Premier Flooring Retailer is the face of the specialty flooring retailer. It is the only publication dedicated exclusively to the success of the specialty retailer and their supplier partners.
THE OFFICIAL MAGAZINE OF THE WORLD FLOOR COVERING ASSOCIATION
D3 | 2024
YOUR GUIDE to GREATER SUCCESS
pg. 06 Change is Good!
Check out the fresh new look for PFR Magazine
pg. 18 Legal Matters The Basics of Overtime pg. 52 Purchasing Ally The Future of FCB2B
pg. 64 Bringing
into Focus Millennial vs Gen Z Shopping Habits
UNLOCK YOUR POTENTIAL WITH WFCA’S SEAL LEADERSHIP ACADEMY Join WFCA’s revolutionary SEAL Leadership Development and Certification Program, in collaboration with Lead Every Day PROGRAM OVERVIEW: • Four-Month Self-Paced Journey • Engaging Curriculum & Personal Coaching • Expert-Led Insights by Randy Gravitt & Mark Miller • Industry-Recognized Leadership Certification AFFORDABLE PRICING: • Individuals: $299 annually or $29 monthly • Companies (up to 10 employees): $999 annually Special Offer for Premium Plus Members: Enjoy a 10% discount! Click here to upgrade your membership or join now. Don’t miss this transformative opportunity! Act fast to secure your spot! For more info and to enroll, visit SEAL Leadership Academy.
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TABLE of Contents
Premier Flooring Retailer D3 | 2024
04 Three Stages of Leadership Scott Humphrey 06 Revamping Premier Flooring Retailer 08 Does Your Business Have An Injury and Illness Plan? Stacy Eickhoff 12 You Are Your Companies Mirror Tom Jennings 14 High-Def Color Technology 16 Beyond the Plank 18 The Basics of Overtime Jeffrey W. King 22 How To Get Really Good at Sales Bill Murphy Jr. & Carl Phillips 24 Standards are like Toothbrushes Lewis Davis 26 Rapid RH L6 The Evolution of Moisture Measurement Jason Spangler
66 Design Trends… Do They Really Matter? 67 Get Connected 68 Fostering a Strong Company Culture Through Leadership Training Freida Staten
31 Understanding & Selling to Generation Z Lis Calandrino 33 FCEF Penny Donation Program 38 12 Ways to Increase Your Bottom Line Margo Locust 40 Gearing Up for Success The Benefits of Flooring Specific Software Chris Ogden 44 Metroflor introduces three trend-driven WPC Collections 50 DispatchTrack Last Mile Delivery Software 52 The Future of fcB2B Jim Buckles 54 How, Why & When of using A 3rd Party Flooring Inspector Robert Blochinger 64 Millennial vs Gen Z Shopping Habits Mayson Taylor
ON THE COVER: Genesis Authentics from Metroflor; shown here in color Verified. The proprietary ISOCORE Technology provides a strong, lightweight, and dimensionally stable WPC core that’s the foundation of all Genesis waterproof WPC floors. FX2 Surface Protectant provides premium abrasion resistance and superior stain repellancy. The attached IXPE underlayment absorbs sound and provides warmth and comfort underfoot.
I was recently speaking with a good friend who is contemplating retirement. He is slightly younger than me, and I just signed a 5-year contract. So, I was interested in why he is considering retirement now. Just so you understand, he is not one of those people who makes decisions on a whim. He thinks through every decision and weighs all of the options. He shared that his mother and father had passed in the last few years. This got him thinking about his life expectancy. After considering his parent’s age and uncles and aunts, he decided he had roughly 20 years he could count on. He wants to travel, and he has a wife, children, and grandchildren he wants to give himself to for as long as he has left. Then he said something that immediately resonated with me. He noted that typically retirement can be broken into three stages: The Go-Go stage, the Slow-Go stage, and the No-Go stage. As you can imagine, the Go-Go stage is the active stage of retirement filled with activity and travel. The Slow-Go stage is still active, but less so than the Go-Go stage, as retirees often face health challenges and the frustration that they can’t physically do what they once could. The No-Go stage is the final stage, where people stay at home and settle into a routine of sameness. You may be asking yourself what all of this has to do with leadership. When I heard my friend describe the three stages of retirement, I immediately thought of the parallels to leadership. These same three stages happen in the life of many leaders. Let’s look at the similarities: The Go-Go Stage This stage generally occurs at the onset of each leadership experience. The leader moves into a new challenge with energy and excitement as they consider the possibility of making a difference. After all, they assume they were brought in to lead change and enhance performance. In fact, I have seen many leaders who create change to feel necessary. They walk into an organization that isn’t necessarily broken and break it in order to feel necessary and important. Sometimes the leader you follow was doing things right. In that case, the Go-Go leader should focus on evaluating and building on the successes of their predecessor instead of immediately launching into change mode. THREE STAGES of LEADERSHIP
TAKING the LEAD
Scott Humphrey CEO, WFCA “ As a leader, your goal should be to stay in the Go-Go Stage. To do so, constantly seek to challenge your habits and those of your team.”
