Sales Classroom Workbook _B_2019

FIELD REPRESENTATIVE CORPORATE TRAINING Workbook 2



TABLE OF CONTENTS 20. Safety 7 21. Meet the CEO 12 22. Power Questions 14 23. Value Proposition Exercises | 30-40-30 & W-2 Analysis 16 24. Core Trades 19 25. What Do We Sell? 21 26. Why We Buy 24 27. Appointment Contest | Setup to Debrief 25 28. CRM Tearsheets 27 29. Building Field Employee Relationships 30 30. Sales Exercises | Prep & Breakout 32 31. Presentations Breakout 34 32. Action Plan 36 Appendix | Best Practices 38 • Appointment Contest Follow-up 39 • Research Resources 41 • Available Craftsmen Letter Template 42 • Letter Examples University 43 Medical 44 Industrial 45 • Prospecting Email 46 • The High Cost of Employees 47 • Tradesmen International Value Statements 48 • Examples of Open-Ended Questions 49 • Fully Loaded Pay Rate Cheat Sheet 51 • Networking Events 52 • Power Questions 53 • When $#it Happens 54 • SUTA Base Rates by State 55 Table Of Contents 3



20SAFETY GUEST SPEAKER: 5

Safety has been Tradesmen’s #1 Core Value since we hired our first craftsmen employees in 1992, and in my mind that hasn’t changed.  In fact, to me, safety is one of the most important aspects of our business. I would hope everyone in our company feels the same.   We aggressively invest in our Safety program with new initiatives, re-establishing some old ones that some of us old timers hold dear.  Suffice it to say, these initiatives will be substantial and noticeable to all. We are re-implementing the “Be Safe” campaign we started over 20 years ago; to this day some of us are still using it.  It goes like this, every time you end a conversation, be it on the phone, face to face, emails, texts, with co- workers in the office, or in the field, with your bosses or your direct reports, with corporate, and even with clients, especially with clients, you end it with the words “Be Safe”; that’s it.  Simple isn’t it?  Just to be clear, this is not voluntary, this is policy.  I want everyone, while on Tradesmen time, ending all communications with “Be Safe”. Now you may feel a little funny at first, but that will pass; as a matter of fact, you’ll start to feel bad if you don’t say those two simple words.  I promise many of you will be saying it even when you’re not at work.  “Be Safe”; two very simple but important words.  They say ‘I care about you’ and they’re reminding the person to be aware of all dangers around them so they can avoid getting hurt.  So, use them often and more importantly, use them sincerely!   Not too long ago, as I was leaving a meeting, I said “Be Safe” to three high- level executives from a large banking firm; not something I would normally do, it just sort of slipped out.  Anyway, they looked a little confused and didn’t quite know what to say; so I just turned and left with a slight smile on my face, I might add.  We ended up getting the terms of the deal we’re putting together.  So, yes, I want you to use it with your clients or anyone you have contact with; you’ll never know who’s trying to catch you not saying it. One other thing I would like all of you to do is to change your signature line on your emails; we will be using the new “Be Safe” safety icon (IT will provide you information on how to update your signature).  You will be seeing this logo everywhere including on posters, payroll envelopes, our website, employee orientation materials, etc. Thank you all in advance for your cooperation on this and for all you do for our company. Have a great day and please “Be Safe”! Joe Wesley, Founder 6 Safety

What are your responsibilities when it comes to safety? Safety is our #1 Core Value WHY? Jobsite Safety Safety being a core value sets precedence over all other priorities because we have a responsibility to protect our most important, and only asset, DURING THE SALES PROCESS our Employees.   The business decisions that we all make need to be made with safety ALWAYS in the forefront. Safety needs to be an emphasis in our Values, our Attitudes, and our Motivations over any other competing goals that we may have.   Safety needs to be ingrained in our Culture for Tradesmen to realize the effectiveness of its Corporate Safety Program. • Ask the prospect / client about their safety expectations. • Do they require / provide safety training to their Employees? • Observe their jobsites. Are they safety-minded? • What is their commitment to safety? • Explain Tradesmen’s philosophy on safety. FIELD EMPLOYEE’S • Confirm they have the necessary PPE (Personal Protective Equipment) for the RESPONSIBILITY job and task. • Collect all necessary records of completed proof of training; client-specific or Tradesmen-sponsored. • Encourage the Field Employee to participate in training opportunities. • Encourage Field Employee communication of any safety concerns on jobsites. • Address all Field Employee safety concerns. • Walk all jobsites where we have Field Employees working to ensure the environment is safe. OSHA-10 REQUIREMENT • All Office Employees are required to complete the OSHA-10 within their first 30-days of hire. • Field Employees are encouraged to take this course, free of charge. Safety 7

