Maryland PHCC Contractor, Summer 2016

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SUMMER 2016 PHCC CONTRACTOR MAGAZINE

The Official Magazine of The Maryland Plumbing-Heating-Cooling Contractors Association

CREATING A CULTURE OF

integrity

COACHING AND MENTORING: HOW TO BUILD A DEVELOPMENT SYSTEM IN YOUR COMPANY

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Maryland PHCC Contractor | Summer 2016

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Summer 2016 | Maryland PHCC Contractor

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Summer 2016

PHCC CONTRACTOR MAGAZINE

CONTENTS......

A Message From the PHCC National Association Executive Vice President

6

- Michael Copp: Your Logo is Worth Protecting Legislative and Regulatory Update: Congress Turns to PHCC for Workforce Solutions

Senior Editor - Diane P. Kastner Maryland PHCC Contractor Magazine is the official magazine of The Maryland PlumbingHeating-Cooling Contractors and is published four times annually. The Maryland PHCC does not necessarily endorse any of the companies advertising in this publication or the views of its writers.

Maryland PHCC Contractor Magazine is designed and published by Blue Water Publishers, LLC. Articles and information published in this magazine may not be reproduced without written consent of The Maryland PHCC or Blue Water Publishers, LLC. Maryland PHCC reserves the right in its sole discretion to reject advertising that does not meet Maryland PHCC qualiďŹ cations or which may detract from its business, professional or ethical standards. The publisher cannot assume responsibility for claims made by advertisers, content provided by the editor, or for the opinions expressed by contributing authors.

- Mark Riso, PHCC National, Director of Government Relations

Creating a Culture of Integrity

10

Maryland PHCC Calendar of Events

12

Plumbing Instructors Wanted

12

FMLA: Know When to Keep Your Mouth Shut!

17

Maryland PHCC Open Enrollment & Skip Test Classes

19

Coaching and Mentoring: How to Build a Development System in Your Company

20

Maryland PHCC Introductory Membership Information and Application Put the PHCC Advantage to Work for You in 2016

26

Bradford White 2 Charlotte Pipe & Foundry 9 FastEst 21 Kolbi Pipe Marker 21 Liberty Pumps 28 Metropolitan Industries 13-16

Rheem 27 Saniflo 5 T&S Brass 7 Taco 22, 23 Woodford Manufacturing 3

OFFICERS 2016......

PRESIDENT STEVEN M. SCHAEFER WESTMINSTER, MD (410) 876-6825 (410) 857-0011 FAX

DIRECTORS THOMAS KELLER ELLICOTT CITY, MD (410) 203-1741 (410) 203-2638 FAX

VICE PRESIDENT KATHARINE K. STRADLEY ELLICOTT CITY, MD (410) 442-2221 (410) 442-7626 FAX

TIMOTHY FELDMAN ELKRIDGE, MD (410) 536-5700 (410) 536-5705 FAX EDGAR W. ZEPP, IV CLARKSVILLE, MD (410) 531-6712 (410) 531-5812 FAX

SERGEANT AT ARMS RONALD LLOYD COLUMBIA, MD 21046 (410) 203-2720 (410) 203-1866 FAX [4]

24-25

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TREASURER FREDERICK WOLF BALTIMORE, MD (410) 327-4750 (410) 563-1611 FAX

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Maryland PHCC Contractor | Summer 2016

APPRENTICESHIP EDUCATION COUNCIL MEMBERS STEVEN M. SCHAEFER ADMINISTRATIVE CHAIR WESTMINSTER, MD (410) 876-6825 (410) 857-0011 FAX RONALD STIEGLER ELDERSBURG, MD (410) 876-6825 THOMAS KELLER ELLICOTT CITY, MD (410) 203-1741

KATHARINE K. STRADLEY ELLICOTT CITY, MD (410) 442-2221 EDGAR W. ZEPP, IV CLARKSVILLE, MD (410) 531-6712 (410) 531-5812 FAX

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A Message from the PHCC National Association Executive Vice President, Michael Copp

Your Logo is Worth Protecting

S

ince joining PHCC, I have learned about the recent progress with brand unity that has occurred since the creation of the “Best People. Best Practices.®” campaign. I am told that the Federation has come a long way as a result this effort and we have learned that a unified corporate image and logo are so important to achieve success, and requires that you diligently protect your corporate brand.

