National Propane Gas Foundation kicks off scholarship program
The National Propane Gas Foundation Scholarship Fund (NPGF/SF) program kicked off on Dec. 15. Children of employees of NPGA member companies, state propane associations, or PERC are eligible to apply. Applicants may be pursuing any course of study at two- and four-year colleges or technical, trade, or vocational schools. Students pursuing propane-related careers are especially encouraged to apply. Every year, the NPGF/SF awards $1,000 and $2,000 scholarships, including the PERC/Roy W. Willis Scholarship, to more than 100 students. Since 1994, the NPGF Scholarship Fund has awarded more than $2.25 million to more than 1,500 children of NPGA member company employees. The application window is open from Dec. 15, 2022 to Feb. 15, 2023. Questions? Contact scholarship@npga.org.
The time to start is now
Our topic this month deals with tax planning and an organized approach to minimizing your tax bite as part of your CASH IS KING business practice. The is no doubt about it, the uncertain nature of our economy, inflation, and a lack of qualified personnel justify a tax avoidance policy to pay as little as possible. Being that your 2022 book results and therefore your tax results are somewhat in the “can” already, I plan to suggest methods to minimize the 2023 tax bill due 16 months from now. The tax code is EXTREMELY complex, and for equipment dealers, it is even more complex because rental transactions add to the complexity to the point where your normal an IRS agent without a lot of rental experience can drive you up the wall with the potential adjustments they come up with. Consequently, it pays for dealers to work with industry-specific professionals to suggest, explain, execute and deliver a tax avoidance plan as soon as possible for 2023 and beyond based on the current tax code. As far as 2022 is concerned you should have met with your industry tax expect at least four times before December 31, 2022. At the beginning of 2022 discuss how the 2021 return is going to look. How much you have paid in and what you will have to pay for ’21 results as well as estimated payments for ’22? The dealer, of course, has input into the estimated payments if certain events or transactions will change business operations in any way. When the ’21 return is delivered ready to be sent to the IRS. There should be a discussion that compares the ’21 returns against the ’20 returns and the previous discussion estimating the tax payments discussed in #1 above. What changed? Why? If changes are negative, how do you avoid them in ’22? And I expect the return to be delivered and processed before the first due date meaning no extensions are required. It does nobody any good to file the ’21 returns in Oct of ’22 because if there were tax reductions to be had you now do not have the time to take full advantage of them. At this same meeting potential changes to the tax code for the current year should be discussed to determine both positive and negative impacts and any steps that can be taken in ’22 to minimize any negative impact they may have. This second meeting also provides input to pass on to customers if your products and services are part of their tax equation. A July or August meeting to see how the company is progressing and whether the remaining estimated tax payments are necessary at the level they are set at. If the company’s taxable income is expected to be less than projected perhaps the final two payments can be reduced. This is also a good time to explore any other code changes anticipated for ’23, and how to take advantage of them if time is available. In December see how the year is working out and identify any issues or questions about specific transactions that may impact revenue or expenses. This is also a good time to provide a data request to provide the information necessary to prepare the annual return. I do not believe this is overkill. It is a program to make your tax person’s job easier to produce a plan of attack for your finance department to avoid both unnecessary cash outflows and delays in receiving refunds. This approach should also apply to the business owners of the C-Corp, S-Corp, or LLC. And to add to the complexity I have to include a State & Local (SALT) review in the process. As I have mentioned in the past State and Local tax issues are in many cases more complex than the Federal requirements. If you buy, sell, and rent over state lines you have tax requirements. And if you have work-from-home employees you may have a state issue to deal with. And since some states do not allow bonus depreciation, the tax liabilities we are talking about can become substantial. The SALT initial review will cover your nexus status in the states you do business in, along with the sales and use tax requirements required for goods sold in each state involved. There are ways to mitigate these SALT taxes if you change how you process transactions. A good SALT advisor can help with this process (I know a couple of you need assistance). Once the initial SALT review is performed you may only require a “touch base” interaction once a year to stay on track. One other issue that is sure to surface is how you cost out your goods and services for tax purposes during an inflationary period. For equipment, the price paid is the tax basis of the equipment. The same goes for service work. But how about parts sales? How are you costing your current sales? This may be a good discussion point to ask your tax person about. And what if you decide at some point that the costs you incurred for new and used equipment and parts are no longer recoverable in the then-current market? Can you adjust your cost and take a tax deduction? What process do you have to follow to warrant a deduction? Speaking of deductions, your CAP-X purchases allow for Bonus and Sec 179 deductions. If you are having a good year and have the ability to purchase equipment or other fixed assets it may pay to complete those transactions in ’23 as opposed to waiting to buy in ’24. That is assuming, of course, that what you need is available. The acquisitions bring additional value because they reduce the 23-tax burden as well as any estimated tax payments due in ’24 based on the ’23 tax due. As a reminder, the units purchased have to be “placed in service” in ’23 to make this work. Knowing that skilled labor
Mitsubishi Logisnext Americas opens applications for the 19th annual Cat® Lift Trucks Scholarship Program to support the next generation of industry leaders
Houston-based Mitsubishi Logisnext Americas, one of the world’s leading manufacturers and providers of material handling, automation and fleet solutions, announced today the call for applications for its 199th Annual Cat® Lift Trucks Scholarship Program. Each year, the scholarship program honors an outstanding Houston-area high-school senior interested in pursuing a four-year degree related to the material handling industry. This year’s winner will be awarded a $5,000 scholarship to go towards their higher education. “We’re proud to announce this year’s Cat Lift Trucks scholarship program,” said Ken Barina, president of Mitsubishi Logisnext Americas. “Each year, we are continuously impressed by the academic achievements and dedication to community service of our scholarship applicants. We hope this program will continue to drive new opportunities for students pursuing higher education, and also help support and inspire the next generation of future leaders.” Since its launch in 2005, the Cat Lift Trucks scholarship program has awarded $135,000 in educational assistance to 26 Houston-area students. Past scholarship recipients have enrolled at Texas Universities and colleges, including Texas A&M University, The University of Texas at Austin, and Texas State Technical College, pursuing degrees in various fields such as mechanical and chemical engineering, welding technology, and entrepreneurship. Recipients are selected based on their academic performance, commitment to community service, demonstration of leadership abilities, and financial need. As the Official Lift Truck Provider of the Houston Livestock Show and Rodeo™ (HLSR), Cat Lift Trucks will announce the winner of the 2023 scholarship during the annual HLSR event, taking place February 28 – March 19, 2023, in Houston. “We’re honored to serve as a sponsor for the Houston Livestock Show and Rodeo and to be a part of its 90-year commitment to Texas youth and education,” said John Sneddon, executive vice president, Sales and Marketing, at Mitsubishi Logisnext Americas. “Initiatives such as the Cat Lift Trucks scholarship program are vital to helping inspire the future of manufacturing and business.” Applications for the 2023 Cat Lift Trucks scholarship must be submitted online by 11:59 p.m. CST on January 31, 2023. Finalists will be notified by February 10, 2023, and a winner will be selected by February 24, 2023. Applicants must be from a Houston-area school district and plan to enroll in a college, university, or technical school in Texas with a focus on engineering or a business-oriented or technical trade field related to the material handling industry. For more information on this year’s scholarship program and requirements, or to apply, visit https://www.logisnextamericas.com/en/cat/cat-lift-trucks-scholarship.
