A father-son company seeks advice on formalizing roles and building a sustainable structure for growth.

James, Miami, Fl.
I am part of a small family-owned drywall contracting company, with previous experience in estimating potential projects. My father is the other half of the company, as he has experience in field work. We have experienced some success already, but I'm looking to create structure in our company and lack the experience to do so. What are the steps that I need to take to create clear-cut roles that I should follow? Do my dad and I need to assign responsibilities that we each stick to?

By Emily Maltby, CNNMoney.com staff writer
Defining roles is always difficult, and is even more challenging when the other party is a family member. Your general goal should be to establish clear spheres of responsibility – and then stay out of each other's area of expertise.

Gary Naumann, lecturer in entrepreneurship at the Carey School of Business Arizona State University, recommends sorting the critical tasks of the company into functional areas, such as operations, sales, office administration, finance and accounting. Then decide which of you is best suited to overseeing each area.

He suggests dividing and conquering so that you don't double-dip on every little issue. "In a small but growing business, there is no time for you to confer with each other about all the details of your respective areas of responsibility," he says. "My experience is that most of what each of you does in those areas should be done independently, thereby reserving the discussion time for those critical issues that require consultation."

This will become even more essential as you add employees – those who work for you will want to know what is going on and who to consult about various tasks. One tactic Naumann suggests is a "Who Does What" outline that you can hand out to your associates.

"This should not be limited to just the two of you," he says. "Rather, it should encompass all the key areas of your company so you are able to comfortably delegate certain tasks and everyone in the company knows who the 'go to' person is." This will also help you and your father concentrate on your key tasks.

Of course, with the division of responsibilities will come the challenge of remuneration. Formalizing pay arrangements is a key part of creating an official business structure.

"Compensation of family members is much less likely to be based on any objective criteria," says Allen Fishman, author of 9 Elements of Family Business Success. "The sooner the family business leader takes control of creating objective standards for dealing with compensation issues, the more likely it is the businesses will survive and flourish into succeeding generations of leadership."

Fishman recommends putting your policy into writing. "A clearly stated compensation policy often prevents conflict and is the best way to break through the emotional barriers that commonly come into play when discussing compensation," he says in his book. "It would be best if the family business developed its employee compensation policies to approximate the industry levels to some degree. It's not at all uncommon for family businesses to employ family members for more than the going rate."

If your company doesn't pay salaries and instead splits profits, compensation is generally based on ownership stakes. "From a tax standpoint, you can't start a business without a document that shows ownership," Fishman says. "If, for instance, one person runs a warehouse while another runs office operations, the payouts may be the same if they each own 50% of the company – even though their skill sets have different market value."

Fishman warns that in a very small business, such as a father-son operation, the issue of formalizing ownership stakes often isn't discussed unless there is a problem – when it's too late.

"Don't wait for a feeling of unfairness to arise before you sit down and talk," he recommends. "Documenting your visions for the company and how it should be run will help to ensure the company doesn't break apart in the future."

David Armstrong, Armstrong Fence Co., Pembroke, Mass
Is there a formula to help me determine how much more costly it is to pay overtime to complete a job the same day vs. going back a second day for a short period of time?

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Dave, Gulf Shores, Ala.
I have a full-service plumbing company on the coast. We have 400 active customers and approximately $90,000 worth of assets. Last year's sales were $225,000. I am planning on selling for $210,000. Is that figure reasonable?

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Sue, San Jose, Calif.
We are a construction company. A client is giving us a hard time about final payment. The invoices are usually due with in 5 business days. She asked us to wait until the insurance company paid her the final payment then she would pay. I have waited two months and now she is saying that the insurance company did not pay her enough and that she will only pay us what the insurance company sent her. There are extras that she added on that were not insurance related. I am not sure what to do. Maybe we should change our payment terms to require payment before we start the work. What should I do?

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How to create an enticing job posting and weed out the weak candidates.