Your own business’s logo is considered your corporate asset because of the critical role it plays in product and service differentiation for your company. It also evokes subconscious emotions, and hence, establishes value alignment between your company and your employees and your customers.

“When it comes to identifying your brand, your logo is probably the first thing your customers will think of” and changing your corporate ideogram jeopardizes established brand loyalty and recognition, which is why your logo is considered a corporate asset to be protected.

To that end, you should have a “Logo Use” Policy that reaffirms that your logo is a registered trademark and is the property and an asset of your company. PHCC established its trademark or logo use policy to permit members and affiliate associations to use its logo in certain ways and to prohibit its use in other ways. Additionally, in order to protect its interest in the logo, PHCC is required by trademark law to police its use so that its asset is not misused [6]

Maryland PHCC Contractor | Summer 2016

or its value diminished. You should consider protecting your logo accordingly.

Creating a logo is both an art and science - Allowing others to reuse and change your logo can cause unintended subliminal reactions to your brand. When one changes the configuration and/or PMS colors of your logo, the modified logo drastically alters the original meaning. For example, the PHCC logo contains red, white and blue PMS colors used to evoke specific subconscious feelings of associative value (to include feelings of strong patriotism and faith). Below are examples of how color variation changes the meaning of the image.

Co-Branding with the PHCC Logo- PHCC encourages members to consider using the PHCC logo in conjunction with their corporate brand. Since 1883, PHCC has earned a high level of respect and its trademark plays a critical role in professionally representing its strength and success while simultaneously attracting more like-minded members whose values align with the PHCC Federation. As PHCC seeks “to become so relevant that clients and the public identifies a PHCC contractor as the best choice for a knowledgeable and reliable product and service”— we can collectively strengthen the PHCC brand identity for you through member contractors’ connections to the association. Hence, PHCC members may grow market share. The more that the PHCC brand is displayed, the more awareness the consumers of products and services will associate members of our organization with a higher level of professionalism - something akin to what the Good Housekeeping magazine did with its “Good Housekeeping Seal.”

There are many customizable resources available for members to co-brand their promotional materials with PHCC. For example, check out the “Best People. Best Practices.®” marketing tools posted at phccweb.org/besttools. And, tap into the new easy-to-use career recruitment tools in the

“More Resources: Plumbing and HVAC Career Info That Will Surprise You” section of the phccweb.org/workforce web page. By co-branding with PHCC, members will strengthen their own brand and drive home the message that they are the most qualified choice for p-h-c services and careers.

Co-branding with PHCC is a privilege only available to members of our organization. For more information about membership in PHCC, contact membership@naphcc.org or visit www.phccweb.org. If you see a non-member company displaying the PHCC logo, please email membership@ naphcc.org or call (800)533-7694.

Sources: http://added-value.com/brand-cohesion/ http://www.fastcompany.com/3028378/leadership-now/what-your-logoscolor-says-about-your-company-infographic http://blog.logodesignguru.com/meaning-and-uses-of-colors-in-logo-design/ http://www.color-wheel-pro.com/color-meaning.html https://en.wikipedia.org/wiki/Logo

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10:44 AM Summer 2016 | Maryland PHCC 12/18/14 Contractor [7]

Congress Turns to PHCC for Workforce Solutions

By Mark Riso Director of Government Relations PHCC National Association

R

ecently, PHCC and the Educational Foundation, in conjunction with the House Congressional Career & Technical Education Caucus (CTE), held an innovative – very informative – workforce development roundtable. The purpose of the roundtable (done in a town hall setting) was to offer Congress direct plumbing and HVAC contractor success stories on employee recruitment and retention. In a word, the meeting was great!

The meeting (held on Capitol Hill) began with one of the House CTE Caucus Chairs welcoming Capitol Hill staff and a myriad of organizations. “The number one asset of any employer is a trained and qualified worker,” House Career & Technical Education Caucus Co-Chair Glenn “GT” Thompson (R-PA) said during his opening remarks. Congressman Thompson is passionate about exploring and developing ways to solve the workforce crisis.

