’s share ideas on dealing with summer labour struggles.
by DAVID MINTENKO
As the summer rolls along and the weather progressively continues to heat up along with day-to-day business one of the seasonal predicaments we find ourselves in is needing to manage vacation times for our employees. This is not so much a predicament for them, but how many times have we found ourselves short-handed, which seems at times to last forever. Couple this with business escalating and those eight-to-10-hour days stretch into 12 hours plus and six- or seven-day work weeks. I know many or most of us have plans in place to combat the yearly expected shortages, whether it be through local employment centres, web sites or other job placement agencies. Some of the best ones I have ran into in my career are underneath our noses: local high school students, neighbours’ kids or fellow employees’ kids looking for summer employment. While not ideal for every situation we have to fill, I have found nothing more gratifying throughout my career than to uncover those hidden jewels of individuals who tend to return throughout their school years and end up making the decision to start a career in rentals. The transformation of greenhorn to seasoned veterans in the rental world never ceases to amaze me.
When your employees are taking vacations, remember the people left in your workplace now have to take on extra workloads for those who have gone to frolic in the summer sun. These the extra work and responsibility these individuals take on should never be forgotten. Extra attention must be paid to make sure they are not overstressed or overloaded and that constant appreciation is being showed. Some forethought in having these backup employees trained by the person leaving for holidays is a good idea. Splitting duties amongst a few co-workers where possible is also the right thing to do. There is sometimes an added bonus in that there may be hidden talents that are revealed when the backups take on new challenges.
One of the many items we tend to neglect or assume is that all the replacements are safely trained in all aspects of the additional duties that have been handed to them. We must do our due diligence in making sure that these people have been given proper orientation where required for each new or different task.
This is a great time for planning fall meetings, potential upcoming elections and particularly recruiting of new members. I have always found the fall meeting a great place to invite potential new or returning members to join in to promote and reinforce what the CRA has to offer. I also encourage all board members to read through the Roberts Book of Rules to bone up on the election processes and to contact Nathalie or Jenna for any questions they have about bringing on potential new board members. I also encourage each and every one of you travelling to other provinces to get hold of local members at your destination to see if there are any summer meetings or outings being planned. It’s a great networking option!
The CRA head office and executive are currently working on agendas for our fall board meetings in Vancouver in late September and also our first “summit” meeting between the ARA and CRA being held in Toronto in August. This will definitely be an interesting and informative inaugural event. I for one am certainly looking forward to the exchange of ideas and new concepts that I am sure will be brought forth. I hope to share details in next column.
In closing I want to thank the Alberta local for the hospitality and most excellent fun adventure I was able to experience for the first time in early June at their golf tournament. While the weather was a tad on the cool side we did not get wet on the outside. The organization and banquet they put together was, as usual, done in a very professional manner. CRS
Dave Mintenko is senior branch manager of Hertz Equipment Rentals in Winnipeg and national president of the Canadian Rental Association. He has been in the rental business for 35 years.
Two powerful solutions.
Husqvarna’s all-around power cutters, the K 760 and the more powerful K 970, are the perfect solution for most jobs. The K 760 boasts the lowest vibrations, below 2.5 m/s2, on the market and both feature a fuel-sipping X-Torq® engine. The K 970 features a more powerful 6.4 hp engine, perfect for highway or demolition work. To see more features, visit www.husqvarnacp.ca
JOB DONE MORE EFFICIENTLY
Built tough enough to withstand the daily grind, Vermeer brush chippers offer years of rugged and dependable service. Each is engineered with exclusive features that promote operator safety, easy operation, high efficiency and a wide range of chipping material capacity. They’re also convenient to maintain and transport, making Vermeer a great value for arborists, contractors and tree care crews looking to boost productivity and capitalize on secondary chip markets.
THE VERMEER ADVANTAGE
• The SmartFeed feed-sensing control enhances productivity by stopping and reversing the feed roller to optimally process large, hardwood material.
• EcoIdle™ engine control system is adjustable, saves fuel and reduces noise by automatically reducing engine speed after one or five minutes of inactivity.
• Select models are available with a remote control, conveniently enabling operation from a loader while still maintaining control of the chipper.
Across the Canadian rental industry, young entrepreneurs are making their mark.
by MARTIN FORGUES and JACK KOHANE
One went into business for himself when he was only 16. Another had to take over store operations unexpectedly when her boss was injured. And one helped the family business grow revenues tenfold. These are just some of the amazing stories you find when you take a look around the Canadian rental industry and talk to the truly remarkable young people in it. When we hear about owners retiring and putting stores up for auction for lack of a successor, there’s a temptation to become gloomy about the future of the industry. These stories are the antidote.
Wear Out Meters, Not Engines.
At Honda, we know what you want in an engine: long life and low maintenance. And the type of performance and reliability that brings new customers in and keeps existing ones coming back for more. Our GX Series features a full line of engines that deliver the durability, performance and fuel efficiency that your customers want. And our 3-Year Warranty * proves that when we say our engines offer renowned reliability, that’s a claim we stand behind. When it comes to easy starts, lighter weight and performance, the GX Series is the one you can count on, hour after hour. Log on to engines.honda.ca and find out how you can put our engines to work for you.
THE GO-GETTER
Benoit Rousse, 37, GAL Power Systems
A staple at GAL Power Systems’ Montreal outlet for the last 15 years, Benoit Rousse’s past working and business experience have made him a most valuable asset for the company, according to GAL’s general manager Martin Lopes. Lopes remembers Rousse’s arrival to the company a decade and a half ago. While the laureate was a rookie in the rental industry, he already had acquired a set of skills that soon revealed a high working standard. An entrepreneur since a very early age, this experience proved very valuable from the start. Lope says Rousse has never seen a problem he doesn’t think he can solve.
“Ben started honing his business skills at just 16 years old when he owned his own car wash business,” Lopes writes. “His car cleaning business eventually led him to develop an interest
in the inner workings of vehicles and he began to develop excellent talents as a mechanic. When he applied to become one of GAL’s technicians 15 years ago, we were impressed by his initiative, positive attitude, and eagerness to learn and develop his skills. We at GAL Power believe in recognizing those who have strengthened our company through dedication and hard work. To that end, we wish to nominate someone who has been with us since our more humble years and has helped shape our company into the industrial leader it is today. “
According to Lopes, Rousse’s arrival at GAL coincided with a sudden yet steady growth of the company. While he started out as a technician – putting his previously acquired skills to task –he was quickly promoted to sales representative.
“Ben helped bring our rental sales from just $400,000 each year to $5 million,” Lopes goes on. “His eager, friendly approach won over customers of all kinds and in the following years, our rental sales have continued to grow each year. Ben’s biggest impact came when he was given the chance to head up our sales team as rental manager in Montreal. Once comfortably in the driver’s seat, Ben proved a capable and talented leader who motivated and educated the sales team to new heights of success. Under Ben’s guidance, our rental sales have now exceeded $8 million per year.”
THE LEADER
As Canlift’s managing partner, Johnny Dragicevic had brought the company’s management into the 21st century, according to CFO and 12-year Canlift veteran, Shawn Wilson.
“The rental business is still mostly run by the generation before us. Johnny’s management is very modern,” he said.
Wilson praises his employer not only for his innovative and inspirational leadership approach, but also and mainly for his devotion towards customers. Having spent six years with Canlift, he credits him with the company’s expansion since then.
“Johnny quickly understood that customer care is central to success in the rental industry and that’s where his focus is. Everybody has their own ideas about how to run their business, but Johnny’s dedication to customer service and certainty is key to our own,” Wilson says.
But Dragicevic’s vision about how to run a rental business isn’t the only factor that made him part of this year’s Top 10. His leadership skills and managerial style keep inspiring his employees to invest their energy 100 per cent into their work.
“He is always with the employees on the floor, serving customers and addressing issues himself instead of adopting a more ‘bossy’ approach,” Wilson said.
Canflift employee Carol Stubbert also praises her boss and endorses his nomination in this year’s Top 10. “He is a great boss who also takes pride in all he does. He always takes the time out to answer any questions we might have or deal with any issues.”
THE HEIR
Peter Aaron Bonish, 36, Pete’s Party & Tent Rental
When the younger generation embrace tradition and take over the family business, beauty lies in continuity. As Pete’s Party & Tent Rental’s human resources manager, Peter Bonish inspires pride as much as he gave his family an appreciated sense of relief.
“Peter always knew he wanted to take over the shop,” says his mother, Sue Bonish. “Aside from his mandatory HR placement job required to graduate, working here has always been his only job.” She recalls those times when Peter’s paternal grandfather – the store’s founder – made him screw nuts and bolts together for one penny apiece when young Peter was around four or five years old and the shop still bore its original name, Peter’s Radio and Rental. The store became Pete’s Party & Tent Rental in 1971 after giving up the radio part of the business. Later, as a teenager, he was “promoted” to other jobs such as cleaning chairs and as member of the tent crew.
