The New Jersey Landscape Contractor - Sept. 2016

THE NEW JERSEY

Fall 2016

Landscape Contractor

The Official Publication of the New Jersey Landscape Contractors Association

The Employment Issue

Published By

The New Jersey Landscape Contractor magazine is the official publication of the New Jersey Landscape Contractors Association, dedicated to the professional landscape industry of New Jersey. NJLCA was founded in 1966 as the Bergen County Landscape Contractors Association, and is today comprised of over 550 member companies throughout New Jersey.

New Jersey Landscape Contractors Association 465 Boulevard, Elmwood Park, NJ 07407 Phone | 201-703-3600 -- Fax | 201-703-3776 E-mail | info@njlca.org Visit our website at www.NJLCA.org Publisher/Editor Gail E. Woolcott Contributing Writers Joe Bolognese | Greg Carpenter, CLT | Kenneth Cerullo, Esq. Steven Cesare, PhD | Domenic Chiarella | Patrick Donovan Richard Gaynor | Rob Guarino | Phil Harwood, CSP John Helander | Nelson Lee | Matt Moskowitz Richard Ranaudo | Fred Reffsin | Jody Shilan | Peter Simpson Jerry Vogel | Gail Woolcott NJLCA Combined Board Executive Director | Jody Shilan, MLA President | Nelson Lee Vice President | Richard Goldstein, CLT Treasurer | Greg Carpenter, CLT Director | Anthony Agudelo Director | Jeff Baker Director | Tom Barillo Director | Justin Flatow, CLT Director | John Freitag Director | George Futterknecht, CLT Director | Dan Kindergan Associate Director | Joe Bolognese Associate Director | David Gaynor Associate Director | Eddie Slaska Advisor | Dr. Bruce Clarke, Rutgers University Advisor | Dr. Steven Fischer, Bergen Community College Advisor | Dr. James Murphy, Rutgers University The New Jersey Landscape Contractor magazine is published triannually. 600 print copies are distributed to members and over 3,000 digital issues are sent to professionals in the Green Industry of New Jersey, as well as educational and governmental institutions. Subscription rates: $45.00 per year; $15.00 per copy. New Jersey residents only, please add 7% sales tax.

To advertise in The New Jersey Landscape Contractor, please contact Gail Woolcott at (201) 703-3600 or e-mail gwoolcott@njlca.org.

Article and photo submissions are encouraged and may be sent to NJLCA at the above address. Publisher assumes no responsibility for safekeeping or return of photos or manuscripts, and reserves all rights to edit material submitted for publication. Š 2016 New Jersey Landscape Contractors Association. All rights reserved. The contents of this publication may not be reproduced by any means, in whole or in part, without the prior written consent of the publisher.

PUBLISHED September 2016

contents Fall 2016

FEATURES

11 Discovering the Power of Employee Feedback

14 Employee Triage: Remove, Retain

and Recruit the Right Way 16 Which Landscape Lighting Brand Is

Right for My Company?

17 Sign, Sign, Everywhere a Sign

21 Five Ways to Improve Collections

22 Workers Compensation Insurance

Unlimited No-Fault Employee Benefit

25 The Small Business Owners Retirement Dilemma

26 The Art of Delegation

28 Employee Related Lawsuits

31 Make Seasonal Employment Make Sense

33 Proactive Fuel Management Planning 34 Managing Multi-Cultural Crews

36 Where the Employees Are - 2016

37 12 Ways Veterans Excel on the Job

IN EVERY ISSUE...

NJLCA News Briefs 4 President’s Message 5 Letter from the Editor 6 2016 NJLCA/IANJ Golf Challenge 7 Contractor Focus: Environmental Landscape Design 8 Special Member Recognition Awards 9 Associate Focus: Aquarius Supply 13 The Buzz: Industry News 18 2016 LICT Exam 19 Welcome New Members 19 Advertiser Index

Columns

5 Safety Break

13 Can You Dig It

15 Working Smarter

21 Design/Build Sales 27 Certifiable

29 Weather Works

31 Turf Talk

NJLCA.ORG

3

President’s Message

G

reetings, In this issue, we have many people offering advice about employees. Discovering the power of employee feedback, A fifth-generation 30-acre facility supplying one of the workers compensation most diverse selections of plant material and landscape insurance, employment practices, liabilproducts in Northern NJ. ity insurance and so on. These are all • Trees and shrubs • Sod things we need to know about in order • Annuals and perennials • Tools • Bagged or bulk soil • Ice Melt products for our companies to run legally, effecmulch and stone tively, efficiently and hopefully profitably.

• Techo-Bloc One thing we should keep in mind is • Liberty Stone that we are all human, and business own• Decorative stone ers as well as our employees each have • Grass seed and fertilizer their sets of concerns, responsibilities and dreams. As owners of a business, we tend to get caught up in the daily hustle Nursery Division of the work day, what jobs are being David Casselli - E-mail: Dave@condursos.com Carol Como - E-mail: Carol@condursogc.com done, customer meetings, scheduling, returning phone calls and the numerous Hardgoods Division different hats we all wear from time to John Ruggiero - E-mail: JohnR@condursos.com time. But do we ever stop to think about “We are not just another garden center we are a destination” how grateful we should be for all the people who are around us that help us get most of the things we need done to 96 River Road, Montville, NJ 07045 help our companies become successful?

Ph.: 973-263-8814 Fax: 973-263-2614 www.condursos.com As you read these articles in this magazine reflect on all the things that your employees do that help make your life easier and thank them for all of their ment is that they are a member of the NJLCA, which service. If it was not for our employees none of us Condursos2016.indd 1 2/12/2016 10:52:48 AM includes all company employees. would be where we are today!

Let your voice be heard! Submit your nominations Important dates to keep in mind: now!! See page 8 for the nomination form.

Special Nomination Member Appreciation Award Thank you all for being members of the New Jersey Deadline on November 15th (see page 8).

Landscape Contractors Association and have a great Holiday Gala and Awards Ceremony on December fall season.

5th at Seasons in Washington Twp. (Bergen County).

New for this year...YOU will be nominating who Sincerely, will win the prestigious awards for Contractor of the Year, Associate Member of the Year, Volunteer of the Year and a brand new category, Budding Contractor of the year. This award is for a company that is in business for less than 5 years and is a member of the New Jersey Landscape Contractors Association.

Nelson Lee, President In the past, these awards were selected by committee; however, now you can select or vote for someone that you feel is worthy of this honor. The only requirel

l

Safety Break You just landed this great new job with a client that requires you to move several large, heavy, pieces of equipment over a nicely manicured lawn. It has rained for the last few days and the ground is saturated. If you drive your equipment directly across the grass, you risk damaging the lawn, getting your equipment stuck, or damaging your reputation as a responsible landscape contractor. What do you do to protect the lawn and more importantly, your reputation?

The old 4’x8’ pieces of plywood in the back of your vehicle might do the job, but they will bend, break, and don’t provide any traction for the wheels of the equipment to move properly. Plus, you have to dispose of them when they do get damaged or worn out and they are a bear to clean when waterlogged and full of mud.

A client of mine recently introduced me to the world of ground protection mats. These mats are ½” thick recycled polyethylene material, so they are virtually indestructible.

They withstand weights of up to 120 tons, bend but do not break, and provide a diamond plate tread design that gives the wheels of the vehicle the proper traction. You can hose them off easily, they come in both white or black and can be locked together with links to form a continuous roadway or workable platform – try that with plywood!

You can also get them in various sizes, but the 4’x8’ is the most popular and widely used in the marketplace. Best of all they allow you to work when your competition is at home worried about the conditions at the job site!

They are certainly a little more money than plywood, but can be used over and over again, making them more cost effective, in the long run, than plywood.

So improve your image, your safety, and your profit, by investing in some ground protection matting this fall.

Peter Simpson is a 25 year veteran in the industry and owns Traffic Safety and Equipment as well as PlowPartsDirect.com – an online plow parts resource. He lives locally in Ramsey, NJ with his wife Merrill and three teenagers Will, Parker and Charleston. He can be reached at 201-3276050 or visit www.trafficsafetydirect.com.

Letter from the Editor

I

t amazes me how fast the summer goes each year.

We’ve just finished our Golf Outing in September and just this past weekend, the Landscape Industry Certified Exam at Bergen Community College. Both events were well attended and everyone who joined us had a great time. You can check out some of the photos from the events on pages 6 and 18, but please also look on our Facebook page (www.facebook.com/NJLCA465) because there are tons more photos there!

One of my duties as your Director of Operations is to make sure that our events go off without a (major) hitch and that everyone enjoys themselves. If ever you have a suggestion, I’m always here to listen to them, be they constructive criticism or something you feel might increase the value of an event or meeting that we have. Feel free to reach out to me at 201703-3600 or email me at gwoolcott@njlca.org.

Very shortly we will be holding our annual judging of the Landscape Achievement Awards competition. I do hope that by now many of you have entered. I often see your projects on YOUR Facebook pages and can’t imagine why some of you don’t enter with the beautiful work you’re doing.

So if you didn’t enter this year, please do next year. Furthermore, attend our Landscape Achievement Awards and Holiday Dinner (which is a blast in an of itself) to see that your work is definitely worthy of winning an award.

I also hope that you will nominate some of your fellow members this year for our Special Member Appreciation Awards (see page 8). These awards are meant to single out those Contractors, Associates, Volunteers and new to the industry Contractors that really contribute to the association and the industry. Please take a moment to nominate someone in your own or another company for these prestigious awards. They too will be awarded at the Holiday Gala and Landscape Achievement Awards Dinner on December 5th at Seasons in Washington Township.

Have you been to a meeting lately? The speakers and topics keep getting better, and if you haven’t, you’re really missing something. We know everyone is always busy, but you have to eat dinner some time. So take a Thursday night, once a month (the 2nd Thursday of each month) and have a great dinner provided by our sponsors, while learning something that can help your company earn more, save more and continue to grow!

This issue is packed with topics to choose from. Although it is “The Employment Issue”, we also have articles on everything from Landscape Lighting, Collections, Retirement, Safety, the upcoming Weather Outlook and much more. So grab a cup of Joe, a mocha latte, a cafe au lait, a vanilla bean coolatta, or a chai tea and take some time to read through this issue.

Also check out the returning Contractor and Associate Focus sections that feature two dynamic NJLCA members.

Have a wonderful fall season, get those plows ready for winter and I look forward to seeing you all in December!

Gail E. Woolcott Editor in Chief NJLCA Director of Operations

NJLCA.ORG 5

News Brief

O

2016 NJLCA/IANJ Golf Challenge

nce again, members and guests had a fantastic time at the NJLCA/IANJ Golf Challenge. The event had over 110 golfers, with prizes and giveaways galore! We would like to congratulate some of the winners and thank our sponsors, as well as the IANJ, for another successful golf outing.

Needless to say, the weather was amazing. The only thing that could have made the day better was if somebody won $1,000,000 (or even $5K or $10K).

• • • • • •

1st place (lowest gross): RainBird - Paul Anderson, Walter Mugavin and Brian Hartfield 2nd place: Meadowlands Exposition Center - Frank Dominici, Mark Smolinsky, Robin Cuneo & Robert Kelley Longest Drive (Women): Robin Cuneo, Meadowlands Expo Center Longest Drive (Men): Chris Markham, NJ Deer Control Closest to the Pin: Al Sehringer, Paige Electric Most Honest Team: Site One Landscape Supply - Frank Jacheo, Gary Amos, Ken Shadek, Tom Pacheco

6 FALL | 2016

Sponsors: Aquarius Supply, Inc., Atlantic Irrigation, Barnwell House of Tires, Bobcat of North Jersey, Braen Supply, Frank’s Truck Center Inc., Hunter, InSight Mobile Data, MBI Gluckshaw, Meadowlands Exposition Center, Middleton & Company Insurance, Netafim, New Jersey Deer Control, New Jersey Turfgrass Association, Paige Electric, PMSA, R & J Land Care, LLC, Rain Bird Corporation, Scirocco Group, Site One Landscape Supply, Storr Tractor, Toro / Irritrol and Weathermatic. See all of the photos at http://bit.ly/NJLCAGolfPhotos2016.