But given current demographic trends, finding skilled workers is becoming increasingly more difficult in the p-h-c industry. With an expected shortage of more than 138,000 employees by 2022, the industry faces a “workforce time bomb,” said roundtable facilitator Tom Applegate, executive director of the Ohio Association of Career-Technical Superintendents and a member of the PHCC Educational Foundation Board of Directors.

To raise awareness of the issue, a panel of PHCC members from across the country shared the proactive solutions they have implemented to fill some of the many jobs and career opportunities available in the industry. Here are some of the examples: CAREER WEBSITE John Bain, R.T. Moore Co. Vice President of Internal Operations & Talent, and PHCC of Indiana Executive Director Brenda Dant described how their chapter developed a special website (www. thebestcareer4you.com) that reaches the 18- to 24-year-old market and promotes the “modern profession of plumbing.”

According to Dant, the website matched 230 prospective employees to employers over a three-month period.

“Attracting, training and retaining a qualified workforce are crucial for our company—and a challenge for us,” Bain said.

“This PHCC chapter website helps build brand awareness of the opportunities in the skilled trades, and our company gets the advantage of leveraging the website to get qualified leads on new workers.”

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Maryland PHCC Contractor | Summer 2016

RIDE AND DECIDE Gordy Noe, President of Pioneer Heating and Air, Knoxville, Tennessee, talked about the success of the Ride and Decide program, which allows high school juniors and seniors in his area to try the trades and see if it’s a good fit. In its second year, the program has more than 50 students signed up to experience firsthand what the jobs entail – while getting paid – so that they can make informed career decisions.

PLUMBING PIPELINE PROGRAM Sam Dowdy, Owner of S & D Plumbing in Taylor, Texas, described the successful Plumbing Pipeline Program he established to increase high school students’ interest in p-h-c careers. Dowdy also participates in local Careers Days for kindergarten and elementary students, as well as several other recruiting programs.

“We’re making sure that students, parents, counselors and teachers know that there are opportunities for professionals in our industry,” he said.

Representatives of two PHCC Corporate Partners also attended: Bradford White Executive Vice President and COO Bruce Carnevale and Bradford White Director of Marketing Carl Pinto; and InSinkErator Vice President of Sales – Wholesale Joe Maiale.

During Q & A, a variety of topics were discussed that keyed on the need for positive workforce development policy; outreach with teachers, counselors and workforce boards; soft skills training for technicians; increased CTE funding; and the inclusion of p-h-c contractors and other industry representatives in discussions about future workforce initiatives.

PHCC member Rep. Markwayne Mullin (R-OK) expressed his gratitude that p-h-c contractors came to Capitol Hill to offer their successful hiring strategies. As the owner of Mullin Plumbing, the Congressman knows first-hand the challenges of finding skilled workers.

Two representatives of the United Association of Journeymen and Apprentices of the Plumbing and Pipe Fitting Industry (UA) also attended. The UA has established a Veterans in Piping program that provides high-quality skills training and jobs in the pipe trades to active duty military personnel preparing to leave the service.

The event concluded with PHCC National President Chip Green addressing the audience. “This event provided an excellent platform for PHCC members to share successful recruitment programs and express their continued need for skilled and careerminded employees.”

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[9]

Creating a Culture of Integrity Prepared for the PHCC Educational Foundation by TPO, Inc.

P

romoting integrity in your business is an easy choice.

A company where the employees themselves work to prevent unethical behaviors – such as inventory theft, missing tools, timecard manipulation, leave abuse, or side work being done with company vehicles, tools, or materials – saves your business money and the time required to deal with such problems. This article explores actions you can take to promote and reinforce a culture of integrity in your business.

Set Clear Expectations for Ethical Behavior

Start Promoting Integrity via the Hiring Process

Here are a couple of ways to set clear expectations:

You can set the right tone for company culture by hiring the right people in the following ways:

•

Training. Once again, it’s best to set the tone from the beginning. Whether through presentations, memos, or some combination, clarify ethical policies.