Since his graduation in human resources management, Pete’s Party & Tent Rental created a job post as HR manager to accomodate him. Nowadays, he’s the de facto general manager.
“He took us into the 21st Century,” says Sue. “He did so much to improve our management and take care of such issues as workplace safety that no one else was qualified to do.” She admits she doesn’t know what Peter’s plans are for the future, but is far from worried about the company’s.
YOUNG AND EAGER
Andrew
D’Amato, 26, D&D Party Rentals
Andrew D’Amato says he can’t recall a time when he didn’t work at D&D Party Rentals, a family owned business started in 1979 by his grandfather, a former construction contractor. “I remember being there as a young child just overseeing what happens in the warehouse and operations, and even going on the road once in a while with my dad on last-minute deliveries or customer service calls. An interesting business for me right from the get-go.”
Starting out as a small tool rental source for Toronto’s growing construction market, the D’Amato family did it all with one delivery truck. Today D&D Party Rental comprises a staff of 30 and four trucks servicing events across the Greater Toronto Area (GTA). Tony D’Amato, Andrew’s dad, now helms the operation and has successfully transitioned the business from a tool supplier, to D & D’s core business of tenting and providing party rental equipment from tablecloths to cutlery, dinnerware and cooking equipment.
Andrew, 26, handles sales and account management and is nearing completion of his C.E.R.P. (Certified Event Rental Professional) certification program through the American Rental Association. He’s proud to point out that the company has expanded from an income of about $80K in 1979 to an annual income of over $1 million annually.
“At a young age I had a taste of psychology watching family members
Johnny Dragicevic, 38, Canlift Equipment
deal with really angry customers while still remaining cool calm and collective,” recalls Andrew, who later eagerly worked in the D&D warehouse and went on the road as a driver helper. “This served me well in dealing with customers face to face and also with equipment handling. I know what it takes to do the work we do and the value of our service.”
According to Tony D’Amato, who nominated Andrew, his son has enthusiastically taken on the mantle of leadership in the rental business. “The fact he started at the bottom and has experienced all aspects of the business has really prepared him to be one of the most knowledgeable, confident and reliable customer service/account managers in our industry,” he lauds. “He’s young and has a great future ahead of him and for the company.”
When he’s not out there talking up D&D to clients, Andrew’s love of music has him producing albums for other
artists and playing drums in bands. “I’ve been on many stages, watching and learning how big concert events are put together. I’ll leverage this experience to continue growing D&D. For one, I have always had a dream of improving our audio/visual department and being involved in larger music festivals.” As he sees it: “Growth is a big part of the natural rhythm of a thriving family business.”
TRIED BY FIRE
Melanie Cougle, 25, Perfect Party Event Rentals
This year’s Top 10’s youngest entry, Melanie Cougle already packs years of experience in the rental business, five years short of her 30th birthday. As she was barely settling in her position as store manager, tragedy quickly required her to handle the business by herself.
“She started working for PPER part-
time while she was still in high school. She continued working at the store when she went to university on a part-time basis as a key holder,” said Melanie’s stepfather and store owner Mike Gazo, who wrote her nomination.
While attending university, she had the opportunity to take advantage of the
American Rental Association scholarship awards numerous times and was very appreciative of it. When she finished university she took the position of store manager in November 2013
Gougle graduated with a Bachelor of Commerce degree, with Honours. She then became Perfect Party Event Rental’s store manager.
In August 2014, tragedy struck the family business. “I was involved in a very serious vehicular accident. It was in the middle of our busy rental season and happened at the worst possible time. I was hospitalized for two weeks with several serious injuries. I had to undergo surgery to repair my leg and was left to start a very long recovery period. Melanie was thrown into the thick of our busy rental period,” Gazo reports.
MULTI-TASKER EXTRAORDINAIRE
Christina Andreola, 26, Loungeworks
As an account manager at Loungeworks, Christina Andreola wears many hats.
“Have an opinion. Nothing is more useless than a group of people who agree with everything.”
- Mike Maltby, Ingersoll
Rent-All
design team, she worked to divide the Loungeworks showroom into eight unique spaces all pertaining to one part of a wedding reception (ceremony, bar, lounge, dining, etc). “Each space was given to a reputable Vancouver wedding planner that had access to our inventory to use as the base for their space designs,” explains Christina. Pinterest was also incorporated into her overall marketing strategy. “This had our collaborators interacting with our Loungeworks social media followers. We celebrated the collaboration with a kickoff party, inviting the who’s who of the Vancouver wedding industry to enjoy trendsetting designs while mingling with planners and suppliers alike. Now, we are preparing for our third annual #130Weddings event (set for Spring 2016).”
Melanie quickly had to learn without much mentoring, responsible with keeping the 30-year-old business’ reputation pristine.
However, Gazo expresses proud relief regarding his step-daughter’s performance. “I am still not back at work and still rehabilitating to get my life back. Melanie has done an incredible job of continuing to make the business work.”
Trial by fire reveals one’s true character, and Melanie’s proved strong. “When you retire, you have time to plan and get someone in place to take over the business. When an event like this happens, it shows when someone has character. My step-daughter has a great deal of character, and I thank her for ensuring my/our business is doing well and moving forward,” Gazo says.
Clients and colleagues alike call her a force of nature to be reckoned with. On a typical day at her Vancouver B.C.-based company, which provides event furniture rental, event design, and production management support, Christina fields incoming calls, processes client orders, and co-ordinates logistics with her warehouse. “Most importantly, I keep in touch with our clients to see what exciting things they’re up to and how we can help them execute their event goals,” she says firmly. Her approach is collaboration-focused. “We are consistently working to come up with new ways to partner with our clients to showcase our furniture and decor pieces along with their specialized work,” she points out. One example is an initiative she spearheaded in 2013 called #130Weddings (the hashtag was the name of the event). Together with her company’s
Loungeworks marketing manager Emily MacDonald, who nominated Christina, lauds Christina as a fast study. “She came to Loungeworks three years ago being new to the event and rental industry, but she quickly became the go-to resource for our clients. She’s headed up some of our most successful rental projects including work with the Dental Conference, Dermatology Conference, and more.”
Christina’s busy workaday world also includes heavy involvement in the Vancouver theatre community, having written, produced and starred in her own show: The Dudes of My Life, selected as a MainStage entry into the 2015 Vancouver Fringe Festival. “That’s helped to increase my knowledge in event services and rentals as well as how to reach out to new clients, come up with creative solutions with limited time and/or budgets, and in successful team-building,” she notes. “I’m lucky to be working in an environment which is focused on collaboration and improvement so that we can continue to be leaders in the design field.”
THE OPINION LEADER
Mike Maltby, 33, Ingersoll Rent-All
“Profit isn’t a four letter word,” says Mike Maltby when asked what makes for a successful entrepreneur. “To me it means that sometimes it’s better to have our equipment sit idle than match a competitor’s low-ball price.”
As vice-president of Ingersoll Rent-All, a business purchased by Mike’s dad, Don, in 1989, Mike encourages a straight-talking approach from those he works with. “Have an opinion. Nothing is more useless than a group of people who agree with everything you say. If you think I’m wrong about something let me know. Sometimes we learn most by having a healthy debate with
someone who disagrees.”
The company, located in southwestern Ontario in a region renowned for cheesemaking and a bustling automotive parts industry, has grown from a one-man operation operating out of a commercial strip mall, to a thriving rental operation on 3 1/2 acres of land with five full-time employees. “We serve the small to mid-
sized contractors and homeowners in the area,” notes Mike, a former president of the Canadian Rental Association for Ontario (2011 – 2013) and current Ontario representative to the national CRA board. His company is among the area’s largest Stihl outdoor power equipment dealers, with both sales and service.
Mike’s main mission: making a difference in the community, and helping people succeed. “I really love helping a first time DIY customer work through a plan to complete a project,” he enthuses. “What I like best about the rental business is driving around town and seeing the results of a project that our equipment was used on and knowing that we helped build that.”
To stay ahead of the competition, Mike insists that you have to surround yourself with the best people you can find, delegate authority, and don’t interfere as long as the policy you’ve decided upon is being carried out.
“Employees are the pulse of the business,” he emphasizes. “Our employees are the people that our customers see most of the time. I don’t want to develop a culture where employees don’t think they’re allowed to deal with day-to-day issues with our customers. I think that goes a long way to building our employees’ willingness to act, when necessary, to further our business.”
He urges his industry colleagues to reap the rewards of community involvement and to seize the opportunities offered by engagement in the trade association. “I find that the more people I meet through my work with the association, the better off our business is. Every time I go to a meeting or event I walk away with something that can be used in our business.”
THE RISK TAKER
Remi LeBlanc, 29, Parkland Party & Equipment Rentals
Remi LeBlanc knows that doing the same old, same old just won’t cut it nowadays. So when Parkland Party & Equipment Rentals went up for sale, he saw the potential, took a risk, and bought it on the spot in early 2014. He hasn’t regretted the decision.