Scott Zimmer, Owner and President, AAA Labor Minneapolis
Where can I find a top-notch sales manager (who would also be the sole salesperson, for now) to help me expand the clientele for my temporary-staffing firm? I'm willing to offer a very competitive pay package, but it's difficult to find skilled, experienced candidates.

By Anne Fisher, Fortune Small Business contributor
Dear Scott: As sluggish as the overall job market has turned, demand for the best salespeople is holding strong, so they have plenty of opportunities to choose from.

Kathleen Steffey, owner of a Tampa-based sales-recruiting firm called Naviga Business Services, wonders if your job postings contain enough information to entice a top sales pro. The ads should "mention your sales quota if you have one," she says. "That will scare off the ones who can't meet it. You should also describe exactly what business you're in, your company's culture, and how much experience your ideal candidate should have. For a salesperson who can take the reins and grow revenues, that would be about seven years minimum." If you're willing to let the person telecommute occasionally, she adds, say so: "That's important to a lot of good salespeople."

As you assess candidates, Steffey says, look for "someone whose references say they met or exceeded their targets. Don't believe anyone who makes excuses, blaming the tough economy or some other factor for not meeting their goals." Before you sit down with applicants for the job, Steffey urges you to read Topgrading for Sales: World-Class Methods to Interview, Hire, and Coach Top Sales Representatives, by Bradford D. Smart and Greg Alexander. Its compact 113 pages will tell you, Steffey says, "everything you need to know to make a great sales hire."

Henry Glickel, owner of Sales Recruiters in Salem, N.H., offers one more tip: Once you find a strong candidate, don't hesitate. "Lots of companies are reluctant to hire with only one or two good candidates, so they leave them hanging for weeks while they interview more and more people. But if you take too long to decide, the best people will go elsewhere."

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A great position in an unpopular industry can be tough to recruit for, but creativity pays off.

Scott, AAA Labor, Minneapolis
I am looking to hire a strategic business manager/growth manager for my 52-year-old, successful industrial staffing agency. I'd love to see them become my COO or VP, and the position will easily become a several-hundred-thousand-dollar-a-year job. Problem is, industrial staffing is looked down upon, much like the garbage or recycling business is. No one seems to want the job. How do I get someone to take the chance?

By Lenora Chu, Fortune Small Business contributor
“Recruiting is also sales,” says Bobbi Eckes, director of staffing and recruiting for the Minneapolis, Minn.-based human resources firm HR Personnel Services. Focus on the positive aspects of the job you're offering, and sell this executive-level position for the great opportunity that it is, the experts say.

“Industrial staffing is not an easy business, but it serves a very real need,” Eckes says. Show candidates that you are excited about your company's future, and let them know you only want to work with the best.

Also, state upfront both the challenges of the position and the benefits of working for your company, says Vancouver, Wash.-based small-business and Internet marketing consultant Doug Williams.

“The idea is to get a hook out there, to get someone intrigued enough to want the job,” Williams says. “Particularly if they're a little bit hungry already – and in this job market, they probably are.”

If the positives are not coming across, you should take a second look at how you're describing the job. Williams suggests that the position would be an ideal fit for a freelance business consultant, particularly since the job deals with growth strategies and development.

Tap into this community by posting a sharp job listing on Craiglist. Also, contact business consultants you know and seek their input on how they'd locate the right candidate for the job, Williams says.

Who knows? They might become interested in the position themselves.

“When you don't market to someone directly, it can be more effective than saying 'I'd like to hire you,'” Williams says.

But ultimately, if a candidate has reservations about your company or lacks enthusiasm for the job, don't think twice about letting them walk out the door.

“You don't want them working for you anyway,” Eckes says.

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When a majority owner goes bust, what happens next depends on the terms of the company's operating agreement.

David, CPM LLC, Baton Rouge, La.
If the managing member/majority owner of an LLC files for personal bankruptcy, does that managing member default his ownership shares in the LLC to the other two members?

By Shara Rutberg, Fortune Small Business contributor
Dear David: Two issues determine the answer: the terms of your operating agreement and the Louisiana state statutes.