•

Establish a clear code of conduct. You can include this in your employee handbook. The code should specify prohibited behaviors and their consequences. Have employees sign a statement indicating they’ve read it; their signature will indicate that they’re aware of the rules and that they agree to comply with them.

•

•

Background checks. Conduct extensive background checks and hire contractors that do their own. If you’re thorough, you’ll be more likely to ensure that a potential employee doesn’t come with bad history – like stealing from a previous employer.

Employ behavioral interview questions. Ask situational questions during the interview, as well as questions about education or skill sets. The interviewee will more likely provide a spontaneous and clearer picture of his personality and ethics.

•

Reference checks. Ensure all credentials and references are valid.

•

Emphasize managerial hiring. Leadership sets the tone in a business, so if you apply these standards when hiring managers, you’ll more likely see overall ethical behavior

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Maryland PHCC Contractor | Summer 2016

If employees don’t know what’s expected of them, they’ll be more likely to break rules. Even when a rule seems obvious, it’s important to communicate it. An employee who is newer to the workforce might not realize that they shouldn’t use equipment for personal reasons or standards might have been more lax at a previous place of employment.

Communicate and Act Fairly in Response to That Communication You’ve already set clear expectations. If you continue to be as open with employees as possible and give them opportunities to communicate in return, you’ll create an overall more transparent environment. Hopefully the following pointers will sounds familiar: •

Ask for feedback from employees.

•

Have regular conversations with employees to give them the chance to speak up and to give you a chance to see if the culture of integrity is being communicated effectively.

•

Share with employees as much information about the business’s direction as possible.

with integrity. One way to do this is by creating an employee awareness program: •

Inform employees about the signs of unethical behavior.

For example, if you’re worried about misuse of company equipment, you can share parts of your accountability system with employees. This reinforces the idea that someone is paying attention and enables them to spot misuse by fellow employees if it is happening.

•

Encourage them to report. Employees will be more motivated to share any concerns with you if you’ve created an environment of open communication.

•

Reward employees who take the risk of coming forward.

Rewards can range from a simple “thank you” to a small bonus. In the end, a reward program will cost less over the long term than inventory theft or other fraud.

Employees with open communication channels with their manager and company will be less likely to engage in behaviors such as theft.

Establish Monitoring Systems Let’s take the example of timecard fraud. There are a few options to hold employees accountable for honesty in recording their time: •

•

Install a device such as a time clock, card scanner or electronic timekeeping system on a computer. These can also record arrival and departure times, and some enter information into the payroll system. If needed, position a manager near the device at the beginning or end of shifts to monitor its use.

Respond Quickly and Fairly

Compare timecard records. You can keep copies of cards for past pay periods to determine regular work patterns.

Any discrepancies may indicate fraud.

•

Respond quickly. If you take swift action, employees will know you’re serious about enforcing the code of ethics.

Needless to say, employees will be less likely to lie or steal if they know there will be actual consequences, so make sure you’re responding to unethical behavior in the following ways:

•

Require your approval of timecards before they’re submitted. Once you’ve verified that the information is accurate, you can submit it.

•

Do what you say you’ll do. You’ve set expectations for ethical behavior, so you must apply the consequences laid out in order to reinforce those expectations.

•

Use GPS monitoring systems in company vehicles.

If employees know that the truck’s location is always tracked, they are less likely to consider stretching driving time between appointments, making personal detours, doing weekend work or even speeding.

•

Keep to your daily procedures. If you’re consistently taking actions like locking up equipment, checking equipment logs, and verifying time sheets, you’ll demonstrate you’re committed to catching fraud.

Another example would be equipment or material theft, which can be prevented in the following ways: •

Establish physical security. Make sure there are locks where your equipment and materials are stored. Visible video cameras prevent thefts of opportunity.

•

Trust employees who’ve earned it. Designate employees who you trust to inventory materials and equipment.

Knowing that someone is checking helps to prevent the mindset of “nobody will even know if I take this.”

•

Institute strict policies for access to inventory. If employees must sign in when accessing materials inventory or when using specific equipment, you’ll create a sense of accountability and discourage theft.