Now Remi and his management team are focused on bringing the 50+ yearold downtown Red Deer, Alta., retail landmark into the new millennium. “We want to take this business to the next level,” enthuses the 29-year-old owner and operator of one of the city’s largest party rental stores. “The previous owners grew the business to a respectable size by creating relations with other businesses and people in the Central Alberta area.” His goal, Remi likes to emphasize, is to cement those relationships, go to the customer, and expand the company’s market reach.
Since opening its doors in the 1960s, Parkland has been recognized as the destination stop in Red Deer for home renovation, landscaping or small construction equipment rental. Under LeBlanc’s present leadership, Parkland Party & Equipment Rentals is diversifying its product range to include party and wedding accessories, and widening its selection of event decorations and rentals. Parkland is also capturing more customers by leveraging its geographic position located at the midpoint of the Calgary–Edmonton Corridor. “In the past this company has stayed mostly local, but as I see, it if the customer wants us to
be at a different location, we will put in the extra miles for them and do what we have to make it happen for them,” affirms Remi.
Putting in the hours is what makes this business hum. “Remi is incredibly dedicated to his job and his customers,” nods Chris Windrim, Parkland’s marketing and sales manager, who nominated Remi. “He’s always looking for every opportunity possible to grow this business across Central Alberta. He is an incredibly hard worker and a true leader, not just a boss. He creates a positive work environment by sparking a continuous stream of new and creative ideas. In a word, Remi is relentless.”
Now truly family owned, Parkland Party & Equipment Rentals is led by the LeBlanc clan. Remi’s dad, Marcel, is a partner involved in the decision-making, and brother, Steven, 23, is fast learning the business. Remi remembers visiting the Parkland store as a youngster with his dad. “It was something of an adventure to me,” he recalls with a grin. “The adventure continues, as I’m learning that running a rental business is a lifestyle, not a nine-to-five job. I see us a guarantors of customer satisfaction: if they aren’t happy, we’re not happy.”
THE FAMILY GUY
Scott McAndrew, 39, Mastermind Event Rentals
Scott McAndrew doesn’t do anything small. Almost singlehandedly, he’s changed the way rentals are done in the city of Ottawa. In 2010, he created the concept of a linen tradeshow where
potential clients could see fully designed tables and then mix and match to find their ideal design. This event has grown over five years and now has over 16 local designers creating tablescapes to inspire people to see what is possible with rentals locally.
With a focus on the details required for any event, Scott points out that his company, Mastermind Event Rentals, has one of the largest selections of specialty linen rentals in the National Capital region. As a result of the demand, he says, “Mastermind has expanded to offer all the necessary event rental items such as tables, chairs, catering supplies, dishware and more.”
Scott and his wife, Jennifer, started Mastermind as a home-based business in 2007 after their wedding. In the last eight years they have grown out of their home and garage to an 8,000 square foot warehouse, including a full industrial laundry centre to ensure the quality of their products. Sales in 2014 increased 20 per cent to over $600,000. The company now employs over 10 staff.
Jennifer, Mastermind’s event director and Scott’s nominator, says that it’s Scott’s approach to customer service that has resulted in loyal support from clients. “Mastermind started to fill a niche that was missing in the Ottawa market,” she explains, noting that the company started with a single digital photobooth, but has since grown to provide linens and wedding items. “Scott has been responsible for expanding the strategic focus of the company and has grown the inventory to match the demands in Ottawa.”
Mastermind has continued to give back to the community and is involved with numerous charitable activities, such as Cystic Fibrosis Canada (sparked by the passing of a close friend to CF), Bruce House. The McAndrews also work to provide housing, care and support in Ottawa for people living with HIV and AIDS, and for Ronald McDonald House for which the McAndrews created a golf tournament raising over $25,000 in three years.
Scott says it’s his love of family that keeps him motivated. His father and mother both work for the company
to ensure the personal, family touch. “His mom won’t let a piece of linen go out without her inspection,” nods Jennifer. Even Scott’s children (Chase, 6, and Bryn,4) have grown up around the business. “I love having them around the shop,” nods Scott. “And they enjoy tagging along on weekend deliveries and setups.”
THE RESILIENT ONE
Troy McDonald, 31, Nor-Val Equipment Rentals
Valuable work and life experience often come with age, though sometimes fate accelerates the process. NorVal Equipment Rentals owner Jim Clipperton’s praise of 31-year-old Troy
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McDonald comes with relative ease. McDonald’s job performance draws commendation by itself, and they’ve also known each other for more than a decade, since Troy’s first day on the job.
“He’s been working with me since he was 18 years old. He first came in for about five years before leaving to work on a oil rig,” said Clipperton. Troy’s gig on the rig lasted for approximately four years before tragedy struck. He was gravely injured in a truck accident which he barely survived and cut short his employment.
“Troy had planned to stay there and work on the rig as a career,” Clipperton explains. Fortunately, both had stayed in contact and Clipperton took him back at Nor-Val, where he quickly became one of the company’s top assets, swiftly making it to his current position as operations manager in a few short years.
Jim Clipperton gives a lot of credit to McDonald’s oil rig experience. “He had to gain a lot of knowledge and he learned to deal with a lot of different people while working there,” he said, describing him as a people person, a critical trait in the rental industry and key to be able to manage his current 40-person crew.
Troy’s devotion to the trade also goes noticed. He volunteers at the British Columbia local trade show as well as on the Canadian Rental Association’s local board.
“Troy is an unbelievable individual,” concludes Clipperton. CRS
TAKE A SHOT
Shotblasting can round out your concrete fleet.
The growth of refurbishing existing concrete is quickly on the rise for both commercial and residential consumers. Expanding your product offering for your rental business is always something to consider carefully.
by CHRIS WINDSOR
LEFT: Nine-inch shotblasters, like this SPE9ES, are ideal for DIY customers and contractors who need to get into tight spaces.
RIGHT: Twelveinch models, like the SPE12ES and SPE12DC, are more suitable for commercial customers with large areas to prepare.
Shotblasting equipment can be a valuable addition to your concrete-processing offering. Making the right choices when purchasing any type of equipment can mean a very lucrative return on each item you purchase, but making the wrong choice could end up costing your company thousands of dollars in lost revenue and the additional cost of maintaining the equipment. So what are the factors to consider when purchasing a shotblaster for your rental fleet? Like any piece of equipment you consider, there are three major elements to keep in mind.
The first thing to consider is your return on investment for the item you are purchasing. In the rental business, any purchase is measured by how many rents it will take to get your dollar investment back. For example if your equipment investment is $10,000 and the machine has a potential to rent at $500 per day, your payback period is 20 rents before the machine starts to turn a profit and return on your investment. Shotblasting provides great rental rates that will begin to generate ROI quickly.
Everyone in the industry knows how hard the end-user is on equipment. Whether it is because of lack of knowledge regarding use, too many inexperienced operators or extreme operating
environments, your machine will take a beating. So along with being well made, the equipment needs to be easy to clean, easy to maintain and, on occasion, easy to repair. With shotblasting equipment, cleanliness greatly enhances the life of the unit and its dust-collector unit. Concrete dust fine and extremely stubborn when adhering to surfaces. An air gun and a damp rag can provide many years of trouble-free service. Wear parts such as manganese liners are easily replaced when required, and when repairs are needed the machine’s simple design and simple components are easily attainable from most electric supply houses.
The last major consideration is the uniqueness of the item being rented. If the item is very common and attainable through most competing rental firms then the cost of the item is reduced to stay competitive and entice customers to your business over that of a competitor’s. But when you are the only source for the rental of a certain tool you can justify and charge greater fees.
So that’s the thinking when considering a shotblaster as a tool for your rental business. But what exactly is shotblasting and what are the most common applications of it?
Shotblasting is one of the most effective ways to prep concrete and steel, which is the reason it has been around for so long. Whether a customer needs to prep a floor to apply a coating or open up the floor to expose aggregate before polishing, shotblasting produces an amazing end result. Because of its numerous uses, shotblasting is frequently the best option for a wide variety of job types when it comes to floor preparation. The target market for shotblasters are surface preparation contractors and homeowners who are applying coatings to their garage or basement floors.
The principle of shotblasting involves throwing steel shot abrasive at a high velocity into the concrete or steel surface. The throwing action is achieved by the shot going through a rotating paddle wheel where it is then fired at a high velocity towards the surface. The energy placed into the abrasive is sufficient to break away particles of the surface and rebound both shot and debris into the separation chamber in the top of the blaster. The steel shot drops back into the paddle wheel chamber and is recycled, while the lighter debris is sucked into the dust collector system for disposal.
Shotblasting is often recommended to create or re-instate slip-resistant properties.
As stated above, there are two major applications of shotblasting: surface preparation and surface cleaning. Shotblasting provides extreme versatility in either application with excellent results. Producing a surface profile on the substrate will create optimal adhesion properties for the application of epoxy coatings, paints, overlayment systems and waterproofing membranes. Shotblasting is often recommended by major coating manufacturers to prepare the floor most effectively. Users can also create or re-instate slip-resistant properties or expose aggregate before polishing.