Injuries • Upon sustaining an injury, the Field Employee should immediately call their Field Office. WHEN AN INJURY HAPPENS, YOU NEED TO TAKE IMMEDIATE • Quickly find out the basic information of what happened. ACTION! • Who was injured? • What client were they working for? • What jobsite were they working on? • What happened? • What was the injury? • If the injury does not require immediate medical attention - a call to 911 - or has not already been treated, the Field Office is to provide the injured employee with the phone number for the Nurse Triage Program. Clinical Consultation • Clinical Consultation is a 24/7 nurse triage line staffed by medical professionals PROFESSIONAL ADVICE FOR APPROPRIATE MEDICAL CARE • Clinical Consult provides medical assessment and care recommendations The mission of Sedgwick Clinical Consultation is to provide initial injury assessment by a medical professional, answer all clinical questions, provide health education, and the most appropriate care recommendations.  When treatment is necessary, the injured worker is referred to the highest quality network provider.  Critical information is shared with the claims team to reduce medical costs, improve return to work outcomes, and ensure the highest quality health care experience. Within 24 hours of learning that a Field Employee has sustained a work-related injury, it must be reported. The injured Employee is to call Tradesmen International’s dedicated nurse line at 1-855-253-1895 to speak with a Sedgwick Registered Nurse. EXCEPTIONS: • 911 emergency situation • Employee has already sought treatment WHY CONSULT A NURSE? • Gather critical information at the time of injury when an injured employee has not already received professional medical care. THE CLINICAL CONSULTATION TEAM • Quickly recommend the preferred and appropriate medical provider or self-care for the injured employee. • Reduction in the average cost per claim. • Share information with designated Tradesmen contacts and Sedgwick claims examiner. The Clinical Consultation Team consists of Sedgwick Registered Nurses who are trained to address occupational health-related injuries in a timely and efficient manner. • Sedgwick Registered Nurses knowledgeable in work-related injuries provide next step care recommendations • Operational 365 days/year, 24 hrs/day, 7 days/week • Translation services available • All calls are recorded 8 Safety

• Employee will call Clinical Consultation directly if Field Representative is unavailable to call in with them • In the rare instance that all nurses are busy assisting other callers, Employee has the option to hold or leave a message for call-back from the nurse • Clinical consultation should be utilized for all injuries to ensure that employees are directed to the most appropriate level of care • The Employee has the option to call a nurse back if Self Care was recommended, if they have a change in symptoms. New symptoms may warrant professional medical care • In the event of a medical emergency Do Not Wait to talk with a nurse – go to the nearest emergency room, or call 911 or your emergency response number • Examples may include but are not limited to: • Difficulty breathing • Chest pain • Heavy Bleeding • Loss of consciousness At the time of the injury, the employee will notify his/her Field Representative to report the incident. The injured employee will be referred to speak with a Clinical Consultation nurse, provided the injury is work related. The Field Rep has the injured employee contact the nurse at the Tradesmen International dedicated line 1-855-253-1895. Please provide the employee privacy to discuss health concerns with the nurse. Questions will be asked about the nature of the injury, past medical history, allergies, medications, and health status. The nurse will determine the appropriate care advice for the injured employee based upon the presenting complaint and evaluation of reported symptoms. The nurse will provide the employee with the care advice and document the details of the call. Total call length is generally under 15 minutes. At the end of the call, the Employee’s report will be transmitted to the provider’s office, if appropriate, to attach to the Employee’s chart for their upcoming medical appointment. Tradesmen claim contact information – will be shared with the provider. The Field Rep will be asked to come back on the line, if available, and the nurse will share RTW status and a summary of the care recommendations. A copy of the report will be transmitted to the injured Employee via email. FOR SELF-CARE ONLY: The Employee will be provided the Clinical Consultation phone number, should there be any follow-up questions or changes in their condition following the call. The nurse guides the employee to call their provider/ Field Rep/examiner should anything change in their medical status for Provider Referral Calls. NOTE: 24 - 48 hours post triage, the clinical team completes a survey of 100% of callers to determine the status of the care recommendations, the injury status, and complete a quality survey regarding their experience with the process. Follow the existing process for reporting injuries for emergencies or employees who already sought treatment. Employee speaks with the nurse for injury assessment and care recommendations. If supervisor available at end of the call, nurse will provide the outcome and recommendation to supervisor. Safety 9

COMPLETE THE ONLINE INITIAL • Find the injured employee’s record in Accuterm under the Employee ACCIDENT REPORT (IAR) Information menu • Click the Safety tab • Click View/Submit Initial Accident Report • Click the yellow “Create New Initial Accident Report” button to access full reporting options • An ID number and Accident Reference number will be automatically created for tracking purposes EMPLOYEE / JOB REPORTING • Much of the Employee Information section will be pre-populated based on INFORMATION TAB: the injured employee’s Accuterm information such as Employee ID, Name, Address, Home Field Office, OSHA-10 completion date, etc. • The Reporting Information section needs to be filled out by you: Reporting Office, Notification Day/Time, Name of person submitting, etc. • The Job Information section needs to be filled out as well. Type in the Job Number and hit ENTER -- the job information will automatically populate. • The Attachments button at the top right of the screen should be used to upload documents such as HIPAA, witness statements, medical paperwork, and photos (tiff or .pdf). It is very important to include all documents with your submission. • The SAVE button will allow you to save the information you’ve entered without submitting the form to Workers’ Comp. Use this in the event that you need to exit the IAR screen prior to having all of the necessary information to complete the submission. • SUBMIT PENDING will notify Workers’ Comp of the injury, but still allow you to add information and documents. • Any SUBMIT PENDING submissions must be SUBMIT FINAL within 24 hours. • SUBMIT FINAL notifies Workers’ Comp of the injury, and does not allow you to go back in to add information or make changes to the injury paperwork. INJURY INFORMATION TAB: When reporting an injury, it is crucial to be as detailed as possible. • When you are investigating an incident and go to the jobsite, get measurements, photos of the site including the location of the injury, tools being used, etc., weather conditions, etc. Add these details to the Specific Activity/Tasks Being Performed at Time of Incident field. • Details of the injury itself are equally as important. Drop-downs are located on the Injury Information tab to record Nature of Incident, Cause of Incident, and Specific Body Part Injured. Space for comments is included as well. • On the right side of the screen, add additional details such as witnesses, treatment received, and treatment center name, address, and phone number. SAFETY INFORMATION TAB: It is important to complete each section of the Safety Information tab and add details. This tab let’s the Safety and Risk Management Departments know if we need to report to OSHA • Is this a Possible OSHA Reportable? • Every option, with the exception of NO, will generate an email to several people in the Safety and Risk Management Departments, making them aware of the injury and enabling them to proceed accordingly. • If you do not yet know the extent of the injury, but believe it is severe enough that it has the potential to be OSHA Reportable, be on the safe side and choose an option other than NO. • Additionally, not all states have the same injury reporting criteria, so it’s better to be safe than sorry. 10 Safety

