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How to Tell If You’ve Hired the Wrong “Tool”
A $6 soldering iron that catches fire the first time you use it versus a snap-on tool that still works perfectly after 35 years the difference between cheap tools and quality equipment mirrors the challenge many blue-collar businesses face with workforce compensation and expectations.
The conversation starts with tool brand loyalty Milwaukee versus DeWalt versus Ryobi - and evolves into a deeper question about value. When you buy snap-on tools, you know exactly what you're getting. When you hire employees, do you have the same clarity about what you're paying for and what you expect to receive?
The challenge isn't just about finding good people or paying competitive wages. It's about understanding how to break down compensation into meaningful components and setting clear, measurable expectations. Most organizations fail because they interview for hard skills but fire people for soft skill failures.
The discussion reveals a fundamental problem: organizations set expectations but don't capture data to measure against them. Without proper tracking systems, foremen end up covering for problem employees rather than addressing real issues. This creates cycles where owners think they're getting poor value while employees feel unfairly judged.
The solution involves restructuring compensation into three components: production value (what you pay to get work done), loyalty value (what you pay to retain someone), and wisdom value (experience that prevents costly mistakes). This framework enables meaningful conversations about pay differences between workers with different experience levels.
Highlights:
- Tool brand loyalty mirrors employee expectations - you get what you clearly define and measure.
- Most firing happens due to soft skills, but most hiring focuses only on hard skills.
- Organizations set expectations but fail to capture data proving those expectations are met.
- Compensation should break into three components: production, loyalty, and wisdom value.
- Clear expectation setting requires both communication and measurement systems.
- Time tracking prevents wage theft and removes emotional decision-making from management.
Ready to stop wondering if you're getting what you pay for from your workforce? Start thinking like a tool buyer define exactly what you need, measure what you get, and structure compensation to reflect real value.
Subscribe to Blue Collar BS for more honest conversations about compensation, expectations, and building accountability in blue-collar businesses. Share this episode with any business owner struggling to balance fair wages with performance expectations.
Get in touch with us:
Check out the Blue Collar BS website.
Steve Doyle:
Website
Brad Herda:
Website
This podcast uses the following third-party services for analysis:
Podtrac - https://analytics.podtrac.com/privacy-policy-gdrp
OP3 - https://op3.dev/privacy
View all episodes
By Brad Herda and Steve Doyle
5
1010 ratings
A $6 soldering iron that catches fire the first time you use it versus a snap-on tool that still works perfectly after 35 years the difference between cheap tools and quality equipment mirrors the challenge many blue-collar businesses face with workforce compensation and expectations.
The conversation starts with tool brand loyalty Milwaukee versus DeWalt versus Ryobi - and evolves into a deeper question about value. When you buy snap-on tools, you know exactly what you're getting. When you hire employees, do you have the same clarity about what you're paying for and what you expect to receive?
The challenge isn't just about finding good people or paying competitive wages. It's about understanding how to break down compensation into meaningful components and setting clear, measurable expectations. Most organizations fail because they interview for hard skills but fire people for soft skill failures.
The discussion reveals a fundamental problem: organizations set expectations but don't capture data to measure against them. Without proper tracking systems, foremen end up covering for problem employees rather than addressing real issues. This creates cycles where owners think they're getting poor value while employees feel unfairly judged.
The solution involves restructuring compensation into three components: production value (what you pay to get work done), loyalty value (what you pay to retain someone), and wisdom value (experience that prevents costly mistakes). This framework enables meaningful conversations about pay differences between workers with different experience levels.
Highlights:
- Tool brand loyalty mirrors employee expectations - you get what you clearly define and measure.
- Most firing happens due to soft skills, but most hiring focuses only on hard skills.
- Organizations set expectations but fail to capture data proving those expectations are met.
- Compensation should break into three components: production, loyalty, and wisdom value.
- Clear expectation setting requires both communication and measurement systems.
- Time tracking prevents wage theft and removes emotional decision-making from management.
Ready to stop wondering if you're getting what you pay for from your workforce? Start thinking like a tool buyer define exactly what you need, measure what you get, and structure compensation to reflect real value.
Subscribe to Blue Collar BS for more honest conversations about compensation, expectations, and building accountability in blue-collar businesses. Share this episode with any business owner struggling to balance fair wages with performance expectations.
Get in touch with us:
Check out the Blue Collar BS website.
Steve Doyle:
Website
Brad Herda:
Website
This podcast uses the following third-party services for analysis:
Podtrac - https://analytics.podtrac.com/privacy-policy-gdrp
OP3 - https://op3.dev/privacy