Removing the existing material from the substrate removes surface contaminants, paints and sealants and laitance. With the advancement of coatings and overlayment products, shotblasters are being used as an exceptional surface preparation method in a variety of commercial and industrial settings including manufacturing, food processing, retail and waterproofing for parking garages.
In the steel industry, the two primary applications (produce a profile, remove existing material) are the same as concrete, but the industries in which it is used may differ. The primary use for shotblasting on steel surfaces are on ship decks, steel plates, offshore platforms, Ro-Ro bridges, ferries, foot bridges, and steel storage tanks. These applications can apply to both vertical and horizontal surfaces.
HOW SHOTBLASTING WORKS
• Shot is loaded in the hopper of the machine. The hopper acts as a funnel to direct the shot to the shot valve
• The shot valve or butterfly valve controls the volume of shot that is allowed to flow down a spout and into the blast housing. The more shot released, the greater the impact on the surface. The shot valve is controlled by a cable or lever located in the operator’s position for easy accessibility
• After passing through the shot valve the flow of shot is directed by a control cage. This allows the shot to fall on the optimal position of the blast wheel. The control cage can be calibrated and adjusted to ensure that the shotblaster is achieving an even blast pattern across the width of the machine
• After passing through the control cage, the shot is impacted by the blast wheel and travels at a high velocity towards the floor. Depending on the size of the machine, the blast wheel can either be a one piece unit, or made up of a centre housing with a series of blades (paddles)
• The abrasive impact force of the shot hitting the floor removes surface contaminants, leaving a clean, dry profile
• The rebounded shot and debris then travel up the reclaim channel and land on a shelf located directly above the hopper. Once the shelf becomes full, the shot and debris overflow off the shelf. The lighter debris particles are removed by the suction provided by dust collector, and the heavier shot is recycled back into the hopper
• The process described above is a continuous cycle. Over time the shot breaks down (wears away) and new shot needs to be added to the hopper to replenish it
Because shotblasting has been around for so long, you might think that there are hundreds of types to assess and look at. In reality, most shotblasters use similar technology. The main differences that are important to investigate are:
1) The direction the operator walks
2) The steering technology
3) The build quality
There are two main design groups:
those machines where the operator walks in a backward motion, away from the blast pattern and those machines that walk forward, over the blast pattern. Forward operation typically provides the operator more ease-of-use and greater control. The majority of shotblasters in the marketplace require the user to operate the machine while they walk backwards. The reason machines were
originally engineered this way is not exactly clear. There are, however, some potential issues to consider she operating a machine with backward-motion design.
The first concern is an easy one to spot: safety. Walking backwards restricts the operator’s movements and creates visibility issues as well as increasing tripping hazards. Another concern is that the operator has to look over the machine to inspect the quality of the blast pattern. SPE is one of the only manufacturers that has designed its large shotblasters to allow the operator to walk forward. This results in better visibility of the operator’s sight lines and blast texture. The largest benefit to the forward motion design is the increased safety produced for the operator.
With regards to steering, there are again two main design approaches. Those machines that have hydraulic steering allow the operator to spin on its axis to return the unit backwards beside the last blast pattern, and those that have a steer handle require the operator to make large “S” pattern movements to turn the machine. Shotblasters, by design, are heavy units. They are designed with heavy steel and manganese metal construction in order to withstand the harsh process. With any type of heavy equipment, manoeuvering is a key element. There are two main types of steering technology. One is a handle that extends off the back of the blaster and works like a pivot point, and the other is hydraulic. The advantage of the handle steering method is that it removes the need for mechanical steering and relies on the operator’s manual power. The disadvantage is that it makes the machine design extended and difficult to move in small spaces. With hydraulic steering, there is a zero turning radius which gives the operator easy manoeuvrability in any type of space.
With most equipment, build quality is essential to consider when making a purchase. With shotblasters, it is no different. One of the most important factors to consider is where it is made. Offshore manufacturing often provides an economical advantage, but overall quality may suffer.
As a result quality control in the area of material composition, overall unit
From a very inauspicious beginning in a small blacksmith shop originally started in 1882 by Edward Brunner and Severin Lay, Brunner & Lay, Inc. and its affiliated companies have become recognized as the quality leaders, as well as the world’s largest manufacturer of paving breaker tools. Today, using the latest state of the art equipment in its facilities throughout the world, Brunner & Lay, Inc.’s entire output is devoted to the manufacture of pneumatic and hydraulic tool accessories for the construction, rental, mining, and demolition industries.
The worldwide operations encompass manufacturing plants and warehouses on three different continents. These include seven facilities in the United States, three in Canada, three in Great Britain,
one in Germany, and two in Australia.
Brunner & Lay products are divided into three major categories: tools used for the demolition or cutting of concrete and stone, drill steels and carbide tipped bits which are used to drill blast holes in quarries, mines, and construction projects, and small chipping and electric hammer tools which are used by the general construction trade.
It is with great pride that the Brunner & Lay organization can point to the many wonderful highways, dams, airfields, mines & quarries, and national monuments it has shaped. These include, but are not limited to Mt. Rushmore, Hoover Dam, the Chunnel connecting England and France, the Eisenhower Tunnel in Colorado, and Olympic venues worldwide.
Brunner & Lay is confident that its products will contribute to worldwide health, growth, and prosperity far into the future.
Shotblasting is not new, but there are different approaches to machine design. Consider your options carefully when choosing to enhance your surface preparation offerings.
construction, and internal component design may suffer. The results are machines that look similar and initially function similarly, but in the long run, fail and break down, costing more in project down time and service problems.
With any piece of equipment, there is always a learning curve. Shotblasters, (especially the smaller ones) are user-friendly to operate with some basic training. Most manufacturers provide training on their machines (some for free, some not). The type of training needed really goes back to who your market is. Most contractors who are involved in surface preparation know how to operate the machines without an issue, but if you are trying to introduce this to a new market that has no concept of shotblasting, that could involve different training.
This depends largely on who your market is. If you deal with contractors who sometimes need to prepare a small space, a nine-inch, self propelled blaster would be a great option. Once contractors are preparing anything over a few thousand square feet, they need something bigger. That is when a 12- or 16-inch would be a better option. Think of the nine-inch like the DIY unit, and the 12- or 16-inch as the professional version. For a nine-inch blaster with a dust collector, you will be looking around $15,000, and for a 12-inch system, around $35,000. That may seem like a big price tag, but when you take into account the lifespan and rental rate, these machines bring in great ROI.
With all of this information at your disposal, you should now have a greater understanding of what shotblasting is, what they are used for, and how to tell good from not-so-good. Shotblasters are very versatile machines that will bring a new aspect to your rental fleet. Maybe it’s just the thing you have been looking for. CRS
Chris Windsor is marketing manager for the Bartell Family of Companies.
For more concrete processing technology, visit canadianrentalservice.com > Construction > Concrete processing
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by PETER BIGWOOD
HANDS OFF
Remote demolition offers a next-generation solution to old problems.
The demolition contractor who walked into the Walter S. Pratt & Sons’ rental office in late 2013 had a problem. Workers were quitting almost as fast as he could hire them.
He knew the cause – fatigue from operating handheld air hammers – but wasn’t quite sure what to do about it. With a big project coming up, the contractor needed a solution. Wayne Pratt, the rental company’s co-owner, saw not just one opportunity, but several.
In the contractor’s predicament, Pratt sensed a chance to not only gain a new customer, but also to expand the business into specialty areas it hadn’t been able to serve before. The fact that Walter S. Pratt & Sons would be able to help improve worker safety and longevity was a bonus.
“Finding workers that can operate 60- to 90-pound breakers for a few hours, let alone an entire day, is becoming more and more of a challenge in the labour market,” Pratt says. “A lot of times, those workers just quit because they can’t work like that for a full day. That leaves contractors struggling to find new employees and scrambling to make up for lost time.”
The project in Albany, N.Y., entailed replacing 35- to 40-foot-tall concrete piers that road salt had eroded over more than 30 years. It required extensive, elevated concrete demolition. Based on what the contractor had heard from others in demolition, operators would be able to hoist a remote-controlled Brokk machine over the piers and use the attached hydraulic hammers to quickly and precisely break apart the concrete. This would eliminate fatigue caused by air hammer vibrations and was safer than putting a worker on top of a crumbling pier with a pneumatic hammer. If that were the case, the contractor would be able to use workers who would have been running air hammers all day elsewhere on the job.
“At the time, we didn’t know too much about Brokk or its machines,” Pratt said. “But after speaking to people at other rental companies, we thought there was an untapped market for more robotic units in specialty
With the Brokk unit, operators can stand several feet away from the machine, putting them two steps ahead when it comes to safety. The elimination of fatigue and discomfort from long-term operation of vibrating equipment can improve worker health, reduce injury claims and help customers keep good workers longer.
applications, not to mention a better future for crew members who were running demolition tools all day long. With a remote demolition machine, those companies only need one person working the controls to complete all kinds of projects.” Walter S. Pratt & Sons bought three machines – a Brokk 100 and two Brokk 160s.