Staffing employment holds steady in third quarter
2.1% year-to-year job growth in Q3 Staffing jobs rose 2.1% year-to-year in the third quarter of 2022, and U.S. staffing companies employed an average of 2.8 million temporary and contract workers per week, according to data released today by the American Staffing Association. Temporary and contract staffing sales totaled $39.0 billion in the third quarter, an increase of 7.9% from the third quarter of 2021. Staffing employment and sales have historically seen quarter-to-quarter gains following first-quarter declines. Third-quarter data have shown a slight deviation from this trend—staffing jobs edged down by 0.3% (about 9,000 jobs) quarter-to-quarter, but temporary and contract staffing sales grew by 1.4%. “Demand for staffing services remains healthy amid a tight labor market and continued economic uncertainty,” said Richard Wahlquist, ASA president and chief executive officer. “U.S. businesses recognize that staffing companies are uniquely equipped to meet the hiring challenges of today and provide them with the workers and the workforce agility they need to compete, grow, and thrive in the coming year” Looking ahead, staffing firms are optimistic about the first quarter of 2023, projecting their revenue to grow 10.0% year-to-year. They further expect full-year revenue for 2022 to increase by 10.5% from 2021. To learn more about the quarterly ASA Staffing Employment and Sales Survey, visit americanstaffing.net/quarterly-survey, or follow ASA research on Twitter.
PTDA welcomes three new members
The Power Transmission Distributors Association (PTDA), an association for the industrial power transmission/motion control (PT/MC) distribution channel, welcomes three new member companies. Distributor Members Belt Power (Marietta, Ga.) Belt Power is an independent distributor and fabricator of conveyor system components including conveyor belts, equipment, accessories, power transmission products, rubber hose, and gasket products. Belt Power supplies manufacturing, distribution, and OEMs with a large variety of conveyor belting, conveyor components, custom conveyors, and more. “The Belt Power Team believes in the strength of relationships and networking with industry peers,” says Director of Marketing, Craig Lemonds. “We joined PTDA to build those relationships.” Learn more at beltpower.com. Servibandas (Mexico City, Mexico) Servibandas de México, S.A. de C.V. was founded in 1989 as a supplier of bands, hoses, and seals. Learn more at servibandas.com.mx Associate Members Tribute, Inc. (Cuyahoga Falls, Ohio) Since 1983, Tribute, Inc. has been providing niche-focused and high-quality integrated ERP software solutions. Through its signature software solution, TrulinX, Tribute helps industrial and engineered product distributors & fabricators bolster profits and gain an edge over competitors. Learn more at tribute.com. The Power Transmission Distributors Association (PTDA) is the leading global association for the industrial power transmission/motion control (PT/MC) distribution channel. Headquartered in Chicago, PTDA represents power transmission/motion control distribution firms that generate more than $19 billion in sales and span over 2,700 locations. PTDA members also include manufacturers that supply the PT/MC industry.
Women In Trucking Association announces Silver Partnership with Suburban Propane
The Women In Trucking Association (WIT) welcomes its newest Silver Level Partner, Suburban Propane, a nationwide distributor of propane, renewable propane, fuel oil, and related products and services, as well as a marketer of natural gas and electricity and investor in low carbon fuel alternatives. Since joining in 2021, Suburban Propane has actively participated in the association. This year, the company was a Diamond Sponsor of WIT’s Accelerate! Conference & Expo held in Dallas, TX Nov. 13-16 and virtually Dec. 6-7, and was a participant in the event’s Truck & Technology Tour. “We’ve made great strides in driving positive change around dialogue and action for women in the transportation industry,” said Ellen Voie, president and CEO of WIT. “The support from a leading company like Suburban Propane further propels our mission forward.” Founded in 2007, the Women In Trucking Association was established to encourage the employment of women in the trucking industry, promote their accomplishments, and minimize the obstacles they face. Currently, the organization is a resource for nearly 8,000 corporate and individual members located in the United States, Canada, and Mexico, as well as Japan, Australia, Sweden, South Africa, and New Zealand. Recent accomplishments include: releasing the 2022 WIT Index, the official barometer to benchmark and measure the percentage of women who make up critical roles in transportation each year, finding professional female drivers increased to 13.7%; participating in White House and FMCSA roundtables and events; launching its Professional Driver Hub, an online resource to encourage driver success; and more than 1,700 registered attendees at the 2022 Accelerate! Conference and Exhibition.