Establish an Employee Awareness Program Involving employees in your accountability system further invest them in your business and encourage them to behave

If you work to create a culture of integrity from the start, establish trust, and take actions to cement that commitment to ethical behavior, you’ll both promote a healthier work environment and save your bottom line in the long term.

This content was developed for the PHCC Educational Foundation by TPO, Inc. (www.tpo-inc.com). Please consult your HR professional or attorney for further advice, as laws may differ in each state. Laws continue to evolve; the information presented is as of January, 2016. Any omission or inclusion of incorrect data is unintentional. Please note this article is not intended to provide legal advice or to substitute for supervisor employment law training. The PHCC Educational Foundation, a partnership of contractors, manufacturers and wholesalers was founded in 1987 to serve the plumbing-heating-cooling industry by preparing contractors and their employees to meet the challenges of a constantly changing marketplace. If you found this article helpful, please consider supporting the Foundation by making a contribution at http:// www.phccfoundation.org Summer 2016 | Maryland PHCC Contractor

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Maryland Plumbing-Heating-Cooling Contractors, Inc. (410) 461-5977 (410) 750-2507 fax phccmd@aol.com

HELP WANTED! Maryland PHCC Education Council are now accepting applications for Instructors to teach in our Plumbing Apprenticeship program.

Course information: Classes are held September through April, two evenings a week from 6:00 p.m. - 9:00 p.m., 55 sessions, 165 hours per year. The curriculum covers Related Theory Instruction, Trade Mathematics, and more.

1st and 4th year Instructors positions are available at the Center of Applied Technology, 800 Stevenson Road, Severn, MD. Classes held Monday and Wednesday evenings 6 – 9 p.m.

3rd year Instructor position available at the Essex Community College, 7201 Rossville Blvd., Baltimore, MD. Classes held Tuesday and Thursday nights 6 – 9 p.m.

Good starting salary.

Qualifications: •

Master Plumber, Master Inspector or Journey Plumber License is essential.

•

Four years trade experience is acceptable, yet a minimum of six years is preferred.

•

Prior teaching experience preferred, but not required.

For additional information and/or applications contact the PHCC office (410) 461-5977 or visit us on line phccmd@ aol.com. Resumes may be faxed to (410) 750-2507 or via e-mail phccmd@aol.com.

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Maryland PHCC Contractor | Summer 2016

2016 CALENDAR OF EVENTS Board of Directors’ Meeting 1st Tuesday of the Month General Membership Meeting 2nd Thursday of the Month 32 Hour Backflow Course Thos. Somerville Co. 1510 Tilco Drive Frederick, MD June 10, 11, 12, 2016 July 8, 9, 10, 2016 August 5, 6, 7, 2016 8 Hour Backflow Re-Certification Course Thos. Somerville Co. 1510 Tilco Drive Frederick, MD June 11, 2016 July 9, 2016 August 6, 2016 32 Hour Backflow Certification Course Dundalk Community College 7200 Sollers Point Road Baltimore, MD June 24, 25, 26, 2016 July 22, 23, 24, 2016 August 19, 20, 21, 2016 8 Hour Backflow Re-Certification Course Dundalk Community College 7200 Sollers Point Road Baltimore, MD June 25, 2016 July 23, 2016 August 20, 2016 Gas Fitters Training Course and Plumbing Code Review Courses For course information and schedule call (410) 461-5977.

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FMLA

KNOW WHEN TO KEEP YOUR

MOUTH SHUT!

Prepared for the PHCC Educational Foundation by TPO, Inc.

T

he Family and Medical Leave Act (FMLA) gives employees the right to take unpaid leave for specified family and medical reasons. If your company is covered by and your employees are eligible under the FMLA, you CAN’T do the following: interfere with any right given to an employee under the FMLA; or terminate or discriminate against an employee for opposition to a practice made unlawful by the FMLA or for involvement in any proceeding under or concerning the FMLA. Those two points form the backbone for FMLA compliance and this article.

Once you’ve established that your company and employees are covered by the FMLA, you must avoid even the appearance of disrupting the rights of an employee, or else risk FMLA-related litigation. It’s best to stick to the script provided by the Department of Labor (DOL).