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The Slow-Go Stage This stage is where the leader has surrounded themselves with the right people and put them in the right seats on the bus. They have also implemented policies and procedures to allow the organization to succeed without their constant oversight. Leaders often find themselves in this stage because of their own victories. The danger lies in the Slow-Go leader’s inability to anticipate and get ahead of future challenges. In fact, If the Slow-Go leader does not lead the organization into the next potential success, they will often slide into the final stage where leaders go to die – The No-Go Stage. The No-Go Stage As noted above, this stage is where leaders go to die. It is identified by a lack of energy, focus, vision, and drive. The No-Go stage is also known as the leadership rut. As I have often noted, a rut is just a grave with both ends knocked out. Leaders often die there. They just don’t realize they are dying. They are so caught up in the routine of what once worked that they don’t see how the world around them is changing. Worse yet, many No-Go leaders refuse to see the need to change. They are convinced that what once worked always will. As a leader, your goal should be to stay in the Go-Go Stage. To do so, constantly seek to challenge your habits and those of your team. Don’t be afraid to evaluate best practices of your competition. Success comes from asking, “How do we take what is good from within our organization and the best practices of our competition and make it even better?”
Premier Flooring Retailer D3 | 2024 05
CHANGE IS Good! A Bold New Look & Seamless Digital Experience for Premier Flooring Retailer
In the ever-evolving world of floor covering retail, staying ahead of industry trends and connecting with your customers are key to long-term success. Just as your business adapts to the demands of the market, so too must we evolve to better serve you. That’s why we’re excited to announce a fresh new look for Premier Flooring Retailer Magazine (PFR)—along with a shift to a dynamic publishing platform, Flippingbook. Our decision to refresh the magazine’s design and switch platforms isn’t just about aesthetics— it’s about giving you a resource that’s more engaging, accessible, and tailored to your needs as a flooring retailer. After listening to your feedback and assessing industry trends, we knew it was time for a change that would make it even easier for you to access the insights and information you rely on to thrive. HERE’S WHAT’S NEW:
A Streamlined Design for Enhanced Readability
Honoring Tradition, Embracing Innovation
Much like designing the perfect showroom, we’ve focused on creating a layout that allows you to find the content that matters most—fast. The cleaner design makes it easier to navigate through valuable business tips, product innovations, and retail strategies, helping you stay one step ahead in a competitive market. Introducing Flippingbook: A More Interactive Experience As part of our update, we’re moving PFR to Flippingbook, a new platform that enhances the digital reading experience. This means our content will be more interactive, with easy navigation, embedded videos, and clickable links that take you directly to the resources you need. Whether you’re reading on your desktop, tablet, or phone, Flippingbook ensures you get a seamless, engaging experience that keeps up with your busy schedule. Rich Visuals To Highlight Flooring Trends We know flooring is a visual business, and we’ve doubled down on high-quality images that showcase the latest trends, design ideas, and products. Expect stunning visuals that bring flooring innovations to life—helping you stay inspired and connected to what’s trending in the market.
While we’ve made some exciting changes, the heart of PFR remains the same: providing you with the insights, tools, and inspiration you need to succeed in the floor covering industry. Our new look and platform combine the best of tradition with modern innovation, making it easier for you to stay informed and ahead of the curve. We’re confident this redesign and platform upgrade will enhance your reading experience and make PFR an even more powerful tool for your business. We can’t wait for you to explore our new format on Flippingbook and experience the difference for yourself. As always, your feedback is welcome. Here’s to continued success in flooring—and here’s to the next exciting chapter for PFR…Premier Flooring Retailer Magazine!
Best Wishes for Much Success,
Margo Locust, Publisher
The Official Magazine of the World Floor Covering Association
A Special “Thank You” to all the manufacturers and their marketing departments who provided outstanding editorial to make this publication a success. PUBLISHING STAFF Margo Rodgers Locust , Publisher Karen George , Managing Editor PAX STUDIO Inc. | Paxton Taylor , Creative Director + Designer GUEST COLUMNISTS James Buckles, Robert Blochinger CONTRIBUTING WRITERS Chris Ogden, QFloors Jason Spangler, Wagner Meters CONTRIBUTING COLUMNISTS Lisbeth Calandrino, Lewis Davis, Scott Humphrey, Tom Jennings, Jeffrey King, Stacy Eickhoff, Freida Staten, Charles Stiles, Carl Phillips, Mayson Taylor EDITORIAL + ADVERTISING Fabulous Floors Magazine, LLC Phone: 678-761-5002 Email: Margo@pfrmag.net THE WORLD FLOOR COVERING ASSOCIATION (WFCA) Freida Staten , VP of Marketing, Communications & Membership Steve Abernathy , COO Kay Wiley , Executive Assistant to CEO Premier Flooring Retailer is a joint initiative of the World Floor Covering Association and Fabulous Floors Magazine, LLC. Phone: 855-330-1183 Email: wfca@wfca.org Scott Humphrey , CEO Copyright © FABULOUS FLOORS MAGAZINE and WFCA 2024. All rights reserved. No portion of this publication may be reproduced in any way without written consent from Fabulous Floors Magazine, LLC or the WFCA. Change of Address: in order to ensure the uninterrupted delivery of Premier Flooring Retailer, notice of change should be made at least 5 weeks in advance. Premier Flooring Retailer is published quarterly in print and digital by Fabulous Floors Magazine, LLC located at 572 Main Street, Andrews, NC 28901 and the World Floor Covering Association located at 855 Abutment Road, Suite 1, Dalton, GA 30721. Postmaster: Please send address changes to WFCA, 855 Abutment Road, Suite 1, Dalton, GA 30721. Although every effort has been made to ensure accuracy and timeliness of information, Premier Flooring Retailer Magazine cannot be held responsible for discrepancies, typographical errors, discontinuance of product nor color reproduction.
