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Title: Case%20Technology


1
Case Technology
  • Rod Payton
  • Director of Information Technology

2
Technology
  • Project status
  • RedHouse
  • CJES
  • Updated applications
  • Support Requests (Track-It)
  • Forum (FuseTalk)
  • User Groups
  • Meetings tomorrow, Lets Roll

3
Remodeling RedHouse
4
RedHouse Remodel
  • We are re-engineering the back end database of
    RedHouse from the ground up. Benefits include
  • Data integrity
  • Accurate Reporting
  • Consistent interfacing
  • Stable foundation for the future

5
Benefits of the Remodel
  • Reports
  • All Reports will be rewritten as web reports.
  • All Reports will balance out with each other.
  • All Reports will download into Excel.
  • All Reports can print in PDF.
  • Application flow will be more intuitive.
  • Data flow will be smarter.

6
Screen Re-Designs
7
Screen Re-Designs
8
Screen Re-Designs
9
Will there be a learning curve?
  • Perhaps some, but
  • Screens will still perform similar the current
    forms where possible.
  • Menus will be consistent throughout the
    application.
  • Our goal is to be able to get you to where you
    need to be within three mouse clicks.

10
Benefits of the Remodel
  • Duplicate Data Entry will be eliminated
  • Enhanced System Integration
  • Current Quickbooks, CJES
  • New Help Desk, Forum
  • Future Outlook, Production

11
Rebuilding CJES
  • Case Job Estimating System

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Other features
  • Regional Pricing
  • Improved Contract Building
  • Contract-Ready Text for Items
  • Improved Interfacing with MSWord
  • Automatic Updating via the Internet
  • Integrated with RedHouse Schedules
  • Support for Larger Screen Resolutions

23
Options to CJES?
  • In our search to date, CJES is the only system
    that meets the needs of our business!
  • Offline in the home
  • Synchrizes with Office and Corp
  • Simple, easy to use
  • Standard technologies

24
Updated Applications
  • Case Forum
  • Track-It Help Desk

25
Case Forum screenshot
26
Case Forum screenshot
27
Track-It Help Desk screenshot
28
Track-It Help Desk screenshot
29
User Groups
  • Idea Survey
  • Next Steps?

30
User Groups
  • Survey results
  • RedHouse
  • 153 Ideas were submitted
  • CJES
  • 85 Ideas were submitted
  • Voting results available in tomorrows sessions

31
User Groups
  • 31 of the 85 CJES Ideas will be addressed
  • Of the Top 25 CJES Ideas submitted, 100
    will be addressed in the new version!
  • Of the 153 RedHouse Ideas submitted,
  • 50 will be addressed in the new version!
  • We will work closely with the User Groups to
    prioritize all remaining Ideas

32
Technology
  • User Group meetings tomorrow in the VIP Room
  • CJES User Group 130 to 205
  • RedHouse User Group 210 to 245
  • Whats next planning 250 to 325
  • Questions?

33
What the Future Holds
  • A New Host for RedHouse
  • A New RedHouse
  • A New CJES
  • A New Help Desk System
  • A New Forum
  • Production Tracking

34
What the Future Holds
35
Meet the Alliances
  • George Weissgerber
  • Vice President of Research Development
  • Debbie Cain
  • Alliance Manager

36
Owners Presenting Solutions on Team
  • Mark Richardson
  • President

37
T.E.A.M Together Everyone Achieves More
38
Owners Panel Team
  • Jim Lyon Amherst, NY
  • Barbara Rose Chicago, IL
  • Shaun Arnold North Baltimore, MD
  • Jerry Harris Tidewater, VA

39
Q A
40
Quotes About Teamwork
  • Coming together is a beginning, staying together
    is progress, and working together is success.
  • If youre too busy to help those around you
    succeed, youre too busy.
  • As an organization grows it must be more human,
    not less.
  • The best minute you spend is the one you invest
    in people.
  • None of us is as smart as all of us.

41
Hiring For Growth
  • Joseph Divel, CR
  • Director of Recruitment

42
Of all the decisions an executive makes, none is
as important as the decisions about people
because they determine the performance capacity
of the organization. Peter Drucker, The
Frontiers of Management
43
Today We Will Cover
  • Why hiring is the most important job an owner has
  • Hiring and sales similarities
  • Getting the phone to ring
  • My hiring rules
  • Hiring mistakes
  • Retention the big missing link.