Feature Story

Contractor Focus: Environmental Landscape Design

I

met Aaron Noorigian, Owner of Environmental Landscape Design (ELD) in Wall, NJ, for the first time (in person) at an open house held by Route 34 Landscape Supply last year.

He has been a member of the NJLCA for over 15 years and I was very impressed when he spoke about how his operations work at his company. Aaron is serious about making sure that all of his licenses, certifications and registrations are up to date and explained how he has no problem with competition, so long as everyone is on the same playing field.

Since its inception in 1996, the company has grown from a small scale business to a large corporation, with a reputation for excellence among colleagues and clients. As ELD has expanded in its size and breadth of service offerings, their simple formula for success has remained the same: They offer clients the very best quality of service, while employing exemplary institutional knowledge of the best plantings and practices for the New Jersey coastal area.

Aaron holds a Bachelor of Science degree in Ornamental Horticulture and Environmental Design from Delaware Valley University.

When asked about how he got started in the landscaping field, Aaron replied, “As a young man, I began as a landscape maintenance business. I quickly noticed that a lot of homes had the same old-fashioned ‘Yew and Compact Japanese Holly Hedge’ style landscapes. I was eager and wanted to introduce a different style of landscaping. I wanted to be unique.”

Environmental Landscape Designs now offers a plethora of services. They provide landscape architecture, hardscaping, drainage, excavating, grading, softscape, irrigation, lighting and continue to offer maintenance. Aaron says that their focus is listening to their customers and providing them with ideas and services that exceed their expectations.

He continues, “As an owner/CEO, I pride myself in training and developing a management team specializing in all aspect of the industry, especially customer service. We cater to our customers. Every job we complete is unique to the customer’s likes and dislikes. We also make sure the

landscape we install complements the style and architectural design of their home.”

Aaron’s claims are clearly shown in their portfolio on their website (www.eldlandscape.com), where there are pages upon pages of magnificent landscapes, hardscapes, outdoor living spaces and more, not one the same as the next.

As we had discussed at the open house, Aaron agreed that licensing and certifications are very important, keeping everyone on an even playing field. The fact that there are so many federal and state regulations and agencies to deal with presents an obstacle, but ELD strives to be the best and won’t try to compete with those that are not following the rules of the industry. Their product/service shows their expertise and knowledge and earns them the rates that they charge, being a company that is often chosen to work for the most elite, exclusive communities on the Jersey Shore.

I asked Aaron what three things he would tell a young person starting out in the landscaping industry. Not surprisingly, he replied: 1. Obtain a degree in horticulture, preferably a Bachelor of Science 2. Communicate clearly with your customers and be attentive to their needs. Know your product and be confident.

3. Obtain all required licenses and certifications.

ELD is involved with several associations, such as

SIMA, NJLCA, ICPI, NJBIA and CAI. Aaron feels that one of the major benefits he has gained from NJLCA is “their representation of our industry in Trenton.” He continues, “I also like having an organization that I can talk to about new ideas and/or troubleshooting.

As for NJLCA, we enjoy having members like Aaron and Environmental Landscape Design that represent the bests parts of being in the green industry, including professionalism, quality workmanship and a great attitude!

NJLCA.ORG 7

Deadline: November 15, October 1st, 2016

NJLCA Member Recognition Awards Nomination Form

In an effort to recognize dedicated individuals and companies for their service to the landscape industry, NJLCA is asking for your nomination for the following awards, which will be presented at the Landscape Achievement Awards and Holiday Gala. We ask for your help in determining the award recipients for the following categories.

Nominee must be a member of the New Jersey Landscape Contractors Association for at least three years (excludes Budding Contractor). Must be nominated by a fellow member who has also been a member of the NJLCA for at least three years. You may nominate someone from your own or another company. NJLCA Combined Board members may only be nominated by an individual not currently sitting on the Combined Board, who does not work for their company.

Categories and Descriptions - Choose one Contractor of the Year Award This award will be granted to a contractor member for outstanding service to the association and the industry for the year. This member demonstrates professionalism, knowledge and a willingness to help others.

Associate of the Year Award This award will be granted to an associate member for contributions to the association over any period of time. This member will also offer outstanding customer service to members of the industry and/or innovation in his/her field.

Volunteer of the Year Award This award will be granted to any member who has volunteered time, resources and efforts to help the association and his/her community in both service projects or assisting in NJLCA related events.

Budding Contractor of the Year Award This award will be granted to a contractor member who has been in the business or has started a landscape business within the past five years and demonstrates professionalism, willingness to learn and participation in NJLCA related events.

Please take a moment to nominate someone you feel is very deserving of these very special awards!

Nominee (the person you are nominating): Name: _______________________________________ Company: ___________________________________________ Your Information: Name: _______________________________________ Company: ___________________________________________ Phone: _______________________________________ Email: ______________________________________________ Provide your basis for the nomination. Please be as specific as possible, including examples. Determination will be made based on your descriptions and examples.. If you need more space, feel free to use the reverse side of this sheet. __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ __________________________________________________________________________________________________ Please send completed form to info@njlca.org, fax to 201-703-3776 or mail to: NJLCA, 465 Boulevard, Unit 4, Elmwood Park, NJ 07407

8 FALL | 2016

Feature Story

Associate Focus: Aquarius Supply

A

quarius Supply has served landscape and irrigation professionals throughout the Northeast, Mid-Atlantic and Delmarva Regions for almost 50 years. In 1969, founding father George Beausoleil started the company selling irrigation pipe out of his garage. Over the following decades, Aquarius Supply has expanded to include 11 fully stocked warehouses, featuring professional grade products from hundreds of top manufacturers. Each warehouse branch location is staffed with experts in almost every field.

Over the years, Aquarius Supply has built its reputation on identifying and serving a wide variety of professional contractor needs in the green industry. In addition to irrigation, landscape lighting, ponds and drainage, Aquarius now offers: geotextiles, drivable grass, porous pavement, stormwater management, root protection, outdoor grills, artificial turf, tools and even organic turf products.

Current environmental trends are moving towards the development of a sustainable and economically viable future by reducing energy consumption. Innovation and flexibility are integral to the success of any green business, which needs to quickly react to ever changing trends. Also, new governmental regulations are driving the need for safer; more environmentally sound alternatives to current practices.

According to Mike Manziano, Marketing Specialist for Aquarius Supply, “Taking advantage of upsell opportunities to existing customers and making recommendations for additional services is an easy way to generate more income per customer. Also, using professional-grade products from well-known brands that will offer support if necessary.

Expand your web presence through positive reviews and social media to evolve alongside industry trends and learn more about your customers’ needs. Aquarius Supply is there to help.”

As a family business, Aquarius employees carry on the principles that founded the company, including passion, loyalty and hard work. No job or question is too tough for the staff at Aquarius Supply, something you won’t find at big box stores.

And to further assist industry professionals, Aquarius offers competitive prices and incentives, extensive inventory, online ordering and contractor loyalty and referral programs.

A constantly-monitored, sophisticated order and inventory control system helps ensure that items are always available when needed.

When asked what obstacles he thinks contractors face, Manziano stated, “Mastering basic interpersonal skills to develop customer loyalty is paramount to the service industry. A perfect example is maintaining regular contact with customers. You can also make lasting impressions with branded lawn signs, business cards and other marketing materials. Also, don’t forget the little things, like always being respectful to your customers, their homes and property.”

Aquarius is a long-time member of several local and national associations. Manziano says of the relationships, “Joining a professional organization like NJLCA or IANJ will benefit your business by strengthening existing relationships and forming new ones. Meetings with local or state associations are an excellent networking tool with industry decision makers.”

Aquarius Supply’s primary goal is to help the professional landscape contractor succeed. Continued innovation, knowledge and experience put Aquarius Supply, and its customers ahead of the competition. For locations and to learn more, visit www.AquariusSupply.com.

NJLCA.ORG 9

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DO YOU WANT TO GROW YOUR SNOW ANd ICE MANAGEMENT COMPANY?

SNOWFIGHTERS INSTITUTE CAN HELP. Snowfighters Institute is fully dedicated to education in the snow and ice management industry and holds events from April through September that are led by guest facilitators from all aspects of the snow industry.

For more information on what services are offered or to register to attend an event, please visit:

www.snowfightersinstitute.com

SNOWFIGHTERS

INSTITUTE

SFI is offering $500.00 OFF any in-house event in 2017 for all NJLCA members. Call 814-455-1991 to register.

Feature Story

Discovering the Power of Employee Feedback

by Phil Harwood, Pro-Motion Consulting

M

anagers are increasingly seeing the value of more frequent and less formal employee feedback. Even in the Fortune 500 world, employers are making dramatic changes to their employee evaluation and feedback processes.

The days of the dreaded annual review may soon be in the past – thankfully.

Many of us have been participants in review processes that are over-engineered, untimely, or unfair. Employee dissatisfaction and turnover have historically increased during or immediately following an evaluation process due to the poor quality of the process itself. There is a better way.

For most of my career, I’ve given and received annual reviews. As a person being reviewed, it’s quite an unnerving event. One minor rating or comment from the reviewer may make the difference between pay increase amounts or upward mobility in the company, since this annual review is all that typically represents a year’s worth of work in the employee file. In addition, sometimes the ratings and comments were based on partial information and somewhat unfair or even felt like a blind side. Managers all too often put minimal effort into annual reviews and their memories only go back a few weeks from the review date. Good riddance, I say.

The best managers provide feedback on a daily basis. For these gifted leaders, it’s second nature to recognize people and gently correct behavior that needs correcting. Like a great coach, they invest time and energy in developing their people every single day. Unfortunately, these managers are few and far between. In my experience, the typical manager dreads giving feedback to their people, as if it’s a huge imposition or even a waste of time.

Some progressive managers hold weekly one-on-one coaching sessions with their people. These meetings are not only opportunities to review the previous week’s results and discuss plans the upcoming week. They are opportunities to get personal and to find out what’s really on a person’s mind.

As a manager, I made every attempt to meet with my direct reports every week in person. It was not always possible, but it was on the calendar. These meetings were more about personal matters than business. I wanted to know how the person was doing – really – not with a bunch of pretense and posturing. Developing this type of rapport takes intentional action by a manager and is rarely a requirement of management to hold such meetings.

A new best practice in the business world is the quarterly feedback review. This is a simple process and somewhat informal in tone but documented nonetheless. This pacing is a good balance between the dreaded annual review and a weekly face-to-face. There are five sections to this review: Section 1 – Positive Feedback Where are you excelling / exceeding / doing well?

Section 2 – Constructive Feedback Where are you struggling / facing challenges / needing improvement?

Section 3 – Priorities What are your most important priority areas in the next 90 days?

NJLCA.ORG 11

Feature Story Finally, it is a best practice to unbundle employee feedback from compensation discussions. Many employees have expectations of a raise whenever they receive a review. This causal relationship discounts the value of the feedback itself and puts an overwhelming emphasis on compensation.

With the implementation of more frequent and less formal feedback processes, this relationship may be broken. Compensation is an entirely different subject and should not be correlated with employee feedback reviews.

Take a moment to reflect on your employee feedback process and identify areas of improvement.

Change is always difficult but worth the effort if you’re heading in the right direction.

Now go forth.

Section 4 – Goals What specific goals need to be achieved (must be S.M.A.R.T. goals)?

Section 5 – Resources What resources / support / assistance do you need to achieve your goals?

Phil Harwood (phil@mypmcteam.com) is a Managing Partner with Pro-Motion Consulting, Inc. (www.mypmcteam.com), based in Grand Rapids, Michigan. Phil is a NALP Consultant, NALP Trailblazer, Landscape Industry Certified Manager, Certified Snow Professional, Landscape Ontario Preferred Consultant, Wiley Authorized Partner, and BOSS Certified Consultant. He holds an Executive MBA with honors and BA in Marketing from Michigan State University.