• What Caused or Contributed to Accident? • As an example, a fall could indicate a lack of hazard awareness, poor jobsite conditions, and/or not wearing proper PPE. • Additional Details • The more info, the better. Additional details could include the weather conditions and lack of tread on boots. If, for example, our employee fell off of a ladder, we want to know if the ladder was in good working order, if the employee was wearing proper footwear, if the boots had good tread and were free of debris, if the ladder was being used improperly and if so, how. • Was the Employee Wearing the Following Required Protective Equipment? • We also need to know about PPE including harnesses, respirators, etc. The green SUBMIT FINAL button locks the form for editing and generates an SUBMIT FINAL: email to Risk Management as well as your AM and GM. Attachments can be added at any time NOTE: MONITOR AND TRACK INJURY Use this information for insight into your office’s injuries. Spot trends, compliance SUBMISSIONS issues such as PPE non-compliance, multiple injuries on a client project, Field Employees with repeat injuries, etc. Field Office -> Reports -> Safety -> Employee Initial Accident Report • Double-click on an incident to access the Injury Information screen Submissions • This report can be exported to Excel Regularly monitor this report to ensure incidents are given SUBMIT FINAL status within 24-hours of submission. • For injuries that involve a trip to the hospital, or a fatality, you MUST call the 24-hour Accident Hot-line IMMEDIATELY at 800-687-3008, so they can notify OSHA within their guidelines. (After business hours: A recording will answer, asking the caller to provide detailed information to leave for the next business day. In case of fatality, the number for the Safety Director will be available.) • They will be contacted within the next 24-hours by a Tradesmen Contact the injured employee and Injury Counselor advise them of the following: • They must submit to drug / alcohol testing at a designated clinic • They must complete and sign an Employee Incident Form (TI-502) in addition to signing the HIPAA Authorization Form (TI-503) • Complete the entire IAR Investigate post-injury: • Copy the Field Employee application • Download PIC notes • Submit all information to the intake specialist at the Corporate Safety / Workers’ Comp Dept. • Go to the jobsite: Ask around, speaking with any witnesses. Complete the Witness Statement (TI-501) and have it signed Safety 11

21 MEET THE CEO 12

22 POWER QUESTIONS WE WILL BE USING ZOOM CLOUD MEETINGS FOR THIS MODULE. Steps to take before joining a virtual meeting / training session 1. Test Zoom on your iPad before joining the first meeting 2. Choose a quiet spot with no distractions -- preferably behind a closed door 3. Be in position and ready to go before signing on (eliminate distractions) 4. Be sure to include your first and last name as well as office name when joining a meeting 5. Mute yourself until you are ready to speak (this minimizes background noises that may distract other participants) 13

General Create power questions that address increasing productivity, controlling Workers’ Comp, minimizing hiring hassles, reducing unemployment costs, helping with the issue of mandatory benefits, and staying on top of labor legislation. 1. Is your work busy all year? 2. How do you measure productivity on your jobsites? What does an unproductive worker cost you? 3. If you could improve one item to increase profits on labor, what would it be? 4. If you could overcome labor and / or bid challenges, what would happen to your company’s bottom line? 5. What determines what size jobs your company bids on? 6. If you were to make this happen, what would it mean to you personally? 7. If you could make money using Tradesmen International, what would that mean for your company? 8. What happens if one of your employees doesn’t show up for work? 9. 10. Hiring 1. How many employees are truly kept productive, not just busy? 2. How many W-2s do you process annually? 3. How many layoffs affect you personally? 4. How many interviews do you go through before you find someone? How many of those do you keep more than a year? 5. What benefits do you offer your employees? How much do you contribute per month? 6. How does Workers’ Comp effect your pricing? 7. 8. Competition 1. What was the deciding factor in your selection of labor resources? 2. What would you change? 3. What is one thing you would improve? 4. 5. Jobsite / Current Clients 1. What stage is the project in? 2. When do you see yourself needing more employees on the job? 3. What does success look like for you? For your business? For this project? For our work together? 4. Is your job on schedule? If not, what has you behind schedule; labor, weather, materials, etc.? 5. What other jobsites does your company currently have in progress? 6. 7. 14 Meet The Ceo

23VALUE PROPOSITION EXERCISES 30-40-30 | W-2 ANALYSIS 15

PRODUCTIVITY ANALYSIS (30-40-30) Total number of employees in the company: = ___________ = Total Employees = ___________ = Core Workforce How many do you keep productive 52 weeks a = ___________ = A Players year? = ___________ = B Players How many of those are your lead people? (can run a crew) Remaining employees (Core Workforce - A Players) __________ Total number of employees in the company __________ - Core Workforce __________ = Variable Workforce ASSIGN A LEVEL OF PRODUCTIVITY TO YOUR BY REPLACING YOUR SEASONAL WORKFORCE WORKFORCE WITH TRADESMEN WORKERS: Core A Players = __________ % Productive A Players = __________ % Productive B Players = __________ % Productive __________ % Productive B Players = _____0____ % Productive Variable (seasonal employees) C Players = __________ % Productive C Players = __________ % Productive Tradesmen = Employee Productiv- TOTAL = Productivity TOTAL = __________ % ity without __________ % with Trades- Tradesmen men BY WORKING WITH TRADESMEN AND INCREASING YOUR PRODUCTIVITY BY ________ % : (Productivity % with Tradesmen minus Productivity % without Tradesmen) Annual = $ _______________________ Annual = $ _______________________ Payroll Payroll X Productivity X Productivity ___________ % without TI ___________ % with TI Return on Return on = $ Investment = $ _______________________ Investment _________________________ ROI with TI $ _________________________________ Before hiring back those less - productive employees, flex Tradesmen workers in and out of your workforce ROI without TI $ _________________________________ on an as-needed basis. = This will increase your profitability. Payroll Savings to your bottom line $ _________________________________ 16 Value Proposition Exercises 30-40-30 | W-2 Analysis

