In a year like none before it, pest management companies had to be ready for anything. Would business be up? Down? Different? The same? The answer, of course, was “Yes.” The only consistency seemed to be inconsistency, and those prepared to go with the flow fared best.

Case in point: bed bugs. When surveyed by PCT for this 2021 State of the Bed Bug Control Market report, PMPs described bed bug business in terms ranging from “a standstill” to “business as usual” in 2020. It seems that in the pandemic environment, some customers were less afraid of infestations than infection: They put off calling for treatment. Others recognized that those bugs weren’t going to go away on their own and welcomed technicians into their homes.

Kyle Stiemsma of Terminator Pest Control in Cambria, Wis., was among those who experienced a slowdown in 2020, but his business has rebounded. “Our bed bug business slowed down for quite a while last year,” he says, “but calls picked back up in 2021, and we’re back to the level of activity we’ve seen in previous years.”

Conversely, Gary Andrews says that his team at Prudential Pest Management in Burton, Mich., stayed busy throughout pandemic shutdowns. “Our bed bug business has been steadily growing for the past several years; 2020 was no exception.”

Joe Smith of Kingfish Pest Control in Jacksonville, Fla., and David Poplin of Legion Pest Management in Murrieta, Calif., report similar success, with no downturn in bed bug business. Poplin reports increasing momentum in 2021, especially from summer into fall.

“In late summer, our bed bug business was up 13 percent across the board — single-home residential, multifamily, hotels, motels and hospitals,” he shares. “We also saw an increase in bed bugs in the VA hospitals we serve when they started inviting people in to get COVID-19 vaccinations. We’re used to seeing just one or two bed bugs in these accounts, but with so many people coming in, some of our technicians encountered bugs at almost an infestation level.”

Hospital and nursing home accounts continued to be active for Sprague Pest Solutions in Tacoma, Wash., too, although calls from offices waned. “We haven’t had many calls from offices since COVID-19 sent people home to work, but we expect calls to increase once more people go back to their offices,” says Sprague’s Ashley Roden. “Hospitals, on the other hand, have called us with plenty of questions and concerns about bed bugs throughout the pandemic.”

Patrick Wyman’s hospital clients were not as active. “Our bed calls from hospitals went to almost zero in 2020,” says Wyman, whose team at Epcon Lane Pest Control, Akron, Ohio, has helped Northeast Ohio hospitals write and implement pest management protocols that likely helped them get through any pest challenges during the year. “Today is a different story: We’re on call 24 hours a day for our hospital clients and may get two or three calls a night for support,” he says.

Editor’s note: This article originally appeared in a PCT e-newsletter titled “Unlocking the Value of Distance Learning,” which was sponsored by Veseris.

For many businesses, online employee training was a lifesaver and a necessity during the lockdown and social-distancing era of the COVID-19 pandemic.

Now, the growing availability of virtual learning opportunities and webinars has opened possibilities for a new mode of pest management training. Virtual learning and webinars can provide PMPs with a well-rounded distance education covering industry basics, products, market trends, business tips and more.

Tim Horgan, service manager at Debug Pest Control in Smithfield, R.I., has been using online training and webinars to maintain staff certifications and keep employees abreast of industry information. Post-pandemic, he doesn’t see that changing.

“At this point, it’s part of our training protocols going forward,” he said. “I have certain standards that we expect from our guys and how they maintain their equipment and how they go about doing their business, and the training is a constant refresher for them, like, ‘Hey, this is what we expect.’”

Even before the pandemic hit, virtual learning programs were on the upswing. A 2019 Association for Talent Development survey of 230 global training professionals revealed that 93 percent were using online learning.

Gary Nielsen, director of training at JP Pest Services in Milford, N.H., said his company receives a higher turnout when it offers courses virtually as opposed to in person. “It’s really the modern way to do it in terms of training,” he said. “Bringing someone in and talking to a big group, yeah, we get 20 percent, maybe 30 percent engagement. I think we do a lot better than some companies. But still, you’ve got people that are not paying attention, people that are hiding, people that are looking at their phones, whatever, and not really learning or taking in the information.

“The online courses, especially those that involve quizzes and stuff like that embedded in the course, are really a fabulous thing. It’s typical individualized education. And you can say that about the webinars, too, because they can do them whenever it is convenient, rather than doing them when everybody else can meet.”

Debug’s entire staff of 12 technicians uses webinars and online training to stay informed and remain certified, Horgan said, but virtual education benefits the rest of his team, too. This past year, Horgan used virtual educational sessions to bolster his managerial knowledge, learning about conducting business in the middle of a global pandemic and properly incorporating personal protective equipment.