Eligibility Under the FMLA A private sector employer is covered by the FMLA if it has 50 or more employees who work at least 20 weeks in the current or preceding calendar year.

Employees are eligible for FMLA leave if they: • Work for a covered employer • Have worked 1,250 hours during the 12 months before the start of leave • Work at a location where the employer has 50 or more employees within 75 miles • Have worked for the employer for 12 months, which do not have to be consecutive.

An employee can request FMLA leave of up to 12 workweeks in a year for specific reasons, such as the birth and care for a newborn child; the placement of a child for adoption or foster care and care for the newly placed child within one year of placement; a serious health condition that prevents the employee from performing essential functions of his or her job; or care of a spouse, child, or parent with a serious health condition. Consult the DOL’s FMLA website for the full list of qualifying reasons.

Also keep in mind that some states have laws that differ from the DOL’s FMLA requirements. Make sure to consult your state’s laws in determining whether your company and employees are eligible.

THE DO’S If an employee requests FMLA leave for a qualifying reason and your company is covered, here’s how you should respond.

1. Provide a notice of eligibility and a notice of rights and responsibilities. You must inform your employee whether he or she is eligible for FMLA leave within five business days of a request or of finding out that an employee leave request may be for a reason covered under the FMLA. With each notice of eligibility, you must also inform the employee of his or her rights and responsibilities under the FMLA. You do not have to use it, but the DOL provides a form (Form WH-381, http://www. dol.gov/whd/forms/WH-381.pdf) in which you can include the appropriate information for those notices to employees.

Summer 2016 | Maryland PHCC Contractor

[ 17 ]

You must also be responsive to employee questions about their FMLA leave.

2. Provide a notice of designation. Within five business days of knowing whether the requested leave qualifies under the FMLA, you must notify the employee of that designation. If the leave doesn’t qualify under the FMLA, you can provide a simple written statement. If you don’t have enough information to make the determination, you can indicate that in your notice of designation. The DOL also provides a notice of designation that you can use – Form WH-382 3. Require medical certification. If the employee is requesting FMLA leave because of a serious health condition or to care for an eligible family member with a serious health condition, you can require medical certification. You must give notice that you are asking for medical certification in the notice of the employee’s rights and responsibilities, discussed above. The employee has 15 calendar days to complete the certification.

If the certification is incomplete or insufficient, you must give the employee a written notice that additional information is necessary to complete it, and the employee has seven calendar days to provide that information.

The FMLA doesn’t require specific forms for medical certification, but the DOL provides optional forms for certification of an employee’s condition (Form WH-380-E) or a family member’s condition (Form WH-380-F).

The employer may also require second and third opinions, as well as recertification if the employer meets specific requirements. See the DOL’s FMLA website for those requirements, and make sure you check it for more details on each of these steps of communication.

Stick to the facts and to those steps and requirements, and you’ll be less likely to incur penalties concerning the FMLA. THE DON’TS When an employee makes a request, your response should be compassionate, nonjudgmental, and objective. Importantly, if the DOL doesn’t allow a response, avoid it. Just saying one of the following wrong things – even after approving an employee’s leave – has led to litigation under the FMLA. IN RESPONSE TO AN FMLA REQUEST: DON’T Say: That you “expect employees to be at work.”

For example, avoid saying that your insurance plan covers the employee, so he or she should be working. If you say that and later terminate the employee for cause, the employee can bring a suit questioning whether he or she was fired for FMLArelated reasons.

DON’T Say: That an employee is “being inconsiderate.”

Of course it can be difficult on your company and other employees when an employee takes a significant amount of time off. However, resist the temptation to express this to an [ 18 ]

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employee requesting FMLA leave. If you say the employee is being inconsiderate and that other employees will have to pick up the slack, even if that employee is awarded FMLA leave, he or she could bring a suit based on interference with FMLA rights. The claim could say that the employee was prevented from taking more FMLA leave because he or she was made to feel guilty for doing so.

DON’T Imply: That you or another manager is mad about the request.

Expressing irritation or even telling your employee that you or someone else is frustrated with the FMLA request could form the basis for an interference suit. The employee could claim that what you said deterred him or her from fully exercising rights granted by the FMLA, such as requesting additional leave.

