Just Do It: Hire an Office Assistant ASAP

Why You Must Hire an Office Assistant as soon as possible.

A question that I receive fairly frequently and that I’ve answered a lot, especially in some of the round table consulting groups that I do periodically is, when should I hire an office person?  Let me read you part of an email and then, I will answer this.  This is about hiring an office person…how to get the confidence and the courage to do it and when to do it. 

In this message, it says, “My true talent is in pushing production, getting projects done, and sales as well. I hate being at the PC which is why I love your software.  I feel that as the marketing picks up, the situation will only get worse and at some point, we all have to bite the bullet and hire a non-billable person to help out.  Please explain how you would do it if it was your first office assistant.”

Okay, so a couple of key things here.  The word non-billable. I want to talk about that and I want to talk about how you figure this out because this is critical to scaling your company.  The first hump you have to get over is getting yourself out of the field.  The next hump, often times, is getting that first assistant in the office to take stuff off of you.  I’ve probably said this before, but it’s so critical to pound it into your mind.  If you’re doing something that you could hire somebody else to do, whatever that dollar figure is, it is worth it to go ahead and hire someone.

Let me say it a different way.  If you are doing something a $14/hr person could do, you are wasting your money, big time. For example, if you are scheduling work in a software system, taking a billing phone call and receiving a credit card payment, taking a phone call and emailing an invoice, or sitting in front of your computer to type out an estimate for 20 minutes, you are essentially making $14 an hour.  That’s really what it comes down to.  You’re doing something that a $14 an hour person could do. 

You’re the owner, the guy that made this thing happen, the guy that started it and that took all the risks.  You’re the individual that if it wasn’t for you, this thing wouldn’t be here. You have a unique set of capabilities that a lot of other people don’t have.  You have a level of dedication, courage, and perseverance that many people don’t have and you need to make sure that you’re working in whatever your unique ability is. 

In this email, it was mentioned that his true talent was pushing production, getting projects done, and sales as well.

Two points here.  One, that’s exactly what this individual needs to be doing all the time because, everything else they’re doing is a waste of their talent and it’s hurting the company.  He also mentioned that he hates being in front of the PC. That means that he’s probably not doing his best work.  There’s somebody out there that loves being in front of the PC.  They don’t want to sell. They don’t want to talk to the customer on the phone all the time. They don’t want to manage projects or be outside. They want to be in front of the computer and they love that stuff.  Therefore, give it to them. With your training they will do a better job.

Your only chance of scaling the company is to stop doing the work that doesn’t pay you much money. Get yourself, as fast as you can, to a point in the company where you’re doing only the work that you’re the very best at, and hire other people to do the other stuff.  One of the things that I’ve come to realize is I grew up thinking that I had to work really hard, which was right. I believe in that, and I’m teaching my kids to work hard.  Get the work done, work really hard, and do things differently than everybody else. But, at the same time, you can take that too far. You can condition yourself to think that if I just work a little harder, push a little harder, then I will make more money and become successful. That’s not actually always true.

It’s taken me a long time to figure this out.  It’s more about doing the right stuff and getting as much junk out of your life as absolutely possible.  For example, when you’re not working I believe you shouldn’t be doing anything work related. You’ve got to give yourself a moment to rejuvenate, a moment to think, and time to recover.  If you’re not doing that, your business will never be great.

As fast as you can, you’ve got to be putting yourself into a place where you’re getting some time to recover, and you’re giving other people things to do.  If you’re like me, and you feel like you can just push through and work harder and therefore will be more successful than everybody else, it’s actually a bit of a hindrance. Because, then you’ll never let yourself give stuff to other people.  You’ll never let other people take things over because, one, we’re afraid that we can’t afford to hire the person.  Two, we’re afraid they’re not going to do as good of a job as us. And three, subconsciously, there’s an element of guilt with business owners and entrepreneurs when we take a break. We worry that we’re not working as hard as everybody else.

You really have to buy into the concept that number one, if you’re not working in your greatest skill, there’s probably somebody who can do it better than you.  Number two, if you’re doing something that somebody else could do for less pay, you’re wasting a lot of money and you’re slowing down the growth of your company. If you let them do it, you’ll be freed up to do something bigger that moves the company forward faster.  Three, if you’re not letting other people take stuff off your plate, you won’t have time to rejuvenate and then you’re never going to move your company forward. 

