Setting a New Standard for Employee Performance Amy Black, Executive Director, ASA Education Foundation SETTING A STANDARD against which industry employees are measured is a key component of one of ASA’s strategic goals – for our members’ employees to be the best trained, best educated and most professional. Hiring the finest, training to the highest standard and retaining an elite workforce can ensure the long-term viability of a company. Getting there can be a rewarding journey. The ASA Education Foundation Board of Trustees met in conjunction with NETWORK2016 in New York City to continue its focus on this goal in light of the looming workforce shortage. The results from last year’s labor study predicted a loss of 50,000 employees over the next 10 years, nearly 25% (and a staggering loss of 100,000 employees, nearly 50%, over the next 20 years). Trustees discussed how ASA University can best serve the membership to meet the demand from new employees entering the industry. For decades, many workers came into our industry because they grew up around the family business. Today, companies must seek out employees from nontraditional sources with a focus on groups, such as millennials, who do not have institutional knowledge of our industry but demand nontraditional methods of learning. Questions such as, “What do our members need to implement training programs that fit the needs of these new employees?” and “Is ASA University offering the training and support necessary for our members to on board these employees successfully?” were wrestled with during the trustees’ two-day meeting. In the past, hiring a new employee and letting him or her learn on the job from seasoned employees was the normal practice for many companies. As these seasoned employees retire and thousands of new employees join the industry, a new standard for training is necessary for members to remain competitive. This standard is provided by ASA University — competency-based job descriptions, employee behavioral assessments and comprehensive role-based training approaches. Talent-development resources and support are available to help attract, advance and retain choice employees. ASA University and all it offers is made possible by the support of the Karl E. Neupert Endowment Fund. Since its inception, the fund has invested more than $6.5 million to create an extensive ASA University that delivers role-based training in more than 28 critical job functions, customized training and consulting to hundreds of industry firms, more than 275 online training courses, and to date, has facilitated more than 33,000 courses and more than 25,000 learning hours. The Karl. E. Neupert Endowment Fund will be a critical factor in the ability of ASA University to grow and keep up with the needs of the membership. Chief among them is helping you to hire and keep good people as well as with your employee development needs now and in the future. Impassioned Leadership Michael Adelizzi, CEO, American Supply Association TRADE ASSOCIATIONS, such as the American Supply Association, advocate on behalf of an entire industry. The value of associations is apparent when members band together for the common purpose of strengthening an industry, be it regulations, codes and standards, a level playing field in Washington or creating a pathway for the next generation’s labor force. ASA is the national association advocating on your behalf. Leading an industry by keeping hundreds and thousands of employees, firms, volunteers and staff focused on the mission of being indispensable is a daunting task that is aided through the association’s strategic long-range plan. ASA’s volunteers serving on the board of directors as well as special-interest divisions and committees regularly meet to map and navigate a pathway toward future success. For the past nine years this vision has expanded and has driven ASA to the highly effective and influential association it is today. Collectively, ASA’s mega goals, such as building our members’ operational excellence, recruiting, developing and retaining employees and being the recognized voice for advocacy, provide the long-term value for members and the industry. While the strategic long-range plan has been the one constant for nearly a decade, it is ASA’s impassioned volunteer leadership that continues to think boldly and drive the future success of the association. As current leaders complete their terms and rotate out of their leadership roles, new leaders are ready to step in with their own strengths and styles to contribute to and enhance the cohesive voice of the association. It is the passion, vision, dedication and drive of ASA’s volunteers that continue to push