Why your strategy isn’t working
Executives often spend months (sometimes years) putting together a strategy to grow their organization. However, these strategies are often abandoned, changed, or lose momentum within a year or less. Why? How is it that we spend so much time, money, resources, and effort in creating a strategy, which becomes proverbially obsolete once the rubber actually meets the road? Here are the top six reasons why it happens: Your strategy isn’t a strategy – Strategies that are comprised of only goals does not a strategy make. Without having a clear understanding of what audience you’re pursuing, what that audience wants, how you’re going to differentiate from the competition, and how you’ll execute all of it, you basically have a wish list of things you want without a way to achieve them. Wishes aren’t a strategic approach. You haven’t translated the strategy to a department level – Even if you have a clear strategy, each and every department must understand how they can contribute to support it. More often than not, a “corporate strategy” is announced and departments are left to their own devices to figure out what they should do – and usually, that’s the same things they were doing the day before. You don’t have the discipline – A strategy is a long-term endeavor, not something you change up on a whim. Many companies treat strategy like a campaign – when it doesn’t deliver results in a few weeks or months, it’s scrapped for the next new idea. Your strategy is how you’ll compete in a way that your competitors won’t or can’t. This isn’t just a promotion – it’s how you operate as a business – and aligning those operations takes time. You don’t have a clear, singular focus – Companies who are new to strategy often have a hard time eliminating the things that don’t align with the strategy. Even worse, they frequently re-label internal, continuous improvement initiatives as strategic ones, and call it a day. While there are always activities and investments which are operational in nature to keep the business humming, these things are not part of the strategy. You’re in love with planning – Strategy isn’t planning (thank you, Roger Martin!) and many organizations are way more experienced in planning than strategy. Strategy is about making tough choices and harnessing efforts and investments to compete more effectively. Planning is about creating initiatives and projects, with timelines, tactics, and budgets. Plans are how you implement the choices made by the strategy, not the strategy itself. Your strategy isn’t about your target audience – Organizations who develop a strategy centered around their own internal needs and desires aren’t creating a strategy – they are serving the wrong audience. Customers (and potential customers) are what you’re in business for – and they determine whether you stay in business. While employees are an integral part, many initiatives focus on what makes things easier for the organization, not the customer, and don’t deliver more revenue or less costs. If your organization is doing any or all of these things, it’s highly likely any strategy you develop won’t gain traction or generate a significant positive impact. Take the time to reconsider your organizational mindset around strategy and start addressing these inhibiting behaviors which thwart success. About the Author: Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
Bye-bye Boss: Why good employees leave and what to do about it
“I can’t take it anymore! We’re short-staffed, I’m killing myself to hold it together, and nobody says thank you, so goodbye! Life is too short for this. I can work somewhere else.” “I was doing just fine working from home. Now they’re making us go back. Call me crazy but spending three hours in the car doesn’t excite me. I’m updating my resume this afternoon.” “I’m not passionate about this place. We’re all about stuff I don’t care about, I don’t connect with my manager, and the pay isn’t that great. I need to find a better fit.” Thoughts such as those happen many times every day in organizations large and small. While a certain amount of turnover is healthy and normal, when an employer hemorrhages staff, it can take years to recover. And let’s face it, retention is tough in a lot of places. While you can’t make people stay, you can take some critical actions to address the main reasons people say sayonara, so long, and see you later. Goodbye Reason One: Employees want a better relationship with their managers Today is the day to start if you haven’t done a good job cultivating a good relationship with your direct reports. Evaluate your behavior. Would you want me to work for you? Would anyone else? Look for patterns. If people don’t stick around and they don’t cite another plausible reason for their decision, guess what? It’s probably you. You never hear from any of them after they depart? It’s definitely you. Get honest with yourself. Are you a yeller? Inconsistent? Punishing? Self-centered? Uncommunicative? It’s time to get to work. Identify the behaviors that would cause someone to leave and stop doing them. Next, identify the behaviors that would encourage someone to stay, and start doing those things. Needing to be a better manager is a simple diagnosis with a hard prescription. If you don’t know how to get better on your own, take a class, read some leadership books, craft an action plan, hire a coach, or take a combination of those actions. Goodbye Reason Two: Employees are bored or no longer challenged While people do outgrow jobs, and sometimes there is nowhere to move them, you can solve this problem. If people can do the job and become restless, look for special projects, cross-training opportunities, and other extras. At a minimum, that extra attention should slow their departure. If the problem is reoccurring, ask yourself what kind of person would be right-sized for the position, and consider hiring for those attributes the next time. Goodbye Reason Three: Employees want a better work-life balance It’s called a job, not purgatory. While there are certain people who live to work, most people want some semblance of a life outside of work. Ask yourself if you’re running a sweatshop. Does everyone need to be in the office from nine to five Monday to Friday? If not, flexibility can go a long way toward building loyalty and making a job attractive. Next, think about measuring people based on output instead of the hours worked. If employees must type on a keyboard a few times to satisfy some sort of monitoring software, you’re most likely not endearing yourself or your organization. What? You don’t trust them to do their work? Then here’s a simple answer for you: anyone who needs to be micromanaged probably shouldn’t have been hired in the first place. Goodbye Reason Four: Employees don’t connect with the organization or its purpose Not every business touches the heartstrings, but every business should tell its story in a compelling way. If it’s not a story about the business itself, perhaps it’s a connection to the role. Still nothing? If what your organization does isn’t setting the world on fire, think about other selling points. Could it be you have a warm and inviting family atmosphere? Are you a great training ground for something else later down the road? Can employees stop thinking about work the minute they walk out the door? With a little bit of work, you can find a meaningful story for almost any organization. Goodbye Reason Five: Employees can get more money elsewhere As the saying goes, you get what you pay for. So if you’re paying 1983 prices, why are you surprised when people leave? They can do better elsewhere. Nothing personal, it’s just business. If you pay below-average wages and have nothing to balance the shortfall, you’re going to lose people. You don’t think the job is worth more money? That’s too bad, your competitors do, and you lose. Stay aware of what’s happening in your industry, your market, and so forth. Also, don’t only offer money when people let you know they’ve gotten another offer. At that point, it’s often too late. Economies fluctuate. Sometimes the market favors employers, and other times employees hold a more favorable hand. Smart managers realize the cyclical nature of retention, and they do what they can to minimize the goodbyes in good times and bad. What do you need to do differently? About the Author: Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team provide onsite, virtual, and online soft-skills training courses and workshops to clients in the United States and internationally. For more information, visit www.businesstrainingworks.com.