BASIC W-2 ANALYSIS ANALYSIS OF THE CHURNED EMPLOYEE “C” PLAYER = VARIABLE WORKFORCE Fully Loaded Pay Rate: $____________________ X Weekly Hours: ____________________ X Weeks Worked: ____________________ = W-2 (Annual) Wages: $ ____________________ W-2 (Annual) Wages: $ ____________________ X “C” Player Productivity: ___________________ % = Productive Wages: $ ____________________ Return on Investment (ROI) W-2 (Annual) Wages: $ ____________________ - Productive Wages: $ ____________________ = Average Unproductive $ ____________________ Wages per “C” Player: CHURNED EMPLOYEES = Seasonal/variable employees that left or were let go and brought back throughout the year, as needed. The national average of churned employees is 3-5:1 meaning that it takes 3-5 hires for every 1 good employee. Number of Churned Employees: ______________ (use variable workforce from 30-40-30 exercise) X ______________ (estimated number of hires it takes to get one per- = ______________ manent employee: 3-5) Total churned W-2s for the year Total W-2s (churned employees): ______________ X $ _________________ Unproductive wages = $ _________________ Total Lost Annual Wages Value Proposition Exercises 30-40-30 | W-2 Analysis 17

24CORE TRADES 18

YouTube www.youtube.com - Steam-fitter, pipefitter Wikipedia Example: https://www.youtube.com/watch?v=bX_0Kievvsg en.wikipedia.org - Plumber Example: https://en.wikipedia.org/wiki/Plumber Bureau of Labor Statistics www.bls.gov/ooh - Welder Example: https://www.bls.gov/ooh/production/welders-cutters- solderers-and-brazers.htm EXPLORE THE TRADES - www.explorethetrades.org - Electricians BUREAU OF LABOR STATISTICS Example: http://explorethetrades.org/what-we-do/education/ INFORMATION PAGE electrician/ Other Career Sites www.yourfreecareertest.com - Carpenter Other Trade-Related Example: https://www.yourfreecareertest.com/carpenter/ Websites • https://www.themanufacturinginstitute.org/ • https://www.onetonline.org/ • https://www.payscale.com/ • https://www.americasjobexchange.com/ • • • • • Other Common Trades • Carpenters • Electricians • HVAC • Pipefitters • Sheet Metal Workers • Concrete Finishers • Equipment Operators • Iron-Workers • Masons • Plumbers • Welders • Drywallers • General Laborers • Millwrights • Roofers Core Trades 19

25WHAT DO WE SELL? OUR BRAND? OUR WORKFORCE? AN OUTCOME? 20

Maybe a better question is “What do we do?” WHAT ARE SOME OF THE PROJECTS WE’VE WORKED ON? WHEN WE DO OUR JOB CORRECTLY, THE MOST IMPORTANT OUTCOME IS .... What Do We Sell? 21

TO PUT CRAFTSMEN TO WORK, THE CLIENT MUST FIND VALUE IN OUR SERVICES. WHAT’S IN IT FOR THEM? THROUGH OUR “LABOR MANAGEMENT PARTNERSHIP”, WE CREATE A BOTTOM-LINE DYNAMIC THAT REDUCES RISK AND INCREASES PROFITABILITY. GUARANTEED! HOW? Are you a Staffing Representative or a Labor Consultant? 22 What Do We Sell?

26WHY WE BUY | SIMON SINEK After watching the Simon Sinek | Why We Buy video, come up with your own “why” for Tradesmen and present it to the class. 23

27APPOINTMENT CONTEST FROM SETUP TO DEBRIEF 24

Notes Appointment Contest 25

26CRM TEARSHEETS Calls made during the Appointment Contest must be logged in the CRM and Appointments must be scheduled and added to a Tearsheet in order to receive credit for them. See the steps for doing so on the next pages. 26

Logging Calls Search for the Contact record for the person you spoke with. Adding Appointments Creating a Tearsheet • It may be easier to search the Companies entity to locate the company record first, and access the Contact from the Contacts tab • If the company and / or contact does not exist, add the record now On the Contact record, use the “Select an Action” drop-down in the upper righthand corner and choose “Add Note” 1. Note: add details of the conversation you had, message left, etc. 2. Action: select “Phone Call” 3. Schedule Next Action: • Did you get the appointment? • No: select “Add Task” to create a reminder for yourself to try calling again • Yes: select “Add Appointment” to get the appointment on your calendar 1. Subject: add something meaningful to you regarding the reason for the meeting 2. Attendees: you can add your contact as an attendee. Doing so will send them a calendar invite that contains all of the information you enter on this page, including the “Description” field 3. Type: choose from Office Appointment, Jobsite Appointment, etc. 4. Start & End: enter the agreed upon date and time 5. Reminder: scheduling a reminder for yourself will allow Bullhorn to send you an email containing all of the pertinent data for the meeting. This is the only way to receive a reminder without being logged into Bullhorn 6. Location: add a location, if necessary 7. Contact Reference: when scheduling appointments from within a Contact record, your contact’s name will auto-populate this field 8. Description: include details such as who you’ll be meeting with and what you’ll discuss 9. Save After adding the first appointment, click the “Actions” drop-down on the Contact record and select “Add to Tearsheet” • In the second field, enter the name of a new tearsheet: July 2019 Appointment Contest • Check the radial button next to “Public” • Save Repeat the above steps to add your second appointment to the CRM Crm Tearsheets 27