The fastest way to move the company forward is to make sure that, of the five million things you need to be doing, you’re working on the three most important right now.  You have to make time to think through what the three most important things are. Otherwise, you will end up at the end of the year and you’ll wonder why your business is only a little bit bigger.  It’s because you didn’t work on the most important, biggest activities that would have the biggest effect on moving the company forward.

You’ve got to create that time for you to think through that.  You’ve got to create a little bit of calmness in your life so that you don’t feel constant stress every time something goes wrong. You have to be strategic.  Yes, you may have other problems, and yes, you’ve got other fires.  You will deal with them, but they are not going to distract you from the big focus. I believe the only way to get to that point is to get stuff off of your plate.

It all goes back to hiring an office person. It may seem scary but nobody has ever come back and told me that they regretted following that advice.

I’m telling you, if you get stuff off your plate, your mind will be freed up, you will have new ideas, you’ll have new focus, you’ll see things in a different way, and you’ll be working on the more important stuff.  This new outlook and new freedom will allow you to create the new work that will easily pay for that new person and more.

You’ve got to get all the non-billable junk you’re doing out of your life and give it to somebody else that’s far less expensive than you. You need to be free to work on the big stuff.  Then, if you imagine a set of stairs and you’re starting at the bottom, doing all these small things. If you hand those to the person below you to take them over, it frees you up, to move up one step.  Then you’ve got these new things, and one day you realize, here’s a bunch of stuff I’m doing that I could give off to somebody else. So, you hand that off to a person in your organization or hire a new person.

Now, you get to move up another stair, and another stair, and you keep doing higher level things in the company. You have to continue to do this to break through the million, five million, even the $10 million mark.  There are all these bottlenecks that you’re going to hit, and the only way you get past them is to educate yourself on new things and then to delegate them to your staff. You will be freed up to do all the new things you’re learning to take your company to the next level.

One final thing, there’s a reason why only 9% or 10% of this industry makes over a million dollars a year.  It’s not because of low-ballers. It’s not because of too much competition. It’s not because the industry’s too hard or because it’s a bad industry.  It’s generally because you’re not working on the most important things to move the company to the next level.

We as the business owners are usually the ones holding up the ship because we’re doing too much stuff. We become the bottleneck in the company and we’re slowing it all down.

When you start to get yourself in a position where you’re no longer the bottleneck, things go faster and faster and faster.  Every time you educate yourself and move to the next level, you pass stuff on to other people and move onto the bigger and bigger stuff.  A really, really important topic.  Good luck.

How To Hire Office Employees

Are you ready to hire office employees?

Hiring your first office person is critical to growing your landscape maintenance company and making more money.

Watch the video above to learn tips and tricks to hire your first office employee.

 

Mike is looking for hiring advice on how to find and hire his first office person at his lawn care company. He says, “Hey Jonathan. This year has been going really good and really smooth, and thanks to your software, we might even see some growth.”

This is an incredibly important topic, and almost everybody I meet is waiting far too long to do this.

By the way, Mike is probably one of our first 50 clients at Service Autopilot. He’s been with us for years, and has given us some really awesome advice and direction for the system. Mike is somebody that we’ve worked with for a long period of time. He’s been through everything with us on the system, since he goes back to day one.

Mike says, “I believe I’m at a point next year that I need to hire an office person, thanks to SA. How do you believe is best to take on an office person with fair compensation? If they are working from a virtual office, how do you keep tabs on them? What would your plan be for hiring that first office person?”

Again, great question.

I have dealt with Mike quite a bit over time. And, just from knowing Mike, I know what he’s capable of, which is probably true for so many of us…he shouldn’t be doing these types of activities. That’s my perspective. He should be spending his time on more important things.

I have hosted several round tables where I speak to owners of small businesses. We spend several days working on their businesses, and if they do not already have an office person, I usually advice them to hire one as soon as they return home. The guys that do it, universally come back and say, “Thank you, I did it. Thank you, thank you, thank you. It’s changed everything.”

Our very first office hire, when I started my lawn care company, was a stay at home mom that also home schooled her boys. She still works for us and does a totally fantastic job. If you get the right person, you don’t have to worry about managing them. Many of these people are experienced and skilled and are simply unable to join the traditional work force. But, they can be an asset to your landscape company, and in exchange for the freedom of working from home, are usually willing to work for a little less.

That being said, my favored approach is to have people work from the office. Because we are so big on customer service, I like to have everyone here so that we can all work together. I like the culture and the environment of having everyone together.

