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Member News
KCHBA Members Judge for Greater Des Moines Home Show Expo
The HBA of Greater Des Moines is hosting its 2021 Home Show Expo over three weekends from July 10-25. This year’s show will feature six homes in the “agrihood” community of Great Western Crossing located in the town of Cumming, Iowa. Agrihoods are defined as a single family, multifamily or mixed-use community centered around working farms. KCHBA members Darnell Blacklock (ReeceNichols) and Dan Carvalho (Stoneworth Building Products) will be traveling to serve as guest judges for this event. Houses are evaluated in a number of areas, ranging from landscaping, layout and livability, outdoor living space and craftmanship.
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Cody Richardson has joined First Federal Bank of Kansas City as a Construction Loan Officer. In this role, Richardson will focus on providing financing opportunities to home builders and developers within the Kansas City metropolitan area. He is also responsible for developing new relationships in the Kansas City home building and commercial real estate markets. Richardson has over 18 years of experience within the financial and lending industry. He previously served as Vice President at Bank of Blue Valley.
Roeser Homes Featured on HGTV’s House Hunters
Spoiler alert for season 199, episode 8 of HGTV’s House Hunters… they went with Roeser Homes! Homeowners Brett and Jessica were searching for their first house together in Olathe. Head to hgtv.com/shows/house-hunters to find upcoming showings of the episode “No Time to Waste in Kansas.”
Summit Homes Partners with Boys & Girls Clubs
During the month of June Summit Homes hosted approximately 30 high school kids from the Boys & Girls Clubs of Greater Kansas City for a career exploration day. Student attendees were shown the ins and outs of new home building and met with industry professionals. The goal of this experience was to show construction and the trades as a viable, and enjoyable, career path after high school.
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McCray Lumber and Millwork Wins National Award The ProDealer Lumberyard of the Year is presented by the National Lumber & Building Material Dealers Association and Hardware + Building Supply Dealer. This award recognizes innovation, growth and performance in accordance with the values of the lumber and building material industry. McCray Lumber and Millwork – your hometown lumber dealer.
KCHBA’ s Impact Lives On
n 1958, Ray Fessler was a junior at Shawnee Mission
High School. During his junior year, Ray took a drafting class. This teacher encouraged students to enter the model home contest offered by the KCHBA. “ “We were allowed to work on our model during class time. There were several high schools in the area that also participated in the contest, ” said Ray. “As I recall, there may have been as many as 20-30 models on display at the Home Show. ” Ray ’ sRay ’ s model was based on a home in the Millhaven subdivision, located off Nall and Shawnee Mission Parkway. “The builder was Jack Bear. I was able to get a copy of the floor plans to follow as I worked on my model, ” he recalled. “All the materials used in the model were bought at local hobby shops with the participants' own money. It took maybe 3-4 months, working a few hours a week, to build my model.model. EverythingEverything waswas builtbuilt toto 1/4”1/4” scale. ” scale. ”
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Ray dipped straight pins into paint to create flowers in the window boxes. All the furniture, from the coffee table to the sinks to the piano, were made by him. Ray notched and cut balsa wood into strips to give the appearance of individual pieces of wood for the roof. “The “The roof by far was the hardest part to build because of the angles. They all had to meet, ” said Ray. “The individual windows were also a challenge. Each individual piece was cut and glued. ” Getting everything straight and level took time and patience. “I had to start over several times when I messed up, ” said Ray. “The only real tools I had were a small jigsaw and a utility knife. ” He used tweezers and glue to set everything in place.place. Reflecting on his experience, Ray remembers his plan at the time was to become an architect. “I had an uncle who was an architectural engineer and he encouraged me to seek a degree, ” said Ray. But the reality of earning a degree didn ’t translate to immediate financial gain. “I recall after my first year at KU they posted the starting salaries of the prior year ’ s class after five years of school. I was making more money pounding fenders [his family owned an auto body repair shop] than the first year's salary of the graduates, ” said Ray. Although there was another realization Ray had around that time. “I dropped my major after discovering I had no creative talents. ” Ray also gained familiarity with trade tools through his model home. He used T-squares, 45- and 30-degree triangles, a drawing board and an architecture scale. Even at “Floor coverings had to be to scale and were found in different magazines. They were then cut to fit a room, ” said Ray. ItIt was at this time Ray went back to work at the auto body shop. And then his life took another turn. “Tragically, I fell in love, ” Ray said with a big smile. Ray worked in the auto shop until he was 28 and then decided to go into the insurance business. He spent much of his career as a regional sales manager, travelling between Des Moines, St. Louis, Denver and Omaha. Despite switching paths, “I never regretted working at thethe body shop because I learned to use tools, ” said Ray. “I could take care of my own home. ” Ray wasn ’t the only one in his family to explore the trades as a career. Margaret, Ray ’ s wife, worked at a residential construction company for 12 years doing the paperwork, and ultimately running insurance and payroll. When the owner decided to retire, Margaret and another employee were asked if they would like to buy the business. They took over with five employees, growing to 19 by the time Margaret sold her shares.shares. It just goes to show that you never know who you can impact or reach with something as simple as a model home contest. Just think of the impact KCHBA’ s current workforce development efforts are having. It’ s a long-term commitment that will yield in long-lasting results. Stop by the KCHBA to see the model home.