Adding to a Tearsheet After adding the next appointment, click the “Action” drop-down on the Contact Sharing a Tearsheet record and select “Add to Tearsheet” • Click into the first field • Check the radial button next to “My Tearsheets” and locate “July 2019 Appointment Contest” • Click the name of the tearsheet to highlight it • Save Repeat until all appointments have been scheduled and added to the tearsheet You must share your tearsheet with the Training Department • Click on the Main Menu in the Bullhorn bowling alley • Locate and click “Tearsheet List” • Find your name in the “Owner” drop-down • Click the down arrow to the left of “July 2019 Appointment Contest” • Double check that all of your Contacts have been added • Click “Send Tearsheet Internally” 1. Message Type: leave as “Normal” 2. To: enter Michelle Robinson ** You will return over 15 results Click the Michelle Robinson with the gray dot to the left of the name, not orange 3. Send 28 Crm Tearsheets

27BUILDING FIELD EMPLOYEE RELATIONSHIPS 29

Notes 30 Building Field Employee Relationships

28SALES EXERCISES PREP SELECT A SALES EXERCISE TO PRESENT WITH YOUR GROUP 31

Role Play Team BY THE END OF YOUR 15-MINUTE ROLE PLAY, YOUR GROUP WILL HAVE Presentations MODELED HOW TO PRESENT / DO : 32 Sales Exercises Prep TO A CLIENT OR PROSPECT. 1. Set the scene before you begin 2. Have some information pre-filled, and remember to advise your audience, even if you need to take a time-out during your role play. • What information was provided by the Client or Prospect prior to the meeting? • Are you fast forwarding some aspects during the Client or Prospect meeting for the sake of this role play? 3. Speak out to the audience 4. During your presentation, be sure to include: • Introductions • Power Questions • Value Statement • Close 5. Use your resources

29PRESENTATIONS BREAKOUT 33

Present your Sales Exercise 34 Presentations Breakout

30ACTION PLAN When you leave the classroom, your training is not over. You need to have an action plan in place for the next several months to take what you’ve learned this week and put it into action. 35

30 Days 60 Days 90 Days 36 Action Plan

APPENDIX Appointment Contest Follow-up 38 Research Resources 40 Available Craftsmen Letter Template 41 Letter Examples University 42 Medical 43 Industrial 44 Prospecting Email 45 The High Cost of Employees 46 Tradesmen International Value Statements 47 Examples of Open-Ended Questions 48 Fully Loaded Pay Rate Cheat Sheet 50 Networking Events 51 Power Questions 52 When $#it Happens 53 SUTA Base Rates by State 55 37

Appointment Contest I have the Zoom App on my iPad Follow-up Meeting Appointment Contest I have received and accepted a calendar invite for the follow-up meeting Follow-up My follow-up meeting is scheduled for @ 38 Appendix Date Time Expectations of the meeting: During the Appointment Contest, you made several calls and scheduled appointments, all of which the Training team needs to keep track of. In order to prepare for the Appointment Contest Follow-up Meeting, organize the information for each appointment that you attended, whether it was a successful appointment or not, so that you have all of the info you’ll need for the call at your fingertips. Use the form on the next page, making photocopies, if needed. You will also need to add all of your scheduled appointments to the CRM, and add them to a tearsheet that you will share with the Training Department. Use the information sheets you compiled in preparing for the Appointment Contest to get the company name, contact name, and either the Client # or CRM record #, for all of the companies you booked appointments with. You will use this information to create a tearsheet. Tearsheets can only be created for CONTACTS, so if you spoke with someone who is not already in the CRM, you will need to create a contact record for them. 1. After entering the first appointment, from the contact record, select “Manage Tearsheets” from the “Select an Action” drop-down menu. 2. You will need to create a new tearsheet. The name of the tearsheet should be – “Month Year Appointment Contest. For example: July 2019 Appointment Contest 3. Continue to enter the rest of the appointments you scheduled, adding each of the contacts to the Sales Training tearsheet. 4. Once complete, share your tearsheet. a. From the CRM Menu, select “Tearsheet List” b. Find your Appointment Contest tearsheet, click the down-arrow to the left of the name, and click “Send Tearsheet Internally”. c. In the “To:” field, begin typing “Michelle Robinson” and search for the record with the gray dot next to it; select it. d. Send I have added all of my appointments to the CRM I have created a tearsheet for my appointments, and shared it with the Training Department

Circle One: Prospect / Inactive 1. Company Name: 2. Contact Name: Decision Maker? Y / N 3. Gatekeeper’s Name: 4. Appointment Date: Time: 5. What sales tools did you use?  30-Second Commercial  Productivity Analysis  Brochure  MSA  Fully Loaded Pay Rate  Other: 6. What is the call to action (next steps)? 7. Who went with you? Name: GM / Rep Circle One 8. Did you get a registration? Y / N If no, what was the objection? 9. Have sales been generated as a result of this appointment? Y / N Circle One: Prospect / Inactive 1. Company Name: 2. Contact Name: Decision Maker? Y / N 3. Gatekeeper’s Name: 4. Appointment Date: Time: 5. What sales tools did you use?  30-Second Commercial  Productivity Analysis  Brochure  MSA  Fully Loaded Pay Rate  Other: 6. What is the call to action (next steps)? 7. Who went with you? Name: GM / Rep Circle One 8. Did you get a registration? Y / N If no, what was the objection? 9. Have sales been generated as a result of this appointment? Y / N Appendix 39