us forward. ASA continues to identify great leaders to serve on 12 boards and committees that constitute the organization’s governance structure. The leadership team consists of visionary, insightful and confident professionals operating with a high degree of commitment to building the industry. These volunteers inspire trust, a shared vision, clarity of purpose and a deep commitment to the mission. “Through my years as a volunteer for ASA, I have marveled at the passion and selfless dedication of our volunteers who are the heart of our association,” ASA President Tim Milford says. “One minute, we might be fierce competitors in the marketplace, and the next minute we’re all working together under the ASA umbrella and in the best interests of the industry.” Skilled association management professionals are a critical component to ASA’s leadership team. Staff plays an integral role in the governance process, working closely with the volunteer-led boards and committees to provide them critical information they need to make decisions that chart the course. Learn more: www.asa.net/About-ASA email@example.com 630/467-0000, ext. 201 INNOVATION CORNER NOVEMBER, 2016 Peer into the Future Dirk Beveridge, UnleashWD CHANGE IS COMING. And to create a culture of innovation we need to decode it. The decoding is the outcome of wholesale-distribution leaders developing a disposition for peering into the future. The intent is to commit the organization to detecting opportunities that will lead your customers to a better future, more often than not, before the customer asks for the solution. The Innovative Distributor™ can use the framework, pictured here, to guide leadership in developing an internal discipline focused on the future. You will note the triangle is divided into two halves, each half containing two sections. The bottom half of the triangle guides leadership to identify the systemic shifts — those macro, global, foundational and systemic shifts we have no control over. This is accomplished by looking first at the mega trends and big shifts occurring worldwide and then at the market dynamics directly affecting the markets you serve or are contemplating serving. The top half of the triangle gets us closer to actual needs through a customer-centric strategy of identifying customers’ desired outcomes and, finally, their actual needs. You will note as we move from the bottom of the triangle to the top, we shift from identifying global and macro insights that could potentially affect our customers in the future to zeroing in on those specific needs customers are looking to have fulfilled today. You Can Do This Gather your team and use this framework to assess the degree to which you organization is systemically peering into the future. Determine what you need to do to better connect the dots between the mega trends, market dynamics and desired customer outcomes to create a propensity for innovation. Learn more: www.dirkbeveridge.com | 847/381-7797 Manufacturers and Master Distributors: Key in 5 Consecutive Years of Net Membership Growth THE PRIMARY REASON manufacturers and master-distributors join ASA is to support the one national association that advances the PHCP-PVF supply chain and connects them directly with the industry’s leading wholesaler-distributors. A large part of the five consecutive years of net membership growth for ASA can be attributed to the strong support and participation from these manufacturer and master-distributor members: AMERICAN VALVE ANDERSON METALS CORP. ANVIL INTERNATIONAL APOLLO VALVES ARTISAN ASHLAND PUMP BASCO BEMIS MANUFACTURING CO. BOSHART INDUSTRIES BRADFORD WHITE CORP. BRADLEY CORP. BRASS CRAFT MANUFACTURING CELLO PRODUCTS, INC. CENTOCO MANUFACTURING CORP. CERRO FLOW PRODUCTS CHARLOTTE PIPE AND FOUNDRY CO. CHICAGO FAUCET CO. CRANE ENERGY FLOW SOLUTIONS CRESLINE PLASTIC PIPE CO. DAHL BROTHERS CANADA LTD DELTA FAUCET DURACABLE MANUFACTURING E. L. MUSTEE & SONS EDMUND A. GRAY CO. ELKAY MANUFACTURING CO. ENERGY METALS ENVIRO WATER SOLUTIONS ERNE FITTINGS EXLTUBE EZ-FLO INTERNATIONAL FALCON STAINLESS FERNCO FLUIDMASTER FRANKLIN ELECTRIC GALPERTI GASTITE DIVISION / TITEFLEX CORP. GENERAL FLANGE & FORGE GERBER PLUMBING FIXTURES GIBSON PRODUCTS GLOBAL FLOW TECHNOLOGIES GULF MANUFACTURING HAYWARD FLOW CONTROL HOLDRITE HOLYOKE FITTINGS HTP INDUSTRIAL VALCO INSINKERATOR IPS - STUDOR JAY R. SMITH MFG. CO. JMF CO. JOMAR VALVE JONES STEPHENS KECKLEY CO. KELLY PIPE CO. KESSLER SALES & DISTRIBUTION KISSLER & CO. KITZ CORP. OF AMERICA KOHLER CO. KRAUS USA LA-CO INDUSTRIES LASCO FITTINGS LAVELLE INDUSTRIES LEE BRASS CO. LEGEND VALVE & FITTING LENOX-IRWIN TOOLS LIBERTY PUMPS MAAX MANSFIELD PLUMBING PRODUCTS MATCO-NORCA MCGUIRE