U nder the Occupational Safety and Health Act of 1970, employers are responsible for providing safe and healthful workplaces for their employees. OSHA’s role is to help ensure these conditions for America’s working men and women by setting and enforcing standards and providing training, education, and assistance. This includes not only your retail store but also the job site. In addition to federal guidelines, there are several states that have their own state plan. There are 22 states who have adopted plans that cover both private sector and government employees. You can find this information by state here: https://www.osha.gov/stateplans Creating an effective Injury and Illness Prevention Plan (IIPP) is essential for maintaining a safe workplace and ensuring the well-being of employees. This article will guide you through the development of an IIPP. It is critical you consult state and local guidelines to tailor your plan accordingly. Understanding the IIPP An IIPP is a proactive process to help employers prevent workplace injuries and illnesses. The California Department of Industrial Relations emphasizes that an IIPP should be “a written document that describes the process for identifying and controlling workplace hazards, training employees, and reporting and investigating accidents” [1] . Management Commitment The first step in developing an IIPP is securing management commitment. As the Commission on Health and Safety and Workers’ Compensation states, “To be effective your IIPP must: Fully involve all employees, supervisors, and management” [2] . This underscores the importance of leadership in driving safety initiatives. Employee Involvement Involving employees is crucial as they often have the best understanding of the conditions that create hazards. According to the Occupational Safety and Health Administration (OSHA), DOES YOUR BUSINESS HAVE AN INJURY and ILLNESS PLAN?
FLOOR Education
Stacy Eickhoff Sr. Vice President Has specialized in providing insurance programs for the Floor Covering Industry for over 25 years. Risk Strategies is a top national broker providing comprehensive risk management advisory services.
seickhoff@risk-strategies.com
“ Creating an effective IIPP
is essential for maintaining a safe workplace and ensuring the well-being of employees.”
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an effective IIPP “must fully involve all employees, supervisors, and management” [3] . This collaborative approach ensures that everyone has a stake in the program’s success. Hazard Identification & Assessment A thorough hazard assessment is the cornerstone of any IIPP. OSHA’s guide to developing a safety management system advises employers to “collect, organize, and review information with workers to determine what types of hazards may be present and which workers may be exposed or potentially exposed. “ [3] This step involves a comprehensive evaluation of the workplace to identify potential sources of injury or illness. Hazard Prevention & Control Once hazards have been identified, the next step is to control them effectively. The guide from the California Department of Industrial Relations outlines this process: “Correct identified hazards in an appropriate and timely manner” [1] . This may involve engineering controls, administrative controls, or personal protective equipment. Training & Communication Training is a key component of an IIPP. Employees must be educated on the risks they face and how to avoid them. The guide further states, “Provide effective training” [1] . This includes instruction on safe work practices,
emergency procedures, and the use of protective equipment. Accident Investigation Investigating accidents is critical for preventing future incidents. The California Department of Industrial Relations guide advises employers to “Develop procedures for investigating occupational injury or occupational illness” [1] . This helps in understanding the root causes and implementing corrective actions. Program Evaluation & Improvement An IIPP is not static; it requires regular review and improvement. Is the program being utilized? Has the program been updated to encompass new or changing exposures? At a minimum, your program should be reviewed annually. Recordkeeping & Documentation Keeping accurate records is essential for tracking the effectiveness of your IIPP. The California Department of Industrial Relations highlights the need for “Safety & Health Recordkeeping” [1] . This includes documentation of training, hazard assessments, and injury and illness incidents. All states must at least meet the federal guidelines for recordkeeping. States with specific plans may have additional guidelines that must be met.
Conclusion Developing an effective IIPP is a dynamic and continuous process that involves commitment from management, active participation from employees, and a systematic approach to hazard identification and control. By following these guidelines and incorporating the insights from the provided sources, organizations can create a robust IIPP that not only complies with regulations but also fosters a culture of safety and health. A robust safety plan and culture can save business owners thousands of dollars and help to increase revenue. An effective safety/risk management program sets a consistent standard of performance for your employees and includes all aspects of your business, from dress code to customer engagement. Disclaimer: This article is for informational purposes only and does not constitute legal advice. Please consult relevant state and local guidelines to ensure compliance with all regulations.
Sources: [1]: California Department of Industrial Relations. “Guide to Developing Your Workplace Illness Program.” [2]: Commission on Health and Safety and Workers’ Compensation [3]: Recommended Practices for Safety and Health Programs
Other Links: Injury and Illness Prevention Program (IIPP) Model Plans, Injury and Illness Prevention Program (IIPP), Ten Steps for Developing an Injury Prevention Program, https://www.osha.gov/ laws-regs/oshact/toc, https://www.osha.gov/stateplans
TOM’S Tips
YOU ARE your COMPANIES MIRROR
Tom Jennings Retail Training Expert A lifelong flooring industry member, sold his family’s retail business in 2006 and now serves as an educator and speaker. A past WFCA board chairman, he is currently chairman of WFCA Services, Inc. tomg.jennings@gmail.com “ The speed of the leader is
A s the owner, or manager, of a retail store, I feel that one area that is often overlooked is the manner in which we present ourselves. I find that too often our actions can be in direct conflict with the behaviors that we are dictating our staff members to perform. Let me explain. There is an old dog sled racing expression stating that “the speed of the leader is the speed of the pack.” I have found that this proves to be true in our stores as well. It is your job as manager to set the tone, and the pace, for those who look to you for guidance. We often forget that when we arrive each day that the staff is watching. They are closely checking to see what kind of mood that you appear to be in. They are watching to see how you greet both customers and sales staff on the showroom floor. They are waiting to see how you respond to the first bit of “news” from the administrative staff. They are listening to hear whether you say good morning to those you encounter. Do you seem to really mean it? They are taking note to see if you are laughing, or if you seem to be angry or distracted. Most stores have some form of dress code for the various staff members. As a manager, it is your job to see that the stores’
the speed of the pack. It is your job as manager to set the tone and the pace for those who look to you for guidance.”