A majority of adults believe U.S. is facing a recession
58% of workers consider a side hustle to supplement income As reports of large tech layoffs and skyrocketing mortgage rates continue to dominate news headlines, more and more U.S. workers are preparing for future economic uncertainty. According to a recent American Staffing Association Workforce Monitor® online survey conducted by The Harris Poll, nearly eight in 10 adults (77%) say the U.S. economy is either on the road to a recession in the next 12 months (35%) or already there (42%). As workers brace for the impact, another theme from the survey spotlights how the impact on compensation is greatest at lower income levels. The study found that 58% of adults are likely to get a second job or “side hustle” in the next year to supplement their primary income. While the likelihood of taking on an additional role decreases with age, with 72% of Gen Z (18-25) and 67% of Millennials (26-41) considering a side hustle compared to just 30% of Baby Boomers (58-76), a majority of the workforce may be boosting their resources as inflation continues. Moreover, in the last three months, 62% of employees noticed employer cost-cutting measures or received internal communications from management regarding a potential recession. Of these workers, 32% with household incomes of less than $50,000 annually have already experienced or heard about reductions in hours at their company. “The effects of a recession are hitting workers across business sectors—including tech and social media companies, e-commerce, and real estate,” said Richard Wahlquist, president and chief executive officer at the American Staffing Association. “As employers focus on reducing expenses and belt tightening, workers are considering turning to second jobs or extra shifts to make ends meet.” Survey Methodology This survey was conducted online within the U.S. by The Harris Poll on behalf of ASA from Oct. 27–31, 2022, among a total of 2,019 U.S. adults age 18 and older, of whom 1,140 were employed. The sampling precision of Harris online polls is measured by using a Bayesian credible interval of +/-2.8%.
Don’t fall for invoice fraud schemes
Middle-market businesses lose an average of almost $300,000 annually to invoice fraud, according to a recent survey by software company Medius and researcher Censuswide. Invoice fraud can be challenging to spot — and even more difficult to recover from — but your company can take steps to prevent it from happening. Common Types The most common type of invoice fraud is fraudulent billing. In billing schemes, a real or fake vendor sends an invoice for goods or services that the business never received (and may not have ordered in the first place). Overbilling schemes are similar. Your company may have received the goods it ordered, but the vendor’s invoice is higher than agreed upon. Duplicate billing is where a fraud perpetrator sends you the same invoice more than once, even though you’ve already paid. Employees sometimes commit invoice fraud as well. This can happen when a manager approves payments for personal purchases. In other cases, a manager might create fictitious vendors, issue invoices from fake vendors, and approve the invoices for payment. Such schemes generally are more successful when employees collude. For example, one perpetrator might work in receiving and the other in accounts payable. Or a receiving worker might collude with a vendor or other outside party. Four Steps To stop invoice fraud and perpetrators from succeeding in their schemes, take the following four steps: Conduct due diligence. Verify the identity of any new supplier before doing business with it. Research its ownership, operating history, registered address, and customer reviews, if they exist online. Also, try to find someone who has done business with the vendor and can vouch for its legitimacy. This could be a competitor or an employee who knows the supplier from working at another company. Review invoices carefully and methodically. Don’t “rubber stamp” invoices for payment. Look them over for any red flags, such as unexpected changes in the amount due or unusual payment terms. Manual alterations to an invoice require additional scrutiny, as do invoices from new vendors. If something seems wrong, contact the vendor that issued the invoice to confirm it’s legitimate. If the response lacks credibility or raises additional concerns, decline to pay until you’ve cleared up any confusion. Control the review and approval process. Implement and adhere to antifraud controls when processing invoices. For example, confirm with your receiving department that goods were delivered and check invoices against previous ones from the same vendor to ensure no discrepancies. Also, you may want to require more than one person to approve invoices for payment. Depend on technology solutions. Automating your accounts payable process can help prevent and detect invoice fraud. For example, using optical character recognition (OCR) to scan and read invoices can help ensure they’re paid on time and that the amounts and line items match the prices quoted and any documentation in your company’s financial records. OCR minimizes employee intervention and the potential to divert payments to personal accounts. It also makes collusion with vendors more difficult. If the Worst Occurs Even if you take all precautions, invoice fraud may occur. If you discover a scheme in progress, act quickly to minimize the damage. Notify your bank or credit card company to stop payment on invoices that haven’t yet been paid. And if you intend to file an insurance claim or want to pursue criminal charges, be sure to file a police report. About the Author: Steve Pierson provides clients with a wide array of technical accounting, tax, financial, estate and succession planning, employee benefits, and international tax planning expertise, as well as merger and acquisition transaction guidance. Pierson is an Executive Vice-President and Shareholder of Seldon Fox.