Research Resources Below is a list of common places to find company information: 1. The company’s website 2. CRM prospect look-up 3. Hoovers: www.hoovers.com 4. Manta: www.manta.com 5. Thomas Register: www.thomasnet/suppliers/ 6. LinkedIn: www.linkedin.com 7. Facebook: www.facebook.com 8. MySpace: www.myspace.com (many people have accounts that were never canceled) 9. Google: www.google.com 10. Google News: www.news.google.com 11. www.fec.gov (allows you to research political contributions) 12. www.spyfu.com (this website researches what keywords and ad-words businesses are buying. Shows industry competitors too.) 13. www.careerbuilder.com 14. www.porch.com 15. www.glassdoor.com 16. www.construction.com 17. www.abc.org 18. www.constructionmonitor.com 19. www.cmdgroup.com 20. www.craigslist.org 21. www.thebluebook.com 22. www.yp.com 23. www.loopnet.com 24. Resumes & Job Boards ( Indeed, CareerBuilder, Monster, etc.) 25. Field Employees 26. Other Field Reps 27. Client Referrals 28. Trade Associations 29. Tradeshows 30. Local Newspaper / TV / Magazines 31. Trucks / Buildings 32. Jobsites 33. Google Permit # from Building *Some charge a fee 40 Appendix

AVAILABLE CRAFTSMEN From TRADESMEN INTERNATIONAL BUFFALO, NY OFFICE 1. 4 Journeymen Carpenters – Commercial, metal stud, drywall, track, soffits, ceilings, layout, stairs, rafters, and doors / closers. $36.45 2. 3 Journeymen Electricians – Commercial & Industrial, EMT, rigid, cable trays, panels, low / high voltage, underground, rough-in, finish, terminations. $34.85 3. 6 Laborers – Clean-up & demolition, small equipment operation, mason or concrete tender, basic electrical, carpentry, plumbing skills. $26.85 4. 4 HVAC Service Techs – Compressor repair or replacement, boilers, air handling and refrigeration units. RFC certified. $36.15 5. 2 Iron Workers – Local or travel. Prints, walk steel, connecting, signal crane, rigging, bar joists, bridging, welding. $36.90 6. 5 Sheet Metal Installers – Commercial duct installation, on-site fabrication, licensed journeymen. $36.65 7. 4 Pipefitters – Sprinkler fitters, low / hi pressure, ansul systems, boilers, zone valves, circulation pumps, sanitary lines, lift stations, gas, hydraulic, fuel, oxygen lines, brazing, welding, cast iron, and unit installs. $35.90 8. 6 Plumbers – Commercial and industrial, underground, cast iron, abs, PVC, copper, PEX, rough, and finish work. $35.90 All our journeymen have a minimum OSHA-10 certification. Our journeymen listed above interpret blueprints, schematics, and diagrams. All our craftsmen are ready with complete PPE and hand tools, and will have a positive impact on production at your job site – Guaranteed. Bid everything available within 100 miles of Buffalo, NY, knowing you have a trusted partner available to assist in making sure you get the appropriate return on productivity to ensure a good net profit. All Field Employees will travel within 60-miles of the Buffalo metro area without per diem required. As well, we have over 100 offices nationwide to cover you wherever your job site is located. Call your local Field Rep to confirm availability of personnel: Buffalo Metro Derek Almeter 716-534-1448 Buffalo South David Farinacci 716-471-7825 Buffalo North Mike Wunderlin 716-471-5087 Industrial Peter Zlotkowski 716-207-3434 Main Office David Gorski: GM 716-651-1990 Appendix 41

University letter example Our # 1 goal is to help your Facilities Maintenance Department save up to 35% on budgeted labor costs. Tradesmen International partners with industrial and institutional maintenance departments to help reduce labor costs and increase productivity. Tradesmen can provide maintenance mechanics, technicians, and skilled tradesmen that can be cross-utilized for long- and short-term projects. We can be an extension to your core maintenance and construction staff for routine maintenance and repairs, capital investment projects, single space or whole building retrofits, in-house construction projects, and much more. Tradesmen helps you eliminate the typical 15% - 25% mark-up contractors charge above and beyond the material and labor cost, and gives you increased control of your department by being a planning partner that helps you develop a variable work staff to meet your workload. Our craftsmen are OSHA certified, drug tested, and background checked, and come with a production guarantee. With one phone call, you have access to the largest skilled labor force in the nation. You may be familiar with some of the following universities that are currently partnered with Tradesmen International: Johns Hopkins University Kent State University Syracuse University Purdue University Central Michigan University University of Oklahoma University of Virginia Indiana University To ensure a successful relationship, I will be your sole point of contact. I will call you in about a week, but please feel free to contact me immediately with any questions. Sincerely, Frank Muscarella Industrial Account Manager 42 Appendix

Medical Facility letter example Our # 1 goal is to help your Facilities Maintenance Department save up to 35% on budgeted labor costs. Tradesmen International partners with industrial and institutional maintenance departments to help reduce labor costs and increase productivity. Tradesmen can provide maintenance mechanics, technicians, and skilled tradesmen that can be cross-utilized for long- and short- term projects. We can be an extension to your core maintenance and construction staff for routine maintenance and repairs, capital investment projects, single-space or whole building retrofits, in-house construction projects, and much more. Tradesmen helps you eliminate the typical 15% - 25% mark-up contractors charge above and beyond the material and labor cost, and gives you increased control of your department by being a planning partner that helps you develop a variable work staff to meet your workload. Our craftsmen are OSHA certified, drug tested, and background checked, and come with a production guarantee. With one phone call, you have access to the largest skilled labor force in the nation. You may be familiar with some of the following hospitals that are currently partnered with Tradesmen International: Johns Hopkins Hospital Facilities Lake City Medical Center Deaconess Hospital Medical Center of Plano St. Vincent’s Hospital The Medical Center Companies Memorial Hospital Medical Imaging Construction To ensure a successful relationship, I will be your sole point of contact. I will call you in about a week, but please feel free to contact me immediately with any questions. Sincerely, Frank Muscarella Industrial Account Manager Appendix 43