I have been really fortunate in this area. You need to hire quality people. You need a person that just has something innate inside of them. You need someone that can empathize and wants to deliver quality. This of course is harder than it sounds. If someone doesn’t work out, you have to let them go quickly. You might just have to do a little trial and error.

To do that, you might start out looking at Craigslist. I just put an ad up on Craigslist for just $25. If you have nothing to lose, there’s a lot of people looking. I would also use word of mouth. The home schooling thing is huge and there are a lot of people out there that home school. I tend to think that you’ll get a different kind of person. A person that is willing to stay home to home school their kids, is a different type of person by nature.

You might even put the word out at local churches to see if anyone in their congregation is looking for work. I have not done that, but that may be an effective way to find employees.

Next, you really need to consider your personality in all of this. Can you handle not seeing somebody at the office?

Can you handle not knowing exactly what they’re doing. If that’s going to eat you up and bother you, and you’re going to have to micromanage them, it’s not going to work out. You might as well setup an office environment. You have to really think about who you are. This doesn’t work for everybody.

If your first hire feels a little risky, you might consider a part time position, and then see where that goes.

When I got my very first office, it was only a 10X30 office that I rented for $400/$450 a month. It was just something I found to work out of since it was too hard for me to work at home with my kids when they were little.

That was how I started. Then, as we grew, we got a bigger office. There are some inexpensive ways that you could go about getting started with this, even if you want to bring somebody into your office and have them from day one work from your office. But, really think about part time if this is a big concern for you.

One of the activities that most often necessitates having somebody on your team as soon as possible is that the phone is not getting answered when it rings. The calls are rolling to voicemail.

If you hire someone that works from home to work the phones, I have found that having them track their time does not work. It is a nightmare to have them track their time on calls. What we did is provide platonic headsets for about $390 and agreed to pay them for 30-40 hours per week. This, of course, comes after they have worked with you and have earned a little trust with you.

Also, sit down and make a list of all of the things you need them to do. Are they going to answer phones, prep mailers and door hangers, write hand written thank you notes to new clients? What are the to dos that they can take care of? Prioritize them and that then becomes their job description. On this very first person you’re hiring, when they join your team, you’re able to say here’s the expectation. I’m hiring you to do this.

If you catch any hesitation when you give them their expectations, don’t hire them. Keep looking.

Make this list for you. It’ll give you confidence. It will assure you that you have plenty for them to do. It will also lay out for them what you expect and will give you a means to measure whether or not they are performing at the agreed upon expectations.

You can work through that list to get them back on course. They know what you expect. That’s what people want.

At Service Autopilot, we do something called agile development. It’s how we manage projects and such. Within agile development, there’s a concept called scrum.

Daily scrum is basically where you meet with each person on your team for a very short period of time daily. There are three basic questions that make up a scrum. This will apply to managing your first employee, especially if they are going to work from home.

The three questions are: 1. What did I get done today? 2. What do I need help with? 3. What do I plan to do tomorrow? They can send you the answers to these three questions every day.

That’s a way that you could have some level of accountability with this individual. It will give you a  means to measure their progress and will give your a feeling for what’s going on. You will get to build a level of trust.

You have to be sure and prioritize their daily tasks. It is extremely difficult for a person to have to switch their focus from project mode to answering phone calls. If you need a marketing letter proofread immediately, for example, give them a time frame that they are allowed to miss phone calls to complete this task.

I wanted to point that out because I see this as a real challenge. It’s easy for us to say that their number one priority is to answer the phones but, by the way, I need these other five things done today.

It’s very difficult to give this individual projects that require a lot of brain power and thought to complete while answering phones. If you’re going to do that, you have to have some flexibility and have a random project list for them to work on as they can get to it.

You can also give them a certain time of day that may not get a lot of calls to put their phone on hold to allow them to work on projects.

There are, however, a lot of menial, brainless tasks that can be completed while working the phones. They can be stuffing, stamping, and hand writing addresses on envelopes.

Think through all of this stuff. It is an important thing that I have learned.

Service Autopilot, or other business management systems work, can be delegated to other people. The owner should not be doing that unless it is the scheduling. It is the life blood of your business and you have to be super careful with that. Only well trained employees should take that scheduling.

I think that the way you start with this is, you have them take phone calls and charge credit cards. Have them update phone numbers and do things like that. Then, they can create tickets or to-dos for you so that you can edit the schedule as needed.

Unique maybe to Service Autopilot, Mike, is that they could log waiting list items. If the client needs to get bush trimming done in two weeks, they can just put that into the waiting list. Anything that’s not a waiting list item that needs to be scheduled on a specific day, they can create a to-do or ticket for that. You can then handle those.