“Look at the terms of your operating agreement that talk about what happens if there is a bankruptcy filing by a member,” says Suzanne Saxman a partner in the Chicago office of Seyfarth Shaw and vice chair of the middle market and small business committee of the business section of the American Bar Association. “It could be termination of the LLC, dissolution of the company, or an option for other members to buy back that member’s interest. But it’s unlikely there will be a true forfeiture."

David Sokolow, a professor at the University of Texas School of Law who teaches business organizations agrees: “A member’s interests [his financial stake] in the LLC is like any other financial asset, so it would be available to satisfy the claims of the members creditors,” he says. Your operating agreement might also contain a right of first refusal, holding that if a member moves to sell their shares, they must offer it to the other members first.

“In Louisiana, when somebody files a personal bankruptcy claim, those shares become property of the bankruptcy estate, just as if they were shares of Exxon (XOM) or any other company,” says Rudy Cerone, an attorney who specializes in business bankruptcy law at McGlinchey Stafford in New Orleans.

Those shares can then be sold for cash to satisfy creditors.

“There are some exemptions for personal, and in some states, real property for things like the clothes on the person’s back, or other items to help give them a fresh start,” Cerone says.

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A step-by-step guide to finding government contracts and going for them.

Brian Hall, Westerville, Ohio
I’m a veteran and a minority small-business owner. How do I get more information on bidding for government contracts?

By Blake Ellis, Fortune Small Business contributor
Dear Brian: While potentially very rewarding, procuring government contracts can be a complicated, confusing process. Fortunately, there's a wealth of resources available to help you compete.

Your first option is to seek help from intermediary companies, which are specifically designed to help small-business owners like yourself enter the wide, often intimidating world of contracting – for a fee.

Here’s how it works: you register, and they assess your company to see what you have to offer, how your company differs from others, and how you can best match your strengths with the government’s needs. They'll help you target upcoming contracts for you to bid on. They will also help you with the daunting task of determining a price to bid on a given project.

While these for-profit companies may claim to have the best success at finding jobs for contractors, Chris Isleib, the Pentagon's spokesman for small-business programs, warns that such Web sites are prone to scams, so go only with a reputable agency, and beware of big, vague promises.

Tiffani Clements, a public affairs specialist for the Small Business Administration, agrees, explaining that the SBA provides the same services as intermediary agencies, but for free. On the SBA Web site there are links that will guide you through the process and help you find opportunities, price jobs, and place bids.

Partnering up

If you decide against paying an agency to help you through the contract bidding process but are hesitant to go it alone, pairing with another company could be beneficial. That way, you'll have the experience and skills of two companies to propel you along. Even if you think you can handle contracting without an intermediary’s assistance, partnering may still be a good option for you. Winning government contracts is competitive, so the companies with the best, most relevant references and experience are most likely to be chosen.

Isleib recommends participating in the DoD’s Mentor-Protégé Program, which helps small businesses find larger companies to pair with. You can also search within the Central Contractor Registration database and find contact information for any larger company you may be interested in joining with.

Another way of getting your foot in the door of government contracting is to start out as a subcontractor. This way, you build experience and get your name out in your industry.

Who needs your help?

After you have identified your strengths and areas of interest, you can begin searching for clients. The Small Business Administration'sWeb site is a good place to do this, as it lists local agencies and their current needs. Clements says you should also be checking www.fedbizops.com and the U.S. General Services Administration schedules, which each provide different types of opportunities for federal contracting.

Make contact

Once you find agency opportunities you are interested in, contact the agency to find out what paperwork is required to bid for the contract and what else you need to do to proceed with the application process. Before approaching agencies, devise a plan of attack – prepare questions that will allow you to find out what each agency needs from a contractor, what they are having trouble with, and what, specifically, their goals are.

Try to build personal relationships with people in the agency by providing helpful, organized information about your services. Offering free demos or trials can help prove to the agency that you are capable of undertaking the job. Also, keep in mind that the people at this agency are not the only ones you want to impress. A good reputation is key to procuring contracts, and the more you talk to people in your industry, the more they will talk about you.