AAFA applauds Congressional action to thwart potential U.S. economic recession
The American Apparel & Footwear Association commends the cooperation of the White House and Congress this week to avoid a freight rail strike, which would have cost the U.S. economy $2 billion per day. A rail strike would have led to a loss of 700,000 American jobs and a four percent increase in inflation, which would have likely tipped the U.S. economy into a recession. “At a time of U.S. economic fragility, it is critical for the U.S. government to help America’s supply chains re-stabilize. We thank President Biden and House and Senate leaders for their leadership and we applaud every Representative and Senator who voted this week to stop a rail strike and save the U.S. economy. We urge President Biden to sign H.J. Res 100 into law as soon as possible,” says AAFA President and CEO Steve Lamar. “In June, Congress also successfully passed the Ocean Shipping Reform Act of 2022 (OSRA) as a huge leap forward towards supply chain resiliency. This is the type of bipartisan efficiency and progress that Americans expect to see every day. “Improving the resiliency of our supply chains remains of the utmost importance. We must protect American companies from price gouging in the global shipping industry and we must fix fundamental issues that continue to cause delays and bottlenecks. Further, it is imperative that all logistics stakeholders continue to work together to support modern and efficient systems, and ensure there are safe and responsible workplaces that power them.” Today’s Senate vote follows two Key Vote letters that AAFA delivered to the House on November 30 and Senate on December 1, as well as a letter from more than 400 organizations sent on November 28.
Wreaths Across America announces major donation from Jersey Mike’s Subs and issues challenge to the public
Now through December 14, every $15 Veteran Wreath Sponsorship made for placement at Arlington National Cemetery will be matched by the company up to $300,000 Today, national nonprofit Wreaths Across America (WAA) is proud to announce that Jersey Mike’s Subs, a fast-casual sub sandwich franchise with more than 2,300 locations nationwide, has made a $300,000 donation and issued a challenge to help raise funds to sponsor veterans’ wreaths for placement at Arlington National Cemetery. Through this generous donation, Jersey Mike’s has once again stepped up to help WAA reach its goal of placing a live balsam remembrance wreath at the headstone of every one of the nation’s veterans buried at Arlington National Cemetery. Starting today, Dec. 1, through Wed., Dec. 14, 2022, every $15 wreath sponsorship made at www.wreathsacrossamerica.org/JerseyMikes will be matched by the company, up to $300,000. Since 2010, Jersey Mike’s has supported WAA’s mission with contributions totaling more than $3 million dollars. Last year, across the country more than 2.4 million sponsored veterans’ wreaths were placed in honor of veterans, including on all the markers of those buried at Arlington National Cemetery. Jersey Mike’s franchisees across the country support the year-long mission to Remember, Honor, and Teach, through a variety of programs. “Experiencing the placement of a wreath, and knowing the impact that one simple action has for so many, is truly meaningful,” said Peter Cancro, founder and CEO, Jersey Mike’s Franchise Systems, Inc. “The thought of a headstone being left bare is unimaginable and we want to help make sure that doesn’t happen.” For more information about participating at Arlington on National Wreaths Across America Day – this year, Saturday, Dec. 17, 2022 – please visit www.wreathsacrossamerica.org/ARLING. To find a participating location near you to support or to learn how you can volunteer locally in your community click here. “The veterans we honor committed themselves unselfishly at the most critical moments in our nation’s history,” said Karen Worcester, WAA’s executive director. “The generous support of the wonderful people at Jersey Mike’s ensures that we will be able to fulfill our mission in remembrance of these brave men and women.”
Hikvision launches new Learning and Development Campaign: Free virtual classroom training for integrators
Virtual training is designed to increase product knowledge among installing technicians and salespeople, including Dec. 9 educational webinar about the program’s value Hikvision, a world manufacturer and supplier of security products and solutions that deliver the ideal combination of high performance and extreme value, is proud to launch its Learning and Development (L&D) campaign encouraging security businesses to sign up for its virtual training courses. Integrators and installing technicians are encouraged to sign up online for the free Instructor Led virtual training courses, each designed to educate on a variety of Hikvision products with varying skill levels. A short webinar on Friday, December 9 will help dealers—both business owners and managers—understand the value of virtual training. “It is important we deliver flexible, free virtual training for our customers. Giving their team members access to new product knowledge and practice helps integrators’ salespeople feel comfortable presenting these solutions to end users and gives technicians the skillset to easily install and troubleshoot in the field, ” said John Xiao, Vice President of Marketing, Hikvision USA. “Our online courses are ideal for those technicians who do not want to travel or attend-in person training, but would still like to receive personalized instruction on some of the most popular Hikvision solutions.” All Hikvision virtual training courses are free and can be accessed anywhere via an internet connection. Course instructors can interact with attendees in real-time, offering a personalized learning experience in a low-stress setting. A virtual environment also allows attendees to experience or practice with products they have not yet experienced in person to improve their competency prior to installation. This helps technicians and salespeople achieve expert-level product knowledge that ultimately improves sales and boosts customer satisfaction. As a part of Hikvision’s Learning and Development Campaign, those interested in the virtual training courses can attend an online, informative webinar on December 9, 2022. This short webinar is designed to help business owners, managers, dealers, and technicians understand how easy virtual training is and how course attendance can benefit operations overall. To view the virtual classroom training calendar, please visit: catalog.hikvisionlearning.com/event-calendar/ To register for the informational webinar, please visit: https://hikvision.webex.com/weblink/register/rd84535c9214bf1a51a94660a1b96b447
