Problem Solver

Without firing them, how do you deal with employees who are

annoying other workers?

Some employees are just like gum on your shoe. They annoy

you and everyone else but don’t behave in a way that could be considered

grounds for termination. Their behavior does, however, have to be dealt with

before everyone goes nuts.

The best way is to have a conversation using the sandwich

approach. First, tell the employee about what he or she does right, praise them

and speak positively. Second, tell the employee about the behavior that is

bothersome. Don’t tell the employee that he or she is annoying, but tell the

employee that the specific behavior is resulting in a disruption of the work

environment and describe the specific result. Third, end the discussion with a

“healing” comment that is once again positive and expresses your confidence in

the employee and his or her ability to adjust the behavior.

Here is an example: “Joe, you have been a strong member of

this team. I know I can always count on you and I really appreciate it.

However, when you constantly interrupt your co-workers while they are

concentrating on their work, it causes them to be frustrated because they can’t

get their work done. Joe, you contribute to the success of this business in

many ways and I know you will stop interrupting staff while they are

working."

Employees are not usually annoying on purpose. Your

discussion using the sandwich approach will help them see what annoying

behavior they need to change and will still leave them feeling good about

themselves.

Libby Anderson is a Naples-based human resource consultant

and trainer. She can be reached via e-mail at edahrsvcs@aol.com.

What factors should I consider in choosing health insurance

for my employees?

We have a health insurance crisis in Southwest Florida. At

any given time, fewer than 12 insurers out of more than 1,000 in North America

are offering policies in Southwest Florida. With such slim pickings, it is

incumbent upon employers to make correct purchasing decisions or face the

negative consequences, such as wasted money and unhappy employees, of a poor

decision.

No two Southwest Florida employers have exactly the same

benefit needs, and your purchasing approach must be structured to recognize the

size and uniqueness of your organization. However, some common threads apply to

all organizations.

Have a plan before you start the process. Insurance rates

are increasing between 20 and 25 percent per year. Can you reasonably expect

lower rates or is improved service your goal? Consider the cost benefit of

shopping as well as your current carrier’s service levels.

• Have a budget. How much do you want to contribute to

the overall plan cost? What is a fair percentage for employee contributions?

Recognize the diversity of your work force. Will one size fit all?

• Work through a qualified agent. Interview agents before

you start the process. They all have access to the same local markets, so why

not work with one who will work hard and smart for you? Do not shop through multiple agents. All you

do is confuse the insurers and yourself, and you waste time and money.

• Understand your rights. Florida statutes require that

insurers provide you paid claims versus paid premiums within three weeks of

your written request. If you have favorable experience, your rates should be

lower.

• Remember that if it’s “too good to be true,” it usually

is. If five markets come in at “X” and one quotes “X minus 20 percent” what

type of service can your staff expect and what will happen to your rates next

year?

Stephen F. Rasnick, president of Naples-based Self Insured

Plans, has more than 35 years of employee benefit experience. He can be reached

at 403-7884.

I’m considering selling my business. How can I get the most

for it?

Preparing your business for sale may involve sprucing up

operations, improving the location’s outward appearance and getting your

financial records ready to be scrutinized by prospective buyers. Remember that

although you know all about your business and its operations, buyers only know

what they can see. Poor financial records or lack of documented operating

processes and procedures could turn off prospective buyers. Similarly, most

people will not want to buy a business burdened with debt or poor cash flow

performance.

Sometimes preparing a business for sale could take years. In

some instances, it may even turn out that now is not the right time to sell.

However, in the long-term, patience and proper planning will help to ensure you

get the most for your business.

The first—and possibly the most important—task is to

determine your reason for selling. This is the first question every buyer will

ask and your answer will set the tone for your negotiations. Reasons for

selling could include retirement, health problems, a dispute with a business

partner or a multitude of other reasons unrelated to the business performance.

It is critical to have a sincere, well-thought-out answer to this question that

can be supported by evidence you present to the buyer and that does not make

you appear desperate. Failure to take this step in advance could put you at a

serious disadvantage in negotiating a sale price. Likewise, if facts and

circumstances later reveal to the buyer that you have not been completely

honest in your representations, the deal will likely fall through.

The next step is to determine your business’s value. You

must be able to present the buyer with evidence of this value. Unlike

appraising a house or a car, determining the value of your business is not so

cut-and-dried. Typically, buyers will ask to see audited or reviewed financial

statements for the past five years, as well as a valuation report from an

independent firm. The valuation process may include everything from an analysis

of historical data and future cash flow projections to a review of key

customers’ financial stability. While this process can be costly, knowing what

your business is worth will strengthen your ability to negotiate effectively

and give prospective buyers a solid foundation on which to base their

decisions.

When appraising your business’s value, don’t overlook that

established policies and personnel are a key part of your business’s

prosperity. Documenting your business processes will help to ensure the

business’s continued success after the sale. Also, keep your employees informed

of developments in your plans to sell the business and let them know they will

have a role under the new owner. Hiring and training new employees,

particularly key employees, can be very expensive. Like your business

processes, the people who perform them will have a direct impact on the

business’s profitability after the sale.

Last, but not least, consult your financial and legal

advisers about the tax and other legal consequences of the sale. The Internal

Revenue Code contains a multitude of provisions that can either save or cost

you money, depending on how the transaction is structured. For example, if the

business is sold on an installment basis, you should ensure the down payment is

sufficient to cover the tax liability arising from the sale. No one enjoys

income tax surprises but, as in other money-making ventures you will undertake,

Uncle Sam wants his cut.

David Schultz and Richard Shield are certified public

accountants with Schultz, Chaipel & Co., a Fort Myers-based firm, which can

be reached at 939-5333.