In addition to those three clear cases, DON’T try to play doctor. For example, DON’T say you saw an employee completing a task, so the employee must not have a serious health condition. The FMLA permits employees to prioritize their own health and well-being. You aren’t a doctor and therefore can’t make a determination of whether a condition is serious, so follow the DOL’s prescribed steps, and leave the certification up to medical professionals. Otherwise, if you ever take an adverse action against the employee requesting leave, the employee can use your response in a retaliation lawsuit.

Conclusion Although the requirements under the FMLA can be detailed and require careful verification, it’s important that you understand if and how it applies to your company. It’s just as important that you understand how you can and can’t respond to employee requests for FMLA leave. If you take the time to ensure that you respond to employee requests only in the systematic and fact-based ways prescribed by the FMLA, you’ll be more likely to save your company time and money by preventing penalties or lawsuits.

This content was developed for the PHCC Educational Foundation by TPO, Inc. (www.tpo-inc.com). Please consult your HR professional or attorney for further advice, as laws may differ in each state. Laws continue to evolve; the information presented is as of February 2016. Any omission or inclusion of incorrect data is unintentional. Please note this article is not intended to provide legal advice or to substitute for supervisor employment law training.

The PHCC Educational Foundation, a partnership of contractors, manufacturers and wholesalers was founded in 1987 to serve the plumbing-heating-cooling industry by preparing contractors and their employees to meet the challenges of a constantly changing marketplace. If you found this article helpful, please consider supporting the Foundation by making a contribution at http://www. phccfoundation.org.

Summer 2016 | Maryland PHCC Contractor

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COACHING AND MENTORING: HOW TO BUILD A DEVELOPMENT SYSTEM IN YOUR COMPANY Prepared for the PHCC Educational Foundation by TPO, Inc.

O

nce you hire new employees, you start the onboarding process for them. Previous articles have established that effective onboarding involves introducing the new hires to your company’s culture, training them, setting & clarifying expectations, and evaluating the new employees’ progress & providing feedback.

If you have a good development system – including both onboarding and paths for advancement – employees will feel more satisfied, and you’ll more likely retain key talent. This article focuses on building a development system, with an emphasis on mentoring.

Since you start developing your new hires’ skills and knowledge from onboarding, mentoring should start there.

MENTORING FROM THE BEGINNING Mentoring is a good way to better ensure that your employees have the skills and training necessary to be successful. You can match new hires with a mentor right away.

The mentor: • Teaches the mentee about the company’s culture.

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•

Imparts any necessary skills – depending on the new employee’s level of experience and position, this could involve answering questions or allowing the new employee to shadow the mentor.

•

Answers the new employee’s questions, both during onboarding and beyond.

Maryland PHCC Contractor | Summer 2016

ASSIGNING THE RIGHT MENTOR To create the most effective mentor-mentee relationship possible, try to assign a mentor who is the new employee’s peer rather than manager. A mentor who is not in charge of evaluating a mentee’s performance will be better able to build an open and honest relationship with the mentee.

The mentor should be someone who is doing or has done the job the new employee is entering so that the mentor has the proper skills and experience to impart.

Look for employees who display the following qualities to be mentors: 1. Thoughtfulness. The mentor reflects on his or her own strategies and work experience and learns from them.

2. Discretion. A discreet mentor will be better able to build trust with a mentee.

3. Honesty. A mentor should be open and direct, while still respectful, in advice and in responding to an employee so that the employee is better able to improve.

4. Curiosity. A good mentor is curious about the employee’s personality and needs, which will help the mentor provide the best avenues for the employee to learn and grow. It’s also helpful for the mentor to want to continue to learn and grow – by constantly developing skills and knowledge in the job and industry – so that he or she can impart that new knowledge to the mentee.

5. Generosity and compassion. An effective mentor won’t feel threatened by a mentee’s success, but will continue to share knowledge and celebrate progress.

6. Openness. A mentor should have the appropriate availability in his or her schedule to accommodate the new hire and be ready to listen.