Bridge recognized as significant infrastructure for Long Beach
The Long Beach International Gateway Bridge was honored Monday for contributing to the national economy as a vital link in the global supply chain by three leading organizations representing designers and public operators of U.S. infrastructure. Representatives from the American Council of Engineering Companies, the American Public Works Association, and the American Society of Civil Engineers visited the Port of Long Beach as the first stop of a national “Engineering and Public Works Roadshow” that recognizes how critical infrastructure projects benefit the nation’s economy, jobs, and environment. “The need to invest in port infrastructure has never been greater, and we appreciate being recognized for building a bridge that is both visually stunning and critically important to the global supply chain,” said Port of Long Beach Executive Director Mario Cordero. “The Port of Long Beach is committed to building infrastructure to meet the challenges that lie ahead and maintain our status as a leading gateway for trans-Pacific trade.” “The Port of Long Beach continues to invest in infrastructure projects that are crucial to enhancing productivity, delivering greater efficiency and operating sustainably,” said Long Beach Harbor Commission President Sharon L. Weissman. “We are honored to receive this recognition and to showcase how infrastructure projects like the Long Beach International Gateway Bridge can lift the nation’s economy.” Built to last 100 years as a critical piece of infrastructure to sustain long-term growth at the Port of Long Beach, the bridge is high enough to allow large ships to easily access the Port’s Inner Harbor. As a major link in the national supply chain, the six-lane span is used by truckers to haul about 15% of America’s containerized imports. It also serves the region as an important commuter thoroughfare. The cable-stayed bridge opened in October 2020 as part of the state highway system and stands as a stunning local icon with two support towers reaching 515 feet into the sky and a multicolored LED lighting system.
House action would undermine future collective bargaining, White House recommendations
Following Speaker Pelosi’s announcement that the U.S. House of Representatives would take up new legislation separate from a bill to implement the neutrally arbitrated agreements already ratified by the majority of unions, AAR President and CEO Ian Jefferies issued the following statement: “Just last night, President Biden spoke clearly on the appropriate need for Congress to implement the agreements already ratified by eight of the twelve unions, which represent a clear pattern. Doing so was never anti-worker, in fact, it would reward all rail workers with historic deals – particularly those who already ratified – as well as the millions of workers across the economy who would suffer from a rail strike.” “Now, after the Speaker stated publicly this is the most prudent path, the House is considering a new measure to the equation based on the wholly false premise that rail employees do not get paid sick leave. The ramifications of approving such a measure would disincentivize future voluntary agreements for freight railroads, Amtrak and airlines if a party in bargaining believes it can obtain a better deal from Congress than it could through good faith negotiations and the statutory PEB process under the Railway Labor Act. This ignores over 100 years of precedent and clearly usurps longstanding bargaining procedures.” AAR stresses a few points for lawmakers and the public to understand: Every single union gets some form of paid sick leave. The terms of these sickness benefits are the product of multiple rounds of collective bargaining in addition to extended paid sickness benefits not enjoyed by employees in any other industry. These benefits are no accident – they are the result of decades of collective bargaining in which unions have repeatedly agreed that time off for shorter illnesses may be unpaid in favor of higher compensation and more generous long-term sickness benefits. Rail employees are in the top 7 percent of U.S. wage earners. Most rail workers are scheduled employees who work predictable schedules and have ample paid time off. On average workers have three weeks of vacation and up to 14 days of holidays and personal leave days. More senior employees receive up to five weeks of vacation for a total of up to seven weeks of paid leave. The Presidential Emergency Board (PEB) took concerns about paid leave into account when they released the very generous recommendations on which the tentative agreements are based. Jefferies concluded: “Now is not the time for Congress to put its thumb on the scale and selectively add to labor contracts, including agreements already ratified by employees, created through a multi-year process. It is in direct conflict with the President’s statement and the Speaker and Congress must think of the long-term implications of such actions. A vote for terms above and beyond those recommended by the PEB, agreed to at the bargaining table, and ratified by a majority of the unions and voting employees, would upend the time-tested bargaining process in rail and other industries.”
MHEDA CEO Liz Richards announces retirement
After 27-plus years at the helm of the Material Handling Equipment Dealers Association (MHEDA), Liz Richards, CEO has announced that she will be retiring on December 31, 2023. “It has been an incredible experience to work with so many professionals in MHEDA, the Board of Directors, the membership, and of course, the amazing team of associates who work tirelessly to bring value to our members. It has been a great ride for 27 years and I look forward to turning the reins over to the next leader who will undoubtedly bring a refreshing and innovative new chapter to MHEDA! I am honored and humbled to have been able to serve this great industry.” – Liz Richards, MHEDA CEO The MHEDA Board of Directors has hired Steve Riege with Ovation Leadership to assist with the search for her replacement. Interested applicants are encouraged to learn more about the position by reviewing the information on MHEDA’s website.