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Can You Dig It What to Do When the Squeeze is Coming

Everyone has had dealings with the “squeeze artist” and the “chiseler”. They can be a general contractor, architect, homeowner or builder. The terms apply to someone who tries to get you to perform additional work that is over and above the work specified in your contract or attempts to get your bid reduced. Oh, and did you know that not one extra dime will be coming your way for your added efforts? And thus the squeeze and/or chisel begins!

In the early 80s I was fortunate to attend a meeting hosted by the late Charles (Chuck) Vander Kooi, wherein he lectured on this very topic. His words have followed me to this day. Hardscape Magazine recently posted one of his articles that reminded me of his bidding tactic which he termed the “ding-dong factor”. His take on bidding was a fluid endeavor in that he would learn as much as he could about the people on the receiving end. If they were known as “chiselers” on the money side of the bid or “squeezers” on the work side (or sadly both) he would add an extra amount into the bid. He would track it separately in a “ding-dong file” to see if he made a profit on the additions.

My personal experience in this area at times resulted in over bidding when I knew the GC, architect, builder or property owner from reputation or previous dealings to be a chiseler or squeezer. Sometimes the bids were accepted and other times I was simply out-bid. In one particular instance I was bidding to install irrigation and drainage for a fast food restaurant chain from Florida vying to open its first location in Bergen County. The red flag here was the company was incorporated in Florida with no New Jersey assets other than their building site. I added 30 percent to my bid to protect myself and it was accepted. They squeezed me for extras that amounted to 10% of my bid.

It took almost a year to be paid in full for a job that was completed in a week. The 30 percent cushioned me for the extras and the long wait to be paid (and a mechanics lien helped to lessen the worry).

Next they asked for a bid for their second location and I added 40 percent. I lost the bid to a competitor who boasted to me about it. I warned him to be careful as they were bad payers and he just laughed stating that I was only saying that because I lost the job. Unfortunately for him they went Chapter 7 complete liquidation and he got pennies on the dollar. I didn’t rub it in as he is still an acquaintance to this day.

In closing, remember two things-first that not all people are out to chisel or squeeze you and second, that a little due diligence can go a long way towards keeping your company profitable.

Thank you Chuck for your sage advice and insight-many still apply your teachings and will continue to do so well into the future.

John Raffiani has been in the industry since the late 1950’s, working at his grandfather’s shrub farm and greenhouse. In 1965, he began installing landscaping and irrigation systems.

Since then, he has installed numerous landscape, drainage, lighting and irrigation systems throughout the United States.

The Buzz In this, our latest addition to The New Jersey Landscape Contractor, we will give you updates on those in the industry making news. Please send us your updates to include in the next issue!

Matt Elmmore joins the faculty at Rutgers Center for Turfgrass Science. Matt’s career in turfgrass started when he graduated from the Turfgrass Science program at Penn State. His interest in research started as an undergraduate working the weed science field research program. He moved to the University of Tennessee for graduate school just before the EPA restricted MSMA (a very economical and effective herbicide) use in turfgrass.

Matt’s projects focused on developing alternatives to MSMA to control dallisgrass, a very problematic perennial weed. He also worked with herbicide safeners and synthesized some of his own herbicides to develop herbicide options more suitable for use in creeping bentgrass.

Matt’s work with dallisgrass and other weeds in Tennessee emphasized cultural practices and strategies, such as growing degree-day modeling to improve weed control. This type of integrated pest management research will continue at Rutgers, along with turfgrass weed science and water conservation. Welcome Matt!

Foley, Incorporated, announced that Brian Vigilante has been promoted to Rental Services Sales Manager for Foley Rents and Matt Emerson has been hired as the BCP (Building Construction Product) Manager for the Machinery Sales Division. Vigilante joined Foley in June of 2006 as a Product Support Inside Sales Representative for Power Systems, responsible for prospecting and developing growth within the CSA program. Emerson comes to Foley, Inc. from Caterpillar, where he had worked as a Field Support Representative for the past nine years.

Justin Vander Sluys of Vander Sluys Landscape Development, LLC received recognition from the Mayor of Wyckoff for a donation of new landscape plantings to Sicomac School. Justin graduated from Sicomac School in 2008, and said this was great way to give back to his school and make the Sicomac area of Wyckoff more beautiful. Keep an eye out for more new landscape around other schools in the surrounding towns.

Northern Nurseries is proud to introduce Joe Incalcaterra as a new addition to their inside sales team. Joe is a 2005 graduate of Sierra Nevada College and began his career as a wholesale horticultural accounts manager. Joe maintains extensive knowledge about woody plant material, ornamental plantings, turf products and sourcing out hard to find plant material.

The New Jersey Vietnam Veterans’ Memorial Foundation honored EP Henry at its fundraising gala. The company donated approximately 1,000 square feet of pavers and 1,300 square feet of walls to the Huey Helicopter Plaza in Holmdel, which honors the veterans of NJ.

NJLCA.ORG 13

Feature Story

Employee Triage: Remove, Retain and Recruit the Right Way

H

uman Resources takes up a lot of time. Whether it is completing I-9 Forms, conducting Tailgate Safety Training sessions, or addressing employee disciplinary cases, landscaper contractors certainly have their hands full. All too often, it seems like companies are perpetually reacting to the next Human Resources issue. While those issues will always be present, landscaper professionals must get ahead of their people management by focusing on the three key issues, collectively known as Employee Triage: removing bad employees, retaining good employees, and recruiting better employees.

REMOVING BAD EMPLOYEES Bad employees take up disproportionate time, wasting significant money and frequently damage the organization’s culture. They must go. If they do not, the company will suffer continued hardship, directly and indirectly.

First and foremost, a company must have a systematic performance management system consisting of key documents (e.g., employee handbooks, confidentiality agreement, arbitration agreement, job description, EPLI insurance, and a performance appraisal form) and an adjoining accountability process (e.g., new employee orientation program, operating routines, training programs, one-on-one coaching sessions, 90-day new hire review, and annual performance appraisal) to provide the company with adequate capability for identifying, documenting and removing bad employees from its workforce.

Bad employees can take the form of arrogant executives, passive-aggressive managers, as well as unproductive field staff. Regardless of position, bad employees must be coached as soon as the first inappropriate behavior is demonstrated (e.g., slow performance, unsafe actions, negative comments). Begin the documentation process immediately, offer coaching, and conduct ongoing follow-up. If unacceptable behaviors, comments or results continue, they should be placed on a rigorous action plan, usually spanning 30 days and

14 FALL | 2016

by Steven Cesare, Ph.D., The Harvest Group

rarely exceeding 60 days. These action plans must be reviewed at each weekly meeting with Human Resources to ensure legal compliance, administrative protocols, and organizational consistency are saliently maintained.

Unfortunately, most companies fear the accountability of holding bad employees accountable. They erroneously believe the employee, the team, and the company will miraculously improve as time progresses. They are wrong. Employee triage dictates that bad employees must be removed for the company to succeed.

RETAINING GOOD EMPLOYEES Reinforcement works. Based on the aforementioned performance management system, companies must identify solid performers and stellar employees alike, and reward them accordingly. Private compliments, public accolades and personal gratitude must be given in direct response to noteworthy performance. Make no mistake: Money is nice; but good employees really want to be sincerely appreciated for a job well done. Never take them for granted. Never.

Executives should commemorate these employees and their distinct accomplishments each month in front of as many employees as possible. Genuine recognition positions these employees as role models for others, conveys a culture of achievement and illustrates the company’s core value of accountability.

The Human Resources adage “If it is punitive, keep it private; if it is positive, make it public” remains timeless, valued and motivating. Good employees must be reinforced, appreciated and leveraged to validate a collaborative results-oriented company culture. Suitable reinforcers like group applause, an achievement pin, a signed certificate, a commendation letter placed in a personnel file or lunch with the Company President, are well worth the comparatively minuscule investment. Employee triage dictates that good employees must be retained for the company to succeed.

Working Smarter It’s 2016 and advances in technology are rapidly expanding. There are many ways advances in technology are improving life for landscapers. One of those ways is in the expansion of LED lighting. There are many examples to site but none more important than in relation to workplace and road safety. Let’s face it, landscaper contractors are presented with difficulties on an everyday basis that could potentially put them at risk. They operate large vehicles and use specialized machinery, all of which put them in contact with road traffic several times a day. This could be a dangerous situation for the workers as well as for the motorists on the road. But advances in LED technology can greatly assist in minimizing this danger at a relatively inexpensive cost.

A large pickup attached to a large trailer parked on the side of the road can pose a potential danger. Previously it might have been standard policy to place a safety cone or two on the pavement along the perimeter of the trailer.

The problem with this, as the author can vouch for, is that the cones are often not seen until the vehicle is directly in front of the trailer, which unfortunately could be too late for motorists to take corrective action. This is the case specifically in the fall, when landscape contractors are busy well into the late afternoon, when night has already begun and visibility is minimal. At this stage, traffic cones do little to prevent potential accidents from happening. Add a warning light to those cones and you suddenly have a protective perimeter visible for at least ¾ of a mile, giving motorists enough time to make the necessary adjustments to prevent an accident.

LED warning Lights are now made to last upwards of 10 years and produce hundreds of hours on a single set of batteries. Maintenance free solar LED warning lights are also making a presence. All of these lights have base adaptions to fit a standard cone, some contain their own stands. It takes seconds to minutes to deploy these lights, allowing landscape contractors to conserve their valuable time while minimizing any safety hazards that may arise from their contact with the road.

Richard Ranaudo is a Sales Associate for Lumastrobe Warning Lights. Lumastrobe, in business since 1997, has a wide range of innovative warning light products and has proudly served the landscaping industry with vehicle powered and perimeter safety warning lights. To contact Lumastrobe please visit www.lumastrobe.com or call 800-775-5862.

Feature Story RECRUITING BETTER EMPLOYEES Unfortunately, most landscaper contractors only conduct recruitment activities when a position is vacant. That is the wrong approach. Active recruitment must be conducted each day, every day, especially for hard-to-fill positions. Never stop recruiting. Never.

Successful recruitment requires three components: 1. Internal – A company must have a lucrative employee referral program that pays current staff a meaningful stipend for bringing new employees into the organization. If the company is not receiving sufficient applicants, the stipend is obviously not high enough. Increase it. It is better to reinforce a good employee recruiter (see previous section on retaining good employees) than leave a position vacant.

2. External – Broaden the base of recruiters to include suppliers, vendors, business partners, local businesses, agencies and contract recruiters. At its essence, recruitment is all about “boots on the ground.” Usually, the company with the most boots on the ground wins the recruitment game. Get more boots on the ground. Meet with these partners and coordinate a win-win agreement.

3. Technological – Every company should have at least two positions posted on their own website, social media (e.g., Twitter, LinkedIn, Face Book), and/or employment sites (e.g., Indeed, Monster, Craig’s List) every day. Every single day.

This is where the candidates are; be where they are.

Recruitment interviews must be conducted each week, even if no vacancy exists. Really?

Yes! Said interviews provide insight into the local labor pool, help determine current wage rates, promote organizational bench strength when a position does become vacant, represent invaluable competitor reconnaissance and keep managers continually aware of pending employee upgrades. Employee triage dictates that better employees must be recruited for the company to succeed.

SUMMARY Rather than remaining preoccupied solely with the tactical administrative aspects of Human Resources, landscaper professionals should adopt an employee triage approach to enhance its current and future workforce, by aggressively removing underperformers, sincerely retaining top performers and continually recruiting better performers, all of which underscores the company’s mature commitment to sustainable success.

Steven Cesare, Ph.D., is an Industrial Psychologist with the Harvest Group.

If you have any questions on this article, or any other human resources issue (e.g., employee handbooks, staffing, training, wage and hour, discipline, employment law, strategic planning, and best practices), please contact him at Steve@harvestlandscapeconsulting.com or on his cell phone (760-685-3800).

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Feature Story

Which Landscape Lighting Brand is Right for My Company?

by John Helander, Aquarius Supply

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ave you looked at all the landscape lighting manufacturers on the market these days? There are different types of manufacturers that differentiate in how they sell their product. Some sell direct and online, some sell through distribution partners and representatives, and some even sell direct and install their own product. Which one is right for you? The answer lies in your priorities as a company investing in the Landscape Lighting business. From my experience in the industry, I believe most of us can attest to the overall quality of the lighting design, the product, and installation as having a direct reflection on our companies.