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Answering the hard question about investing in safety. By Doug Hamilton
Improving safety in the workplace requires expending time, money, resources and effort. WHY should an owner, manager, supervisor or foreman tackle the task of improving their company’s safety culture?
Is the payoff worth it?
Each year in Kansas, about 45,000 workers compensation claims are filed. “Direct losses” are the sum total of amounts covered by insurers, as well as any deductibles paid by the policy holders. These direct losses are any losses resulting from an occupational injury or illness of an employee working for a covered employer. Losses reported to the Division of Workers Compensation (DWC) in fiscal year 2020 totaled $425,993,019.
Of that amount, 27 percent were deductibles paid by policy holders. The Division of Workers Compensation estimates indicate that calendar year 2019 closed claims had a median total benefit amount of $16,103.12 per claim. It should be the goal of every employer to have their employees go home every night safe and healthy. Unfortunately, that doesn’t always happen. In fiscal year 2020, there were 45,281 total occupational injuries and illnesses reported to the DWC. Of the reported injuries, 41 of them resulted in fatalities.
What is the cost of safety?
Creating a safety culture within your company won’t happen overnight. It’s not something that happens because you implement a new safety manual or reward employees for an accident-free month with a free BBQ lunch. While neither of these are bad ideas, it will take more.
– It will take listening and allowing your workers to have a voice in the safety procedures that are adopted. Their input will be the backbone of the program itself and will promote the “buy-in” that is essential for the program to gain traction. – It will take accountability. Everyone in the organization should be accountable to abide by the standards that have been put into place. Traditional thinking is to hold workers accountable for safety violations. However, managers, supervisors and owners can’t throw these values out the window just because a job is running behind schedule or a deadline is fast approaching. To truly
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5 Skills to Help You Lead the Next Generation of Employees
The KCHBA’ s Workforce Development Committee ’ s efforts to promote careers in the residential construction industry are starting to pay off with five high school graduates recently joining KCHBA member organizations. ThisThis group of young professionals are eager to learn and ready to work. They are part of the next generation of workers, Gen Z, born between 1997-2010. This generation is characterized as “digitally native, ” meaning they have never known life without technology at their fingertips. Gen Z is the most diverse generation to date in the United States as nearly half of this group are non-Caucasian, a statisticstatistic increasing by about 5 percent from the Millennial generation. As Gen Z enters the workforce, they crave stability and expect detailed instructions. They value diversity and skill development. Unlike previous generations, most Gen Z professionals are not looking for a total separation of work and personal life. They are seeking leadership that cares for them as a whole person.
GenGen Z is also more vocal about the importance of managing mental health. According to the Harvard Business Review, Gen Z reports higher levels of anxiety and depression than previous generations. There are various thoughts on why, but immediate access to the latest headlines that often focus on everything from mass school shootings to climate change to financial instability are thoughtthought to be taking a toll on their mental wellbeing. The flip side of immediate access to information is Gen Z is expected to be one of the most well-educated groups ever. When it comes to leading this group, it is important to note there is the distinct difference between leadership and management. Most organizations “today are over-managed and under-led, ” according to John Kotter, a business and management thought leader, entrepreneur and Harvard professor. But one is not more important than the other; a harmonious relationship between leadership andand managementmanagement isis thethe goal.goal. A manager is well organized. He or she has a clear project scope and a defined budget that he or she follows. A manager seeks to improve processes on paper and looks for ways to problem solve within the business. While management is more about control, leadership is more about letting go. L Leadeade er rshshipip is about motivating and inspiring employees to keep them moving in the right direction, i.e., toward the long-term vision of the company. As leaders motivate and inspire people, those employees achieve a sense of belonging, recognition, self-esteem and a feeling of control over one ’ s life — some of the very same characteristics Gen Z is looking for in their employers. HereHere areare fivefive skillsskills toto helphelp youyou motivatemotivate andand inspireinspire GenGen Z.Z.
#1#1: : Empathy. There ’ s no need to get mushy with “I love you, man ” stuff. But it’ s a skill to understand the emotional makeup of other people and then treat them according to their reactions. You can ’t please everyone, but you can help others see different viewpoints and work better as a team. Learning how to practice empathy in your business not only leads to a more enjoyable work environment, but it is alsoalso one of the most effective tools you can use to retain talent, according to Harvard Business Review. According to Kotter, good leaders “ regularly involve people in deciding how to achieve the organization ’ s vision. ” This collaborative approach gives colleagues a real sense of controlling their own future. Talking one-on-one with employees can make a big impact. Asking what their goals are and figuring out how the company can help them on that journey will go a long way in making your Gen Z employeesemployees feelfeel valuedvalued andand supported.supported.
#2: Self-awareness The ability to recognize and understand your own moods and drives and how they affect others plays an important role when speaking with Gen Z. Being authentic by being honest with yourself and others will go a long way with this group.