Mechanic and operator training began shortly after Walter S. Pratt & Sons received the equipment in December 2013. Brokk’s field sales application
use the machine effectively and efficiently. Safety was another major focus. With the unit’s remote controls, operators can safely stand yards away from the working surface to avoid being hit by flying debris and have more time to react in an emergency situation. The emission-free electric motors make a difference, too.
“When operators sit inside the cab of a machine, they’re stuck with the diesel fumes and need to think about how to get out if there’s an emergency,” he said. “With the a remote unit, operators can
As more workers received training, the machines came back from the job site with less wear and tear.
expert, August Scalici, visited the rental centre to spend a few days training rental staff and members of the local labour union. After a basic introduction to the machines, they split the course between mechanics and operators.
While the mechanics learned about components that make the machines tick, such as the hydraulic and electrical systems, the operators learned how to
stand up to 1,000 feet from the machine. That puts them two steps ahead when it comes to safety because they only have to walk away from the machine if worksite conditions change for the worse.”
The labourers also liked the fact that they would be liberated from vibrating tools. Operating bulky, vibrating equipment, quickly strains the body and leads
to dull, long-lasting pain.
Pratt quickly recognized another opportunity in training, one that created a win-win-win for the business, its customers and the manufacturer. The rental company took a step not many businesses take in a world of tight budgets: it loaned the machines to labour union trainers and operating engineers, no charge.
As more union members received training, the machines came back from jobsites with less and less wear. That saved contractors on repair costs when they returned the equipment. It also helped brand Walter S. Pratt & Sons as a leading rental location.
“More workers are becoming more familiar with remote-controlled demolition equipment, so contractors are getting more comfortable with renting them,” Pratt said. “When a contractor calls a union to find someone to run the machine, the worker can say he was trained on remote demolition equipment from Walter S. Pratt & Sons. It’s good for everybody.”
It’s no secret that in a tight economy large construction companies make money by shaving time off of projects. They’re always looking for new pathways to making that happen, and the next generation of construction leaders uses technology to find the right equipment.
“Young superintendents and project managers want to work smarter, not
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harder, and more and more often it’s falling to them to find those efficient and economical solutions,” Scalici said. “The old way was to take a unit to the jobsite, do a demonstration and wind up with a new customer. Now, before they even start the job, they do their homework and include remote demolition techniques from the beginning.”
What they learn is that a construction crew using remote demolition can perform better and finish projects sooner than other contractors using hand tools and rolling scaffolds. Further, they can work these time and cost savings into their bids to gain a competitive edge.
Scalici says he’s seen instances where contractors tried to get by with handheld tools, but wound up opting for remote demolition when the project became too difficult. “Instances like that are getting less common because we are getting more well-known,” he said. “As people share their opinions and experiences over coffee and on the Internet, there’s more understanding about what they can do with remote demolition machines.”
Walter S. Pratt & Sons’ latest problem is meeting the demand for the Brokk machines. “We’re building up customers and utilization; we’ll be expanding our remote demolition fleet and looking at other attachments, such as shears. We’re learning how to rent these machines, but for now we expect to finish the biggest year we’ve ever had.”
As for the contractor who started it all, with remote controls in hand his crews were able to demolish the piers just as he had hoped. Cranes hoisted the Brokk units to platforms on top of the piers where the operators broke apart the eroded concrete to create an optimal surface for workers to set new concrete. And all from a safe, efficient and cost-effective distance. CRS
Peter Bigwood is vice-president of sales and marketing for Brokk North America.
SPLIT SAFELY
Safety is the key consideration when buying and renting splitters.
Wood splitters are profitable rental items in both the spring and the fall, but just like any other machine in your rental fleet, your success will hinge on the product’s safety record.
by Chris Skalkos
Here’s how your customers may load a splitter if you do not tell them differently. Note how the hands are in the pinch points between the wedge and the log stop.
Almost all hydraulic self-contained wood splitters on the market do the same thing: they are simple machines designed to split wood into smaller pieces. In addition to performance and maintenance, rental operators also need to consider safety and that starts with identifying the potential hazards that come with wood splitting machinery.
If you have been dealing with wood splitters for any amount of time, you have probably already discovered that not all wood splitters are made the same. There are many companies manufacturing a variety of wood splitters and knowing what to look for can make the difference when the safety of the machine is a factor in your purchasing decisions.
First and foremost for any rental operation
is safety. It’s standard practice for rental professionals to educate customers about operating machinery safely. This ensures that the customer will be safe when using the machine and that your machine will be used with care on the jobsite.
Knowing that the wood splitters you are renting have been designed for operational safety helps manage this risk. Wood splitters are inherently dangerous if used improperly, but that is no different than renting out a chainsaw or a min-excavator.
Every wood splitter will have a pinch-point in the splitting zone where fingers can get crushed. This is where the knife or wedge meets the log stop, which is usually a flat plate of steel. The greater the surface area of the
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Like other Boxer models, the 900HD accepts an expansive range of attachments for digging, lifting, carrying and placing materials—to knock out whatever work you have to do!
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flat plate log stop or push plate the more surface area is presented to the operator to have fingers pinched. Some manufacturers have designed log stops with a smaller profile which presents less surface area for potential pinch-points when the operator is handling the wood during splitting.
Another contributing safety factor is fly-outs, where wood pieces or whole logs fly off the splitter striking the operator. This happens when the log is not pinched properly and the build-up of pressure causes the log to catapult off the splitter bed or causes split pieces of wood to fly outwards. This is something that can occur even when the splitter is being used correctly, especially if the logs being split have been cut on an angle.
Rental operators can completely remove this liability from their splitters by choosing a machine that has a log stop design that will hold the log firmly in place even if it has been cut on an angle. This prevents wood from flying off unexpectedly, making the machine much safer to operate.
The added benefit of a low profile log stop design will also allow pressure to be relieved around the sides so the wood can move laterally instead of building up uneven pressure and forcing the log to pop out. The narrow profile of the front
of the log stop will always contact the wood in the centre of the frame. This keeps the pressure in the centre of the splitter causing less deflection which reduces friction and lengthens machine life.
In addition to limiting the build up of pressure, there are also dangers of hot hydraulic oil being sprayed over the operator caused by a hydraulic hose failure. A quality built wood splitter will use steel high pressure hydraulic tubes which keep the oil cooler and will leak before they burst greatly reducing this risk. In places where rubber hose is required, long weaker rubber hose should be replaced by one short high pressure hose designed for four times the nominal pressure used in these machines.
When using wood splitters rental operators can prevent customers from being injured, not only by educating them on the proper operation of the machine, but also on proper splitting techniques.
Start by telling them to “keep their hands on the bark.”
No matter what brand or style of wood splitter is being rented, most pinching injuries can be avoided by always handling logs on the bark side and not the ends of the log.
Even when the machine is turned
off, holding blocks by the butt end can cause hands and fingers to be pinched if bumped between the push plate, a log-stop or the splitting head and the block. Accidents can be avoided by never handling the blocks or logs by the sawn ends. Always grab logs on the bark side.
For handling over-sized logs it is easier to grab them by the sawn ends only to place them on the shelf edge of the wood splitter, and then move the hands on the bark side to roll them into place for splitting. Understandably, it does feel awkward to grab the logs by the round instead of at the sawn ends, but emphasising this practice to customers will keep their hands and fingers away from pinch points at all times.
Most log splitter injuries occur when there is more than one person operating the machine. Hydraulic log splitters are designed so that the wedge or knife will stop when the operator lets go of the control handle so the operator can then safely handle wood pieces in the splitting zone. The safety of the one-person design is completely circumvented when a different person is controlling the movement of the knife. This can’t be emphasized enough to renters. Log splitters are meant for only one operator! Helpers stacking wood should never be near the splitting zone.
There are many other tips that will be listed in the owner’s manual regarding the safe operation of the machine and they should all be adhered to. If the rental operator can at least get these safety points across to the renter much of the common injuries associated with hydraulic log splitters can be avoided.
These are only a few factors to consider when choosing a safe wood splitter for your rental operation. Having the ability to identify the hazards and to clearly convey them to renters will greatly reduce risks and keep your customers renting and splitting safely. CRS
Chris Skalkos is the marketing director for Split-Fire Sales Inc, in Norwich, Ontario.
Handling logs by the bark side instead of the sawn ends will keep hands away from pinch points. It’s an easy rule: hands on the bark.
Purchasing perils
Avoid these common mistakes when working with suppliers.
by Deryk Coward
Quite often rental companies come to me with problems they are encountering with their suppliers. Through my practice, some common themes have emerged as to how and when rental companies get into trouble with their suppliers. In this article I share some of them with you, in the hopes that you can avoid the problems before they develop.