So how do we choose a lighting brand that’s a fit for us, our companies and clients? The first step is the landscape lighting design. Without a design that addresses the site, and the customer’s priorities and budget, we are shortchanging our customers and ourselves. Does your manufacturer give you design guidance? Will they provide site assistance for that large high profile project you are about to take on? Do they provide technical training, support, and good customer service to you? Do they treat your project as a priority or is it just a part of their job? These are all questions that should be addressed when partnering with a landscape lighting manufacturer.

The second step is addressing what qualities you want from the products you are looking to install. Some important qualities are great light output, glare free, longevity of the fix-

tures and the electronics (or lamps), the ability for the fixture to blend in with its environment, the warranty offered, and the cost involved. I believe we all want to install the highest quality lighting system available. But without the proper training on the products and knowing how to sell them, you are setting your company up for failure. You can come across many different selling situations in this industry and need the knowledge and ability to achieve the sale through marketing and product demonstrations. Quality matters because if a product fails to perform, it comes back on your reputation and your profitability. Does your lighting manufacturer stand behind their product? Do they assist in a problem or make themselves scarce?

16 FALL | 2016

Did you know?

The celebrated New Year’s Eve ball that drops in Times Square each year is illuminated by 32,256 Philips Luxeon Rebel LEDs (light emitting diodes). Each LED module contains 48 Philips Luxeon Rebel LEDs - 12 red, 12 blue, 12 green, and 12 white for a total of 8,064 of each color.

The third and final step is the installation process. Now you have a great design and the best product available, but if you fall short on the installation process it doesn’t matter how good you did on the first two steps. With all the changes the industry has gone through during the transition from Halogen lighting to LED lighting its best to have a discussion with your staff and your lighting manufacturer. Changes and cost savings with cable sizing, new wire splice advancements and transformer sizing have all improved with LED installations. Look at the differences and efficiencies that can be gained through a correct LED installation.

After all the above is said and done, does your customer have a properly designed lighting system they can use and enjoy for years to come? If you partnered with the right lighting manufacturer that answer will be a resounding YES! Like any partnership, communication is key. Asking the right questions and feeling confident in the manufacturer’s product and company values will help guarantee a successful business partnership.

John Helander is the National Sales Manager for Aquarius Supply. John has training as an electronics technician that has helped his career and customers in both Landscape Lighting and Irrigation.

John has been in the Irrigation and Lighting business for over 30 years starting as a technician and working up to management.

Feature Story

Sign, Sign, Everywhere a Sign

by Patrick Donovan, Classic Landscaping Sign, sign, everywhere a sign... blocking out the scenery, breaking my mind... do this, don’t do that, can’t you read the sign?!

S

ounds like the words to a song, right? They are. Recorded by the Five Man Electric Band back in the day (circa 1971, or for you Gen X-ers, maybe you’ve heard it sung by Tesla), but they are so relevant for the topic of this article.

While I drive around during the day working, I can’t help but notice how motorists and contractors violate parking rules and regulations on a consistent and steady basis. Most times, I notice the same contractors parking in violation at the same locations, week after week. Now this may seem trivial from our perspective as contractors, but be warned, this could be a fatal mistake!

As shown in the photo, parking your service vehicle in a location that best suits YOUR needs as a contractor, may not be the best location after all. In this particular photo, you will notice the truck parked, blocking a stop sign. This occurs week after week, as observed by this writer. “Big deal,” you say. Well, when a motorist who is unfamiliar with this particular route travels down the street and cannot see the stop sign, then continues on their path moving through the intersection and becomes involved in a collision, who is at fault?

An accident investigator is going to look long and hard at that parked truck for causing this collision. If you intentionally parked your vehicle in a location, marked or unmarked, that jeopardizes the safety of others, you could be charged with a crime, one of which the end result could be jail time.

Negligence can carry jail time, just as well as intent, in terms of collisions.

Be cognizant of your actions and the actions of your staff.

It may be prudent to discuss and document where and how trucks and equipment are to be staged at a job site, prior to arriving. If your equipment is too large or oversized to work at a site, plan for this in advance. This may also have to be addressed in the proposal process. Can you actually service the site you are considering, safely? Providing your driver with this information in advance may take some of the liability off the business owner and place it on the driver, should he or she fail to follow specific instructions.

Remember, the actions of your staff reflect the actions of you and your company. If ignoring rules, regulations and the law is the company culture, the consequences could be severe. Let’s elevate ourselves to the top 10 percent of the professionalism of this industry, not the bottom 10 percent.

With 30 years in the Landscape Industry as an owner/operator, and 27 years as a Police Officer for the Port Authority of NY and NJ, Pat Donovan possesses a unique skill set and experience level from complete opposite sides of the spectrum.

As a Police Officer, Pat was assigned to an Emergency Services Unit in Staten Island, NY and received a myriad of training throughout his career. Most notable, certified “Fatal Crash Investigator” from North Western University, Weigh Master State of NJ and Federally Certified Motor Carrier Inspector. On the Landscape side, his credentials include; Licensed NJ Home Improvement Contractor, ICPI Certified, NCMA Certified, Licensed NJ Pesticide Applicator, Licensed NJ Pesticide Business, Certified Nursery and Landscape Professional, HAZWOPER Certified, Class A Commercial Vehicle Operators License, member of NJLCA, SIMA and PLANET. His company, Classic Landscaping, has been featured in Hardscape Magazine, Turf Magazine, Total Landscape Magazine and Equipment Guide News Magazine.

NJLCA.ORG 17

News Brief

2016 Landscape Industry Certified Technician Exam

O

n October 8, 2016, the NJLCA held its annual Landscape Industry Certified Technician’s Exam at Bergen Community College in Paramus, NJ. 52 candidates registered for the exam, from Connecticut to Maryland and back again!

18 FALL | 2016

Thank you once again to all of our judges, volunteers and donors for helping to create another successful LICT exam in NJ! To see all of the photos, visit http://bit.ly/NJLCALICT2016.

News Brief

A warm welcome to our newest and returning members...

Andriello Landscape Construction Gregory Andriello Lyndhurst, NJ

Federico Landscape Design Gary Federico Colts Neck, NJ

Better Image Landscapes, Inc. Lumi Bilali Englewood, NJ

J Vogel Associates Jerry Vogel Allenwood, NJ

Mountain View Landscaping Rusk Enterprises, LLC & Construction, LLC Matt Rusk Bob Leitner Wantage, NJ Hamburg, NJ

Johnson and Son Joseph Ciuzio Bergenfield, NJ

Oosting Custom Masonry Rudi Oosting Midland Park, NJ

Kenvil Power Equipment Peter Channell Kenvil, NJ

Picture Perfect Landscapes Craig Slaaen Fairfield, NJ

Celtic Concepts, Inc. Mark Napolitano Eatontown, NJ D & G Landscaping, Inc. John Dimiglio Ridgefield, NJ

Middletown Trailer Supply Buddy Walters Middletown, NJ

Reichert Landscaping Greg Reichert Haworth, NJ

NJLCA You are cordially invited to attend the New Jersey Landscape Contractors Association

Holiday Gala, Achievement Awards and Installation Dinner Monday, December 5, 2016 from 6:00 pm to 10:00 pm Season’s - 644 Pascack Road, Washington Township, NJ 07676 Dinner, Soda, Open Bar and Coffee Included RSVP by November 28, 2016

Early Pricing Before November 18th - $125 per person / $900 to sponsor a Table of 8

(Sponsored Tables of 8 Include Table Sign with logo and recognition in all Holiday Dinner correspondence)

Advertiser Index

Al D. Landscaping, Tree and Garden Supply Stop........www.aldlandscapingandtree.com.....................................................................40 Aquarius Supply.................................................................www.aquariussupply.com...................................................................................20 B & B Organic Waste Recycling........................................www.bborganicwasterecycling.com..................................................................39 Bergen Brick Stone and Tile.............................................www.bergenbrick.com........................................................................................32 Central Jersey Trailer & Hitch.........................................www.hitchone.com.............................................................................................28 Condurso’s Garden Center.................................................www.condursos.com.............................................................................................4 John Allin Consulting/SnowFighters Institute...............www.johnallin.com/iso......................................................................................10 Netafim.............................................................................www.netafimusa.com......................................................................................10 Nursery Stock 2Go............................................................www.nurserystock2go.com...............................................................................20 Precision Companies.........................................................973-697-0900........................................................................................................ 2 Proven Winners / Color Choice.......................................www.provenwinners-shrubs.com.....................................................................30 SCIW Fence........................................................................www.hometownvinyl.com.................................................................................24 Tech Terra Environmental ..............................................www.techterraenvironmental.com...................................................................12

NJLCA.ORG 19

Design/Build Five Ways to Improve Collections and Keep Your Customers Sales

Feature Story

If You’re Tellin’, Ya Ain’t Sellin Maybe you’ve heard this expression before, maybe not.

Or maybe you just weren’t listening, which is typical of most salespeople. You see, contrary to popular belief, the best salespeople spend more time listening than talking. They also ask a lot of questions and take good notes, instead of blabbing about what a great company they work for, how many trucks they have or how wonderful their quality and customer service is. They just listen. As a matter of fact, in 55 AD, the Greek Sage Epictetus was quoted as saying, “We have two ears and one mouth so that we can listen twice as much as we speak”. (Yes, I Googled this.)

While this is great advice in general, it is even more valuable to those of you that are responsible for selling landscape design, construction and/or maintenance services. Unfortunately, some 1,961 years later, most contractors still believe that they must razzle-dazzle their potential clients with elaborate iPad presentations, colorful marketing tri-folds/folders, lists of satisfied customers, DVD’s of previous projects along with newspaper and magazine articles they’ve appeared in. While this may make you feel good and cost you and arm and a leg to produce, the reality is that none of this is as valuable as just being a good listener.

If you don’t know this by now, people love to talk and their favorite subject is, you guessed it, themselves. Therefore, the best way to build rapport and sell to a new lead is not by presenting to them, but rather by showing interest in them, as well as their home and property. And the best way to show interest is by simply asking questions and listening to their answers. It’s certainly a lot easier and definitely a lot cheaper than your traditional dog and pony show.

Jody Shilan, MLA is an award-winning landscape designer and former landscape design/build contractor. He is the Executive Director of NJLCA, the editor of FromDesign2Build.com and former host of Landscape Live! He can be reached at 201-783-2844 or jshilan@gmail.com.

by Matt Moskowitz, American Profit Recovery

T

he title of this article may contradict everything you’re heard about collections and getting customers to pay on time. But there is a way to keep your customers even after the collection process. It’s all in the way you structure your accounts receivables program from start to finish.

Here are just a few tips: State your payment terms up front: Make sure your customers are fully aware of your payment terms in advance of service. You can do this verbally, in your lobby, on your contracts and of course on your invoices.

Invoice on a regular basis: This may sound very simple but that fact is, many companies do not invoice on a regular basis. There are two ways of doing this. Invoice at the time of service or invoice on a set day of the month, such as the first of the month. Don’t wait until you have time.

Make the time.

Customer service calls: Here comes the diplomacy part. Once an invoice goes unpaid, say at the 30-day mark, place a good old-fashioned customer service call. Check in on the customer and find out if there was any issue with the service you provided. Then, bridge into the late payment and see what you can do to find out when they will pay. It’s a good idea to send a statement at day 30 as well.

More calls and a statement: Starting at day 45, make another call and at this point, the call should be about the late payment. The first sign of someone hesitating to pay is when they stop communicating, so you need to keep the lines of communication open. Another statement should accompany your call. In seven days, make your third attempt at calling to find out if your customer intends on paying. If that goes unanswered, then the intent of your customer may be becoming clear.

Hire a reputable collection agency: If you still have not been paid by day 60 - 90, its time to bring in a third-party collection agency. It should be no surprise to the customer at this point they have been sent to a collection agency. Ask within your industry for a referral, ask your colleagues, and check their references. Make sure they have some experience collecting in your industry. And make sure they align with your goals. If you want to try and keep your customer, make sure you tell them that.