Industrial letter example Our # 1 goal is to help your Facilities Maintenance Department save up to 35% on budgeted labor costs. Tradesmen International partners with industrial and institutional maintenance departments to help reduce labor costs and increase productivity. Tradesmen can provide maintenance mechanics, technicians, and skilled tradesmen that can be cross-utilized for long- and short- term projects. We can be an extension to your core maintenance and construction staff for routine maintenance and repairs, capital investment projects, single-space or whole building retrofits, in-house construction projects, and much more. Tradesmen helps you eliminate the typical 15% - 25% mark-up contractors charge above and beyond the material and labor cost, and gives you increased control of your department by being a planning partner that helps you develop a variable work staff to meet your workload. Our craftsmen are OSHA certified, drug tested, background checked, and come with a production guarantee. With one phone call, you have access to the largest skilled labor force in the nation. You may be familiar with some of the following businesses that are currently partnered with Tradesmen International: Northrup Grumman Fluor Daniel Lucas Aerospace Lincoln Electric DuPont Ascension Industries Atlas Copco Covanta Industries To ensure a successful relationship, I will be your sole point of contact. I will call you in about a week, but please feel free to contact me immediately with any questions. Sincerely, Frank Muscarella Industrial Account Manager 44 Appendix

SAMPLE PROSPECT EMAIL Subject: [customize based on the prospect’s ad] “Responding to Ad”, “Responding to CraigsList Ad”, “Replying to Job Opportunity”, etc. My name is John Smith, I am the Field Representative with Tradesmen International in Northeastern- Ohio. I came across your [CraigsList Ad] and wanted to send over an email with a little bit about Tradesmen, and see if we may be able to help out with any of the current openings you have. Everyone knows about the struggles of the shrinking workforce that the skilled-trade industry is facing. It’s a common conversation piece that has led many companies to figure out alternative methods of increasing their labor pool to complete even small projects. Many companies have struggled with the inability to find people who actually know their trade, or will even show up for work! This problem leads to hours of wasted time recruiting, training, and filling out paperwork to hire them onto the staff, costing companies hundreds, sometimes thousands of unproductive hours and unnecessary costs. THIS is exactly why companies look to Tradesmen International, and our database of 9,000 + potential employees, for help. Locally, we work with dozens of construction & manufacturing companies assisting with their labor needs in one of the hardest markets for employees. We currently have over 150 of our crew members working on projects all throughout the area! Small company? No problem! We work with companies ranging from independent contractors with just the owner on staff, up to large corporations employing hundreds. We meet the needs of our customers by tailoring our services directly to each specific company’s needs. If you would like to learn more, or are interested in how our services benefit our customers, please feel free to contact me directly on my cell phone, 999.888.1234. Thank you for your time, and I look forward to potentially speaking with you! Appendix 45

The High Cost of Employees The average annual cost of regulation paperwork and tax compliance for companies with fewer than 500 employees is about $5,000.00 per employee. For companies with more than 500 employees, the cost is about $3,400.00 per employee. (Source: U.S.> Small Business Association Quarterly Report. March, 2014) The U.S. Chamber of Commerce statistics show that for every $500.00 in weekly wages, companies pay another $213.72 in employer expenses. These burden costs consist of FICA, FUTA, SUTA, TIC Healthcare, Vacation/Sick/Holiday Pay, etc... This figure does not include the cost of hiring or training. That figure breaks down to 42.75% added onto the wage expense. The other major expense for employers is employee tardiness and absenteeism. The average absence costs employers $505.00 per occurrence (Based on lost time/production). The Chamber of Commerce suggests holding costs down by using contract labor in high turnover positions, routine positions, or to keep the core staff lean, cutting down on overhead expenses. The U.S. Chamber of Commerce reports that small business owners spend 25 — 40 percent of their time performing “non productive” obligations. (Source: publication “The Changing Workplace Alert” 2015) 46 Appendix

Tradesmen International Value Statements • We help you retain more operating income on a per project basis. • We help you reduce the risks and costs associated with Workers’ Compensation, Unemployment, and your Payroll line of credit while increasing profitability on a per project basis. And we will prove it. • We help you maximize profitability per labor dollar spent. • Our focus is your productivity and profitability. Tradesmen has created a bottom line dynamic that helps our clients maximize profitability and reduce risk annually. • How many Employees do you have now? 10 (February) How many did you have mid- June/July? 16 Where are the 6 Employees? You laid them off? When did you have to lay them off? Around the Holidays. How does that make you feel? How would like to have to do that again? • Your core workforce of skilled craftsmen combined with our variable workforce of skilled craftsmen ensures you only ever pay for productive hours on any given project. This dynamic increases profitability and reduces your exposure. • How many Employees can you keep productive, not just busy, annually? • We are an extension of your core workforce which gives you the flexibility to match the workforce to workload. • Our Clients have shown us that their core plus our flex equals more profitability per project. • When you turn the service on, it costs you $4 - $6 an hour. When you turn it off, you save $28 - $30 an hour. • Tradesmen International develops genuine partnerships with our clients and applies proven labor management solutions. These services help businesses achieve and maintain the right balance of work to skilled workers, eliminating over-staffing and under-staffing year-round. The typical result? Increased workforce productivity, profitability, and reductions in workers’ compensation and unemployment costs. Appendix 47