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representatives always look professional in their appearance. Yet I have seen supervisors come to work early in the day in casual clothing with an excuse such as “I’m playing in a golf tournament this afternoon.” Ask yourself: would you let a staff member come to work in his bowling shirt because “we have a big match after work.” Or what would your response be if a staff member wore their softball uniform to work because “tonight’s the big game!” While this may seem ridiculous to you – your staff isn’t going to see why you can bend standards to suit yourself while they cannot. When you are at work, you should dress and act accordingly. Then when it’s time to play, enjoy yourself and play hard! While it is impossible to be relaxed and jovial at all times, I see far too many managers that seem to think that having a harried, worried look on their face seems to give them some sort of added authority or sense of importance. Why anyone would buy into this form of behavior mystifies me. I guess that they must like managing harried, worried looking employees. I doubt that there are too many customers that just can’t wait to shop at this
store! There is an old rural saying that “a nervous hen has nervous chicks.” Do your best to lighten the mood at work. Others do not need, or care, to share in your burdens. Any intelligent staff member will recognize that you have problems to deal with. They will respect you far more if they observe you dealing with them in a competent, systematic way than if you are constantly reminding them of how much harder your job is than theirs. We are not surgeons. No one is going to die from one of our mistakes. Lighten up and enjoy the new found smiles that you will find around you. Each day start thinking about how your behavior affects others before you walk in the door. Because your staff mirrors your actions, it will make you walk in differently. When you improve your attitude, you will see a positive change almost immediately, as your behaviors have a dramatic impact on how everyone’s day progresses.
Engineered Floors HIGH-DEF COLOR TECHNOLOGY
O ver the last year, our Product Development Team has been working on disruptive innovations in fiber Technology to once again keep Engineered Floors ahead of the curve when it comes to soft flooring. We are proud to announce the launch of our newest soft product, Gold Standard III featuring PureColor® High-Def Technology. This ground-breaking product is designed with a unique combination of enhanced fiber texture, tighter twist, and color enhancement that creates the most durable, soft product in the market. Let’s dive into why Gold Standard III is different: PureColor® High-Def Color Technology combines four different facets of product design – Depth, Dimension, Durability, and Design. Let’s expand on these 4 attributes:
Depth We embraced the challenge and enhanced our complexity of color for a more vibrant visual. PureColor® High-Def incorporates up to 24 individual fiber colors in every carpet, adding layers of complexity for a more vibrant visual and natural feel. Dimension A high-resolution finish for softness you can see. The high-resolution finish of PureColor® High-Def allows you to see and feel every strand of fiber for never before seen color clar - ity within soft products. Think of this product like a new OLED TV versus a Tube TV. Durability Gold Standard III is engineered to endure. The tailored fabrication of PureColor® High-Def combined with its proprietary yarn process allows for industry-leading durability metrics never before seen in PET. We have the softest, most durable product on the market. Period. Mic-Drop!
Design Color affinity supports self-selection by the con- sumer. The multicolor makeup of PureColor® High-Def allows every carpet to blend perfectly with surrounding surfaces and colors with ease, empowering and inspiring consumers to feel confident in their selections.
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DESIGNED BY NATURE, MADE IN YOUR BACKYARD.
Engineered Floors
Engineered Floors BEYOND THE PLANK The Digital Revolution in Flooring
F or years, luxury vinyl tile has offered a practi - cal alternative to hardwood flooring. But what if that prac - ticality could be combined with the unmatched beauty and texture of real wood? Engineered Floors® has taken a revolutionary step forward with PureGrain™ – the first DLVT to utilize digital print technology for unparalleled realism, using cutting-edge technology and timeless American craftsmanship. PureGrain starts with an
industry-disrupting process. Engineered Floors starts by meticulously scanning real wood species, from the warm tones of oak to the rich character of pine. These scans capture the unique grain patterns and subtle variations that define real hardwood, allowing for the creation of high-reso - lution designs directly onto a strong, rigid core. Scans collected into EF’s digital library allows for limitless design possibilities and ensures minimal plank repeat. The result is flooring that looks and feels astonishingly real, like the natural wood it replicates. PureGrain isn’t just about aesthetics; it’s about performance. This American-made DLVT boasts su- perior scratch and water resistance, making it perfect for busy homes. So why settle for anything less? Choose PureGrain and experience the beauty and durability of real wood, brought to life through American ingenuity.
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SEE TOMORROW’S FLOORING, TODAY.
Premier Flooring Retailer D3 | 2024 17
LEGAL Matters
THE BASICS of OVERTIME: Who Gets It, Who Is Exempt, and How Is It Calculated.