Register your company, get certified

After finding the jobs your company is best suited to bid for, you will want to register with the Central Contractor Registration. Since you stated in your question that you are a veteran and a minority small-business owner, Clements says that it would be advantageous for you to become certified as such, which can be done by visiting the Small Business Development Center website’s “SDVOSB Opportunities in Contracting” page. Isleib says that the DoD also has a very successful program for veteran-owned and service-disabled-veteran-owned small businesses; the agency has set aside around 3% of its $330 billion annual contracting budget for these companies. The DoD and the SBA both provide resources for other minorities and women who desire to become certified as well.

One worry many small-business owners have when getting started with government contracting is the potential for being audited or investigated. However, this is a rare event for small businesses, as the government is usually only concerned enough to audit or investigate a vendor on very expensive jobs.

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FSB’s experts weigh in to help a remodeling firm whose sales have plunged during the economic downturn.

Eric Tolley, Oak Park, Ill.
I have been in the remodeling business for eight years and have built a lot of brand equity in my company – but our sales have dropped 70% in the last two years. I know I don’t have the energy to start over. How do I survive until the economy turns around?

By Elise Reinemann, Fortune Small Business contributor
Dear Eric: Brand equity can sometimes be a liability during tough economic times, assuming that you charge a premium for your branded services.

Today’s hard-pressed consumers may be more willing to sacrifice an unquantifiable measure of quality for an easily calculated price savings, says John Pearce, a professor of management at Villanova University.

But don’t give up! Some customers may decide that they don’t need to pay extra for top-quality service, but others may simply be waiting to remodel until they have the money to pay for it. In the latter case, your business should improve along with the general economy.

To survive until the economy turns around, Pearce recommends offering your customers a broader range of product/service/price combinations.

Here’s one idea, courtesy of Matt Draus, president of Descon Construction in Oak Park, Ill. Draus has been in the remodeling and construction business since 2000 and takes in between $1 million and $1.5 million in revenue a year.

He suggests selling maintenance services to your current client base. Last year, Descon purchased a small maintenance company with one full time technician who does service calls to fix leaky faucets and other minor problems.

If you already have an employee who is well-rounded and can do a little bit of everything, try sending out a flier to existing clients stating that you now offer maintenance services. You’ll be able to get business from your current client base, and also add new clients who may hire you later on for remodeling jobs.

Good luck!

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A one-man business asks, when’s it the right time to get extra help?

Matthew, Clearwater, Fla.
I am a new electrical contractor whose business is starting to grow. I will be turning down work soon if the growth keeps up, but that’s not guaranteed. How do I determine if it is time to hire some help?

By Malika Zouhali-Worrall, Fortune Small Business staff writer
Dear Matthew: Before you think about whether it’s time, you should consider whether or not you really want to be an employer, says Becky Strickland, CEO of Colorado Springs-based Human Resource Matters.

“Think about long-term growth, and where you should be. Do you want to be managing other people?” she asks. “What is your vision? To be a larger business, or remain a sole proprietor and give offshoot work to other people?”

There is more than one way to run a business. For example, should you decide to farm out your extra work, it should be easy to find subcontractors for whatever needs to be done. You can research local electrical contractors at your Chamber of Commerce, union hall or trade association. If you have a particular area of expertise, you could even develop partnerships in which other contractors will also refer work to you. When choosing other contractors to work with, remember to ask to speak to some of their previous customers – you don’t want to refer customers to someone who won’t do a good job. Professional social networking websites such as LinkedIn can also be a source of information on workers available in your area.

Making projections for that first hire

If bringing an employee on board is your preference, Strickland recommends that you project what you’ll be doing in the next month, three months and six months, based on the business that’s coming in already.

Next assess which jobs – things you are doing now – it would make sense to hire for: accounting, administration, estimating, storage and warehousing are just a few of the jobs you may want to give away so as to concentrate on what you do best.