The first problem is not knowing who you are legally dealing with. You may be dealing with someone who says they are able to bind a company or some other legal entity, only to find out later that the person you were dealing with had no authority. You lose the deal, and in some cases never receive the product you thought you were purchasing. To make matters worse, in some scenarios you can lose whatever money you paid to the person with whom you were dealing. Not being totally aware of the legal entity you are dealing with can also lead to your being unable to hold anyone accountable in the event of equipment failure. If, for example, you buy a piece of equipment from a person not authorized to represent a company, when the equipment breaks down and needs repair or replacement the company may refuse to assist you.
The next key thing to remember is to identify key contractual terms before paying any money. It never ceases to amaze me how many rental companies become involved with third parties and pay significant sums of money before the key contractual terms have been negotiated and agreed upon. Before making any serious commitment to a supplier (or any third party), you should identify and agree upon the key terms.
Interest on overdue accounts is frequently mishandled. At the time you are agreeing to a contract with your supplier, they will often include a provision in their contract that you agree to pay interest on overdue accounts. The rate of interest is usually very high. Although you may have every intention of paying your accounts on time, there is no reason why you should agree to pay credit card interest rates to your suppliers on overdue accounts. The time to negotiate a zero-interest agreement is at the very outset of your contractual relationship with your supplier.
Conflicting recollections as to the terms of
agreement make trouble. I know that a number of you have done business on a “handshake” for many years, and that a large number of agreements are not reduced to writing. This is not good practice and will eventually cost you money, time, and/or aggravation. If your agreement is not in writing, your supplier might have a genuine difference of opinion as to what the terms of the agreement entail. You may have had a positive arrangement with a supplier for a decade with nothing in writing, but when something negative occurs you may find out that you and your supplier don’t actually see eye-to-eye. Putting everything into writing makes things simpler for everyone, and allows the parties to govern themselves by the terms of the agreement. It will save you much time down the road, when you have a problem with your supplier, as both parties will know exactly what should happen. The documentation does not need to be lengthy and it does not necessarily require lawyers. It just needs to be clear as to the rights and obligations of the parties, and it needs to be signed by the parties.
Not considering the duration of an agreement is another pitfall. You will want to consider whether it is in your best interests to have a short or long duration of the contract. I have observed situations where a rental company is bound to continue purchasing product from one of its suppliers despite the fact there are better, cheaper options available.
These are but a handful of the types of issues that arise in your dealings with suppliers. Each situation is different, and requires an assessment on its own set of facts. Remember, nothing here should be considered legal advice for a specific situation. If you get into a dispute with a supplier, consult a lawyer licenced to practice in your jurisdiction. CRS
Deryk Coward is a partner at D’Arcy & Deacon, a Winnipeg law firm. He is legal counsel for the Canadian Rental Association.
WOOD PROCESSING
Split-Fire’s five-inch selffeeding wood chippers have been specifically designed for safety. The elongated in-feed hopper prevents accidental contact with the knives and is non-removable. The bed blade housing has an extra 5/16-inch
feature to protect end-users from broken blades flying out if steel rods or cement items are accidently fed into the hopper. The high productivity and low maintenance features of Split-Fire wood chippers make them ideal machines for rental companies. Equipped with Honda GX series engines the machines can chip wood up to five inches in diameter. Their heavy-duty steel construction eliminates metal fatigue and the design of the hopper prohibits entry of oversized materials. The knives and bed blade can easily chop stringy material
style parts that swing inside. Split-Fire wood chippers do not require annual overhauls and have straightforward maintenance and repair procedures. The low parts count, the anti-plugging mechanism, resistant powdercoated finish, heavy-duty clutch and dual belt system keep these chippers out of the shop and on the customer’s jobsite. All Split-Fire selfpropelled wood chippers have heavy-duty axles rated at 1,400 lbs. Compact and portable Split-Fire wood chippers come with a flip-up stand for easy towing and access to confined work areas.
Built specifically for rental yards, the Quick Split Rental edition is a durable commercial-grade unit that offers very unique features like torsion axles, easyaccess hydro controls and both vertical and horizontal
splitting capacity. The commercial-grade hydraulic system and power options are obvious requirements for a machine like this, but the Quick Split doesn’t stop there. Built with the user in mind, the solid-station safe-access controls allow the operator to stand back and run the machine with ease. Torsion axles and oversize highway-rated tires allow for a smooth towing experience that doesn’t beat up the equipment or driver. With over 10 years’ experience manufacturing power equipment for the commercial and general tool marketplace, Kuhns Power Equipment has put together a rental-ready solution with the latest addition of the Quick Split Rental model.
SENSES OPERATOR’S HANDS
8 morbark.com
Morbark has added a new 12-inch chipper to its Beever vproduct line. The Morbark Beever M12RX is a great entry-level machine, lighter and more economical than the M12R, while remaining just as robust, rugged and reliable. Powerful, compact and easily transportable, this unit is suited to utility line clearing, residential tree services, rental yards and municipalities. With the same large 60-by-31-inch chute opening and 15-by-12inch throat opening as the standard M12R, the M12RX allows for easy feeding of branches and reduces
saw labour. The M12RX’s 18-inch diameter single feed wheel with a straight flow-through infeed design easily climbs over material, reduces drag and increases chipping efficiency. The TorqMax compression system with spring-assisted down pressure generates more than 3,200 foot-pounds of material pulling force. The reversing auto-feed system prolongs knife wear life by sensing the engine RPM and briefly reversing material feed to increase productivity and reduce downtime. The M12RX features a new-style discharge and a dual-sided, chambered air impeller system for efficient throwing of even the most challenging material. Like all Morbark chippers up to 18-inch capacity, the M12RX can be equipped with Morbark’s ChipSafe operator safety shield, which stops the chipper’s feeding mechanism if the operator’s ChipSafe gloves or ankle/wrist straps enter the ChipSafe sensing zone in the infeed chute, reducing the risk of injury.
PREVENTS FLY-OUTS
8 split-fire.com
Split-Fire Sales has introduced a new electric powered log splitter. The model 3215HT is powered by a 120V/15A high-torque electric motor from North American manufacturer Leeson Electric. It is a 20-ton log splitter with a fast cycle time, completing a full stroke, forward and reverse, in only 16 seconds. The 3215HT is modeled after Split-Fire’s popular 3255 bi-directional log splitter first introduced to the rental market 30 years ago. Like all Split-Fire log splitters, the new 3215HT features a unique two-way splitting action from the knife which splits wood in both
directions. Rated for logs between 30 and 36 inches in diameter, the model 3215HT incorporates Split-Fire’s unique log stop design that prevents dangerous “fly-outs” when splitting angle cut logs. This electric-powered two-way log splitter plugs into a regular household
120V wall outlet without the need for high amperage circuit breakers. It is a “green alternative” for customers who can now split wood indoors without the noise and emissions from a gas-powered engine.
HONOURING A LEGACY
8 elietmachines.com
In 1994, with the launch of the Super Prof, Eliet introduced a professional shredder which resulted in bigger work efficiency. The mobile Eliet shredders save significant time by
SERIOUS PROFIT
eliminating the need to drag green waste to the shredder because the shredder can be easily moved to the location of the waste. The company is celebrating the 20th anniversary of this shredder by introducing the new Super Prof. The original DNA is maintained, but the new model is even more comfortable, efficient, environmentally friendly and smarter because of the following upgrades. The Super Prof has a bigger capacity and can process wood with up to five inches of timber diameter. A 30 per cent larger feed opening allows insertion of more bulky clipping waste as well as multiple loose branches at the same time while also respecting the ergonomics of the operator. The most important innovation is the air-blown chip removal made possible by a 360-degree rotatable blowing pipe that blows out the chips at a height of eight feet. The new Super Prof is equipped with a microprocessor that keeps track of a lot of parameters during the operation. Based on the information gathered, the machine communicates intelligently with its operator about the machine’s operating hours (the number of actual hours of shredding). Additionally there is an integrated job timer, as well as a maintenance alarm, error diagnosis and more. The Eco Eye technology will automatically bring the engine to idle when the machine is not shredding. This results in reduction
of sound levels, fuel consumption, and exhaust emission. The new Super Prof is available in three versions: self-propelled on wheels, selfpropelled on tracks and on a trailer.
FITS THROUGH GATES 8 toro.com
This easy-to-maintain, towable BC-25 brush chipper from Toro offers a gravityfeed system with six-inch capacity, a high-output V-Twin engine and two single-edge cutter blades. For added productivity, the patented chopper/mulch detangle system prevents jams, and a replaceable cutter block allows the operator to maintain close tolerance to the cutter blade. Additionally, the heavy-duty centrifugal clutch and two double-sided cutter blades offer reinforced durability. The compact design fits through standard 36-inch gates, allowing easy access for backyard cleanup.