7. Ethicalness. The mentor should model the behavior you want to see out of future employees as well.

BUILDING A MENTORSHIP PROGRAM You should clearly define the goals for any mentormentee relationship you set up. For example, a mentormentee relationship might focus on onboarding, and another might focus on developing leadership skills in an employee with a lot of potential. With the specific goals in mind, the mentor will know his or her role and better be able to help the mentee succeed.

Also, emphasize the following tasks for the mentor: • Communication. Openly communicate to build trust, set expectations, and check in to keep the mentee on track.

•

Create opportunities. Look for new opportunities for the mentee to learn.

•

Counsel. Help the mentee deal with problems, and inform the mentee when choices or behavior might go against the company’s procedures.

•

Teach. Impart knowledge and share insight from the mentor’s experiences.

•

Model. Model both procedural aspects of the job and ethical values that reflect the company’s culture.

•

Encourage. Link the mentee’s goals to the company’s agenda, and recognize and celebrate successes.

These tasks are important both to the mentor who is helping in onboarding and the mentor who is helping employees advance.

A quick aside: Not every position includes a path for advancement, and not every employee wants to become a leader. Employees who are happy with their position form an important backbone for small businesses. You can still make sure those employees are satisfied with their jobs through ongoing training, professional development, Summer 2016 | Maryland PHCC Contractor

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opportunities to work with different customers, educational support, and perks and bonuses for a job well done.

When you identify employees with strong leadership skills who are looking for new opportunities, you can set them up with an appropriate mentor to help them work up to a management position in your company, for example, and establish management training through that relationship.

Employees with strong leadership skills and a desire for a new role can be mentors themselves.

MENTORING AS ADVANCEMENT By sharing knowledge and experiences, a mentor can improve his or her own leadership skills. In helping a mentee, a mentor can reflect on his or her experiences and might see new patterns and strategies.

Also, the mentor will have the opportunity to see the company from a fresh perspective and gain insights on its culture and goals.

Working with a new employee will give the mentor new interpersonal skills. And finally, this role can bring the mentor new satisfaction in his or her job. The learning that comes along with mentorship can therefore provide fresh experience for an employee seeking a new opportunity.

A development system emphasizing mentorship that starts from an employee’s hiring can strengthen your company. New hires will gain crucial knowledge about the company from the beginning and have clarity in their roles; employees looking for advancement can build their knowledge base; and mentors can take on a new leadership role themselves.

That system can create a cycle of continuity and teamwork that will help your business run more

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Maryland PHCC Contractor | Summer 2016

smoothly and help you retain key talent.

Where to buy Taco in Maryland

This content was developed for the PHCC Educational Foundation by TPO, Inc. (www.tpo-inc. com). Please consult your HR professional or attorney for further advice, as laws may differ in each state. Laws continue to evolve; the information presented is as of March 2016. Any omission or inclusion of incorrect data is unintentional. Please note this article is not intended to provide legal advice or to substitute for supervisor employment law training.

To find your nearest Maryland supply house for Taco Comfort Products, call the main numbers listed below or visit the suppliers’ websites.

The PHCC Educational Foundation, a partnership of contractors, manufacturers and wholesalers was founded in 1987 to serve the plumbing-heating-cooling industry by preparing contractors and their employees to meet the challenges of a constantly changing marketplace. If you found this article helpful, please consider supporting the Foundation by making a contribution at http://www.phccfoundation.org

R.E. Michel 410-685-8371 / www.remichel.com Thomas Somerville 310-390-9575 / www.tsomerville.com Northeastern Supply 410-574-0010 / www.northeastern.com Ferguson 410-540-2800 / www.ferguson.com McArdle & Walsh 410-252-8700 / www.mcardlewalsh.com Southern Utilities 301-589-2885 / www.southernutilitiesco.com Winsupply (to include Noland locations) 301-386-7771 / winsupplyinc.com Schumacher & Siler 410-561-2461 / www.schumacherseiler.com

Taco Comfort Solutions products are proudly represented in Maryland by N.H. Yates & Co. of Cockeysville.

www.TacoComfort.com

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Summer 2016 | Maryland PHCC Contractor

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Maryland PHCC Contractor | Summer 2016

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Summer 2016 | Maryland PHCC Contractor

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