44
Why Is Hiring Important To Growth?
45
Hiring and Sales Similarities
  • Need to Have Leads
  • Need to Answer the Phone
  • Need to Screen the Call
  • Need to Make an Appointment
  • Need to Sell the Company
  • Need to Close the Applicant (Client)
  • Need to Follow-up
  • Need to Track Profit / Performance
  • Need to Nurture the Person (Client/Employee).

46
Sales
Recruiting
  • Get a sure fire lead of a basement or addition
  • Tell them an RC will call and come out
  • Fail to call lose job and future addition
  • A carpenter of 15 yrs experience calls to find
    out if you are hiring
  • Tell them we will get back in touch
  • Fail to call for two weeks ..Then call them and
    find out they have a job with

47
Advertise
  • My ad rules
  • Work with a person/rep at the newspaper
  • Dont run the same ad more than two weeks
  • Use the logo
  • Experience other requirements
  • List the benefits
  • Contact information.

48
Now running in Remodeling Magazine
49
The Internet
  • Job hunting using the Internet is good for office
    and PM positions...little success with
    Carpenters.
  • On-line job sites, such as Monster give search
    ranges by key words, such as remodeling, sales,
    management, drafting. You can post an ad on
    Monster.
  • When running ads in the paper always opt to run
    online if available -
  • Be sure to respond to online inquiries.
  • Post your website on all printed ads.

50
Hiring Rules
RULE 1
  • Someone in your office is responsible for hiring
  • Office Manager, Marketing , Owner
  • Must make one person accountable for results
  • Must give them support
  • Must be willing to invest in hiring like we do
    sales Hiring Training.

51
Hiring Rules
RULE 2
  • Need to Set Projections
  • Send out weekly or bi-weekly hiring updates.
  • Hire ahead of the need Hire ahead of
    projections
  • Publish projections and results
  • Celebrate RESULTS

52
Hiring Rules
RULE 3
  • Incoming Calls
  • Track calls and ad response
  • Respond to all calls- Phone interview the Best
  • Treat calls from a job seeker like you would a
    new job lead.

53
Hiring Rules
RULE 4
  • Make Appointments for Interviews
  • Similar to Sales Appointments
  • Screen / Sell / Handoff
  • Person responsible for hiring screens and sells
  • They do not need to hire (unless it is the owner)
  • Tests / McQuaigs/ Apps / Background Checks
  • Process the hire

54
Applicants are most frequently lost by
  • Not seeing them at the appointed time- no
    appointment
  • Telling them to return When the manager has
    more time to talk to you
  • Telling them Dont call, well call you and
    then not calling them
  • Not getting back to them within 24 hours

55
Applicants are most frequently lost by
  • Being rude or condescending during the interview
  • Allowing frequent interruptions during the
    interview (taking phone calls)
  • Letting the applicant hang out in limbo and not
    giving Him/Her a definite answer.

56
Tips for Successful Interviewing
57
Good is the enemy of great. Jim Collins, Good
to Great
58
The 3 Most Important Things to do During an
Interview
LISTEN! LISTEN! LISTEN!
59
The Interview
  • No distractions Hold phone calls
  • Be on time
  • Make them feel comfortable
  • Introduce yourself first
  • Be aware of your impression of them
  • Have a list of questions prepared
  • Go with the flow if it feels right
  • Be prepared
  • PRACTICE , PRACTICE , PRACTICE

60
Tips for Interviewing
  • HRSs
  • Look at their truck
  • Take the carpenters test
  • Ask why they are leaving their job
  • Look for neat/clean
  • Trust your OM gut.
  • Sales
  • Trust the McQuaig
  • Look for remodeling and sales experience
  • Have another RC talk to them
  • Make them sell you on hiring them.

61
Re-Recruiting The First 100 Days
  • If new hires dont receive proper training and
    support early on, 47 leave their jobs within the
    first six months
  • Consider assigning a 90 day co-worker mentor
  • Think 30/60/90
  • At 30 days, sit down with new hire to see if
    their expectations are being met, and whether
    they have all the tools they need to perform
    their work
  • At 60 days, give them the opportunity for
    feedback to you ask if training been
    sufficient ask what else they need to be
    successful
  • At 90 days, give them a formal review/feedback.