EASY FEEDING 8 brooksconstruction.ca
Wallenstein CR commercial brush chippers are made in Canada and include three-year warranty. They are designed as the reliable, efficient and easy-to-use choice for tree service contractors and
municipalities. The line is quality built with superior productivity. Serving the need for high-capacity chipping with less interruption is Wallenstein CR’s two product series: CR70 and CR100. The CR70 is a seven-inch chipper with an infeed opening seven inches high by 12 inches wide. It features a slab style for easy feeding of awkward branches. The larger CR100 is a 10-inch chipper with an infeed opening 10 inches high by 17 inches wide with a slab style for even greater productivity. On board both series is Wallenstein CR’s fully programmable Intellifeed electronic control system which maximizes production by reducing the number of start-stop cycles. Dual active rollers are also featured on both series with Wallenstein CR’s exclusive new easy-start tension relief system for easy starting of flat-faced logs.
NO CHAINS TO SERVICE
8 vermeer.com
Vermeer has introduced the SC40TX stump cutter, featuring a first-of-its-kind ride-on platform providing speed, maneuverability and operator comfort. The SC40TX is the first stump cutter on the market with a stand-on platform to drive the machine. Compared with traditional self-
propelled stump grinders, operators will be able to maneuver the machine from stump to stump faster. A counter-rotating track undercarriage also enhances maneuverability by making it easier to reposition when cutting a stump which greatly benefits straight-line cutting dimensions. The tracks also offer good floatation and the ability to operate in less-thanideal ground conditions.
“The SC40TX was developed to bring innovation to the 40-to-50-horsepower stump cutter class,” said Mike Rector, tree care/rental and landscape solutions specialist for Vermeer. “The machine has applications in many markets including tree care contractors, arborists, landscape, municipality, golf courses and ground maintenance.”
The SC40TX has a hydraulic ground drive and cutter wheel, meaning there are no belts or chains to service. While other stump cutters may give operators the choice of standing at a swingout control station on the side of the machine or using a remote control, the SC40TX features two dedicated positions from which to operate the machine. There is the traditional location on the side of the machine, while operators also can choose to stand on the platform on the back of the machine, which is ideal when space is tight and allows for easier repositioning of the machine as needed. At 36 inches wide, the SC40TX will work well in small areas and fit through standard gates. The SC40TX has a 40-horsepower Kohler diesel engine.
Millennials are often shocked at the lack of training they receive on a new job. Companies that buck this trend could see retention climb.
KIDS THESE DAYS
Expert tips on how to work with Millennials
Much is made of the difference in attitude toward jobs and careers that exists between Millennials (21- to 30-year-olds) and older groups in the workforce (Gen-Xers and Baby Boomers).
But with Millennials set to make up half the Canadian labour force by 2020, your business needs to find a way to attract and retain these workers. Here’s some expert research and opinion on the subject, taken from retaincanada.ca, an online human resources site.
HUNGRY FOR TRAINING
by Mindflash
For many Millennials, the biggest shocker about the “real world” is the lack of training available at work.
The “lack of company support for training and development” was cited as the number one most surprising aspect of work in the “real world,” according to a national Millennial Mindset Study from Mindflash. This reality likely contributed to the fact that nearly nine in
10 Millennials (88 per cent) are willing to invest personally or sacrifice anything from vacations to coffee habits to train themselves in the skills needed to compete in today’s workforce.
Many Millennials are already putting this commitment into action. One in three (31 per cent) report that while it is tough to keep up with the skills they need to do their jobs, they seek out training on their own to address this challenge. Meanwhile, only 20 per cent indicated that while it is hard to keep up with the needed job skills, their employers equip them with necessary training opportunities.
“We at Mindflash felt it was critical to hear directly from these young employees about their work attitudes and experiences – especially so we better understand how to collaborate with, develop and manage this
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growing corps,” said Donna Wells, CEO of Mindflash. “Perhaps against conventional stereotypes, the majority of Millennials are shocked by the lack of skills development available in the workplace today, and is committed to taking matters in their own hands. This should be a signal for companies that both online training and traditional live training will be a critical component of harnessing the potential of these young professionals, especially with graduation season upon us.”
This is likely why the number one piece of advice Millennials have for the graduating class of 2015 is: “Invest in your own skills training to make you as marketable as possible” (cited by 40 per cent of Millennials).
This beat out other advice such as “be proactive” (28 per cent), “go in guns blazing” (six per cent) and “start your own company” (four per cent).
Despite the fact that more than half of Millennials (57 per cent) report they have managed or currently manage at least one person, there are areas where they want and need help.
When it comes to assessing their own skills gaps, project management (25 per cent) emerged as the top leadership skill that Millennials want to develop, followed by interpersonal communication (21 per cent) and problem solving (20 per cent).
So while they recognize there is room for improvement, Millennials are also aware that negative stereotypes exist
around them. More than one-quarter, 26 per cent, said the biggest misconception is that “we don’t know how to communicate because we spend too much time with technology,” followed closely by “we’re overconfident and self-centered” and “we don’t want any guidance, training or input.”
One area where Millennials strongly assert they thrive in managerial roles specifically, however, is in bringing fresh thinking (26 per cent) and open-mindedness (31 per cent) to the workplace, rating these attributes over technological savvy as the chief benefits of having Millennials in manager roles.
Perhaps the self-reported spirit of fresh thinking is in dire need. When asked which TV show relates most to their work life, more than one-third of Millennials chose “The Office” since it’s “a bit on the ordinary side.”
Though they are surprised by the lack of employer-led development opportunities and are cautioning their successors to be prepared to fend for themselves when it comes to learning, Millennial employees are only willing to go so far for their own training and development. In fact, when asked which non-monetary benefit would make them most loyal to their employers, almost half (49 per cent) reported employee perks are the way to their hearts. Another 26 per cent chose “invest in my career by training me.”
Additionally, when asked if they could be trained in anything free of charge, the largest majority (46 per cent) opted
for free physical fitness training over complimentary career development or job growth.
The survey polled 1,200 employed Millennials in the United States between March 31 and April 2. In order to qualify for the survey, respondents had to be between that ages of 18 and 33, and employed full-time or part-time.
INNOVATION ATTRACTS TALENT by Universum
Millennials are seeking purpose and innovation in their work, and the world’s most attractive employers are delivering exactly that.
More than 240,000 business and engineering students in the world’s 12 largest economies responded to this year’s Universum Talent Survey, ranking the companies they find most desirable for employment.
The survey found that Millennials want to truly understand a company’s purpose, align with it and work with others to propel the organization’s performance. And they want to be inspired, not overwhelmed, by employer messages. Storytelling is critical: Millennials want to learn about employees who embody the organization’s values and communicate authentic stories about their working life.
Millennials’ greatest fear is to be stuck without the opportunity for professional growth and development. Professional services firms like PwC and EY continue to pull the highest rankings in this regard; other industries would be wise to benchmark how this sector nurtures employees through training and mentoring.
“The 2015 [World’s Most Attractive Employers] confirms that Millennials will go to work for companies whose stories they can tell, whose values they can espouse and whose businesses they can learn,” says Petter Nylander, CEO of Universum. “Students are seeking platforms for their own performance and growth. And they told us which companies are accomplishing this.”
There was little movement in the top five employers among business students since last year’s rankings. Google once again claimed the top spot, followed by PwC, EY, Goldman Sachs, and KPMG.
The top-ranking companies among
Millennials need to feel like their job is worth talking about to friends. Innovation and initiative will impress them.
engineering students are Google, Microsoft, Apple, BMW Group, and General Electric.
Millennials are highly attracted to entrepreneurial energy in the workplace. They want to work in innovative settings, unencumbered by infrastructure, while still delivering strong financial results. Consequently, the tech industry generally attracts this kind of talent.
And how did other industries fare? The energy sector took a hit with all employers losing in the rankings, while the fast-moving consumer goods industry experienced a positive upswing.
The World’s Most Attractive Employers rankings are compiled from the Universum Talent Surveys, conducted in Canada, Australia, Brazil, China, France, Germany, India, Italy, Japan, Russia, United Kingdom and United States. These markets represent 69 per cent of the world’s economy. The field period for the data collection was from September 2014 to April 2015.
LOOKING DIFFERENT by Indeed
New research shows how the generational differences in today’s workforce also extend to the job search.
The Indeed Hiring Lab, a global research institute committed to advancing the knowledge of human resource and talent management professionals worldwide, analyzed current and future labour trends to uncover the key differences and similarities in job search behaviour between Baby Boomers (aged 51 to 70), Gen Xers (aged 31 to 50) and Millennials (aged 21 to 30) in the United States.
While the workforce is currently divided almost evenly between the three generations, by 2020, as Baby Boomers set out for retirement, Millennials are projected to make up almost half of the workforce. The talent gaps left by these Baby Boomers open up numerous opportunities for Millennials in key industries, such as health care.
“Looking at how these generations search for jobs, we’ve uncovered some unique characteristics but also surprising similarities in their approach,” said Tara Sinclair, chief economist at Indeed. “Most notably, we found that job seekers at every age respond to labour market conditions, searching more in occupations and locations where there are many jobs. And with unemployment down and confidence high for the first time in many years, employers are finding it more important than ever to attract and retain the right talent and are adapting rapidly to these changing conditions.”