The key here, again this is not just Service Autopilot, to any business system, is that when you sweep through and do those things, have them sit with you. They can start to learn how to do that in the system. This will get them well trained so that they can start doing that themselves.

This is an activity that you should absolutely hand to your team but make sure you’ve spent the time to really train them. Invest a bit in this area to make sure they’re really up to speed on that.

I’d highly recommend tracking all of your phone calls. I think that’s a big deal and is ridiculously valuable. We track every single phone call, every single to-do in our company. It’s a big deal.

I think your new employees can also do basic accounting for you. They should be able to receive check payments and log them, charge credit cards, give clients their account balance, send invoices by email, and print out statements and mail them.

Those are just a few of the activities that your new hire can do. I would think about those ideas and pointers. And Mike, if you need more, just shoot me back a message and I’ll record another video. Thanks.

1 Man vs 2 Man Mowing Crews – Which is Better?

Watch this video and learn how to decide if you should run 1 man, 2 man, or 3 man lawn mowing crews.

This question is from Joshua.

“I’m getting to the point where I need to expand. I have about 45 residential lawns and five commercial accounts. I am wondering if I should invest in better equipment like 32 inch Scags and just run one man crews. With my current density, I can get about 10 to 12 lawns done a day by myself or 15 with a helper using 21 inch mowers.

Please help me understand the pros and cons of this. I always see single man crews with fertilization but never in lawn maintenance. I know a guy in my city who does 75 by himself because he has the right equipment and density. It seems like the money I save in labor would well cover the equipment cost. No accountability and morale would be an x-factor, but it seems like one man crews are more efficient and a better way to go. Your thoughts?”

My thought is no. You should not do one man crews. I’m certain of that. I do not think one man crews are the way to go. I think you should consider two man crews. I actually run three man crews at our company for residential, but I totally see why two man crews are better.

Here are some things to consider. You could build out a new crew with one man, but I don’t think the angle is to run one man crews. The reason for that is, if you just look at human behavior and how we operate, there’s a level of accountability that’s created with a team.

This is even for us as owners. If you happen to have a business partner, your business partner brings a level of accountability to what you get done, what you do, at least if you have any desire to be a performer and hold up your side of the deal within that business. You’re going to work a little bit harder and you’re going to do a little bit more because you’ve got a business partner.

If you have one person working by himself, short of being measured into job costing and GPS data, really they don’t have anybody to hold them accountable. The guy could make an excuse for being late, for example, the customer came out to talk to him. They don’t use that excuse if you have two people on the job.

Also, I think there’s some value in simply having somebody to work with. Working in isolation is not that exciting. Now, if you put two guys together that hate each other, that’s worse. But, if you put two guys together that work well together and sort of thrive off each other, they can motivate each other when they are tired.

When you think about stuff like that, teams are better. I really believe in the team concept in general. I think teams need to be small. I believe in teams outside of just talking about lawn mowing, lawn care, or landscape crews. I just don’t think a one person crew holds up over time. You may see a spike in the beginning and some benefit in the beginning but they don’t hold up.

I also believe that you can get very close to the same level of efficiency with a two man crew. For example, if one guy can do 10 properties, two guys should be able to do about 20. That’s my belief.

The third guy is where I think you start to see less efficiency and less production value. I think two tends to be the magic number, depending on what you’re doing. If you run a scenario where you actually mow and trim bushes and pull weeds and do a number of different things all at the same property, then I think you can get more efficiency out of three guys.

I also think if trained and managed properly, you can get efficiency out of three guys because you can have that third guy do extra things. If you have super tight density, the third guy can move on to the next lawn and just roll his mower, or take his weed eater or whatever down to the next property versus sitting in the truck.

Your business will evolve. What might work today, won’t work in five years or might not still be the best and most efficient approach. Think about these things.

It doesn’t matter if you have one guy or four guys on the property. At the end of the day, equipment matters. You could have one guy and give him the wrong equipment, he’s not going to be productive.

Equipment, doesn’t in my mind, play a factor here. Whether you have one guy or fifty guys, you still have to give them the most efficient equipment. Equipment is a non-factor in this conversation, in my mind.

Also, a lot of times you might look around at most marketplaces, there’s a tremendous number of guys out there that are the owners doing the work. The owner may get 75 jobs done a day, but he has different motivation than a guy that’s getting paid by the hour, maybe even by the job.