T he Department of Labor (“DOL”) increased the minimum salary amount for executive, administrative, and professional employees (“Managers and Administrators”) to be exempt from overtime. The new rule raised numerous questions regarding who is owed overtime pay. Who is exempt form overtime? Must a flooring retailer pay commissioned employees overtime? What about employees paid piece-rate based on the amount of flooring installed? This article will answer these basic questions. 1. Which Employees Get Overtime? The Fair Labor Standards Act (FLSA) establishes the federal standard for minimum wage, overtime pay, and recordkeeping for all full-time and part-time workers. Unless specifically exempted, as explained below, most employees must be paid at least the minimum wage and not less than one and one-half times their regular rates of pay for hours worked beyond 40 per week. 2. Are Independent Subcontractor Owed Overtime? A flooring retailer that subcontracts installation of flooring to independent contractors do not have to pay overtime to these subcontractors. These independent contractors are not employees and therefore the flooring retailer does not owe them overtime. It is important, however, to make sure the subcontractors meet the independent contractor standards. If these installers are, in fact, employees, the flooring retailer will owe them overtime and other employee benefits.
Jeffrey W. King General Counsel for the WFCA Jeffrey King has more than 35 years’ experience in complex litigation with a focus on contracts, employment, construction, antitrust, intellectual property and health care. He serves as legal counsel for WFCA and other trade associations, and is a LEED Accredited
Professional. (561) 278-0035 jeffw@jkingesq.com.
“ Paying an
employee a salary does not automatically exempt them from overtime.”
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3. What Is Regular Rate Of Pay? The amount of overtime pay due to an employee is based on the employee’s regular rate of pay and the number of hours worked in a workweek. In many cases, the regular rate of pay is an employee’s hourly rate. But some employees are paid a salary, commission, or some other basis. In these cases the overtime pay due must be computed on the basis of the average hourly rate derived from such earnings. For example, if an employee has an annual salary of $31,200, his weekly salary is $600 ($31,200 ÷ 52 weeks=$600). The employees hourly rate would be $15.00, his weekly salary divided by 40 hours. The calculations do not necessarily end with the hourly rate. Nondiscretionary bonuses must be included in determining an employee’s regular rate of pay, whether paid an hourly rate or a salary. Nondiscretionary bonuses include those that are announced to employees to encourage them to work more steadily, rapidly or efficiently, and bonuses designed to encourage employees to remain with a facility. The bonuses could be for meeting certain sales goals, safety goals such as injury free work days, attendance, and similar pre-announced incentives. When the bonus is paid during the pay period in which it is earned, the calculation is straight forward as set forth above. But what if the bonus is paid less frequently, such as quarterly or annually? Until the bonus is paid, the employer does not need to take the bonus into consideration in calculating the regular rate of an employee’s overtime. Once the amount of the bonus is determined, however, it must be apportioned back over the work weeks during which it was earned. The overtime for those weeks must be recalculated using the regular rate that includes the allocated bonus. Consider for example an annual nondiscretionary bonus of $1,300. Allocated over 52 weeks would add $25.00 week to the employees pay ($1,300 ÷ 52 weeks=$25). Using the earlier weekly salary of $600, the new weekly salary would be 6 $625 with a new hourly rate of $15.63. For more information check out: “Calculating Overtime— Did You Include Bonuses?,” Premier Flooring Dealer (2nd Quarter 2019) (Regular Rate.com).
4. Are Salary Employees Exempt? Paying an employee a salary, does not automatically exempt them from overtime. As explained below, whether a flooring retailer must pay overtime depends on what the employee does, not just how the retailer chooses to pay them. 5. What Managers and Administrators Are Exempt? To fall within exemptions for managers and administrators, an employee must meet a three part test: 1. Be paid a predetermined and fixed salary that is not subject to reduction for variations in the quality or quantity of work performed (the “salary basis test”) 2. Be paid at least the minimum salary level (the “minimum salary test”); and 3. Primarily perform executive, administrative or professional duties (the “duties test”). The minimum salary required for the EAP exemptions from overtime is $844 per week ($43,888 per year). Nondiscretionary bonuses, incentive payments and commissions can be used to satisfy up to 10 percent of the minimum salary requirement ($84.40 per week), as long as these forms of compensation are paid at least annually. As of January 1, 2025, the minimum salary required for managers and administrators exemption is scheduled to increase to $1,128 per week ($58,656 per year). Under the duties test, management employees must have a primary duty of managing the enterprise or a department or subdivision of the enterprise; must customarily and regularly direct the work of at least two employees; and must have the authority to hire or fire, or their suggestions and recommendations as to the hiring, firing, or changing the status of other employees must be given particular weight. For the Administrative exemption, employees must have a primary duty of performing office or nonmanual work directly related to the management or general business operations of the employer or the employer’s customers, and their primary duty must include the exercise of discretion and independent judgment with respect to matters of significance. For more information check out: “Management and Administrative Overtime Rule A Practical Guide” WFCA
