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kids are sick or will be performing in a school play. Offering benefits does cost money. As you grow your business, make sure you price your jobs to support the benefits and cross- train staff to fill in for those taking time off. NO. 4: CREATE PROFESSIONAL AND PERSONAL PURPOSE In my opinion, purpose can be the best way to keep great employees. It is your job to create synergy between work and personal purpose for each employee individually. For example, let's say you hire carpenters who have a family and aspire to have their own home someday. Help those carpenters see and believe their purpose is to change people's lives with their hands at work while growing into becoming a lead carpenter. By becoming great lead carpenters, the company can make more money and they can, too, which makes the deposit and monthly payment for their new home a real possibility. And to become lead carpenters, they need to replace themselves as carpenters. Help them discover that part of their job's purpose is to help others grow and achieve in similar ways. | NO. 2: HAVE AND CELEBRATE A DESIRABLE CULTURE ink about what it might be like to be an em- ployee at your business: Would you work for you? As the owner, are you fair and consistent in how you treat employees? Are other employees happy to be there? Do all employees treat each other with respect? What happens when some- thing goes wrong or someone makes a mistake? Presumably, all of us have something we'd like to do rather than go to work. But because most of us must work, wouldn't it be great if you actually looked forward to being there and being part of a great team motivated by a common vision? e answers to the questions above are up to you as the business owner. Rather than just letting a culture happen, think ahead about creating the culture great employees seek. en, make a commitment to do all the big and little things required to create and main- tain that culture. e goal is to create a team and culture that is too good to risk leaving. NO. 3: OFFER BENEFITS NOT EASILY FOUND ELSEWHERE Most remodelers offer very few benefits to their employees, leaving pay rate as the prima- ry reason employees stay or leave. In my opin- ion, if an employee leaves another business to receive more money from you, he or she will leave your business for the same reason. In addition to good pay, an offer of a great package of benefits to the right employees can help attract and help keep them on your team. If you seek to hire married individuals with children and a mortgage, for example, you will likely be hiring someone who puts more value on benefits than single individuals living in their parents' basement. A forward-thinking employee with a growing family needs and counts on a steady paycheck, family health insurance coverage, and some flexibility when inding great employees for your remodeling business is tough and getting tougher. e truly great em- ployees understand this and, there- fore, are easily lured away by other remodelers offering better opportunities. However, with the right strategies in place at your business, great employees are likely to stay. e funny thing is, when remodelers give great employees good reasons to stay, other great employees tend to show up and stay as well. In my experience as a remodeler and then as a business coach to remodelers, I have identified four powerful motivators that a remodeling business can implement to retain great employees. If done well, these same mo- tivators will encourage your great employees to help find and keep others. Each consider- ation can only help so much, but collectively they become powerful components of a master plan for building and maintaining a great team. NO. 1: HAVE AND SHARE A VISION Let's face it: If you lack a vision for the future of your business, why would a great employee risk coming for the ride? As a young busi- ness owner, I crafted my vision of creating an employee-managed business. I shared that vision with every employee I interviewed. Specifically, I shared with them that as the company grew, I expected them to grow as well to fill management and leadership positions caused by the growth. I let them know that if they grew with the business, there would likely be a place for them; al- ternatively, I also let them know that if they could or would not grow, they would likely be left them behind. Some were inspired by this vision and came onboard; others decided to pass. Sharing your vision can be a great way to qualify serious candidates. Four Keys to Keeping Great Employees By Shawn McCadden, CR, CLC, CAPS SHAWN MCCADDEN, CR, CLC, CAPS, is a speaker, business trainer, columnist and award- winning remodeler. As a Certified Remodeler, and Certified Lead Carpenter, McCadden has more than 35 years of personal experience in remodeling. He has received many industry awards including NARI's Harold Hammerman Spirit of Education Award, several NARI CotY Awards and ASBPE for his writing. He can be reached at shawnmccadden.com. F 12 February 2017 QR QualifiedRemodeler.com PROFITS: On Your Business