“We made a lot of mistakes right off the bat with COVID, and not bad mistakes, but mistakes I think a lot of companies did,” Horgan said. “Everybody I think initially stopped hiring, because they got super nervous because they were (thinking) ‘Everybody is going to close.’ Well, it turns out, not only did I make a bad idea by not hiring, I was understaffed. I had to rapidly hire people. And a lot of what I learned this year at the webinars was more about how to prepare again for if a pandemic were to happen.”

Debug’s office employees also enroll in virtual courses. Horgan said this helps when he’s out in the field and the administrative staff is tasked with answering customer questions over the phone.

“Occasionally, if somebody in the office just wants some information about insects, I’ll bump them into a class,” Horgan said. “That’s not about maintaining credits. It’s just about them educating themselves.”

Stu Lowe, owner of Preventive Pest in Anaheim, Calif., also uses a library of online courses and webinars for his entire staff, not just technicians.

“The reason we think it’s so great to use is that we can use it for all of our employees, and not just our field employees, but also our internal office staff,” he said.

At first, Horgan only used online training for his staff when they needed credits. He’s realized that many courses can be recycled and used as yearly refreshers, he said.

“I get a lot of guys that have time on their hands in the winter, and it’s nice to have these procedural refreshers about how to read a label, how you maintain your equipment and then just about individual pests,” said Horgan. “As we go into the winter, it’s not a bad idea to have a guy sit down and take a course on rodents, just because it’s that time of year and you’re going to see rodents.”

The author is PCT’s senior editor.

In 2019, an estimated 41 million people voluntarily quit their jobs, up 8% from two years earlier, according to the Work Institute, a Franklin, Tenn.-based consulting firm. Another study from Office Team revealed that 66% of employees (76% for millennials) would quit if they didn’t feel appreciated by their employer or co-workers. These numbers were registered pre-pandemic, but it should give human resource managers and owners across the pest management industry pause.

As an essential business, pest management has carried on throughout the COVID-19 crisis, but has the additional stress of servicing customers’ homes and businesses during a pandemic taken a toll on employees? Will they seek other opportunities when things return to normal? How do you onboard new employees over Zoom? Leila Haas, director of people operations at Sprague Pest Solutions, Tacoma, Wash., addressed these topics during last year’s virtual PestWorld.

ONBOARDING IN A PANDEMIC. Pre-pandemic, Sprague held a new hire immersion event that brought new hires from across its multi-state service area to its Tacoma headquarters. The new hires were immersed in a week’s worth of corporate culture, safety and job-specific training that set the tone for who the organization is and prepared them for the start of their careers.

“Even before the pandemic we were taking a closer look at the onboarding process to see what changes could be made to enhance the process,” said Haas. “We realized we were getting stuck in our ways and needed to identify how to give new hires the most welcoming and engaging experience possible.”

Once the pandemic hit, Sprague pivoted to a virtual onboarding process that helped them create a process that was more comprehensive and more personal.

Haas said they engaged more Sprague team members to create a “warm” introduction process. This was accomplished by creating bios not only for the new hires, but for all the Sprague Pest Solutions team members with whom they would be working. Sharing information on family, hobbies and interests, and background provided instant connections even if they were done over Zoom or a phone call.

“One of the battles in the Zoom era is that new hires can feel like a number and it is important to put people first and pay attention to the details,” said Haas.

A member of Sprague’s HR team serves as a virtual host during the immmersion process, checking in with new hires as they go through the process and meet their new co-workers. The goal is to create a process where the information and process is tailored to them and the message that they are valued from day one is delivered loud and clear.

Haas advises those responsible for onboarding new hires to put aside the limiting factors (time, resources, etc.) and “allow yourself to think about things without constraints.”

“Look at the desired outcome without constraints,” said Haas. “Freeing your mind can open your eyes to new opportunities to improve your processes. You’ll be surprised at what you can accomplish even with limited resources.”

Haas sees several of the adjustments Sprague made over the last year becoming part of the onboarding process going forward.

“We were forced to think differently, and it yielded positive outcomes,” said Haas. “Blended learning formats and personalizing the experience are elements that are here to stay.”

HOME-GROWN LEADERSHIP. When an employee voluntarily leaves his or her job for another, one of the primary reasons they give in an exit interview is that they did not see a career path. As Sprague expanded its footprint from several locations in the Puget Sound region to servicing nine states across the Western U.S., it has been challenged to provide organic growth opportunities for its employees.

The company has taken an aggressive two-pronged approach to the issue through its (1) leadership development program; and (2) creating individual development plans (IDPs) for employees.