6. What About Highly Compensated Employees?
over 40 for the week, must be paid at the time- and-half rate. 8. What If I Pay Piece Rate? Paying a piece-rate is one of the most common practices for compensating flooring installers. This compensation method is perfectly legal if properly executed and documented. It is often assumed, however, if retailers pay a piece-rate, they do not have to worry about minimum wage or overtime pay. To the contrary, the requirements of the FLSA and state wage and hour laws requiring minimum wage and overtime pay still apply. These laws require the flooring retailer or contractor to keep track of employee hours and to ensure each employee is paid minimum wage and all overtime due. The federal Wage & Hour Division defines piece-rate as the “regular rate of pay for an employee paid on a piece work basis ... obtained by dividing the total weekly earnings by the total number of hours worked in that week.” The total hours must include all time worked, including traveling to a job site from the employer’s premises, picking up job materials and similar time. This calculation must also take into account any overtime worked by the employee. To use the example provided by the Wage and Hour Division who enforces the FLSA, assume an employee worked 45 hours and was paid $675. The regular hourly rate for that week would be $15 ($675 divided by 45 hours); a rate well over minimum wage and minimum overtime rate. This only determines the non-overtime rate. The employee is entitled to time and a half for the five hours of overtime, ($22.50 an hour). Since the $675 already paid included
For highly compensated employees (“HCEs”) the minimum total compensation requirement for the HCE exemption is $132,964 per year, including at least $844 per week that must be paid on a salary or fee basis. The HCEs minimum salary level is scheduled to increase on January 1, 2025 to $151,164 per year, including at least $1,128 per week that must be paid on a salary or fee basis. HCEs are subject to a more relaxed duties test, which requires only that the employee’s primary duty must be office or nonmanual work and the employee must customarily and regularly perform at least one of the bona fide exempt duties of an EAP employee. 7. What About Commissioned Employees? To be exempt, a commissioned employee must meet the following requirements: • The employee must work for a retail or service establishment; • The employee’s regular rate of pay must exceed 1.5 times the federal minimum wage for every hour worked in a workweek in which overtime hours are worked; and • More than half of the employee’s total compensation during a representative period (which cannot exceed one year) must come from commissions. If a commissioned employee does not meet these requirements, then they are due overtime. As explained above, the employees regular rate of pay would have to be calculated by adding his base pay and commission to determine the total weekly amount paid and then divide it by the hours worked. Any hours
10. Can You Use Comp Time Rather Than Pay Overtime? Unfortunately, an employer cannot offer comp time in lieu of overtime. Comp time is allowed only to employees who are on flexible work schedules. 11. Are There State Laws That Effect Overtime Some states have their own rules on overtime exemptions. Generally, if state law is more protective, then state law must be followed. Currently, only a few states (Alaska, California, Colorado, New York, and Washington) have minimum salary requirements for exemption that exceed the federal limit of $844 for the exemptions. State rules may also prohibit employers from using bonuses to satisfy part of the salary requirement. In addition, some states have different overtime requirements. For example, a number of states, such as California and Alaska, require overtime pay for any work over eight hours a day, while others require overtime for working more than 10 (Florida and Oregon) or twelve (Colorado) hours a day. Therefore employers must check their state law to ensure they comply with state overtime requirements. Conclusion Given the potential liability, possible different requirements in each state, the allocation of annual and quarterly bonuses, and the pending changes in salary levels, it is recommended that competent counsel be consulted to ensure each flooring dealer properly calculate overtime for its employees. The information contained in this article is abridged from legislation, court decisions, and administrative rulings, should not be construed as legal advice or opinion, and is not a substitute for the advice of counsel.
the $15base rate, an additional $7.50 (half the regular rate) must be paid for each hour worked over 40 hours. This would require the employer to add an additional $37.50 for a total pay that week of $712.50. Further complicating the calculations, is the growing trend by state to require additional compensation for rest periods and down time. For more information check out: “Piece-Rate Compensation: Get Ready for the Changing Rules,” Premier Flooring Dealer (Nov./Dec. 2015) (Piece Rates.com). 9. What Records Must Be Maintained? Every employer must keep certain records for each non-exempt worker. The Act requires no particular form for the records, but does require that the records include certain identifying information about the employee and data about the hours worked and the wages earned. The law requires this information to be accurate. The following is a listing of the basic records that an employer must maintain: 1. Employee’s full name and social security number 2. Address, including zip code 3. Birth date, if younger than 19 4. Sex and occupation 5. Time and day of week when employee’s workweek begins 6. Hours worked each day 7. Total hours worked each workweek 8. Basis on which employee’s wages are paid (e.g., “$9 per hour”, “$440 a week”, “piecework”) 9. Regular hourly pay rate 10. Total daily or weekly straight-time earnings 11. Total overtime earnings for the workweek 12. All additions to or deductions from the employee’s wages
13. Total wages paid each pay period 14. Date of payment and the pay period covered by the payment
Each employer shall preserve for at least three years payroll records. Records on which wage computations are based should be retained for two years. These include time cards and piece work tickets, wage rate tables, work and time schedules, and records of additions to or deductions from wages.
Premier Flooring Retailer D3 | 2024 21
How to GET REALLY GOOD AT SALES Using 3 Rules of Emotional Intelligence
Bill Murphy Jr. & Carl Phillips
T here are no guarantees, but tactics like these make your desired outcomes a little bit more likely. It’s probably the most famous challenge in sales, to say nothing of an increasingly dreaded interview question: “Sell me this pen.” Even if people didn’t know it before, the 2013 movie The Wolf of Wall Street made it famous. And the images of would-be salespeople foundering, trying to describe the positive attributes of a pen without any real sales strategy, are hard to forget once you’ve seen them. Regardless, what if I were to tell you that there are some simple tricks and tactics that almost anyone can use to improve their ability to sell almost anything to almost anybody? It all comes down to emotional intelligence and an understanding of the ways in which we constantly communicate in multiple dimensions, intentionally or not. Here are three simple tactics to remember, plus a bonus at the end.