Millennials, Gen Xers, and Baby Boomers all search more often in occupations and locations where there are many job postings. However, Millennials are slightly less responsive to the labour market than older generations, due to their lack of experience and familiarity with market conditions.
Millennials’ share of clicks in urban areas is much higher than the U.S. average, with Boston and New York as top destinations. Gen Xers are attracted to established tech hubs like Seattle, or high-populated health care areas like Charlotte, N.C.
Mobile is one point of intersection for job seekers from all three generations. Not surprisingly, younger generations overwhelmingly prefer mobile job search — 73.4 per cent of Millennials click on jobs from a mobile device and 71.3 pr cent
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Ben Cooke, Owner Cooke Rentals, North Carolina
of Gen Xers do the same. Baby Boomers are somewhat further behind at 48.4 per cent.
In addition to research revealing the behaviours and preferences of job seekers of all ages, the Indeed Hiring Lab conducted client interviews for employer perspectives on hiring across the three generations.
In a conversation with Jocelyn Lincoln, vice-president for Americas recruiting with Kelly Services, she commented, “The biggest discussions we’re having are around flexible and remote work, and this is a change that affects all generations. This has a lot to do with the portability of much of today’s work.”
“While we’ve found that younger segments are more adept at technological advances in the application process, we also know that for most of our workforce, people are basically on the same page in how they approach their job search,” said Aaron Kraljev, vice-president for employer marketing with Wells Fargo. “It’s part of how anyone looks for a job now.”
PERSPECTIVE ON PRIORITIES
by Randstad Canada
Job creation, health care and gender equality top the list of must-haves for Canada’s newest entrants in the workforce.
A new study conducted by Randstad Canada in collaboration with Ipsos Reid polled young adults from generations Y (ages 21 to 34) and Z (ages 16 to 20) found that social responsibility, gender equality and benefits are all important to these younger generations of workers.
When it comes to giving back, eight in 10 young adults (82 per cent) say that it is important that their employer do so, but it is the “how” that reveals the most interesting results. Creating new jobs locally (31 per cent) was cited as the most impactful way for their current or future employer to support the community – ranking more than twice as important as charitable giving or environmental responsibility.
Gender equality topped the list of expectations when it comes to fostering diversity, with nine in 10 emphasizing its importance. And it’s official – loyal workers are a thing of the past. Both Gen Y and Gen Z identified loyalty as a trait least likely to be associated with their generation.
“While they may share some similar traits – both generations are collaborative, tech-savvy and socially engaged – we can’t assume both Gen Y and Gen Z workers have the same motivations, work styles or even goals. They come from different historical and social backgrounds. That impacts their view of the world and of organizations. In today’s diversified employment market, it is important for employers to understand what motivates and inspires both Gen Y and Gen Z. By knowing what drives this emerging group of workers, organizations can shape their talent attraction strategies and position themselves as an employer of choice,’’ said Faith Tull, senior vice-president of human resources with Randstad Canada.
Giving back to the community isn’t the only expectation that young adults expect of their employer. There are also a range of benefits that they want from their employer:
• Health insurance, with one in three (32 per cent) saying this is the most important employee benefit they expect,
• Work flexibility, such as four-day weeks, compressed
schedule, telework, etc. (29 per cent),
• Training and development (17 per cent),
• Individual performance bonuses (10 per cent),
• A stock purchase plan and profit sharing program (four per cent),
• Tuition reimbursement assistance (four per cent).
Interestingly, health insurance is more important for Gen Y (36 per cent) than Gen Z (27 per cent), and considerably more for women (40 per cent) than men (23 per cent). Gen Z places more importance on training and development (21 per cent) than Gen Y (14 per cent).
Growing up in the internet age and amidst rapid high-tech advancement, technology plays a key part in the life of both Gen Y and Gen Z Canadians, including facilitating their work. Four in 10 (38 per cent) say that technology can best support them in their current or future job by allowing them to get answers to questions faster, while one in four (24 per cent) say it can help develop skills. Others say technology can best assist with helping workers collaborate on projects more effectively (20 per cent), enhancing personal relationships with co-workers (11 per cent) and giving workers a channel to express themselves.
As attached as they are to their smartphones, tablets and other devices, a surprising 45 per cent of young people
believe the most effective way to communicate is in-person. Others say the best way is:
• Through email (26 per cent),
• Phone (11 per cent),
• Instant messaging (nine per cent),
• Social networking (eight per cent)
• Video conferencing (two per cent).
Gen Y particularly favours email compared to Gen Z (31 per cent versus 20 per cent). While one would assume Gen Z would prefer instant messaging over any other method, they are actually more interested in face-to-face communications (47 per cent) than Gen Y (43 per cent). While not strongly favoured, Gen Z is more apt to use instant messaging (11 per cent versus eight per cent) or social networking (10 per cent vs. six per cent) as a method of communicating at work.
Whether it’s traditional – like television and radio – or digital – like video streaming or Twitter – young adults in Canada have grown up in an age of communication. It’s no surprise that four in 10, or 41 per cent of young people, say the most important quality of a leader is the ability to communicate, well ahead of honesty (19 per cent), confidence (12 per cent), commitment (10 per cent), vision (10 per cent), or patience (eight per cent).
However, young adults in Canada are more mixed about how they want their boss to engage with them in order to produce their best work.
AD INDEX BUSINESS TO BUSINESS
• Three in ten (30 per cent) say they’d want their manager to listen to their ideas and value their opinions,
• A similar proportion (29 per cent) would like their manager to mentor them and give feedback regularly. This is more important for Gen Z (34 per cent) than Gen Y (26 per cent),
• One in five (20 per cent) want their manager to allow them to work independently. This is more important for Gen Y (24 per cent) than Gen Z (14 per cent).
• Just four per cent would most want their manager to use an online community to facilitate collaboration.
“It can be worrisome for employers to hear young generations described as disloyal, lazy and easily distracted. Employers who effectively meet their desire to be heard and actively involved will have the edge in keeping Gen Y and Gen Z engaged and eager to return to work each day. By making a few adjustments or enhancements to their organizational planning, employers will have these bright, young people bringing their skills, creativity and energy to their organization,’’ said Tull. CRS
For more articles on human resources, visit retaincanada.ca
Safety leadership SAFETY FIRST AND LAST
by Jeff Thorne
Attitudes about safety will flow from the top down.
There is little agreement around the proper approach to a sustainable safety system. Each company seems to have its own ideas about how it should be managed. Some organizations prefer a behaviour-based system, others implement a systems approach. If your goal is to achieve a strong sustainable health and safety program, there is a need for safety leadership, not just safety management.
Leading is the act that identifies and demonstrates the importance of safety. It involves identifying and understanding the motivating factors as to why safety matters and why workers should want to buy in to working safely. Understanding what motivates workers is key to leadership. When we take a close look at managing safety, we are looking at the act of breaking down job tasks, identifying hazards and implementing corresponding controls. The essence of managing is the art of making things happen, while leading is very different. Many organizations do a great job when it comes to managing a process, but miss opportunities when it comes to safety leadership. Failure to have management leadership and commitment, competent supervision and employee participation clearly disrupts the internal responsibility system. This carries the realistic potential to create loss.
Safety leaders must be educated about their roles and responsibilities and have clearly defined goals and objectives that assist in driving improvements in safety performance. Management and safety leadership must fully believe that all incidents, injuries and illnesses are preventable. To demonstrate leadership, management must walk the talk. Leadership must be visible through workplace inspections conducted by management. It can be demonstrated through frequent communication of safety information and encouraging employee participation in safety activities and monitoring such activities. Employees must be afforded the opportunity to provide input into the design and operation of safety programs and decisions that affect their safety and health. Safety leaders
should never undervalue employee input and, when feasible, implement employee ideas.
Strong safety leadership involves fostering positive safety behaviours. Changing safety behaviour requires a change in attitude. To change attitudes, safety leaders must be able to motivate employees to want to change. Strong safety leaders know how to motivate their workers.
Safety must never be viewed as situational or an add-on to more important business activities. Safety adds value to the organization in tangible ways. Those that have direct roles for safety must receive support from management. These parties include health, safety and environmental managers and joint health and safety committees or health and safety representatives. In order to maintain and improve health and safety in the workplace, these parties must be provided with the necessary resources and cooperation to complete their job.
We hear all too often that those parties responsible for safety aren’t supported in their safety efforts and receive pushback from management. If there is a standardized system for safety that identifies health and safety responsibilities, it becomes easier to integrate. Everyone in an organization is an employee and safety has to become everyone’s personal responsibility. A key area of focus when it comes to accountability must be front-line supervision. To be successful in safety, leaders must be held accountable for safety the same way they are held accountable for other business elements such as quality, service and production. They must be measured on how they integrate safety into the business process. Upper management must be fully involved in safety to be role models and lead by example. They must hold front-line supervisors accountable for safety performance. Areas of accountability should include delivery of safety communication, workplace inspections and root-cause analysis. CRS
Jeff Thorne is manager of training and consulting at Occupational Safety Group
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