#3#3 Self-regulation: The propensity to suspend judgement and think before acting or speaking to a young new hire when they make mistakes will foster trust between you and the employee. Consider the way you express yourself when giving constructive criticism, as well as the timing of when you do it and how. PracticingPracticing self-awareness and self-regulation are also useful tools when it comes to coaching and mentoring. When properly coached, new professionals will develop faster because their learning has been enhanced and guided. ShowcasingShowcasing these skills to the youngest workers can have a ripple effect. Gen Z will play an important role in reverse mentoring, helping more senior workers improve their skills in technology. #4 Motivation: If you are a motivated leader, you are passionate about the job you do and the industry you work in. How many times have you driven by a home and thought proudly “I did that”?
GenGen Z is competitive and this group wants to be judged by their merits. Allowing your Gen Z employee to appreciate where they fit and why they matter will motivate them. Rewarding successes offers employees a sense of accomplishment as well as instills a feeling of belonging to an organization that cares about them.
#5#5 Social Skill: Social skill is the propensity for managing relationships and building networks, which leads to the ability to find common ground and build rapport. Social skill translates into being able to effectively build and lead teams. After all, nothing important gets done alone.
ItIt takes time to hone these skills, but for those who do, the benefits that come from effectively managing your Gen Z workers and successfully leading your organization are worth the effort.
Continued from page 12 change the culture, the safety and health of the employee must take precedence in every situation. – It will take constant re-evaluation and updating. Good safety programs aren’t static, they should evolve over time – adapting to changes and new hazards in the industry, changes in jobsites and keeping up-to-date with newly available safety technology. When workers are included in, and feel like they are an integral part of, the company’s overall safety effort, they tend to exhibit the following: • Higher productivity • Better morale and confidence • A more cooperative spirit (team players) • Increased company loyalty
Making Safety Pay
Having a strong safety culture within an organization promotes more than safety – it pays financially, too! Employers can save $4.00 to $6.00 in direct and indirect costs, for every dollar spent on a safety and health program. According to OSHA, workplaces with successful safety and health management systems reduce injury and illness costs by up to 20-40 percent. Work comp premiums, deductibles, and return-to-work programs can add-up to substantial dollar amounts. With fewer workplace injuries, employers will see their experience modification factor drop. This will result in paying less for work comp insurance premiums. Here is a simple example of how employers can save work comp premium dollars:
A small company that generates $20,000 in work comp premiums, with an average experience mod of 1.00, would pay an additional $5,000 dollars if losses cause his or her experience mod to increase to a 1.25. Conversely, if a similar size employer was successful at promoting a safe workplace and kept accidents in check, while lowering his or her experience mod to 0.80, would only pay $16,000 in premium. That is $9,000 difference in premium between a company with a successful safety culture and one without.
Keeping workers on the job, and not at home after being injured, saves money as well. When injured workers miss time at work, the indirect costs of the claim can include lost production, replacement labor, additional hiring and additional training.
Another financial payoff available to employers is choosing a work comp insurance provider that pays a dividend, or a premium refund, based on a favorable loss history. Several standard market insurance carriers pay dividends, while self-insured groups usually pay back a premium refund for group members who contribute positively to the group’s overall losses. Consider asking
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Will Ruder
Executive Vice President will@kchba.org 816-733-2216
Dawn Allen
Director of Member Services & Partnerships dawn@kchba.org 816-733-2241
Kelcee Allen
Director of Parade of Homes/Digital Content Strategist kelcee@kchba.org 816-733-2246
Kari English
Senior Director of Communications & Strategy kari@kchba.org 816-733-2213
Marcia Jurgens
Vice President of Administration marcia@kchba.org 816-733-2215
Courtney Reyes
Director of Government Affairs & Workforce Development courtney@kchba.org 816-733-2214
Paige Waltman
Manager of Communications & Education paige@kchba.org 816-733-2217
Jordynn Webster
Manager of Government Affairs & Workforce Development jordynn@kchba.org 816-733-2218
The Official Publication of the Home Builders Association of Greater Kansas City July 2021 • Volume 27 • Issue 6 Copyright 2021
Published by the Home Builders Association of Greater Kansas City 600 E. 103 Street, Kansas City, MO 64131 • (816) 942-8800
Editor Kari English Contributing Writers Marcia Jurgens, Paige Waltman Graphics Karla Peterie, Creative Services
2021 Executive Committee President Kevin Kirtley Vice President Tommy Bickimer Executive Vice President Will Ruder Secretary/Treasurer Brian Tebbenkamp Immediate Past President Jerry Braklow Associate Representative Richard Holtcamp Past Presidents Representative Bob Frost
To subscribe to Building Business News call (816) 733-2217 To advertise in Building Business News call (816) 733-2213 For change of address requests please email Kari@kchba.org or call (816) 942-8800 For more information, visit kchba.org
July-August Calendar
July 22 PWB Happy Hour Aug. 5 Young Professionals Happy Hour Aug. 18 Onsite Construction 101 Aug. 25 One Hour MBA Aug. 26 PWB Wine & Whiskey Pull Event
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