62
Why do employees stay?
  • In order of importance over several large
    surveys
  • Career growth, learning, development
  • Challenging work
  • Meaningful work, making a difference and a
    contribution
  • Great people
  • Being part of a team
  • Good boss
  • Recognition for work well done
  • Fun on the job
  • Autonomy, sense of control over work.

63
Why do employees stay? (cont.)
  • Flexibility -- for example, in work hours and
    dress code
  • Fair pay and benefits (notice where this lays in
    the rankings!)
  • Inspiring leadership
  • Pride in the organization, its mission, quality
    of products
  • Great work environment
  • Location
  • Job security
  • Family-friendly
  • Cutting-edge technology
  • Source B. Kay and S. Jordan-Evans Love Em
    or Lose Em Getting Good
    People to Stay

64
Why do employees leave?
  • Number one reason (directly or indirectly)
  • An employee leaves his/her boss, not the company.
  • 50 of work satisfaction is determined by the
    relationship a worker has with his/her boss
  • Interviews with 12 million workers at 7,000 cos
    --- the relationship with the boss largely
    determines the length of an employees stay
  • THE BOSS MAKES THE WEATHER
  • What are the implications of that? (where should
    your focus be if you want retention?)

65
Warning Now for the touchy-feely stuff
  • Basic Human Nature All people want to believe
    they are loved/liked, respected, appreciated and
    valued
  • If you dont respect/value them, theyll begin
    cheating on you with another employer, wholl
    whisper sweet nothings into their ears and make
    big promises. Your employee then begins the
    divorce process, living uncomfortably in your
    workplace until another employer takes them away
    from all of this. Until then, they Quit and
    Stay with you. (aka, Warm Chair Attrition)

66
Former GREAT employees
  • Keep in touch
  • Periodically call or send an e-mail
  • Send birthday cards
  • Send a copy of the company newsletter
  • Take them to lunch tell them about advances in
    your franchise
  • Leaving your company is not a betrayal to you ---
    people have hopes and aspirations. Sometimes
    those dont work out. Having a former employee
    come back to you sends a powerful message to
    those considering leaving!!

67
People are not your most important asset.
The right people
are. Jim Collins, Good to Great
68
In Review
  • Systematic approach to hiring process
  • Hiring is the most important job an owner has
  • Need to view hiring at the same place as sales
  • Hiring is a process that takes practice
  • Assign a key person handle your hiring
  • Retention cost less than Recruitment

LAST Have fun at hiring its the best job on
earth
69
  • For Questions and follow-up
  • Joe Divel
  • jdivel_at_CaseDesign.com
  • Direct -240-235-9722
  • Recommended Books
  • Good to Great - by Jim Collins
  • Winning - by Jack Welch

70
Insurance Benefits
  • Jan Shaut
  • Vice President, Administration

71
Listen to the Experts
  • Health Insurance
  • Terri Puma
  • Voluntary Benefits
  • Peter Jones
  • Workers Compensation
  • - Scott Holden

72
Health Insurance
  • Teri Puma

73
Case Sponsored Health Plan Why Not?
74
Types of Health Insurance Plans
  • Whats right for you?
  • HMO
  • PPO
  • Catastrophic

75
Plan Design
  • How to make Health Insurance (more) affordable?
  • Deductibles
  • Co Pay
  • Co Insurance
  • Prescription cards

76
Voluntary Benefits
  • Peter Jones

77
Case Handyman Services, LLC is pleased to roll
out a new Voluntary Benefits Program for the
  • Franchise Owners
  • and their Employees

78
What are Voluntary Benefits?
  • Benefit options that expand your current benefits
    program
  • Designed to complement the existing core benefits
  • Available through the workplace, via payroll
    deduction
  • No cost to the company the employee pays 100
    of the cost

79
Why Voluntary Benefits
  • From an Employers perspective -
  • Voluntary benefits help employers attract and
    retain quality employees
  • Paid 100 by the employee
  • Allow you to control cost while offering a
    comprehensive benefits package
  • More productive and satisfied employees
  • You are able to meet the diverse needs of your
    workforce at no cost to you

80
Why Voluntary Benefits
  • From an Employees perspective -
  • Affordable group rates
  • Convenience of payroll deduction
  • Group underwriting, guaranteed issue (no health
    questions)
  • Employees pick and choose which plans meet their
    personal needs

81
Voluntary Benefit Plans to choose from
  • Short Term Disability STD
  • Long Term Disability LTD
  • Term Life Insurance
  • Accidental Death Dismemberment ADD
  • Dental and Vision

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Who is United Concordia?
  • One of the largest dental insurers
  • 1 billion in revenues
  • Over 30 years of dental benefits experience
  • More than 6.2 million enrolled members worldwide
  • Over 12,000 accounts nationally
  • Over 1,100 employees and 23 regional offices
    across the country
  • Wholly-owned subsidiary of Highmark, Inc.

