A Comprehensive Approach
To have the most successful construction company, you’ve got to take a close look at that which affects your financial situation. For example, you don’t want to just fill employee slots. You want the best employees for the job. You need to consider collateral benefit and opportunity cost in this regard.
If you get a tax credit for a certain quota of differing personnel types, that could save you a lot of money. Or, it could cause you to choose a candidate that isn’t properly qualified. This may result in a declination of quality in workmanship. That can collaterally cost you more money than your tax credit provides. A lost client through an underqualified individual could really impact you.
Have The Right Perspective About Employees
You want to attract the best employees based on their ability to do the job. But you’re going to have to be competitive if you want that to work as it should. Provide the benefits you can. If you’re a newer—or even established—construction company, having good healthcare benefits can be key. You may even provide employees strategic information like that pertaining to Medicare Part C.
What is Medicare Part C? A look at its features and benefits help reveal this program; according to HealthMarkets.com: “Medicare Part C, also called Medicare Advantage (MA)…offers Medicare beneficiaries an alternative way to get medicare benefits through plans sold by private insurance companies that contract with Centers for Medicare and Medicad (CMS).”
Don’t think of employees like exploitable resources. One dedicated individual of average intelligence can change the world. Remember that footage from Communist China in the 80s, where the single Chinese gentleman stood his ground before a row of advancing tanks in Tiananmen Square? All he did was cross the street. But doing that took guts.
The right employees may do simple things that have profound impact on your company. You want individuals who are clever, passionate, and skilled—and have a variety of differing abilities. For example, if you’ve got equipment and no jobs, there should be somebody who can at the very least help transition to new machines or sell old ones.
This may best be handled by you, but eventually as your company expands, you’ll be busier with other things, and if you can trust someone to handle things like this, that increases your ability to maintain your company. This is a collateral benefit of high financial importance, and one that is sometimes unconsidered.
Additionally, look for non-employee resources to help round out your operation. Selling was mentioned earlier; if you’re looking to sell a piece of equipment like a forklift, MyLittleSalesman.com invites you to: “…check out some of our top forklifts for sale.” The site goes on to note how you can actually post ads to sell your own equipment also: “In minutes, you can create a classified ad and market it to thousands of users.”
Oftentimes sellers have a large market to whom they cater, and being able to show a wider selection is a win-win for everyone. This is a strategic approach where you sort of kill two birds with one stone, as it were. You eliminate the hassle of properly exposing that which you need to sell, and you save time as well.
Something else to consider is that you may find yourself in a unique position to branch out into certain equipment sales ventures yourself. It’s always worthwhile to broaden your profitable portfolio—here’s a link to a site that can help you get your mind around the basics involved in online selling. You can buy-fix-and-sell, liquidate old equipment, and maximize your investments.
Time is money. With any construction project, your primary goal is to come in under budget and before the project’s completion date. Oftentimes this doesn’t happen. Better employees and attention to detail in operation can increase your financial efficacy, however, allowing you to more reliably come in ahead of schedule, and so increase the caliber of your regular clientele.
A Firm Foundation
Finances are a funny thing. Many people have deep strategies to acquire them, but what tends to be the most burdensome is tactics geared at sidestepping reality. That’s just not a viable means of approaching the problem.
Every action has an equal and opposite reaction—this is as true in finance as physics; and maybe even metaphysics. If you build yourself up as a great company but rely on underhanded benefits or shoddy workmanship to cut costs, your reputation will eventually implode despite the ephemeral enjoyed benefits early on.
Your best bet is to build a firm foundation, and steadily expand it. When you get to a reasonable point of momentum, then you can start branching out in ways which naturally increase your financial solidity in an exponential way. The key here is keeping the long-term in mind.