Why employees don’t take ownership
I recently had a conversation with a C-suite leader of a company that has 6,000+ employees who were implementing a significant organizational structure change to build in more accountability and ownership across 50 interconnected departments. The goal was to create an umbrella team who would be in charge of ensuring there was more transparency and communication between each department. This layer would aggregate and disseminate information, along with being the one point of reporting to upper management. On the surface, this may sound good, but it’s actually a terrible idea. The core problem that existed wasn’t really communication, but rather behavior. When one department couldn’t do its job because another department was dragging its heels, it simply pointed the finger at the culprit. Of course, the organization wanted these departments to collaborate and communicate, instead of passing the buck. Installing a “mothership” layer seemed like a logical choice. Yet keep in mind, this layer didn’t have any of these department leaders reporting to them, nor influenced or impacted their performance reviews, compensation, or budgets. However, another layer is just that – more bureaucracy and more bloat. While the layer may identify problems and make recommendations to departments A or B about how to resolve a stalemate, it doesn’t have any power to actually resolve it. And in many cases, these types of gaps between departments have more to do with infrastructure, internal processes, interpersonal issues, or more often – the wrong focus. Why focus? Employees, or in this case department leaders, don’t take ownership of bigger issues (such as a process getting bogged down) because the focus is on the wrong thing. For example, department A might be deemed responsible for X and department B might be responsible for Y. X and Y impact and influence each other. Both departments work on their own activities and inherently blame the other department if they can’t accomplish X or Y. However, what each team should be both responsible for is Z. X and Y are only the tactical activities, initiatives, processes, or programs to achieve Z. Having the right focus – in other words, outcome – is where both departments should be incentivized, rewarded, and measured on. We often mentally get tied up with the responsibilities and activities of a department, such as “sales teams” or “customer service”. We focus on the fact that sales teams need to make quotas, and customer service needs to efficiently resolve questions and issues. This is simply doing the day-to-day business – it’s not collaborative, and can be in certain cases, inherently at odds. For instance, one department might be responsible for maintaining stability and consistency while another is responsible for creating and implementing new ideas. One will naturally push back on the other. However, when departments are incentivized and operate with a bigger, more strategic focus, the behavior changes. Going back to our C-Suite leader, if departments A and B are both responsible for delivering on shared goal Z, then the focus shifts from “my camp vs. your camp” to “our collective objective”. While we often want to add layers or insert one person to be responsible and accountable for making the proverbial machine run more effectively, we overlook why it’s not running effectively in the first place. In sports, when a team is underperforming, the coach gets replaced. However, businesses are different. They aren’t a single team, even though we want to believe they are. They are multiple teams all playing in the same league and all trying to move to the top of the table. Smart business leaders understand to get everyone collaborating and rowing in the same direction, you need to have shared outcomes and a focus on the bigger picture, rather than adding another layer of management and bureaucrats. About the Author Andrea Belk Olson is a keynote speaker, author, differentiation strategist, behavioral scientist, and customer-centricity expert. As the CEO of Pragmadik, she helps organizations of all sizes, from small businesses to Fortune 500, and has served as an outside consultant for EY and McKinsey. Andrea is the author of three books, including her most recent, What To Ask: How To Learn What Customers Need but Don’t Tell You, released in June 2022. She is a 4-time ADDY® award winner and host of the popular Customer Mission podcast. Her thoughts have been continually featured in news sources such as Chief Executive Magazine, Entrepreneur Magazine, Harvard Business Review, Rotman Magazine, World Economic Forum, and more. Andrea is a sought-after speaker at conferences and corporate events throughout the world. She is a visiting lecturer and startup coach at the University of Iowa, a TEDx presenter, and TEDx speaker coach. She is also an instructor at the University of Iowa Venture School. More information is also available on www.pragmadik.com and www.andreabelkolson.com.
U.S. Rail Traffic for the week ending November 19, 2022
The Association of American Railroads (AAR) has reported U.S. rail traffic for the week ending November 19, 2022. For this week, total U.S. weekly rail traffic was 491,794 carloads and intermodal units, down 3.2 percent compared with the same week last year. Total carloads for the week ending November 19 were 235,887 carloads, down 0.6 percent compared with the same week in 2021, while U.S. weekly intermodal volume was 255,907 containers and trailers, down 5.6 percent compared to 2021. Four of the 10 carload commodity groups posted an increase compared with the same week in 2021. They included grain, up 2,039 carloads, to 26,624; coal, up 1,766 carloads, to 66,485; and nonmetallic minerals, up 463 carloads, to 31,558. Commodity groups that posted decreases compared with the same week in 2021 included chemicals, down 3,081 carloads, to 31,074; motor vehicles and parts, down 1,030 carloads, to 13,631; and forest products, down 864 carloads, to 9,033. For the first 46 weeks of 2022, U.S. railroads reported a cumulative volume of 10,686,013 carloads, up 0.2 percent from the same point last year; and 12,091,589 intermodal units, down 4.8 percent from last year. Total combined U.S. traffic for the first 46 weeks of 2022 was 22,777,602 carloads and intermodal units, a decrease of 2.5 percent compared to last year. North American rail volume for the week ending November 19, 2022, on 12 reporting U.S., Canadian and Mexican railroads totaled 341,621 carloads, up 3.2 percent compared with the same week last year, and 338,616 intermodal units, down 0.2 percent compared with last year. Total combined weekly rail traffic in North America was 680,237 carloads and intermodal units, up 1.5 percent. North American rail volume for the first 46 weeks of 2022 was 31,230,674 carloads and intermodal units, down 1.9 percent compared with 2021. Canadian railroads reported 82,709 carloads for the week, up 12.8 percent, and 65,975 intermodal units, up 24.8 percent compared with the same week in 2021. For the first 46 weeks of 2022, Canadian railroads reported a cumulative rail traffic volume of 6,716,105 carloads, containers, and trailers, down 1.4 percent. Mexican railroads reported 23,025 carloads for the week, up 11.7 percent compared with the same week last year, and 16,734 intermodal units, up 9.4 percent. Cumulative volume on Mexican railroads for the first 46 weeks of 2022 was 1,736,967 carloads and intermodal containers and trailers, up 3.7 percent from the same point last year. To view the weekly rail traffic charts, click here.
