Flashings

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California trigger height is reduced

In response to a 2004 petition by the California Professional Association of Specialty Contractors (CALPASC), California has reduced the 20-foot trigger height for residential roofing applications to a 15-foot trigger height.

CALPASC's petition argued the change would minimize accidents and insurance costs and make it easier for contractors to bid on jobs. With the 15-foot trigger height, the cost of fall protection for roofing contractors will be included in bids for jobs involving two-story residential construction in California.

Survey cites changing work force as a construction industry challenge

Raleigh, N.C.-based FMI, a management consulting and investment banking firm for the construction industry, has released its 2007 U.S. Construction Industry Talent Development Report. The survey includes responses from general contractors and subcontractors ranging from $50 million to more than $500 million in annual revenue.

According to the survey, one of the primary challenges construction industry firms face is the changing work force, which is forcing companies to develop new ways to find, recruit and retain employees as competition for qualified workers increases.

The survey indicates organizations have increased their recruiting efforts at schools, colleges and universities; implemented training to improve workers' competencies; promoted internally; and provided internships or co-op programs. Additionally, more than 50 percent of the survey's respondents said they were identifying current gaps in core competencies, employing best practices to retain employees, establishing core competencies by position and recruiting in nontraditional labor pools.

The Dow Chemical Co. raises prices

The Dow Chemical Co., Midland, Mich., has raised its prices in Europe for methylene diphenyl diisocyanate by 100 euros, or $135.41, per metric ton. Similar increases have been implemented in the Middle East, Africa and Indian subcontinent.

"Continued volatility in raw materials and energy costs coupled with increased demand globally are the driving forces behind these price increases," says Tom Feige, North European product marketing manager of Dow Polyurethanes, a business group of The Dow Chemical Co.

To hire or not to hire

The next time you want to hire a new employee, stop and think. Before you place an ad, ask yourself the following questions:

• Why am I hiring now? If an employee resigns or workload increases, it does not necessarily mean you should hire more help. Can the extra work be divided among current workers without overloading them? Would temporary workload increases be better handled with temporary staff? Hiring a new employee is costly and time-consuming, so make sure you truly need another employee before you hire one.
• What role will this employee play? Don't try to fill a position with an employee who is identical to the one you are losing. Take this opportunity to update a position or recruit someone with better skills.
• Is anyone available internally? Always consider internal candidates before looking outside your organization. Giving internal candidates an opportunity will show the rest of your staff that loyalty is reciprocated.

Source: Adapted from The Motivational Manager, April issue

Paperwork problems

With the amount of paper you go through each day—including faxes, printed e-mails and copies—it is easy to become disorganized. The following tips can help you effectively manage large amounts of paperwork.

• Set aside a block of time each day to manage paperwork.
• Manage paperwork no more than two times per day.
• Try to handle each piece of paper only once.
• Avoid setting papers aside for "later." You are likely to forget about them.
• Throw away earlier draft printouts to avoid confusion.
• Try to limit any correspondence to one page.
• When you pick up a paper from your inbox, force yourself to do something with it. Don't put it back if it is something difficult or time-consuming.
• Instead of sending out a memo, consider making telephone calls.

Source: Adapted from First Draft, March issue

DETAILS

Michael Gaulin
Vice president of operations for Magco Inc., Jessup, Md., a Tecta America company

What is the most unusual roofing project you've performed?
There are too many to list. One time, we were contracted to install an EPDM roof system inside a building that housed control switchgear equipment for Sprint Nextel. A subfloor had been built 2 feet below the bar joists. We loose-laid EPDM over the subfloor.

What was your first roofing experience?
Trying to repair some slate on my parents' roof, which had an 8-in-12 (34-degree) slope.

What are your favorite items on your desk?
Photos of my kids and pictures of construction equipment my son draws for me.

What was your first job?
Like everyone else, I had a paper route.

What do you consider your most rewarding experiences?
Recognition from my peers, as well as taking on a tough roofing project and not letting it beat me.

Why did you become a roofing contractor?
It was sort of by accident. Once I was out of high school, I began working for a company in which my brother was a partner. Seven years later, that partnership dissolved, and he asked me to go into business with him. I said, "Sure—I have nothing to lose." That was 20 years ago.

What is your favorite stress reliever?
Golf!

What is your favorite vacation?
A Myrtle Beach, S.C., golf trip with the boys.

What is your biggest pet peeve?
People who are not accountable for their actions.

What do you consider a waste of time?
Weekly superintendent meetings for new construction projects and having to say things twice.

What are your best and worst habits?
My best habit is I am punctual. My worst habit is I smoke.

If you could invite any three people to dinner (dead or alive), whom would you invite and why?
My grandfather, father and brother, who are deceased. I miss them, and they each influenced who I am today.

What are the most challenging aspects of your job?
Dealing with daily operations and making sure everyone has what they need to perform their work.

What is your roofing industry involvement?
I am on NRCA's board of directors and a Future Executives Institute graduate.

People would be surprised to know …
I am not a midget.

Beware of "yes people"

Some employees, in an effort to help with extra work or gain your approval, take on more tasks than they can complete. These employees can ultimately put you behind schedule. Use the following techniques to boost your employees' sense of reality:

• Ask employees to be honest. Encourage them to point out problems, ask for help and speak up when they are overloaded.
• Get to know your employees. Listen to your employees carefully, and pay attention to the tactics they use, such as humor, to avoid turning down extra tasks.
• Ask questions when an employee agrees to take on extra tasks. Find out what other tasks the employee has pending, how long those tasks will take and what procedures the employee plans to use to complete the new tasks.

Source: Adapted from Beware of employees who take on too much as cited by The Manager's Intelligence Report, sample issue

Keep an eye on overtime

If you require nonexempt employees to arrive at work before their actual starting times or stay later than their end times, a court likely would find the employees are entitled to be paid for the extra time. And if an employee's total hours for the week exceed 40, that employee will qualify for overtime pay, as well. To control your labor costs and maintain employees' trust, do the following:

• Schedule preparatory work, setup activities, etc., within stated working hours, or budget for overtime.
• Help employees make the beginning and end of each workday as simple and efficient as possible. Consider assigning workers specific startup or shutdown tasks, and reward them.
• Set an example. If you require employees to show up early, you should show up early.
• Establish and enforce rules about starting work early or extending a workday. Keep accurate records of each worker's daily and weekly hours to protect yourself against improper overtime claims.

Source: Adapted from Watch the clock for overtime claims as cited by The Manager's Intelligence Report, March issue