85
Some of our Partners
86
Overview of the Voluntary Benefit Plan
  • All Plans only require 2 employees to participate
  • No Health Questions asked. (LTD and Term Life
    need 6 participants for guaranteed issue)
  • Employees choose the amount of coverage they need
  • Dental plan No waiting period for Major services

87
Flexibility
  • You first choose the benefit(s) to offer your
    employees
  • Then, your employees choose those which best meet
    their personal needs

88
Learn more and get started in the Voluntary
Benefits Program
  • Review information in folders from Ft. Dearborn
    and United Concordia
  • Complete the Voluntary Benefits Inquiry Form
  • Fax it to Peter Jones at 410-871-1466
  • Questions call Peter toll free at 866-604-9099
  • Peter will call you to discuss a full Proposal
    for the Plan(s) youve indicated interest in
  • Enrollment Kit for the Plan(s) youve chosen to
    implement

89
Summary
  • Design your own Voluntary Benefits Program to
    complement existing benefits
  • Control your costs
  • Use benefits to attract employees, increase
    retention, morale productivity
  • Employees design benefits to meet their needs at
    no cost to you

90
Workman's Compensation Scott Holden
91
Bruce Case
  • Vice President Executive
  • Director of Handyman

92
DAY ONE
  • Bruce Case

93
THE LAST YEAR
94
ACTION ITEMS
  • FROM ANNUAL WORKSHOP
  • October 6th and 7th, 2004

95
ACTION ITEMS FROM OCT, 2004 OUR TEAM
  • Name Change Jan/Feb Rollout
  • Regional Trainings
  • Pivot Tables
  • Ad-placing process update on steps/timeline
  • Technology Personnel
  • Trainings/Manuals
  • Sales Contests
  • Get Presentations on Red House.

96
ACTION ITEMS FROM OCT, 2004 OUR TEAM
  • Tag line (national?)
  • Sized logos for vehicles December
  • CJES pricing changes by partner
  • 200 Level CJES training tech/regional
  • Office Manager training prestart
  • Technology for knowledge/training/resource -
    Construction Knowledge, HRS Training, PM
    Training, etc.

97
ACTION ITEMS YOUR TEAM
  • Know your numbers
  • Inspire and grow your team
  • Know the WHY behind the systems/processes
  • Try some of these new tools.

98
ACTION ITEMS ALL OF US
  • Communication
  • Listen, Learn, Respond.

99
THE FUTURE
100
The Dominant Brand in Home Improvement
  • GROWTH
  • New partners
  • Strong FD team
  • Expanding homeowner base
  • New products/services
  • Manage franchisee evolution
  • New national relationships
  • FRANCHISEE HEALTH
  • Successful Franchisees
  • World-class trainings/tools
  • National marketing
  • Predictable results
  • Heightened communication
  • Advisory groups focus
  • Consistency/participation
  • Responding to dynamic nature
  • CORPORATE STRENGTH
  • Team development
  • Effective resource management
  • Positioned for the future
  • Constant improvement
  • Internal trainings
  • CDR/CHS Synergy
  • National brand exposure

101
THE FUTURE
10/1/05
5725new-12 exits70
15
41mm
600K
METRIC
Franchisees
Staff
System Sales
Avg. Sales/Franchise
10/1/06
7025-887
2-3 Addl (Richard, Allison)
63mm
725K
10/1/10
12050-21149
11-14 Addl
140-170m
1mm-1.1mm
102
PLAN TO GET THERE
PLAN TO GET THERE
103
KNOWLEDGE SHARING
How One to Many One to One Face to Face Via
Technology Written vs. Spoken
What Best Practices Cultural vs. Functional
Case Community
Who Bethesda to Owners Owners to Bethesda Owners
to Owners Franchise Employees to Franchise
Employees Case to Alliances Alliances to Case
104
OUR STRUCTURE 10/1/04
Bruce Case
Marty Kennebeck
Dick Ortner
Lon Bennet
Steve Todd
Joaquin Erazo
Heather Deland
Richard Corning
Bethesda Team
Ralph Crozier
Darren Parsons
Bethesda Team
Elizabeth Rose
Michelle Doischen
Homa Nowrouzi, Rachel Maxim, Debbie Cain, Emily
Barrett, Brendon McLean
George Weissgerber
Joe Divel
Jan Shaut
Michael Cronin, Tim Noonan, Tammy Ruffin
105