One last tip. Don’t take it personally when people don’t pay you. To be in business means that you’ll have a certain amount of bad debt. It happens. As long as you have a system in place for dealing with it and act in a timely manner, you’ll know you did what you needed to do to deal with the problem.

Matt Moskowitz is one of four who founded American Profit Recovery. Since then, he has helped the company grow from a one office organization to an accounts receivables management firm with multiple offices. APR specializes in the collection of third-party debt for landscape and other professional service industries. You can reach them at 800-711-0023 or visit www.americanprofit.net.

NJLCA.ORG 21

Feature Story

Workers Compensation Insurance Unlimited NoFault Employee Benefits

by Richard Gaynor, Middleton & Company Insurance

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orkers Compensation coverage was designed to take care of employees who are injured or sick due to a work related incident. This is a “No-Fault” coverage that pays employee medical care, lost wages, and rehabilitation with no limitation of time or MONEY! Workers Compensation coverage pays these benefits, even if the employee caused their own injury, as long as it was work related.

Occasionally, we have seen employees take advantage of this ‘no fault’ benefit, which can financially harm the employer with skyrocketing premiums and/or difficulty getting coverage with standard insurance companies.

Employers need to guard themselves from such possible abuse by identifying precisely if, where, when, why and how all alleged injuries occurred; immediately after the injury occurs and document the details. Without a clear and consistent procedure for documenting and monitoring workers compensation injuries, employers can be forced to pay excessive workers compensation premiums for up to three years.

According to the Bureau of Labor Statistics, 3 million workers’ compensation claims were reported in private industry workplaces in 2014. It costs an employer an average of $1.08 per hour for Worker Compensation benefits. Even the most safety conscious and proactive companies will experience a workers’ compensation claim at some point in their existence. How a company proactively handles the claim – from reporting and immediately documenting information, to bringing the employee back to work on a modified role – can result in a tremendous reduction in the overall claim payment and impact on a company’s bottom line.

22 FALL | 2016

Reporting and Documenting a Work-Related Injury Reporting and documenting a workplace injury as quickly and accurately as possible are very important procedures to control claim costs, which in turn, reduce company’s workers’ compensation premium.

When an injured employee immediately completes a report, which asks all the questions, there is less opportunity to change the details later IF an employee wanted to ‘milk’ the benefits. Details are fresh and witness statements are clear and accurate if reported immediately.

We suggest utilizing a comprehensive accident report to be completed by the injured employee and their immediate supervisor and/or witness to the incident. A copy of our sample incident report is available free by emailing: David@middletonins.com.

In addition to completing the above report, you must also report the claim details to the insurance carrier (and OSHA Log) immediately, or as soon as possible, giving them all the details so they can contact the injured employee, start mitigating the expenses and getting the employee back to work as fast as possible. The sooner a claim is reported to an insurance carrier, the faster medical attention is approved; the less time the employee has between medical provider appointments; the sooner the appropriate medical care and therapy is administered; the quicker the employee is back to work, reducing the opportunity to ‘milk’ the benefits…

The more expeditious this process, the less expense paid out on workers compensation claims, the better for the employer’s insurance premium!

Getting employees back to work - “Modified Work Policy” The longer an employee is out of work, the more expensive the claim will be. The longer the time, the greater the opportunity to ‘milk’ the benefits… On average, one third of all

Feature Story employee injuries include extended lost time from work as a result of a workplace injury or illness. In a concerted effort to reduce the cost of workers compensation claims and thus workers compensation premiums, employers are offering employees a “Modified Work Policy” allowing employees to return to work sooner, with doctor’s permission, to perform light duty work.

The longer an employee is out of work, the greater the opportunity they may feel bitter, angry, or just ‘entitled’ to additional benefits including paid time off. They may also seek legal counsel looking for additional compensation.

Some businesses find it difficult to offer light duty work; however, others have come up with ways to make light duty work available to employees, greatly reducing the expense of these claims and proactively reducing their workers compensation experience modification, thus their premiums. Some of the opportunities for light duty work include cleanup work, organizing work areas, clerical type assignments, doing reports, organizing and planning functions, telephone work, supervisory responsibilities, etc. Get creative! Maybe use the opportunity to take inventory, update and expand your safety program or train new employees.

A “Modified Work Policy” properly conveyed to your employees have many indirect

benefits. Getting employees back to work in any capacity demonstrates to your employee and your entire staff that they are important to you and your organization. Some very valued employees take pride in their work and contribution to your company and truly want to get back to work as quickly as possible. These employees are to be applauded and rewarded for their commitment and loyalty. Get them back to work! Getting employees back to work also puts would be ‘milking’ employees on notice that stretching out a workers compensation claim will not result in a “paid vacation”.

A Modified Work Policy / light duty work can be designed and implemented with the assistance of your Workers Compensation Insurance Company and your Insurance Agent.

An outline of light duty work should be documented and updated. Don’t wait for an injury to occur, ask for help!

Conclusion Workers Compensation benefits in most states are available to all employees for any work related injury or sickness, unlimited coverage, payable forever and without necessity to prove any fault or negligence. While this benefit is absolutely the most valued benefit an Employer gives their employees, so must the Employer be prepared to protect themselves from the detrimental abuses with risk management procedures. GOT MILK? Get help.

Richard Gaynor is President of Middleton and Company Insurance.

He can be reached at (973)383-5525 Ext. 220 or via email at rgaynor@ middletonins.com.

NJLCA.ORG 23

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Feature Story

The small business owner’s retirement dilemma

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ou’ve poured a lifetime of sweat, time and capital into building your business. You’ve begun thinking about retirement, and your strategy is to sell your company for a good price, settle back, and enjoy a financially secure retirement. But, like many business owners, you’ve made the mistake of assuming this scenario will happen, and you haven’t bothered to make any other retirement plans.

You need to be realistic.

What are the odds of a person showing up at the right time with cash in hand to buy the company for a fair price?

For thousands of small business owners each year, no one steps forward. Perhaps the business is too specialized or is tied too closely to the owner’s unique personality and skills. Or maybe possible buyers equate retirement sale with a distress sale and make only low-ball offers. Whatever the reason, many owners find that their company has suddenly become a white elephant that nobody wants.

Select and develop a successor.

That’s why it’s so important to prime a replacement— someone who will buy your company when you’re ready to retire. Maybe this is a current co-owner (but be careful if he or she is about the same age as you, and planning to retire around the same time.) Or it’s your son or daughter active in the business, or a younger key employee.

Business owners who successfully groom their own replacements leave nothing to chance. They realize that there’s no room for error at the point of retirement.

Here are some steps you should take: • Be cautious. Make sure your heir apparent is the right person in terms of temperament, personality, competence, and personal goals.

• Set up a probation period so you can terminate the relationship if you find that this person will not work out. During that period, keep everything informal, strictly verbal. Even when you go to a formal agreement, make sure it contains a termination provision.

• Offer incentives to ensure that your replacement stays until the baton is passed. An ambitious successor needs and deserves gradually increasing authority and benefits. Options include deferred compensation

•

•

•

or the opportunity to acquire partial ownership prior to your retirement. This provides both parties with something to win by sticking to the agreement, and something to lose if it falls apart.

Create a buy-sell agreement. With the help of your attorney, lock in who does and gets what, spelling out all details and caveats, including how to establish the final valuation of the business. This formal agreement protects everybody.

Build in a funding mechanism. This is crucial. No matter how good the terms of the buy/sell agreement, it will be worthless if the money is not there when needed to carry out the plan.

Under one option, the successor may be able to purchase the company from ongoing profits. Other options include setting up a sinking fund or allowing the successor to simply borrow the money. These options may work, but they leave much to chance. Instead, consider a funding vehicle that protects your family in the event of your disability or premature death, such as life and disability income insurance.* Have a Plan B. As a business owner, you know that very few things go exactly as planned. What if your business hits tough times or your successor dies, becomes disabled, or leaves because of a personality conflict? Or what if there simply is no heir apparent waiting in the wings? Sometimes, it’s simply best to dismantle the business.

Whether or not you have a possible successor for your company, you should begin mapping out your retirement strategy today. Your insurance professional or your independent professional advisors can work with you to help you develop a sound business strategy.

This educational third-party article is provided as a courtesy by Thomas Saccomanno and Frank Toia, Agents, New York Life Insurance Company. To learn more about the information or topics discussed, please contact Thomas Saccomano at 201-522-7446 or Frank Toia at 862-324-1877. *Products available through one or more carriers not affiliated with New York Life; dependent on carrier authorization and product availability in your state or locality.

NJLCA.ORG 25

Feature Story

The Art of Delegation

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by Domenic Chiarella, 7 Of 7 Best Business and Life Strategies & the National Hispanic Landscape Alliance

inally, we have finished our crazy spring and dog days of summer and are now into the days of fall.

So many of us rushed planning for our winter: snow plowing, invoicing, collecting, and repairing our equipment. And the next thing you know we’ll be jumping right back into spring: lawn sales, hiring, truck setups, buying materials, crew scheduling, and getting all our work done with limited resources.

One of the most limited resources is our time.

Let’s face it; the feeling of stress and overload are synonyms with business owner and limited time. This infamous lack of time is the connection between the tools of: “The Art of Delegation” and our limited time resource: which causes the feeling of stress and overload.

So what is Delegation?

You only have so many hours in a day. And you can only really complete a finite amount of work in those hours. That is it, period. This is one limitation that no matter what you do, or how you divide the work up, will not change. This one limitation also limits your success and the success of your company.

What this limitation creates is stress and overload, both in your business and in your life.

Delegation is one of the best ways to overcome time limitation. How well you delegate will dictate how successful you and your company are.

Delegation is a critical component in the development of your business: 1. It helps your team grow and develop. Therefore doing more.

2. Allows the best use of everyone’s’ time and skills, most importantly, YOURS. More control of work and best use of all skills sets.

How Do You Effectively Delegate?

You have always done the many daily tasks as the owner of the company. Letting go of these tasks is downright frightening. But if you keep doing them, you may be trapped forever doing work that should be delegated to your employees.

This simple list can help you gradually let go and also

26 FALL | 2016

properly help you delegate: 1. Identify all the tasks you do.

2. Identify all the tasks you want to delegate.

3. With each task, create a simple one page step-by-step method to do the task. a. Task Name – What. b. Task Description – Why. c. Task step by step method – How. d. Who is responsible? – Who. e. Resources to do the work – Where. f. And, a clear result of the task.

4. Train them.

5. Give them expectations.

What I thought was delegation A few moons ago I was driving home from a restaurant with my family. My wife, triplet daughters and my favorite mother in law were with me. It was after 8:00 pm and as we were driving and singing with our triplets, I get a call from one of my top clients: a six figure lawn maintenance client.

Yes, Ms. Top Client, you need a project done?

Of course, no problem.

8 pots aged? Yes, of course.

3 foot aborvitaes, moss, spanish, outside your picture window?

Pansies, yellow? No, nico blue, of course.

I pull over to take all the information, called my supervisor and told him to get about eight men ready. I called the shop and told them we need three trucks and planting equipment. Material needs, equipment, men, timing...on and on.

I get off the phone and I start to take care of this project that she wants, and wants now. I call the supervisor to get more men. I call the greenhouse to find the materials.

Then call the nursery for more material. I call the shop to get trucks and equipment ready.

As I was pulled over on the side of the road, I noticed that my wife was not happy with any of this. For about 30 minutes, I was busy “delegating”.

As the men, materials, and trucks were starting to move to the client’s property. My client calls back and she cancels and wants us early the next morning.

Please come tomorrow morning - No problem Ms.. Top Client.

And then I let out a sigh and said, “Thank G-d.”

I call my supervisor up and cancel until the morning….

And I was thankful that I didn’t have to go to the job too.

As we continued driving home, my wife and I had a conversation about what just happened. My wife saw a problem.