MANUFACTURING CO. MERFISH PIPE & SUPPLY MERIT BRASS CO. MIDLAND METAL MFG. CO. MIFAB MILWAUKEE ELECTRIC TOOL CORP. MILWAUKEE VALVE CO. MOEN MR. STEAM MSI PRODUCTS MUELLER INDUSTRIES NATIONAL DIVERSIFIED SALES (NDS) NEOPERL NIAGARA INDUSTRIES NIBCO NORCA INDUSTRIAL CO. NORMA AMERICAS DISTRIBUTION SERVICES NORMANDY PRODUCTS CO. OATEY SUPPLY CHAIN SERVICES OMEGAFLEX PB HEAT PENNSYLVANIA MACHINE WORKS PHAC PRODUCTS PRIER PRODUCTS RECTORSEAL RED-WHITE VALVE CORP. RELIANCE DETECTION TECHNOLOGIES RHEEM WATER HEATERS RINNAI AMERICA CORP. ROTHENBERGER USA SANDERSON PIPE CORP. SANI SEAL SFA SANIFLO SHARKBITE / CASH ACME SIOUX CHIEF MFG. CO. SLOAN VALVE CO. SMITH-COOPER INTERNATIONAL SPEARS MANUFACTURING CO. SYMMONS INDUSTRIES T & S BRASS AND BRONZE WORKS TACO, INC. THE DISTRIBUTION POINT THE KEENEY MANUFACTURING CO. THE MILL-ROSE CO. THE PHOENIX FORGE GROUP TOTO USA, INC. TRENTON PIPE NIPPLE CO. TWC THE VALVE CO. TYLER PIPE AND COUPLING UNITED PIPE & STEEL CORP UPONOR VAL-FIT VICTAULIC CO. OF AMERICA VIEGA WAL-RICH CORP. WARD MANUFACTURING WATTS WATER TECHNOLOGIES WELDBEND CORP. WELDING OUTLETS WHEELER - REX WORTHINGTON JOINING TECHNOLOGIES ZOELLER PUMP CO. ZURN INDUSTRIES Learn more: www.asa.net/join-ASA | firstname.lastname@example.org | 630/467-0000, press 5 Volunteer Led THE AMERICAN SUPPLY ASSOCIATION is governed by volunteer leaders who serve on the ASA Board of Directors as well as various councils and committees, and professional staff whose work is ultimately defined by ASA’s Strategic Long-Range Plan. The nearly 100 volunteers that constitute ASA’s leadership have made great strides toward the association’s big, audacious goal: Indispensable to achieving prosperity in our industry. These individuals have completed their terms of service and were recognized for their commitment, dedication and stewardship at NETWORK2016 in New York City. Rick Fantham Hajoca Corp. Chairman, ASA Board of Directors John Mills WHCI Plumbing Supply Co. President, ASA Education Foundation Board of Trustees Nick Giuffre Bradford White Corp. Chairman, Vendor Member Division John Aykroyd OMNI Corporate Services Chairman, Plumbing Division Brian Tuohey The Collins Companies Chairman, Industrial Piping Division Katie Poehling First Supply Chairwoman, Women in Industry Division Rogers Earl, Jr. Valley Supply Co. Chairman, Young Executives Division Learn more: www.asa.net/About-ASA California Governor Vetoes Bill Opposed by ASA Dan Hilton, Director of Government Affairs, American Supply Association THIS JUNE, ASA took a big step toward impacting policy at the state level when leaders in distribution and manufacturing took part in ASA’s firstever Sacramento Fly-In. Thanks, in part, to ASA’s advocacy and that of other concerned stakeholders, real change happened. According to our partners at CalChamber, the business advocate and HR compliance resource for California employers, the California State Assembly ended with legislative highs and lows, as one might come to expect from the Golden State. For businesses of all sizes and industries, the most significant impacts will come from the expansion of the state’s carbon (greenhouse gas) reduction program. Although the new limit on greenhouse gases impacts the industries that emit carbon today, the law’s implementation will expand the costs far beyond those industries. The new emissions limit is concerning due to the command-and-control approach that fails to take into consideration population growth, cost, lifestyle and economic impacts. How the mandate is implemented could have serious implications for the mobility of Californians, goods and services, as well as affordable housing. The minimum wage also is rising; over seven years it will reach $15 an hour on Jan. 1, 2023. One item, which ASA lobbied directly against, was SB 654, which passed the legislature. If signed into law, it would have created a new protected leave of absence for employers with as few as 20 employees California already requires employers with five or more employees to provide up to four months of protected leave for an employee who suffers a medical disability because of pregnancy. The bill would have added another six weeks of leave for the same employee, totaling more than five months of protected leave. This legislation also exposed small employers to costly litigation, which is why we’re thankful Governor Brown ultimately vetoed this costly and burdensome bill. More to come on ASA’s activity in California and how it impacts your business. Learn more: email@example.com 630/467-0000, ext. 110
Published by SupplyHouseTimes. View All Articles.
This page can be found at http://digital.bnpmedia.com/article/ASA+News/2635040/355932/article.html.