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Posted

Well, I put together a spreadsheet to track my payroll spending.   The payroll spending starts after funds have been dispersed.    I need to spend a minimum of 75% against payroll  After 2 pay periods, I'm in trouble!   Not spending enough.   I've recalled a furloughed worker and he's balking....   "I have a weakened immune system", "I'm not feeling good right now", etc.   Another isn't being recalled.   I've immediately boosted everyone's hours, and have hired a new guy, made an offer to another and will likely replace my furloughed worker.  The good news is that I'm spending all of this on my employees!  They are getting a boost and I'm using the PPP as it was intended.... for them.

I was surprised that I was running so far behind.  It's but a small 8 week tracking window, so I only have 6 weeks left to make adjustments.

All my advisors are stating that we need to track our expenses very closely, so I'm doing this.

  • Like 1
Posted

You are right! Employees whose on UI would received more payout from UI and PUA while on furlough instead of working and getting pay less. Naturally, they would just stay on UI instead of coming back to work. 

We had retained all of our employees but on reduce hours. We ran into the same thing with not spending enough PPP for payroll but we just add hours back temporally to offset that.

I hope we all will get through this! 

Posted

I also saw using the funds as a challenge, and worried about getting to the end and being surprised by the results. I created a whatif spreadsheet that compares the current week to their average hourly wage for 2019(all the dollars earned in 2019 divided by all the hours worked, and then then that 2019 "hourly average" times current week hours worked. ex:

$60,000 earned in 2019

2234 hours worked in 2019

$26.85 paid for every hour worked in 2019

If my guy worked 45 hours in week one of the eight week expense period, and earned 1042.50(using his standard pay and/or productivity based pay plan), but would have been paid $1208.25 using his last year average (26.85 x 45), then we are paying a bonus to make up the difference. In this example, an additional 165.75. 

The spreadsheet then projects that out over the eight week period and gives us a total to compare against our total funded amount, to met the 75% requirement, so we can make adjustments along the way. We just completed week 3 and are on track to use most of the funded amount. 

It has really helped us see the end result. We used 2019 wages to determine the amount of the ppp loan, it makes sense to me, to pay them based on no less then their 2019 average, regardless of what their typical pay plan would net them, under the current less then ideal circumstances.

You might consider using the 2019 numbers to check current earnings against. 

Randy

 

 

  • 4 weeks later...
Posted

I'm finding it difficult to hit the 75% spending.   Many of my employees have been getting overtime and bonuses and I've not dented the under-spend much given some mid-cycle-yet-normal turn-over.  I call them tool bonuses and encourage them to buy that tool you wanted or needed.    But, they are free to spend their money how they want.  We do have a number of new tools now in the shop.    As long as I'm not giving myself a bonus, bonuses already confirmed as ok, just minding the total salary cap per person.

I didn't start hiring again until PPP, but then it's hard to hire on a short clock and spend as needed.   I'm ready to spend more than the 75% if I can get people on board.

I was worrying about this last night and today, I saw this video on LinkedIn from Bryon Boyer , Attorney at Law, Business and Tax and Cryptocurrency Tax and Asset Protection.  He gives a nice summary of  the new PPP Flexibility Act of 2020.   It was signed by the President today (6/5).  He talks about lowering the 75% to 60%, but no forgiveness for < 60% vs a prorated forgiveness if less than 75%.  I'm OK if the number is 60%.   There's something about 8 weeks being extended to 24 weeks, but I'm not sure I completely understand this.  I think it's to deal with folks that may still be shut down and unable to hire.   Further, some forgiveness for folks recalled but not agreeing to come back (I have one of these).

Posted

I really believe the new flexibility act passage will negate most concerns with being able to use the funds correctly, and/or using all the funds.

The best advice i have heard today, is to use all the funds for payroll over the new 24 week period(or as long as it lasts), to make the forgiveness end of this a no brainer for the lending institution. The actual quote is:

 

"We recommend trying to spend 100% of the loan amount on payroll over the 24 weeks. That will make the application process much easier since you will only need to provide payroll reports to support your forgiveness application. " 

and 

"Although utilities, health insurance, SUTA, and other small costs are still eligible, they become less important. Rather than worry about tracking small receipts, focus on big items that are easy to provide to the lender—payroll primarily, and rent. This should make the forgiveness application process quick and easy."

 

It sounds like we won't even be applying for forgiveness until 2021 since they extended the "rehire clause" to 12/31,  and the no interest clause from 6 months to 10 months after the end of the  end of the covered period. 

This quote is worth watching and strongly considering for your 2020 tax planing. I suspect in many cases, profitable shops will have a tax bill in the 20-30% of the PPP funded amount against year end taxes:

"At this time items paid with PPP funds are not deductible expenses. There was previously talk that Congress would revise it so the items would be deductible. However, given the favorable changes to the program passed here, there may be less motivation to do so."

 

Every way I look at it, this is one hell of a GIFT.

Posted

Thanks for the update @rpllib   I spoke with my CPA yesterday afternoon and we're doing the same.  100% will be spent on payroll.   We're ok on headcount.   My CPA is still thinking that the taxes noted here are not consistent with the initial PPP desire to help.   There's a chance they may review it later as the final 2020 tax rules are prepared.  But for now, as you noted, taxes are due.   

Bad news for my guys.... the gravy train dried up.  Even still, I'm happy as we've made their lives better with some "found money" (bonuses).

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  • Have you checked out Joe's Latest Blog?