The owner has to do this if he wants to feed his five month old baby and his wife and keep up with the rent. He also in most cases can’t just walk away from this thing tomorrow and get another job down the street. That wouldn’t be in the best interest of him and his family.

Whereas, a guy that you’re paying x number of dollars an hour, or by the yard or whatever, he’s got all these options in many cases. He doesn’t have the pressure that the guy that owns the business has. For example, if he slacks off tomorrow, he could probably go get another job in this industry. There’s a great need for people.

I’m simply saying that the business owner is completely invested in his business. You probably won’t find another guy to hire to do those same 75 yards. If you do, he may not be able to maintain that number after 3 years and he is tired and burned out. Will that hold up over time is my question. I don’t think you want to build your business assuming that an employee can accomplish as much as an owner, where all the weight is on that guy’s shoulders.

The other thing that I think you need to think about is as the business scales, asset utilization becomes a challenge. If you’re going to run one man crews, you have to agree with me first and foremost that you could actually make a two man crew almost as efficient as a one man crew.

If you can buy into that, then asset utilization is an absolute consideration. For every additional crew that you start, you have to buy another truck, another truck, and more insurance. With that, you have greater risk. Meaning, for every additional truck you put on the road, there’s a higher probability that somebody’s going to have an accident or something will go wrong that may harm the business.

You start to think about things like that. How can you reduce the number of trucks on the road? How can you reduce the number of trucks you have to buy? How can you reduce the number of pieces of equipment you have to buy? And on, and on, and on.

Then, you start to realize that a two man or three man crew starts to make a little bit of sense. In my company, I think we’re at 40 trucks or something like that. I don’t know the exact number. Let’s say I had to go to all one man crews. Does that mean I need 120 trucks and 120 pieces of equipment?

Well that would be crazy and I’m not going to do that. I need some asset utilization because there’s a lot of hidden cost that comes with each additional truck and each set of equipment that I put on the road. I need to utilize my assets as efficiently as possible.

Also, I believe that one of the absolute biggest hindrances in growing any business is money. It’s cash flow. If you are ready to add another crew but you don’t have the money to buy a truck, the equipment, or all the other things that come with that, then it’s going to slow down the growth of your business. Asset utilization becomes critical as the business starts to scale.

Also I’m going to leave you with this one. If you build your business around one man crews, then you have the real risk of when one of your guys quits. You have a little less risk when you have two or three guys on a crew because if one guy doesn’t show, the other two can carry the slack. Maybe they finish at 6:00 normally, but now they finish at 9:00. But, at least the work got done. Or, maybe they don’t complete the jobs that night, but you take a couple properties from that crew and you spread them out among other crews. The work can still get done.

From the standpoint of service autopilot, the software company that I have, one of the things that I notice is that we have a set of customers that seem to have a level of peace in their life and in their business. Then we have a set of customers that the world is burning down around them every single day.

Everything is a disaster and the world is going to end at any given moment. That’s the basic take I have on how a group of our clients live their life. I understand it and I get it. The difference is, in most cases, how they manage their business. If you organize your business in such a way that you look at all the potential bottlenecks, you look at all the potential failure points and you say, how do I mitigate this risk, how do I eliminate this risk, that brings a level of calmness to your company and it brings a level of calmness to your life.

The reason I just said that to you is, imagine that you create your business around a lot of one man crews. Things happen all the time. When guys don’t show up, it screws with everything. Now you’re really screwing with your business. If you don’t have a guy show up, you’re scrambling and everything is a mess.

You have to reroute everything. You jeopardize customer service. And now, you’re screwing with your other employees because you’re having them take on the extra jobs. You’re having everybody scramble to help you get out of this bind which then makes your employees’ lives miserable as well. Everything they do for you becomes a burden because they are constantly helping you put out one more fire in your business because you’re not on top of your game.

Contrast that to a guy that has multiple crews with multiple people with backup people in place. If a guy doesn’t show, that’s ok because you have a backup plan. You already know what you’re going to do.

I guess that’s maybe one of the best arguments for not having a one man crew. What I see are, most successful clients have their stuff together. They have thought ahead and solved the potential problems. They’ve created backup plans.

When things go bad, and they go bad every single day, they can make quick changes and the world doesn’t fall apart on them. They don’t become stressed out. I think if you went with the one man crew, you’d create that. I think you’d constantly be in the state of scramble.

For that reason alone, don’t go with the one man crew. Go with two, and eventually you can reconsider everything and look at three. The way to do that to run a test. You measure it, you track times, you see how you perform, how much money you make per day per man when you’re doing a two man crew. Then, throw in a third man and see how they do.