She knew that this would not work for me, the family, or the

Certifiable Play Out Before You Lay Out

Understanding how to properly implement the placement and installation of a landscape design can be a hassle if you do not create a pre-layout check list. Being able to read and decipher exactly what the architect or designer was trying to accomplish is crucial in creating a complete final product. “Play-Out” the procedure in your mind and on paper to assure that you have calculated everything correctly and haven’t overlooked some important steps. Some basic rules of thumb for preparing yourself are: • Read thru and familiarize yourself with the plans and all of their requirements.

• Use an architect or metric scale to measure the location of the plant material.

• Be able to identify the front of the map and perimeter of plot location • Take a pre-inventory count of plant material and check that size and variety are correct according to material list.

• Make sure to bring proper equipment to perform the job safely and efficiently, i.e. safety vest, boots, gloves, and all required PPE (Personal Protection Equipment).

• Always use safe handling practices when carrying or lifting specimens.

These are just a few of the requirements you should know before you tackle this or any landscape project. In our fast paced, need to get the job done work day, it is easy to forget that we are working with living specimens and should make sure to handle each with care. Site prep is also an important part of the process. Make sure the area has been weeded, and proper grading and drainage has been implemented or planned for the site. Consider sun exposure when selecting varieties of plants and make sure that adequate water will be available. Plant Layout is just one of the many modules that are featured at our LICT exam this October 8th at Bergen Community College. I urge all of you in, and those affiliated with the Landscape Industry to take part in this great opportunity to gauge you and your employee’s knowledge and safety practices every day.

Joe Bolognese is an inside sales rep for Gamka Sales, Inc. He is a Past Vice President and currently an Associate Director of the NJLCA. He is also Chair of the Education and Landscape Industry Certified Exam committees. He has over fifteen years experience in the landscape and irrigation supply industry and can be reached at jbolognese@njlca.org.

Feature Story company. As she was explaining how ridiculous this was and how I as the owner had to do all of this micromanagement and supervision, I thought WHAT????

But she was right. I thought I was delegating, but I was just micro managing and supervising everything. I knew that I needed to start to think in a new way.

Fast Forward to having the Art of Delegation in place This time I was having my famous Sunday afternoon Family Ride.

I get a call about 2:00 pm with a request for gardening later in the afternoon. “IT’S SUNDAY!!” Same Wife, same stare, different outcome.

I again take the information down but this time...

Just one call to the supervisor in charge of the property was all that was needed.

“Antonio, I will text you the information about time, materials, and scope of work. Do you need anything? Please call me when you leave the office and let me know when you are there and when you leave. I want to be ready for any client questions. Any issues that you need help with, just let me know.”

I received calls at strategic times, but did about 10 minutes of work and calls, as opposed to four hours, and avoided having to leave my family. 180 degrees different...so how did this happen?…..

First, there was a procedure for: 1. Setting up a project 2. Calling employees into work in an emergency 3. Material handling 4. Work Order creation and completion Second, the supervisor knew what his job position entailed. He was not only trained, but he held himself responsible for the result.

And he would call me if he needed help with something that did not work with the project.

Conclusion: Delegation seems at first to be more work than it is worth. The work you do ahead of time: creating a method, delegating to someone, monitoring, and mentoring can be daunting. But when you can delegate effectively, you can, hands down increase the amount of work delivered.

Also, you can create a company that everyone is doing the work that is most important, to getting the most done in the limited time resource.

If you choose the right task to delegate, given to the right person to delegate to, and with the correct tools to do the task consistently, your company will have better odds of success.

For more than 25 years, Domenic has served as the Director of Operations and as the Director of Business Development at one of the most creative and collaborative organizations in the New York and Connecticut areas, Ultimate Services Professional Grounds Management Inc. Domenic’s entrepreneurial credentials began when he joined this partnership in 1986. He learned the value of hard work from his proud Italian culture when his grandparents came to this country from Italy.

From 1996 to 2006, the organization grew from annual revenues of $750,000 to a growth of $15,000,000 in less than 10 years.

In 2011, Domenic made the leap from Business Owner to Coach and Business Developer with his organization 7 of 7 BEST Business and Life Strategies where he continues to help business owners build their companies. Domenic created one of the fastest ways to grow your business with The Millionaire Mastery Workshops and Online 3 Month Mentoring Programs.

NJLCA.ORG 27

Feature Story

Employment Related Lawsuits Don’t Discriminate

by Kenneth Cerullo, Esq.

CINLMEORAE WNA

D

id you realize that employment related lawsuits comprise a very large portion of the court dockets in Bergen and Passaic Counties?

With that information in mind, is your company covered if someone you interviewed alleges he did not get hired due to his race or ethnic background? How about if a female office assistant sues you alleging you created a hostile work environment by failing to reprimand your star salesman for “hitting on” her and joking about her physical attributes? Or how about that employee you terminated because he filed a workers’ compensation claim or the other employee you fired on the spot for stealing. Yes, he stole from you and you get sued! Believe it or not - this happens!! And you don’t want to find out after the lawsuit is filed that you are without coverage!

Even innocent and unintentional conduct that on its face appears to be consensual can turn into a serious claim. During this summer’s politically charged environment, we can all envision a foreman joking around with workers of Mexican descent that Trump is going to “build a wall” to keep them out. Business owners should be wary of such conduct – and take the risk seriously!

The name of the insurance policy providing such coverage is referred to in the insurance industry as Employment Practices Liability Insurance (EPLI). Employment practices coverage is usually excluded from your general liability policy.

Whether you are hiring, firing or just managing your employees on a day to day basis, you have a risk of a claim that could put you out of business. Besides the

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more common types of claims under EPLI policies including wrongful termination, discrimination or sexual harassment, many policies cover claims arising out of other inappropriate workplace conduct including (but not limited to) defamation, invasion of privacy, failure to promote, deprivation of career opportunity, and negligent evaluation. Third-party employment practice coverage is also available to cover liability claims by non-employees such as customers and vendors.

Many owners are surprised to find out that the claim can still cost hundreds of thousands of dollars even if they have no fault and are ultimately found not liable. Why? Because

28 FALL | 2016

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Weather Works Fall and Winter 2016 Outlook FALL: The fall season comes in connected to the tropics for a very wet month at times, for October standards. We may even see a tropical system up the coast. La Nina starts to peak in November and December and that will shut off the tropical moisture as we head into winter. November is right on track with temperatures and rainfall, but we’ll drop to a colder trend toward Thanksgiving with a major influence of La Nina by the start of December. Be on guard for an early season light snow right after Thanksgiving or the first few days of December.

LA NINA IS HERE: All signs point to a weak La Nina this winter. That’s good news if you charge by the inch and also by season. Why would this benefit you? We see an average snowfall this winter to about 10% above average, so if you charge by the inch and by the treatment you’ll see a decent winter with plenty of chances to use that leftover salt from last winter. The seasonal accounts will average about 5% to 10% extra of what you bid, due to a few extra treatments and inches of snow, but you won’t be overworking all that much vs. an average winter.

WINTER: Unlike last winter, El Nino is gone and so is the chance of a mild start. We see early season snow in late November or early December and it will stay colder than normal all winter. The snowiest month will be January with two nor’easters of 4”+ this winter. This is based on the 17 La Nina winters in NJ the past 66 years. Overall, the state will see 0% to 10% above average snowfall with 15% to 20% above average along the entire Jersey shore. Expect many smaller snow systems this winter, with a low risk of an ice storm.

Rob Guarino is President of The Weather Pros, a weather consulting firm, and 3 other weather related websites. He was chief Meteorologist at Fox in Philadelphia for over 10 years serving NJ and PA. He has won 12 regional and national awards for accuracy and forecasting and is a member of the NJLCA.

Feature Story the attorney fees can be very costly to defend such a lawsuit. Such litigation includes a great deal of discovery to unravel the merits of the claim. It’s classic he said, she said!

What makes the claims more costly is that companies rarely do what is necessary to limit and help protect themselves from such claims. Some of the risk management techniques available to businesses include employee handbooks with policies and procedures reviewed by your attorney, along with training of supervisors and employees regarding impermissible conduct (including but not limited to discrimination and sexual harassment) and ways for potential victims to make a complaint should the need arise.

The premium charged for EPLI coverage depends a several factors including the type of business being insured, the number of employees, prior lawsuits or claims, percentage of employee turnover, and whether the insured has implemented established rules and practices as discussed above.

EPLI can be provided as a separate policy or sometimes by endorsement to the general liability policy. EPLI is usually written on a claims-made basis, meaning the incident resulting in a claim must occur during the coverage period (so an employer may be exposed if coverage is dropped and a claim comes in months or years after the alleged incident).

Many companies writing EPLI coverage will offer a support helpline, standard policies, forms and checklists for your assistance. It makes sense because it is in their interest to help reduce the risk of a claim!

I have seen numerous employment related claims and the business owner always regrets not getting the coverage. But even if you do not obtain the coverage, you should have that conversation with your insurance agent and know your risks!

Kenneth F. Cerullo, Esq. is the President and an Owner of The Commercial Agency, Inc. in Park Ridge, NJ along with his brother Steve. He is also a Co-Founder of the New Jersey Agents Alliance (NJAA) – a limited group of select agents spread throughout the State of NJ with over $175 Million is premium volume. Ken currently serves as the Legislative Chairperson for the NJLCA and can be reached by email at kennethc@thecommercialagency.com or (201)391-1324. You can also visit the Agency websites at www. thecommercialagency.com or www.bergensnowplowinsurance.com.

The information set forth in this article is general in nature and no legal advice is being given. Insureds are recommended to speak with their own insurance agent and attorney to discuss their own parCourtesy of Executive Perils 2011 Study of EPLI cases. ticular risk expohttp://www.eperils.com/epli.shtml sures and needs.

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Turf Talk As we leave another hot, dry summer behind us and look forward to fall, I have one question for you: How many applications of insecticide did you need this year? For me, three at most locations, four at some. This was only for the cinch bug/sod web worm moth.

So what are you left with now? The answer is a weed population that exploded under our summer heat and enough dead spots to cover a ball field.

Well. It’s time to renovate. Get the weed killer out, you will need 2 to 3 weeks after applying to start repairing ,depending on the type of method you use. Do you aerate or slit seed? You need 21 days for most weed killers to dissipate to have no effect on the new seed. If you top dress, you can do so at 14 days; however, if you are only providing a scratch coat of soil you can still be impacted by residual weed killer. No matter what method you use, waiting a little longer is better. Yes, no one wants to look at the spots in the lawn, but as we know, turf care is not for the impatient!

You must implore to your clients to trust you, understand that you know best and there are specific steps that must be taken in a specific order or your renovation will not be successful.

1. Cut the grass, you will not be cutting the area being repaired for 14 to 21 days, so best it be as short as possible at the time of repair.

2. Aerate or slit seed the area in question with an appropriate seed mixture for the site. Don’t put shade loving fescue in full sun. Put down what is dictated by the site… not what is handy at the time.

3. Top Dressing Basics: Where did you get your soil? Soil that is good for building berms may not be the best for seed germination. Was the soil made with composted grass clippings? Don’t wonder why it is only sprouting nut grass when you just spread soil that is loaded with nut grass seeds. Find a soil that only used thatch leaves and soil and organic compost, like cow dung.

4. Sow your seed. After applying seed, turn your lawn rake over and lightly comb it in to the soil for best soil seed contact.

5. So you think you are ready to apply your hay or penn mulch? No, you didn’t Lime. Nothing is more important to seed germination than the proper PH. When the cotyledon breaks and the first hairs go into the soil, if the soil is too acidic you will reduce your viable germination rate by 10-15%. You also need a low dose of nitrogen – lower than 15.

6. Now you are ready to apply your salt hay or penn mulch.

7. Do you give your customers instructions on how to water or do you just hope they will notice you fixed the spots in their lawn? You both will have better results with better communication so invest in door hangers to notify your customers that you repaired the lawn and give specific watering instructions. If you outline a plan for them to follow over the next several weeks and they follow it you will share in a successful renovation. Let your customers know up front that this is a joint venture and together you will both be successful.

Enjoy the cooler weather and keep Growing!