You also have to figure how to afford a payroll. “Then work out how much time you are putting into other tasks, “ and calculate what you can put into new business generation if you are freed up, she says. Based on how much the deficit is each month, you can work out how many people you require to fill those hours, and whether you can afford it.

Another alternative to making a full-time hire is to bring in contract workers on a project basis – you’ll need to know when the workload demands it. Or, as Jo Prabhu founder of Long Beach, Calif. staffing firm International Service Group suggests, you can hire someone on an hourly basis as part of a “contract to hire.” That way you can assess his or her skills and whether you’re ready to hire someone full-time.

“Make it clear to the potential employee, so that they know how long they have to prove themselves,” Prabhu says, recommending three to six months as a good trial period. “Then you can set a date when you will sit down with them to determine whether or not you want to hire them.”

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Paul, Toronto, Canada
I am presently starting a pressure wash business in Toronto. Business is good, but how can I find steady work during the winter?

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Justin Milne, Magnolia, Texas
I am an employer for a landscape company. I have heard that we are not required to pay employees for their drive home. Depending on where we work, the drive could be over two hours long. Do I have to pay them for the drive home, or could I stop their time when they leave a job site? It would be nice if I could find some documentation to validate this.

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Rosie, Saint Cloud, Fla.
I need a professional presentation booklet for my roofing company for sales expansion. How can I go about getting this done?

By Myrlande Davermann, Fortune Small Business contributor
Dear Rosie: The best way to approach getting the right marketing materials is to find an advertising and marketing writer who specializes in working with small businesses. Get an expert with a track record in your particular industry, too, says Robert Middleton, owner of Action Plan Marketing. He stresses that the person you employ should have specific details on your company and your goals, so that they can give you a focused marketing message.

“Have a presentation that shows all the benefits of using your company. Include testimonial quotes, before and after pictures and then a little bit about your company.”

Middleton says business owners often hire only a designer for their promotional materials. That’s the wrong way to go about it. Create the content first, recommends the marketing coach: “Designers will make it look nice, but since they often know little about marketing, your presentation will not have the information and ideas that it needs to do the job.”

Allison Nazarian, founder and president of Get It in Writing, a professional copywriting service, agrees.

“You always have to remember that you are trying to sell something," she says. "The book can look beautiful, and the writing can be great, but always keep in mind that you are in the business to sell your services.”

Nazarian says you should have a professional photographer take eye-catching photos of work that you have done, and use a copywriter to produce straightforward text explaining your business and why you are better than your competitors. You should also try to differentiate yourself from other businesses like yours.

Decide who you want to talk to

Before you commission marketing materials, Nazarian says, be clear who your intended audience is.:“If you are marketing to a general audience as well as to those in the roofing industry then you might want to create two different manuals.”

To find professional marketing writers, go to your local chamber of commerce or chapter of SCORE, or online, try contacting a group such as Elance, a clearinghouse for marketing professional services such as Web development, creative design and business consulting. Companies with service needs post their requirements to Elance and service providers submit proposals in the form of bids for the work.

Also, Nazarian suggests asking around for referrals: find out who did a job for your competitors and contact that person directly. Finally, you can also check out a professional association such as The American Marketing Association.

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Rebecca Fountain, Las Vegas
I have a small business I’m starting in Nevada called Slurry Recycle Solutions that specializes in the development of cost-effective and safe solutions for the construction industry. I’ve been using independent contractors and would like to hire a full-time staff because our business is growing. How should I approach the hiring process?

By Julie Freese, Fortune Small Business contributor
Dear Rebecca: Any manager who has hired the wrong employees knows the high cost of a bad decision. The first step to building the right team for your business is to assess what types of workers and skills you need to be successful.

Every expert we consulted agreed that rushing the hiring process is one of the biggest mistakes managers make. Whether your business succeeds or fails depends more on the quality of employees you hire and less on the product you’re selling or the service you’re providing, says Paul Gibson, vice president of human resources at Mattamy Homes.