The origin of the leadership development program dates back to the late 1980s. Sprague realized it needed to grow its internal business talent to match the expansion it was experiencing and to take the company to the next level.

The original plan included the creation of a management training program to build bench strength in the ranks, but it evolved as the 21st century arrived to focus on developing leaders beyond the executive suite. Haas said the goal is to establish leaders at all levels and have it run through the company’s DNA.

The company initially worked with a local business college on content development, but as the program evolved and the need for a deeper, wider syllabus arose, Sprague decided to take it in-house and develop the content.

The program starts with a review of Sprague’s core beliefs and values, which sets the tone for the rest of the curriculum that emphasizes real-world application of skills, not just theory. It also underscores the importance of working through adversity and turning mistakes into learning opportunities for improvement.

Haas and Jeff Miller (recently retired COO and current company consultant) manage the program’s day-to-day processes, which transitioned to a virtual platform during the pandemic.

A unique aspect of the program is that leadership principles taught are not meant solely for use during the workday. It is expected employees participating in the program will apply these lessons in the community and in their lives outside of work.

The rationale is that highly engaged people at work, in the community and at home simply perform better. They are comfortable leading people and bring energy to work that raises the bar for everyone.

Haas said the leadership development program is a natural extension of Sprague’s philosophy of being a continuous lifelong learning organization. The program’s curriculum modules are continually refreshed to meet the firm’s changing dynamics.

Employees are encouraged to apply for acceptance into the year-long program. “Interest in the program has grown organically through word of mouth,” said Haas. “People are seeing the positive change it has made for others and they want to be part of it.”

The program is helping Sprague meet its corporate goal of building bench strength while at the same time allowing employees to fulfill their career aspirations.

WHY INDIVIDUAL ATTENTION? The IDP process was created to give employees a greater voice in their career by giving them space to determine where they want to go within the company and their career.

“It’s not just a review of strengths and weaknesses,“ said Haas. “It allows us to dive deeper into what drives employees and what they want to accomplish.”

Haas said the IDPs build on an employee’s skill set and only looks at limitations if they are impeding his or her advancement.

The company’s commitment to organic growth has provided Haas with multiple in-house success stories of career advancement that she can share. She said most of the company’s regional or branch managers started as technicians and that one of the company’s top salespeople started in an administration position.

Haas, a former educator who holds a master’s degree in industrial and organizational psychology, is an example of someone who came to Sprague in an entry- level position and advanced up the corporate ladder. Miller, similarly, worked his way up the ranks to become COO. Being able to share homegrown success stories resonates well with employees.

Setting proper expectations with employees is an important part of the IDP process. Haas said managers need to be clear with employees about their expectations and to provide “stretch” assignments that will tell you what employees can really accomplish, or if they have reached a ceiling.

What are the best shared traits of employees who have been successful in their IDP programs? Haas said employees with good communication skills, who are driven self-starters and willing to take initiative typically perform best.

“Employees who create the next steps in their career, rather than accept what is given usually thrive and advance in their IDP plans,” said Haas. “Leadership development is a shared responsibility between the company and the employee.”

The author is a partner with B communications.

Syngenta

To help PMPs save on product purchases all year, Syngenta has launched its 2022 PestPartners 365 Program. As of Oct. 1, 2021, all PMPs, regardless of their business size, can start working toward earning yearlong rebates on any Syngenta product purchases.

PMPs can join the program by purchasing any combination of Syngenta products during the qualification period (Oct. 1, 2021-April 30, 2022) that generate at least $200 in base rebates. Once a member, PMPs will receive rebates on all Syngenta products purchased from Oct. 1, 2021, through Sept. 30, 2022.

“As the first yearlong rewards program of its kind in the industry, the PestPartners 365 Program is an integral part of our commitment to helping PMPs continuously grow their businesses with simple solutions,” said Marshall Gaster, head of marketing for Professional Pest Management at Syngenta. “We’re excited to offer a wide selection of program benefits and tools that can help members maximize their savings throughout the year.”

Syngenta offers a website, including new how-to videos about the online rebate calculator and rebate status tools, at www.pestpartners365.com. These tools can help PMPs plan for and track their yearlong savings throughout the program year.

As a member, PMPs can:

• Save on all Syngenta product purchases throughout the year.
• Earn a one-time Early Order Bonus rebate by purchasing at least $500 in base rebates between Oct. 1-Dec. 8, 2021.
• View their company’s estimated rebates, current rebate level and membership history with the online rebate status tool.
• Easily manage expenses by deferring payments on select products until June 24, 2022, with SummerPay terms.

J. F. Oakes