Greg Carpenter, CLT is co-owner of American Beauty Landscape Design since 1983. He attended the SUNY Farmingdale Turfgrass Program and is an NJLCA Director. Greg also serves on the Rutgers Turfgrass Advisory Board and the Bergen Community College Horticultural Advisory Board.

Feature Story Make Seasonal Employment Make Sense

C

by Jerry Vogel, J. Vogel Associates

ompanies can sidestep high NJ unemployment taxes and worker’s compensation rates.

New Jersey is a costly state to run a business in. It takes some doing to attain the lowest ranking in the nation for business tax rates several years in a row – but the Garden State has managed it. The Tax Foundation has ranked New Jersey dead last when it comes to favorable tax climates for business for more than half a decade; likewise, Forbes magazine has ranked the state 47th in the country in terms of the favorability of its business climate. Skyrocketing unemployment tax and worker’s comp insurance rates have a lot to do with that.

It’s a big problem for any business – but none more so than seasonal employers. Businesses focused on landscaping, transportation, hospitality, agriculture and more, work with a high percentage of strictly-seasonal employees – and they must contend with the fact that most of these will be filing for unemployment benefits at the season’s end. That drives experience ratings and tax expense through the roof—up to a whopping 7 percent.

Too many obstacles – too few options. On their own, companies can do little to rein in these costs. Moving out of state is seldom an option, and state tax and regulatory environments show few signs, if any, of becoming more favorable. Businesses – particularly small, closely held companies employing seasonal help – face a disproportionate and continually-increasing burden that threatens their bottom lines, and often their very survival.

Help is available – from an unexpected source. What if your company could qualify for dramatically lower unemployment tax rates available in other states? What if your company could slash – and stabilize - its Worker’s Comp insurance costs, gaining the favorable rates given to the biggest corporations? We have good news: You can.

The Answer: A PEO. By teaming up with the right PEO, or professional employer organization, your company immediately gains many of the advantages that major enterprises operating in the most business-friendly states enjoy: lower unemployment taxes and lower Workers’ Comp rates. Better, cheaper benefits packages, and added protection from regulatory risk, legal liability, and benefits fraud. Even though they’ve been around for years, many companies still don’t understand what PEOs are or how they work – but more and more businesses are realizing that the effort, costs, and risks associated with seasonal hiring can be mitigated with a scalable, pay as you go solution by choosing the right PEO partner to handle it for them.

Simply put, a PEO is an HR outsourcing solution that puts most of the employment burden on a specialized outside firm focused on delivering economies of scale, optimal efficiency, specialized expertise and efficient service that costs businesses much less than if they handled HR functions themselves. The PEO assumes the risks and hassles associated with HR administration—while your company stays in complete control of your workers and your business.

Want to know more? Contact J. Vogel & Associates: The Seasonal Employer’s Best Friend. Nobody understands the challenges facing a business like another business – and J. Vogel & Associates, a proud family-owned firm, understands them perfectly. For 23 years, Jerry Vogel has been helping New Jersey businesses limit liability, mitigate risk, and dramatically slash unemployment and workers’ comp expenditures. Visit Jerry’s website at http://www.jvogelassociates.com or call 732-616-5155.

NJLCA.ORG 31

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Feature Story

Proactive Fuel Management Planning

F

uel quality impacts every compact machine in the industry. Are you prepared?

In the past, compact equipment was more forgiving of variances in fuel quality – so when fuel-related issues come up today, you might think there’s something wrong with your machine. The truth is, your fuel could be to blame.

Every compact equipment manufacturer has introduced new engine emission technology that includes high-pressure fuel systems and exhaust aftertreatment systems. These systems are necessary for meeting interim Tier 4 (iT4) and Tier 4 (T4) emissions standards, but they are highly susceptible to contaminants. Clean fuel is critical for today’s engines.

A proactive fuel management strategy will ensure reliable performance and prevent unexpected issues caused by fuel contaminants.

HOW TO DEVELOP YOUR FUEL MANAGEMENT PLAN Today’s iT4 or T4 machines are sensitive to impurities.

And that’s the case no matter which brand you’re running.

A little planning sets the stage for reliable performance and long machine life.

1. UNDERSTAND TIER 4 ENGINE TECHNOLOGY. • High-pressure common-rail (HPCR) technology uses extremely precise components that demand clean fuel.

• Fuel pressures have risen to as high as 30,000 psi.

• Contaminants combined with high fuel pressure create erosion that negatively impact performance, fuel economy and component longevity.

2. KNOW THE FUEL SUPPLY ISSUES. • Chemistry changes to reduce emissions with ultralow-sulfur diesel (ULSD) make it harder for fuel suppliers to consistently provide high-performing fuel.

• Refining techniques and additives vary by supplier.

Current fuel standards do not address the cleanliness needed for HPCR engines.

• Biodiesel creates water-related challenges, such as microbial growth and winter freezing.

3. SELECT THE BEST SUPPLIER. • Verify that your supplier uses water-removing filters rated to 10 microns or less on their fuel delivery lines.

• For cold weather, confirm your supplier uses a winter blend of #1 and #2 diesel with a low cloud-point temp.

4. KEEP SPARE FILTERS AT ALL TIMES. • Have a spare filter on hand for every HPCR engine in your fleet.

• Use only the correct fuel filter to ensure component protection:

• Removes water and contaminants down to about 1 micron (4 micron(c) current industry test scale).

5. FOLLOW BEST PRACTICES. • Refill machine fuel tanks at the end of a work shift to reduce condensation.

• Drain water traps daily.

• Follow cold-weather starting procedures.

• Use only approved fuel additives.

6. STAY EDUCATED. • Attend any dealer offered training classes.

• Watch industry websites for more information: • DieselNet.com • CumminsFiltration.com • MyCleanDiesel.com • Biodiesel.org BULK FUEL CONSIDERATIONS 1. EVALUATE YOUR BULK FUEL STORAGE. • Ensure that your tank has a 1-micron desiccant style vent filter.

• Your dispensing filter should be the water removing design and rated to 10 microns or less.

2. TEST AND ANALYZE FUEL. • Collect and test fuel to measure fuel cleanliness, water percentage and cloud point: • Basic Fuel Analysis Kit • Advanced Fuel Analysis Kit • Use water-finding paste to detect water in tanks.

3. ESTABLISH A RECORDKEEPING SYSTEM. • Keep a storage tank preventative maintenance log, and track the following: • Maintenance history • Refill/supplier history • Filter replacements • Particle counts 4. PREPARE YOUR FUEL SUPPLY FOR WINTER. • Switch to a winter blend early to be ready for surprise temperature changes.

• Confirm your supplier uses a winter blend of #1 and #2 diesel with a low cloud-point temperature.

• If using biodiesel, purge your tank before winter.

Information provided by Rob Woods, President of Garden State Bobcat Group, who has been a member of NJLCA since 2007.

Garden State Bobcat Group has dealerships located in Freehold & Greenbrook, NJ and New Castle, DE. Garden State Bobcat Group has been in business since 1983 and Rob Woods began working for the company in 2002. He purchased the business from his father, Bob Woods, in 2008.

NJLCA.ORG 33

Feature Story

Managing Multi-Cultural Crews

by Fred Reffsin, Brand Launcher

I

f you’re anything like most project managers, you face a challenge that didn’t exist years ago - managing a multicultural crew. Landscape design staffing has changed significantly and many cultures now cross paths on most, if not all projects.

And like most project managers, you probably struggle to manage these diverse teams.

Maybe the communication barrier in a crew that doesn’t speak the same language fluently is difficult to break through.

Maybe it’s a struggle to get a crew of diverse cultures to bond and function together as a team. Maybe the daunting challenge of motivating a crew of different cultures is overwhelming. Maybe you have no idea how to manage conflict in a multicultural crew.

Add in the stress of looming completion dates, full project schedules, working around other contractors, managing homeowner expectations, and all the other demanding aspects of project management and you have a recipe for failure in managing your crew effectively.

The good news is the challenges of managing a multicultural landscaping crew can be overcome.

Lesson #1: Always Mirror the Other Person’s Body Language & Speech

Body language is powerful - it shapes how you see others, and how they see you. So for the first seconds - especially if this is a contentious encounter or someone you don’t know well - you would be wise to mirror what the other person is doing with their body and speech. You’ll need to do this while being conscious of your own body language and speech patterns at the same time that you are intently observing the other person.

If that person is standing, you should be standing. If he moves his arms a lot, you should do the same. If she speaks using simple words, you should use simple words. If they talk rapidly, you should too. If they make a lot of eye contact, you should as well. If they make very little eye contact you need to avoid making too much eye contact. The idea is to simply make the other person feel comfortable by mirroring them.

34 FALL | 2016

Lesson #2: Focus on Being Humble, Not Right, During Conflict

When there is conflict between people of different cultures, tensions can run even higher than they might normally because of cross-cultural challenges. Especially if it’s during the “getting-to-know-you” phase with someone you haven’t connected with yet.

But there are four little humble sentences you can use to diffuse tension and help everyone relax. They are, “I may be wrong. I am often wrong. I want to get it right. I need help”

Lesson #3: Everyone Smiles in the Same Language

As a leader, a positive attitude is critical to successfully managing your crew. People of any culture will be more productive in a positive environment than a negative, and if you are the leader your attitude sets the tone for the environment.

Sometimes something as simple as a smile is the perfect opportunity to connect with someone. It’s a universal symbol of a humble, positive attitude and is hard to misinterpret or misunderstand even when the communication barrier is a big one. And it builds the foundation of trust between you and the other person.

But make sure you aren’t putting on a false positive attitude. Because smiling is a universal language, it’s also pretty universally understood when it isn’t sincere.

Lesson #4: It Doesn’t Need to be Big to be Motivating Everyone, absolutely everyone, regardless of their culture likes recognition and encouragement. And it’s an easy thing to give. Something as simple as a weekly “employee spotlight” awarding a $5 Dunkin Donuts gift card for performance can do the trick nicely.

Take 15 minutes out of your week to recognize the employees who are demonstrating the performance you want from everyone. Tell your crew why that employee is being recognized, the specific behaviors and reasons they are a good example to follow. Keep your speech and language simple if there are communication barriers.

Feature Story

But don’t rotate through employees for the sake of fairness - everyone who is meeting (or exceeding!) your expectations should be in the spotlight, every week. The goal here is to get everyone in the “spotlight” every week and have them stay there by telling them what your expectations are, and then recognizing their peers that are meeting those expectations.

Lesson #5: Everyone Falls into One of Two Categories

I’m not talking about ethnicity or national backgrounds. I’m talking about two specific sets of characteristics that pretty much everyone falls into - they either do not adapt well to change or they thrive on change. And each type needs a different approach.

The first group are steady, deliberate people who do not like to be rushed. They are careful, cautious, and objective thinkers who have very high standards.

When interacting with a person who has these characteristics, you should speak slowly, discuss facts and data, and be deliberate. And you’ll find your communication can be improved by approaching them in a direct way, taking your time, providing solid and tangible actions you expect, and sticking to business. They aren’t risk-takers, so minimizing their risk with guarantees over a period of time will go a long way with them.

What you should not do is put them in a sloppy work environment, make small talk or socialize before the main issue to be discussed, and do not approach them without notice. All of these will put up a wall between you and this type of person.

The second group are rapid thinkers who make quick decisions and challenge the status quo by initiating changes.

Most landscapers are in this category.

When interacting with a person who has these characteristics you should speak at a rapid pace, be stimulating and fun-loving, keep things moving at a fast pace. You’ll find your communication can be improved by leaving time for socializing, asking about their passions, appealing to them with the benefits they’ll receive, provide them social proof with testimonials from people they see as important, clarify any pa-

rameters in writing.

What you should not do is focus on facts or figures, hesitate when they confront you, talk down to them or be paternalistic and dictatorial, come across as curt or tight-lipped, give your opinion before it’s asked. All of these will push this type of person away from engaging with you.

A final word. Find common ground. Whether its sports or family or food. It doesn’t matter. The key is building trust and respect. If this works well it will be clear to your customers that this is a team they can trust. Which may result in additional business or a referral to a friend or neighbor.