New challenges of using remote workers
The pandemic has changed workplace culture, probably forever. As events unfolded over the last few years, many employers shuttered their doors completely or scaled back to using only essential workers at their regular workplace. Remote workers became a commonplace occurrence rather than an unusual situation, even for traditional work-on-site businesses. Now that health conditions have generally improved, should your operation return to pre-pandemic business as usual? Some company leaders are advocating for a complete return while others are comfortable with a remote workforce. Still, others prefer a hybrid. On one hand, traditionalists with “production paranoia” maintain that output suffers when employees work remotely and that there are substantial benefits to keeping all workers on the premises. On the other hand, some businesspeople see productivity rising with work-at-home employees and have even expressed concern that they’re working too hard and may experience burnout. These two schools of thought appear to conflict with each other — but they actually share a common objective. Old School: Don’t Trust Workers Traditionally, supervisors have been reluctant to allow employees to work from home mainly because they feared workers would be distracted or simply goof off. How could you be sure that they weren’t watching TV, doing household chores, or taking a nap? The problem was that the office couldn’t monitor the work being performed at home. Now, however, it’s possible to track keystrokes, mouse movements, and onscreen activities to determine exactly what a worker is doing and when. Some jobs that aren’t heavily connected to computer functions are more difficult to monitor but tracking other functions may be possible. Monitoring may seem like an acceptable compromise for some workers motivated to continue working from home. But many employees are likely to push back on monitoring as a form of surveillance and indication of distrust. Is there a better way? New School: Expect More from Workers A new wave of managers has embraced the concept of remote workers. In fact, some supervisors expect their remote workers to deliver even more than they did before the pandemic hit. After all, the reasoning goes, at-home workers no longer spend time commuting. Usually, their “commute” involves no more than walking from one room of their home to another room. So they have more time to devote to work. Also, workers aren’t distracted by social interaction with coworkers. There’s no one to chat with around the water cooler. They’re not dissecting last night’s big game or their favorite TV shows. Again, this leads to a greater focus on work — the ultimate goal of many managers. But it does create a different set of problems. Breaks from the daily grind are still necessary. Keeping employees in constant work mode while they’re home — which means they’re putting in even more hours than usual — isn’t necessarily the answer, either. Find the Proper Balance A general desire for a greater work/life balance has largely driven the “Great Resignation.” In the past two years, many workers have jumped ship when they felt dissatisfied with their work environment. How then can managers retain current employees and attract new talent? Consider these practical suggestions. Emphasize outcomes over input. Take a closer look at what’s most important to your company. If you’re usually more concerned about quality than quantity, don’t place undue significance on productivity. Concentrate on the value you’re getting from employees rather than insisting workers remain at their desk every moment. Measure what means the most. Along the same lines, is it necessary to measure activity by monitoring an employee’s keystrokes on their computer? You’ll be better served by measuring the results stemming from employee activities while they’re working from home. Check off goals achieved rather than the hours worked. Be flexible. There’s a lot to be said about adopting a hybrid approach that suits the needs of your business. For example, if occasional face-to-face meetings are essential, you might schedule employees to work at the physical building location once or twice (or more) a month Communicate with employees. This discussion shouldn’t be a one-way street. Ask your employees about their preferences. The answers may surprise you. For instance, employees may not want to work from home full-time. Employee preferences may dovetail with a hybrid schedule you’re proposing or encourage you to fine-tune your strategies. Schedule work breaks. This can be a great way to get employees to take a deep breath and then refocus on their work. It also enables workers to avoid distractions that can come at critical times. Use software to accommodate scheduling that benefits your company. Be judicious about meetings. Zoom, Teams, and comparable videoconferencing programs have eliminated one of the main complaints that traditionalists had about remote work. They enable virtual face-to-face meetings with your staff. But that doesn’t mean you have to overload on videoconference meetings. Gather your workforce together when it accomplishes specific goals, but be smart about holding meetings, just like you should when workers are on the premises. Use, but don’t abuse monitoring software. No one likes the idea that “Big Brother” is spying on them. Many workers cringe at the thought of their supervisors micromanaging them in this fashion. But certain software can be less intrusive and even welcome if it offers resources such as providing reminders and notifications. Customize Your Approach There are challenges ahead for employers that choose to use remote workers in some capacity going forward. You may have to tinker with arrangements to find the balance your company is seeking. However, if you’re willing to remain flexible, you should be able to develop a solution that accommodates your business — and your employee’s — needs. About the Author: Steve Pierson provides clients with a wide array of technical accounting, tax, financial, estate and succession planning, employee benefits, and international tax planning expertise, as well as merger and acquisition transaction guidance. Pierson is an Executive Vice-President and Shareholder of Seldon Fox.
Staffing employment remains steady in November
Staffing employment was steady in the week of Nov. 7–13, edging up 0.3% to hold at a rounded value of 108. Staffing companies mentioned several factors—including conversions of temporary workers to permanent, a holiday, and seasonal business fluctuations—as barriers preventing further growth. Staffing jobs were up 0.5% from the same week last year. New starts rose in the 45th week of the year, increasing by 1% from the prior week. Nearly four in 10 staffing companies (39%) reported gains in new assignments week-to-week. The ASA Staffing Index four-week moving average edged up from the prior week to hold at a rounded value of 108, as temporary and contract staffing employment for the four weeks ending Nov. 13 was 1.3% higher than the same period in 2021. “Staffing employment remains slightly above the level seen at this time in 2021, though the gap has narrowed in recent weeks,” said Tim Hulley, ASA assistant director of research. This week, containing the 12th day of the month will be used in the November monthly employment situation report scheduled to be issued by the U.S. Bureau of Labor Statistics on Dec. 2. The ASA Staffing Index is reported nine days after each workweek, making it a near real-time measure of staffing employment trends. ASA Staffing Starts are the number of temporary and contract employees placed in new assignments during the reporting week. ASA research shows that staffing employment has historically been a coincident economic indicator.