LABOR SHORTAGES
don ’ t just come here and punch a clock and go home .”
Guss built his power equipment business strategy following years of work in management at IBM . “ When I found a guy or gal , an employee that I think is a good long-term prospect ,” said Guss , “ I do what I can to make them want to stay . We ’ re a small business and we have pizza Fridays and beach days in the summer . I don ’ t want to lose them .” Bethel Power has a retirement plan , what Guss refers to as a modest 401K .
Tell your people how important they are and get creative . “ During the pandemic when we were first shut down and approaching our busy season ,” said Paul , “ I told my people that I didn ’ t know what would happen but that I needed them , and I would keep them through the winter , but I couldn ’ t pay them the overtime I normally would . We changed our store and service hours so everyone would work 40 hours per week . This was successful in many ways . With more people here we got more service work done , and we improved efficiency . No overtime , but we implemented a bonus system , and they ’ re generally making more money .”
“ We can ’ t live without our employees ,” said Paul .
With reporting by Brendan Baker , editor of Powersports Business
When you find people who enjoy what they do and are good at it , do whatever you can to keep a good working relationship .
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