As Mike Tyson once said “Everyone has a plan until they are punched in the face”. By knowing this ahead of time, you can better plan and prepare. These five simple lessons could be the difference between a crew that is frustrated and stressed and a productive crew that engages with each other on a consistent basis.

Fred Reffsin is a Senior Business Mentor and member of the Business Development leadership team of Brand Launcher, a strategic business firm that helps entrepreneurs and business owners grow sales and enhance company performance. They provide coaching and consulting in three spheres: business operations, marketing, and work/life balance. The Brand Launcher team is comprised of seniorlevel mentors with years of real-world experience. Fred has over 25 years’ experience managing and building high profile brands. From launching start-ups, and driving turnarounds to building $100 million+ global businesses, he has a track record of success in C-Suite leadership positions in categories including luxury goods, home furnishings; professional and business services, fashion; health & beauty; and a range of consumer package goods.

NJLCA.ORG 35

Feature Story

Where the Employees Are - 2016

by Gail Woolcott, NJLCA

E

ach spring and fall at the NJLCA, we hear of so many of our members that are looking for employees, from unskilled labor to foremen. We do try our best to direct any calls we get from those looking for employment to our members, but they are few and far between. However, there is hope! The following section will give you some great ideas of places to reach out to in order to find the employees you need and provide employment for those needing it.

Please note that we do not endorse any of the following and are just providing you with the information to reach out to them. If you have any additional ideas, please share them with us and we will include them in future email blasts for all of our members to utilize.

Temporary Labor Agencies Labor Ready Phone: 973-470-5735 www.laborready.com 1459-br@laborready.com

Hire a Veteran

When you hire a vet you may become eligible for a tax incentive for hiring a veteran. Call to learn more about the Work Opportunity Tax Credit (WOTC) Vow to Hire Heroes provisions.

Phone: 866-487-2365 CareerOneStop - Hire a Vet https://www.careeronestop.org/businesscenter/recruitandhire/ wheretofindcandidates/hire-a-vet.aspx Hire Heroes USA www.hireheroesusa.org/employment-partners Hire Veterans http://vetjobs.com/emp-landing VETS www.dol.gov/vets/hire/index.htm

Re-Entry Programs

Reentry Coalition of NJ Phone: 609-396-8900 www.reentrycoalitionofnj.org State of New Jersey Dept. of Corrections Phone: 609-292-4036

Unemployment Offices

Camden One-Stop Career Center Phone: 856-614-3151 Kristi.Connors@dol.nj.gov Essex One-Stop Career Center Phone: 973-395-5839 Peter.Curley@dol.nj.gov Greater Raritan One-Stop Career Center Phone: 908-704-3000 George.Echeverri@dol.nj.gov

36 FALL | 2016

Hudson One-Stop Career Center Phone: 201-369-5205 Ext. 3745 Steve.Smith@dol.nj.gov Mercer One-Stop Career Center Phone: 609-292-0620 Joyce.Yon@dol.nj.gov Middlesex One-Stop Career Center Phone: 732-937-6200 Manuel.Biagas@dol.nj.gov Monmouth One-Stop Career Center Phone: 732-775-1566 John.Brown@dol.nj.gov Morristown One-Stop Career Center Phone: 862-397-5604 Carl.Jablonski@dol.nj.gov Newark One-Stop Career Center Phone: 973-648-3370 Morris.Murray@dol.nj.gov Newton One-Stop Career Center Phone: 973-383-2775 Richard.Serrano@dol.nj.gov Ocean One-Stop Career Center Phone: 732-286-5616 Maria.Gonzalez@dol.nj.gov Passaic One-Stop Career Center Phone: 973-916-2648 Rose.Sohn@dol.nj.gov Paterson One-Stop Career Center Phone: 973-742-9226 Ext. 7319 Marcia.Mcneel@dol.nj.gov Perth Amboy One-Stop Career Center Phone: 732-293-5016 Baden.Almonor@dol.nj.gov Phillipsburg One-Stop Career Center Phone: 908-859-0400 Lech.Szymanski@dol.nj.gov Pleasantville One-Stop Career Center Phone: 609-813-3900 Paul.mcclellan@dol.nj.gov Salem One-Stop Career Center Phone: 856-935-7007 Kenneth.Thomas@dol.nj.gov

Feature Story

12 Ways Veterans Excel on the Job

V

eterans have skills that lead to greater accomplishment. A comprehensive report by the Institute for Veterans and Military Families (IVMF) at Syracuse University said research has shown that high-performing companies understand the value of training and education in their workforce, and that common traits of these companies include individuals with problem-solving, collaborative and entrepreneurial skills—traits that veterans are trained to possess.

Veterans know how to maximize time and resources. In a February 2014 editorial in The Huffington Post, Taylor Justice, a U.S.

Army veteran and chief business officer of technology platform Unite Us, said that veterans can be especially valuable to small businesses because those companies, which are often under-resourced and strapped for cash, need employees who can do more with less and who have demonstrated more versatile skills. Veterans thrive in that environment, because they’ve always had to find ways to “make do with the resources given.”

Business officials attest to the difference veterans bring. In a report by the Center for a New American Security, in-depth interviews with individuals representing 69 companies across the country said hiring veterans was good business. In a subsequent report, the Center reported that in a survey of more than 800 private sector employers, most managers said veterans were “better” or “much better” than civilians in areas including teamwork and work ethic.

Veterans’ ambition and drive lead to tangible results. Studies also indicate that those who are drawn to military service show high levels of self-efficiency, dynamic decision-making ability and a need to achieve. The IVMF report stated that multiple studies by the U.S. Small Business Administration and other groups showed that veterans are twice as likely as non-veterans to pursue business ownership after leaving service, and that the five-year success rate of ventures owned by veterans is significantly higher than the national average.

Veterans rise to the top—and excel there. A study by Korn Ferry International found that veterans represented a disproportionately high percentage of Standard & Poor’s 500 corporate CEOs, relative to their percentage in the general population. Also, in 2005, S&P 500 companies led by CEOs with military experience had higher-than-average returns.

Courtesy of: www.employerroadmap.org

Veterans come with advanced technical training that leads to more efficient solutions. Because of their service, veterans receive technical training at a much more accelerated rate than their nonmilitary peers. And, the IVMF report points out, research indicates that this exposure to technology contributes to a greater ability to link technology-based solutions to organizational challenges and a greater tendency to transfer technological skills to various work tasks. Read more of the business case in the IVMF’s whitepaper.

Military 101 Hiring veterans can result in less employee turnover. Veterans may be more likely than others to stay in a job that provides opportunities to grow and advance, the IVMF report says. According to data collected by General Electric over a 10-year period, the attrition rate for veteran employees was 7 percent lower than for non-veteran employees.

Innovative Veteran Hiring Programs Veterans are more productive than non-veterans. A 2013 report by the Corporate Executive Board (CEB) Company stated that, on average, veterans perform 4 percent higher than non-veteran employees and have 3 percent less turnover than non-veterans. For a company with 1,000 employees averaging $150,000 in revenue per employee, the reduced turnover combined with greater production translates to a difference of $7.3 million annually.

Veterans are the ultimate team players. There is no better training or experience in teamwork that exists outside of the military.

In a 2012 report by G.I. Jobs on the top military-friendly employers, Randall Stephenson, chairman and CEO of AT&T, said: “Veterans who contributed to disciplined, motivated and successful teams in the military fit right in, and feel right at home, at AT&T.” Veterans are cost-effective to recruit. Given the wealth of resources that can assist you in finding veterans, and the advanced training veterans would already possess, hiring veterans provides great value for a business.

Veterans are highly skilled, trained and experienced. About 85 percent of military careers have a direct civilian counterpart.

Hiring veterans increases your overall brand equity. According to a 2010 survey by Cone Communications, 85 percent of Americans believe it’s important for companies to support military non-profits.

For more information, download the Guide to Hiring Veterans by the U.S. Department of Veterans Affairs for your recruiting team.

NJLCA.ORG 37

Feature Story Union One-Stop Career Center Phone: 908-412-7980 Gwendolyn.Wiggins@dol.nj.gov Vineland One-Stop Career Center Phone: 856-696-6600 Anthony.Chiesa@dol.nj.gov

Latino Newspapers

Ahora News 201-478-3997

Al Dia News Phone: 215-569-4666

The Dominican Republic News Phone: 809-334-6386

El Especialito Phone: 201-348-1959 Latinos Unidos de NJ Phone: 732-534-5959

Latino Radio

105.9 WCAA FM Phone: 212-633-7600 listenerservices@wqxr.org 93.1 FM Phone: 212-246-9393 info@931amor.com WADO 1280 AM Phone: 212-310-6000 102.3 WUPC FM Phone: 516-867-0080 La Mega 97.9 FM Phone: 212-315-9790

Green Industry Employment Boards and Publications Florasearch, Inc. Phone: 407-320-8177 www.FloraSearch.com search@florasearch.com

Irrigation Jobs Phone: 717-479-1850 www.IrrigationJobs.com info@jobhill.com Landscape Jobs Phone: 717-479-1850 www.landscapejobs.com info@jobhill.com Tree Care Jobs Phone: 717-479-1850 www.treecarejobs.com info@jobhill.com

Colleges with Green Industry Programs and Degrees Bergen Community College Phone: 201-447-7955 www.bergen.edu

Brookdale Community College Phone: 732-224-2315 County College of Morris Phone: 973-328-5000 www.ccm.edu Cumberland Community College Phone: 856-200-4706 www.cccnj.edu Mercer Community College Phone: 609-570-3372 riccoa@mccc.edu www.mccc.edu Ocean Community College Phone: 732-255-0400 www.ocean.edu Rutgers-The State University of New Jersey Phone: 848-932-9271 www.rutgers.edu Union Community College Phone: 908-709-7000 www.ucc.edu

Green Industry Jobs Phone: 717-479-1850 www.greenindustryjobs.com info@jobhill.com

Technical Schools with Green Industry Programs

HortJobs Phone. 800-428-2474 info@hortjobs.com www.HortJobs.com

Bergen County Vocational Technical Schools Building Construction Technology, Landscaping & Groundskeeping 201-343-6000

38 FALL | 2016

Area Vocational Technical Schools Of Mercer County Building/Property Maintenance, Landscaping & Groundskeeping 609-586-2129

Feature Story Buena Regional School District Applied Horticulture/Horticulture Operations, General 856-697-2400

Salem County Vocational Technical School Applied Horticulture/Horticulture Operations, General 856-769-0101 Ext. 5368

Camden County Technical School Building/Property Maintenance, Landscaping & Groundskeeping, Ornamental Horticulture 856-767-7000

Somerset County Vocational And Technical Schools Applied Horticulture/Horticulture Operations, General 908-526-8900 Ext. 7169

Cape May County Technical High School District Ornamental Horticulture, Small Engine Mechanics and Repair 609-380-0200 Ext. 404

Sussex County Technical School Applied Horticulture/Horticulture Operations, General, Building/ Property Maintenance 973-383-6700 Ext. 247

Delsea Regional High School District Applied Horticulture/Horticulture Operations, General 856-694-0100 Ext. 277 Essex County Vocational Technical Schools Applied Horticulture/Horticulture Operations, Building Construction Technology 973-412-2221 Freehold Regional High School District Applied Horticulture/Horticulture Operations, General 732-431-8460 Ext. 3004 Hunterdon County Vocational School District Building Construction Technology 908-284-1444 Ext. 2112 Middlesex County Vocational and Technical Schools Applied Horticulture/Horticulture Operations, General, Building/Property Maintenance 732-985-0717 Monmouth County Vocational School District Applied Horticulture/Horticulture Operations, General, Building/Property Maintenance 732-431-3773 Morris County Vocational School District Building/Property Maintenance 973-627-4600 Ext. 277 Northern Burlington County Regional School District Applied Horticulture/Horticulture Operations, General 609-298-3900 Ext. 2078 Penns Grove-Carneys Point Regional School District Applied Horticulture/Horticulture Operations, General 856-299-6300 Ext. 3215 Phillipsburg School District Landscaping & Groundskeeping 908-454-3400

NJLCA.ORG 39

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