Don’t just assume that they’re going to do everything right. Get out there and see what they are doing. Teach them how to be efficient. Take a look at density. If you sold a couple more yards, would that solve the efficiency problem the three man crew was facing?

You go through this set of questions and try to figure out why you can’t make three man as efficient as two, and you see if you can solve it.

If eventually you’ve asked yourself a series of 15 questions and nothing you’ve tried fixed the problem of efficiency, then you know.

Everything is a test. Everything is a trial. As your business evolves, you have to retest everything and that’s a lot of work. It’s hard but that’s how you create a highly profitable business. Two men, don’t go with one. Eventually test three and see if it works for your company. Periodically reevaluate as your company completely changes as you grown over time. Good luck.

Lawn Care Business Forms You Must Complete for the IRS

Below is a list of IRS forms you need to complete for each new employee or contractor you hire.

I suggest you do not let your new employees work until all of these forms have been completed.

For contractors, do not pay them more than $600 before their forms have been completed.  I suggest you hold their contractor check until you have the paper work in hand.

For all employees and contractors I also recommend you get a photocopy of their social security card and drivers license if possible.

A well organized file cabinet and folder system to keep up with this information will save you a lot of time later.  At our company we both file the paper forms and scan and attach an electronic version of the forms to our employee and contractor records within Service Autopilot.


Employee Forms
:

Form I-9 (I also recommend photocopying the employees social security card)

Form W-4

 

Contractor Forms:

Form W-9 – keep on file a minimum of 4 years

Form 1099-MISC – you must file before January 31st each year for every contractor paid over $600

Request EIN – if your contractor needs an EIN number

 

Other Forms:

Links to Your State – to locate additional forms or research tax questions

Spanish Version of I-9 – DO NOT submit this version to the IRS.  Use it only as a reference when helping Spanish speaking workers complete the English version.  This is only accepted in Puerto Rico.

Spanish Version of W-4

Spanish Version of W-9


Notes
:

New Employees fill out the I-9 and W-4 and receive a W-2 at the end of the year.

New Contractors fill out the W-9 and receive a 1099 at the end of the year.  Contractors do not have to complete the I-9.

In addition to the IRS forms we have each employee sign a short employee agreement and each contractor sign a contractor agreement.

We also have a short information sheet we complete for each employee (this information is also keyed into Service Autopilot).  It asks for emergency contact information, drivers license expiration date, keeps up with uniforms assigned, pay rate, birth date, marital status, etc.

All of our hiring packets are pre-assembled.  This makes it easy to ensure all the forms are completed on time.  For example, if you hire 20 new employees / contrators each year prepare 25 packets every January.  Then, when you hire someone you simply grab one of the packets.

This simple process every January will ensure you are in compliance with the IRS at all times.

 

Question: Do you have any information you keep up with that I didn’t mention?  — please click on the post and comment at the bottom

Is the H2B Visa Program Intentionally Being Destroyed?

I am a fan of the H2B Visa program.  For any company that needs a lot of workers and truly intends to use a 100% legal work force it is absolutely necessary.  However, based on both past and new legislation, regarding the program, I believe it is intentionally being destroyed.

If you participate in the program and are unaware… as of October 1st 2011 you must adjust the wages you pay H2B Visa workers.  You cannot wait until next year.

If your lawn care & landscape business utilizes the H2B Visa program I strongly encourage you to contact your H2B Visa lawyer to make certain you are on top of these changes and will be in compliance come October.

Also, you should seriously consider writing, calling and emailing your local Congressmen and the US Department of Labor.  We have done so.  I hope you will as well.

I suggest that you let them know that the current legislation will potentially render the H2B Visa program useless.  The program has reached the point of becoming too costly and too complicated.

Your Congressman must understand that the most recent changes to the program will increase your wages beyond what is reasonable.   This program, I believe, now forces employers to pay foreign workers more than U.S. workers.

How can that be right?  Hence, my belief the program is intentionally being slowly dismantled through legislation.

Let your Congressman know that you do not participate in the H2B Visa program because it is easy or saves you money – you participate because it is necessary in order for you to find the essential legal temporary workers you must have to operate your business.

In my opinion, available skilled labor continues to be one of the absolute biggest issues within the industry.  These legislative changes only worsen the problem.

Additional Resource: http://www.foreignlaborcert.doleta.gov/pdf/H2B_PWDNPRM-6-28-2011.pdf