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      The Technician Shortage Is Our Fault, And It's Time We Own It
      Nearly every day, I hear shop owners complain: "There's a technician shortage. We can't find qualified people. There's no one out there." If that's true, then who's to blame?
      The industry? The schools? The government? I don't know how you feel, but who promised us an endless supply of qualified technicians?
      Another common complaint is that young people do not want to work in the trades. Well, if that were true, then why are other trades such as HVAC, electrical, and plumbing growing? What are they doing that the automotive industry is not? 
      Here's the reality we need to face: We do have a problem, but we shouldn't look for someone or any entity to rescue us. Not the government. Not the trade schools. Not the recruiting companies. No one owes us a workforce. If we want great people in our industry, it's up to us. At some point, we need to own up to the truth: Building a pipeline of qualified technicians is our responsibility.
      In this blog article, I will break down the key reasons we are in this situation today and what we, as an industry, can do to solve the technician shortage. Are you ready to look in the mirror?
      Have We Pushed Technicians Away?
      Let's take a look at flat-rate pay. True flat rate, which pays a technician only for the hours they produce, is a controversial pay plan that emphasizes high production levels and creates a competitive work environment that, if not properly controlled, can lead to increased mistakes and a decline in morale and team spirit. Additionally, the stress and physical demands placed on technicians as they age are not favorable to long-term employee retention. What do we do with technicians as they grow older into their fifties and begin to slow down? 
      I have heard all the arguments and pros and cons of flat-rate pay, and I am not going to judge any pay plan. Let the facts speak for themselves. True flat rate has changed in most areas around the country and has evolved into a pay plan that gives technicians some pay guarantee.
      Many shop owners have learned that team morale, along with the opportunity to earn income, is important to technicians and to the company's long-term success. But let me ask you: how many technicians have left or been pushed out over the years because of the old flat-rate pay system?
      Another issue is the workplace environment. I remember being grateful to be hired as a young technician at a local repair shop. While very thankful, the work environment was not ideal. The shop owner kept the bay doors open year-round (I am from New York) unless it rained or snowed. He felt that if the bay doors were closed, customers might think we were closed for business. We had no heat and no hot water. Many of the jobs were done outside, year-round,  in all types of weather. The starting pay was minimum wage, with no benefits, sick days, or vacation pay. 
      Now, again, I need to point out that I was truly grateful for the opportunity this shop owner gave me. I learned a lot working there, and the experience was pivotal in my career. But looking back, I wonder how many people were discouraged by these working conditions?
      While the physical demands of the repair workplace are daunting, perhaps even more critical is the culture. Too many of my generation shop owners preached the mindset of "my way or the highway." We were the business owners, after all. We started our companies, took all the risks, and provided jobs. Why shouldn't we be the ones to set the ground rules our way?   
      Many of us found over the years that the "my way or the highway" mentality was a sure way to isolate employees and make them more likely to look over the fence for greener grass. In other words, it led many technicians to seek employment elsewhere, where they felt they could be appreciated and recognized for their hard work. The issue, however, was that there wasn't much green grass around. Disappointment after disappointment, bouncing from repair to repair shop, eventually led to despair. So, I ask you: were workplace conditions a contributing factor in today's technician shortage?
      Another factor that we are all well aware of is the complexity of the modern automobile. When I started, the work was mostly physical, and you were required to master essentially three vehicle models: General Motors, Ford, and Chrysler. Let's fast-forward to today. The evolution of automotive technology, along with the extensive training and tools required, has outpaced the typical technician's pay compensation, with no clear career path. Again, leading to frustration and insecurity about the future.
      Here is the bottom line: people don't leave their job; they leave their experience. We must do a better job. 
      The News Isn't all Bad; Your Next Steps to Fix the Technician Shortage
      To fix the technician shortage, it will take a combined effort from everyone in the automotive industry, particularly automotive shop owners. Shop owners are in the perfect position to make the greatest impact, not only on their businesses but also on the future automotive workforce.
      First, shop owners must become better leaders and understand that their ultimate success is directly dependent on the people they assemble around them. Any shop owner who mistakenly believes they can build an empire solely on their abilities is destined for serious disappointment. Business owners who think like this will eventually plateau. Without the collective contributions from a team of qualified people, your business will stall; it will not continue to grow.
      Create a workplace that attracts top talent: a clean, professional, well-equipped facility designed to support productivity, teamwork, and a career, not just a job. Build a great reputation in your community by getting involved locally. Become the auto repair shop that people take notice of as "the" place to work.
      Next, shop owners must become more financially knowledgeable. Knowing your numbers and what you need to achieve for a strong bottom-line profit is essential to paying technicians the money they need and deserve. Profit will also allow you to compete with other trade industries by providing a benefits package that has real take-home value and security.
      When it comes to culture, this is where the rubber hits the road. People crave recognition, praise, and a sense of purpose. Despite what you hear, people are not just money-motivated. Once people feel secure in their financial situation, retaining and motivating technicians can only be achieved by connecting with them on an emotional level. You cannot show enough appreciation. Give out praise for a job well done as if your business depended on it, because it does.
      As technicians age, we need to have a place for them. Expecting a 58-year-old to perform like a 35-year-old is unrealistic. We need to be more focused on career pathing. Provide training, skill development, and coaching to develop leaders and mentors within our older workforce. While their bodies may have slowed, the knowledge they have gained is priceless. 
      Our future is dependent on young people entering our industry. We need to give more young people opportunities. Every shop owner across the country should consider hiring an apprentice, then build an apprentice training plan and career path for them. If every shop did this, we could solve the technician shortage within five years. Get involved with the trade schools and high schools in your area. Look into the NAPA Apprenticeship Program. Don't sit on your hands with this one. Do it today.
      Lastly, don't get left behind. Commit to ongoing training for all your employees. Keep up to date with tools and equipment tailored to your business model. Don't try to be all things to all people and all vehicles. Identify your core profile customer and the vehicles they drive, and become an expert on those vehicles and the services you offer.
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