1. Ask Questions. A lot of Questions Selling involves persuasion, and persuasion is basically the intersection of two actions: 1. Giving advice. 2. Hoping that people will act on your advice in a particular way. The secret to offering advice that people perceive as good advice is simply to ask a lot of questions before you make any recommendations. Emotionally intelligent people realize that if you ever have a chance to see a transcript of your advice-giving, you should count the number of question marks -- and hope that they vastly exceed the number of periods. Why does it work? Both because you’re learning, which helps you hone whatever advice you ultimately give, and because people understand intrinsically that you’re more likely to give tailored advice -- and hopefully effective advice -- if you’ve at least taken the time to ask questions and understand their situation. Also important: Listen to the answers.
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2. Avoid assumption language Assumption language means words and phrases that cut off your inquiry and announce to the other side in any negotiation that you think you’ve got them pegged. Nobody likes that feeling. Almost worse, assumption language cheats you, as the person trying to make the sale, because you’re rejecting the chance to learn things that might make your pitch more potent. Examples of assumption language: • “I get it.” • “I know how you feel.” • “Yep, I had the same problem, and here’s what I did...” As sociologist Charles Derber suggests, this kind of language leads to “shift responses” instead of “support responses. People with high emotional intelligence remember that if they catch themselves using phrases like these, it almost always means they’ve jumped too far ahead and overestimated their own knowledge. It’s a red flag that means go back to trick No. 1 above and ask more questions. 3. Be very, very patient. Anyone can sell things when you’re in control, and conditions are in your favor. Classic example: They say it’s better to sell aspirin than vitamins because when someone has a headache, they want relief immediately. But it’s when you’re not in control—when you’re selling vitamins which are good for you but don’t fix an immediate problem—that you really need to exercise tactical patience. There are times when, if you push for a closing, you’ll likely lose. So don’t push. Not yet, anyway. Sometimes, that means using silence. Psychologist Namkje Koudenburg of the psychology department at the University of Groningen in the Netherlands figured out that the turning point in conversational silence -- the instant when people begin to think that there is something wrong and often try to fill it -- is a mere four seconds. “Even when people are not consciously aware that there is a silence, they immediately sense that there is something wrong,” Oldenburg explained.
The Bonus Up until now, we’ve talked about how to leverage other people’s emotions by asking questions, listening to the answers, avoiding assumptions, and being patient. But leveraging your own emotions is just as important. Sometimes that means avoiding tunnel vision, perhaps by recognizing that perhaps selling this pen to this person is just too hard and not worth the effort -- especially when there are lots of other pens out there and lots of other people. If that’s hard to see, try all the points above on yourself. Ask yourself why it seems there are so few options, avoid making assumptions, and give yourself time to find the answers. As I write in my free e-book, 9 Smart Habits of People With Very High Emotional Intelligence, the most useful definition of emotional advantage is the learned ability to leverage emotions, both yours and other people’s, in order to make it more likely that you’ll achieve your goals. In sales, especially, improvement is a process. There are no guarantees. But leveraging tactics like these can make your desired outcome a little bit more likely. Coaching Emotional Intelligence Guiding your sales team to excellence takes a lot of effort, but one thing that can help is for your sales team to understand the customer’s perspective. With 40 combine years of retail management experience, our senior management team used mystery shoppers to drive their sales teams to excellence. Using shopping reports to inspire, not degrade, a sales team is a very positive driving force. We’re here as partners in your success. Reach out; we’re here to help.
Business Evaluation Services, PO Box 507, Arroyo Grande, CA 93421, 888-300-8292
Premier Flooring Retailer D3 | 2024 23
FLOOR Education
W hen talking to vendors new to fcB2B, the two questions that come up often are what is fcB2B and why is it important to my customers. The first question is easy to answer. fcB2B or Floor Covering Business to Business, is a set of flooring industry specifications that allows the entire industry to conduct business electronically. The non-technical answer is that fcB2B provides a common language allowing everyone in the flooring industry to exchange information. The specifications are a subset of the X12 standard which are used in every industry within the United States. There are a lot of companies that use EDI but it’s specific to the company, like the big box retailers. The flooring industry is unique in that a common language has been created and made available to all. A quote attributed to Connie Morella summed it up well “Standards are like toothbrushes. Everybody wants one but nobody wants to use anybody else’s.” fcB2B is one standard that everyone in the flooring industry wants to use. STANDARDS are like TOOTHBRUSHES
Lewis Davis Senior Director of Technology and Research
“ fcB2B
provides a common language that allows everyone in the flooring industry to exchange information.”