Examples of Open-Ended 1. YOUR BILLOUT RATES ARE TOO HIGH. Questions and Responses to Objections • Compared to what? • What is your burden percentage? • What are your costs over and above wages? 2. I DON’T USE TEMPORARY SERVICES. • Why? • Tell me about a time when you used a service. • What have you heard about services? 3. I AM ALREADY USING YOUR COMPETITOR. • What do you like about them? • What don’t you like about them? • Has there ever been a time when they couldn’t help you? What did you do? 4. I PAY ALL MY VENDORS BETWEEN 30-45 DAYS. • How often do you pay your construction employees? • What would happen if you tried to pay them monthly? 5. I TRIED TRADESMEN IN THE PAST AND HAD A BAD EXPERIENCE. • Tell me what happened. • What were your expectations? 6. WHY DO I HAVE TO PROVIDE YOU WITH COMMERCIAL GENERAL LIABILITY? • How often do you provide copies of your CGL? • Under what circumstances do you typically provide CGL, and to who? 7. IF YOUR EMPLOYEES ARE SO GOOD, WHY ARE THEY WORKING FOR YOU AND NOT A CONTRACTOR? • Why do your employees work for you? • Tell me about your benefit program. • How many times a year do you experience layoffs, and how long do they generally last? • What happens to your employees when a project is delayed or canceled? 8. THINGS ARE SLOW RIGHT NOW. • Why are you slow? • In what radius are you comfortable bidding work? • Why aren’t you winning bids? 48 Appendix

1. WHAT GUARANTEE DO I HAVE YOUR GUYS WILL SHOW UP? • What guarantee do you have your own guys will show up? • What do you do when one or more of your guys don’t show up? 2. WHY DO I HAVE TO SIGN A CONTRACT? • In our industry, when don’t you use a contract? (bid process) • Why wouldn’t you want an agreement where expectations are defined? 3. HOW CAN YOU HELP ME GET MORE WORK? • Where are you comfortable bidding, geographically? • Why are you using a [50-60] mile radius? 4. WHEN I NEED EXTRA WORKERS I BORROW THEM FROM ANOTHER COMPANY. • How is that working out for you? • Who is responsible for their injuries should they get hurt on your job? 5. WHY CAN’T I HIRE YOUR WORKERS? • Why would you want to hire our workers? • When do you need extra workers, and for how long? • What ultimately happens when the project/season ends? 6. HOW DO I KNOW YOU WILL PROVIDE QUALITY WORKERS? • Tell me about your hiring process. • What are your options when you make a bad hire? 7. WE CAN’T KEEP OUR OWN GUYS BUSY, WHY WOULD I USE YOU? • How many guys do you work in February? • How many guys do you work in July? Have you ever estimated what the cost of hire/de-hire has on your bottom line? • What eventually happens to the guys that you hired on for the season? • How does it make you feel to lay them off? Appendix 49

FULLY LOADED PAY RATE CHEAT SHEET EXAMPLE MATH 3 Fixed Costs: FICA (Federal Insurance Contribution Act) 7.65% Payrate of $20.00 Multiply pay rate times 7.65% or .0765 $20.00 x .0765 = $1.53 FUTA (Federal Unemployment Taxation Act) The FUTA rate is 6.0% If SUTA is paid on time, a discount of 5.4% is applied Multiply pay rate times 0.6% or .006 $20.00 x .006 = $0.12 Payroll / Admin Costs (10% of wage) $2.00 This includes the administrative costs associated with hiring (advertising, interviewing, orientation, termination, etc.), and costs associated with a payroll line of credit $2.00 3 Variable Costs: Workers’ Compensation Must look at State trade rates (use chart) Must know Workers’ Comp. modifier (EMR) Multiply the trade rate times the Modifier (Ex. carpenter/NY trade rate is 14.58 and, if EMR is 1, then multiply 14.58 x 1 = 14.58 So multiply pay rate times 14.58% or .1458) $20.00 x .1458= $2.92 SUTA (State Unemployment Taxation Act) Variable rate unique to each contractor 9.9% is the max rate for NY (see chart) (most contractors max SUTA out by year 3 due to the hire/dehire mentality) $20.00 x .099 = $1.98 Benefits – Do they give benefits? If not, have they raised wages to account for lack of benefits? Find out what the monthly cost is, and use the equation below. Divide cost by 160 hours (approx. fulltime hours in a month) So, if benefit premium is $500/month: $500 divided by 160 hours = $3.12/hour $3.12 _________ TOTAL ALL THESE UP, LESS PAYRATE, FOR SUBTOTAL $11.67 If pay rate is $20.00 – the employee’s fully loaded pay rate is $31.67 + $20.00 = $31.67 If you need to figure out PTO, follow the steps below: If a Field Employee gets 10 paid days off, the contractor must pay the partially loaded pay $31.67 - $3.12 = $28.55 rate (all of the above, less the $3.12 for benefits) x time off hours (10 days x 8 hrs/day) 80 x $28.55 = $2,284.00 80 hours x 28.55 = $2,284.00 $2,284.00 / 2,000 = $1.14 $2,284.00 divided by 2,000 (remaining annual hours) = $1.14/hour $31.67 + $1.14 = $32.81 So, the contractor’s FLPR for a $20.00/hour worker with 10 days PTO is $32.81 $38.00 - $32.81 = $5.19 Tradesmen’s cost is $38.00 ... A difference of $5.19/hour 50 Appendix