The official, verified attendance released by Hanley Wood Exhibitions was 9,007, compared with 7,492 for last year's event at the Orange County Convention Center in Florida.
"With the 20 percent increase in attendance, the International Roofing Expo's aisles were completely packed and nearly all of the conference sessions were full," said Rick McConnell, vice president of Hanley Wood Exhibitions. "We are committed to producing the strongest business-to-business event for our industry."
Hanley Wood, which publishes several trade magazines and manages several conventions, purchased the show from the National Roofing Contractors Association in 2004.
The arrangement seemed to work well.
"It's very clear, attendance-wise, that this is by far the best show we've experienced," said Doug Goehler, marketing manager with TruFast. "Traffic on the exhibit floor is great and I think the quality of attendees is equally as good."
Jeff Schultz, founder of Mi-Roof and Mi-Property, agreed. This was Schultz's first time at the Roofing Expo.
"Overall, the show's been great. I'm really happy with the results and looking forward to next year," he said. "You can't pass up this opportunity to be exposed to this many people."
SeminarsWhen they weren't on the show floor, many contractors were going to educational sessions. Organizers said 5,200 attendees registered for at least one seminar at this year's Las Vegas show, 50 percent more than at the Orlando show.
One well-attended seminar was Linda Leigh Francis' Feb. 15 session, "Love 'Em or Lose 'Em! Employee-Retention Strategies That Really Work."
Francis said there is a U.S. skilled-labor shortage and it won't be getting better anytime soon.
"This is not a short-term problem, folks," she said.
That means companies have to start working harder to attract employees and keep the good workers they already have, she said.
She cited figures from the U.S. Department of Labor that said every time a worker leaves a company, it costs one-third of their salary to find someone qualified to replace them. For management-level workers, the figure is even higher: up to twice their annual pay, she said.
Regardless of the skill level required to do the job, the problem persists. Francis referred to a study commissioned by Coca-Cola on the cost of employee turnover in the supermarket industry. According to Coca-Cola, employee turnover costs a typical grocery store $199,000 a year and $5.8 billion to the industry as a whole. The figure is 40 percent more than the industry's annual profits, she said.
On the movePart of the problem, Francis said, is most workers, especially those in their 20s, no longer see one company as a place to build a career. Up to 15 percent of the work force is self-employed, which means many freelance their jobs. The government says most Americans have eight jobs between the time they're 18 and 32 years old.
You might think money is the main reason workers, regardless of age, leave a company. But that's wrong, Francis said. Most leave because "their manager was a jerk."
She gave the example of a California forklift company who had five mechanics quit the same day. The reason was their supervisor. The work the mechanics performed represented $600,000 in annual revenue. The mechanics' action made the owner realize he had a problem.
Offer projects with short-term deadlines.
- Give them multifaceted assignments.
- Provide a career plan.
- Help develop skills, encourage learning.
- Give feedback.
- Asking what the worker wants.
- Be flexible.
- Adjust compensation to reflect their needs money may not be most important.
- Make assignments interesting.