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The second answer is more subjective and depends on who you are asking. A manufacturer or distributor may say their company website allows dealers to view products, check stock and place orders. That’s great for them, but it is a manual process for your dealers and slows them down unless you are their only vendor. fcB2B provides the common language that allows a dealer’s computer system to speak directly to their supplier’s computer. This reduces errors, speeds up the process of checking stock, updating and verifying the correct price, placing orders and most importantly reduces errors. An added benefit for the dealer is the integration of other software packages like measuring or estimating software. There are different options available based on the software used by the dealer. They typically use the product specifications available on the fcB2B catalog to estimate the amount of product needed for a job. The length and width of the product, along with the minimum order quantity, are used to estimate the job and the quantity needed to be ordered. When this basic information is missing, the dealer is not able to use the software to automatically generate an estimate for the job. This requires manual intervention and potential errors or placing the order and ending up with a shortage or overage of products.
fcB2B helps automate business functions for independent retailers that have told me they prefer to only do business with suppliers that provide fcB2B. Others have said they will refuse samples until the products get loaded in their software via fcB2B. Are you a supplier looking for ways to grow your business? Talk to your customers and see if they use fcB2B and would be more inclined to do business with you if you took part. You might be surprised. We estimate that around 2500 to 3000 retailers across the country are at a minimum using , the price catalog and seeing tremendous benefits. Visit our website at www.fcb2b.info and click on the Resources tab to learn more about fcB2B. Review the industry Champions who are providing their customers fcB2B on the Members > Champions tab. If you want to become an fcB2B Champion contact Lewis Davis, 706-217-1183 ext. 132 or ldavis@wfca.org and find out how.
“ fcB2B helps automate business functions for independent retailers, reducing errors and speeding up the process of checking stock, updating prices, and placing orders.”
Premier Flooring Retailer D3 | 2024 25
Rapid RH L6 THE EVOLUTION of MOISTURE MEASUREMENT
WAGNER Meters
Jason Spangler Sales Manager, Wagner Meters With more than 25 years’ experience in sales and sales management across a broad spectrum of industries. Jason has successfully launched a variety of products to the market, including the original Rapid RH® concrete moisture test. Jason, who received an MBA from West Texas A&M University in November 2018, has extensive industry involvement, including the National Wood Flooring Association (NWFA), the International Certified Flooring Installers Association (CFI), and is Vice Chairman of Associations for The Flooring Contractors Association (FCICA). Call Wagner Meters today at (844) 533-9100 and ask for Jason or visit www. wagnermeters.com.
A frustrated customer calls, complaining about a flooring failure. Last thing you want, right? That’s why, when installing a floor over a slab, you want to follow the ASTM F2170 standard of relative humidity (RH) testing for concrete. This way, you know how much moisture is in the concrete and can avoid many moisture issues. RH testing is much faster and more efficient than older testing methods like the calcium chloride method. And what if it was even easier? Is there a way to cut the time and labor even more? In fact, yes. At Wagner Meters, our line of moisture measurement solutions has evolved to make your job more efficient. Keep reading to learn how the latest features can change the game for your business. Rapid RH L6—Three Systems The Rapid RH system, compliant with ASTM F2170, is designed to give you accurate RH readings of your concrete slab to avoid costly flooring failures and the loss of your reputation.
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Wagner Meters When Using a Concrete Meter, Use One That’s 2x MORE ACCURATE
For the 9 commonly used concrete mix designs we tested, the C555’s readings were significantly closer to oven-dry results. Learn more: wmeters.com/3T7sTLt
wmeters.com/3T7sTLt
It’s a simple system that involves drilling small holes into the concrete slab and inserting probes called Rapid RH Smart Sensors. These sensors reveal the concrete’s moisture condition so you can know whether to wait for the slab to dry or proceed with an installation. The Rapid RH L6, with Bluetooth connectivity and improved responsiveness in its sensors, has a lot to offer. You can: • Get all the measurements and data on a smartphone app. • Print reports easily. • View graphs and analyze trends. • Save time not having to calibrate the sensors (because they come with a NIST certificate of calibration). And, depending on how “hands off” you want the job to be, choose from three options: 1. Hands-on testing This is the fastest and easiest way to start testing. The basic Rapid RH L6 allows someone to start testing with limited time and effort. With this system, you manually see the readings, one at a time, and can write them down. In addition, to take another step to automate the data gathering, a person can download the app and store data there, as well as create reports for customers. This system is best when you’re measuring small areas of concrete slab and won’t need many sensors. Otherwise, we recommend the next option. 2. Automatic on-site testing
Then, the sensors will take readings automatically and transfer them via Bluetooth to an app on your smartphone whenever you’re in range. What does that mean for you? No need to stay on the jobsite and take repeated readings! Let the L6 do all the work for you. All you have to do is come back and analyze the trends. This way, you’ll better understand when the concrete will be dry and can plan your projects accordingly. An efficient solution! And it gets better. 3. True Remote Monitoring What if you could place the RH tests and leave the jobsite until the concrete is ready? That can be a reality with True Remote Monitoring. Working with Floorcloud, the Rapid RH L6 system sends real-time readings to your phone over a cellular network or WiFi. You’ll see the concrete conditions from anywhere in the world, meaning: • You’ll only have to return to the jobsite when your project is ready. • You won’t waste time scheduling and mobilizing labor, products, and equipment when the site isn’t ready. • You’ll avoid unnecessary downtime for your crew. With this system, you’ll also be able to keep all your data in the cloud so it’s accessible and printable. It doesn’t get any simpler than that! The C555—A Pivotal Family Member With RH testing, some spread the probes
To transform your Rapid RH L6 system from hands-on monitoring to automatic on-site monitoring, simply attach the DataGrabber with Bluetooth to the Smart Sensor. throughout the slab. Others place them within a couple of feet of the exterior walls. But you can take your RH testing to the next level with the “ RH testing is much faster and more efficient than older testing methods like the calcium chloride method.”
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