OUR STRUCTURE 10/1/05 and Beyond.
106
OUR BRAND
107
OUR BRAND 178 Past Clients/35 Partners
108
THE VEHICLE TO GET THERE
  • There are 760,000 franchised businesses
    worldwide
  • Employing nearly 9.8 million people
  • And generating 1.5 trillion in annual economic
    output.

THE INTERNATIONAL FRANCHISE ASSOCIATION
109
ACTION ITEMS FOR US ALL
110
ACTION ITEMS - KNOWLEDGE SHARING
  • Refined Case of Knowledge (edits, layout,
    function)
  • Owners Calendar for Balancing Time
  • Metrics Tracking to Next Level
  • New Team Members listen, learn, respond
  • Intuit Alliance
  • Mentoring Program owners and BOM
  • Regional Meetings Feb and July
  • Forums
  • 2006 Business Plans/more user-friendly modeling
    tool
  • These slides accessible via Case of Knowledge.

111
ACTION ITEMS - PROCESSES
  • Business Coaching below the line
  • Office/Business Manager Focus, Training,
    Mentoring
  • CHR Training to Next Level
  • Joe Divel Recruiting, Hiring
  • Insurance Voluntary Benefits
  • Improved Trainings NPO, ST, OT, BMT, GOV, GOV2
  • Increase HRS Production Rate High 20K Mark
  • GP - system-wide average to 46 - esp. on jobs
    over 10K
  • More defined site visits, pre-opening checklist
  • Train the Trainer.

112
ACTION ITEMS - TECHNOLOGY
  • CJES
  • Automatic Updating via the Internet
  • Improved Contract Building
  • Integrated with RedHouse Schedules
  • Regional Pricing
  • Contract-Ready Text with Items
  • Improved Interfacing with MSWord
  • Support for Larger Screen Resolutions User Groups
  • Red House
  • Integration with current systems will be enhanced
  • Duplication of data entry will be eliminated
  • Reports re-written, consistency/balance, Excel
    options
  • Stable foundation for the future
  • Improved Support Request System.

113
ACTION ITEMS - BRAND
  • Case Preferred Client Loyalty Card Pilot
    support pilot with the development of a
    presentation book page, special message in
    media-builder and a page on the website.
  • Media Builder addition of new templates, images
    headlines
  • Website launch phase 1 of overhaul
  • Tag Line develop and launch
  • Legal Aspects (insurance, licenses, franchise
    exits, etc.)
  • Open 20-25 New Locations
  • 63mm in total system-wide sales
  • Case Calendar roll out a process for franchisee
    project inclusion for the 2007 calendar
  • Newsletter 2 times per year
  • 6 marketing audio teleconferences (PR how to,
    selecting photographer, preparing award entries,
    etc.).

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TONIGHT
  • 700-800 Baltimore Aquarium
  • Cocktails
  • 800-1000 Dinner
  • Awards.

116
FRIDAY
800-930 Break-out Sessions for Franchise Owners Key Personnel (Rooms 336, 337 338)
945-1115 Keynote Address along with entire Case corporate team Gary Williams Mens Head Basketball Coach, University of Maryland (Ballroom IV)
1115-1200 Sea of Red on Show Floor along with entire Case corporate team
1200-100 Lunch State of Union for Franchisee Employees (Rooms 337 338)
100-130 Meet the Alliances (Ballroom IV)
130-330 Break-out Sessions along with entire Case corporate team (See Breakout Schedule)
330-400 Convention Wrap-Up (Ballroom IV)
400-500 Remodelers Round-up (show floor)
Franchisee employees corporate together
Will share abbreviated presentation that you have
seen/also awards.
117
SATURDAY
800-930 Case Handyman Remodeling Session Room 337 (Optional)
1000-1200 GE Pilot Group Meeting - Room 337 (Pilot Group members only)
100-300 Design/Build Session Room 337 (Design/Build Group Members only)
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