Before you begin the hiring process, carry a notepad with you as your perform your daily tasks and record what you do, no matter how small or mundane, says Bill Bartmann of Bartmann Enterprises, an entrepreneur and business coach. This allows you to create a complete list of duties that need to be performed by a future employee and help you draft job descriptions.

Then gather the necessary paperwork (applications and tax documents), research background checks, and brainstorm about what type of work needs to be done and the skills required, says Jo Prabhu, CEO and president of 1800 Job Quest.

To cover your bases, hire a lawyer that specializes in employment law. The lawyer can help you draft a letter of employment outlining expectations as well as salary, which will protect you from potential lawsuits, says Gibson. A lawyer will also make sure that your hiring process is following both national and state laws. Also hire an independent contractor to set up your employee payroll.

Take time to find or create your company’s hiring "wow" factor, says Tom Darrow, principal of Talent Connections. You need to advertise your company and the positions you want to fill in a unique manner in order to stand out on the job boards. Mention unique incentives that will attract potential employees, like free lunches once a month or a casual dress code, he says.

Once you are ready to format and post job descriptions and conduct interviews, talk to the independent contractors you’ve worked with in the past. Ask them to write a description of the job they completed, says Prabhu. It will help you identify particular tasks and skills that need to be highlighted in the job description. Don’t forget to address your expectations in terms of computer skills, education and years of experience, she says.

Employee referrals are the best way to find new candidates, says Darrow. Post job listings on your company website and on any industry specific sites that will attract the right potential employees. Ask the contractors to sit in on interviews, says Gibson. They can help you identify whether or not that particular candidate is the right fit.

The interview process can be confusing – potential employees may tailor their resume or their answers to the position, not their skill set. “Resumes aren’t always authentic. You need to read between the lines," says Praghu. Ask yourself if this person needs a job or wants a job. “The employer has to look for what an employer needs, not an employee.”

Since you’re creating a team of employees that need to work well together in order for your business to succeed, conduct a second group interview with potential employees you want to hire. This will allow you to see what the group dynamics are, says Gibson, and how they respond to each other.

Conduct background checks and check references. It is an important investment, so hire a professional to do it, says Gibson. Understand that checks take two to three days to process and will cost anywhere from $100 to $200 per employee, says Prabhu.

To determine that the salary that you are offering is fair, research your competitors, says Darrow. Ask the independent contractors you’ve been working with if they felt their pay was fair.  And if you decide to reject an application, create and send a standardized regret letter, says Prabhu. This will send across a professional message and maintain your company’s integrity.

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An owner whose business may not make it explores his options.

Ron Swall, Lawrence, Kan.
We are a very small family landscaping business (sub S-corp). We were in debt about $12,000 before the season began. We're looking at borrowing up to $10,000 more to carry us until the work season picks. If we can't make it, is bankruptcy an option, and which option (Chapter 7, 11, 13?) offers us the best out? What are the important questions I need to ask when I consult with an attorney?

By Soo Youn, Fortune Small Business contributor
Dear Ron: You should turn to bankruptcy as a last resort. Most vendors who are owed money would prefer that you work out a structured payment plan rather than declare bankruptcy, since that typically means they won't get paid much, if anything, says Chicago business consultant Ken Gaebler.

Moreover, bankruptcy can be a permanent stain on your record, making it difficult to ever be in business again.

Bankruptcy experts and consumer advocates recommend that you explain your situation to everyone you owe money to and see if they can work with you to help pay down what you owe.

“This is not the time to give up. It's the time to get creative and think outside the box on ways you can get the money to reduce your debts,” Gaebler says. “Maybe a loyal customer is willing to loan you some money or take a partial interest in the business. Maybe you can offer discounts for pre-payments for the upcoming season.”

If you do opt for a bankruptcy filing, it’s hardly an easy out. Chapter 7 and Chapter 11 are business bankruptcies. Chapter 11 is complicated and complex and shouldn’t be considered unless you are convinced your business will survive, says bankruptcy lawyer and Southwestern Law School adjunct professor Ed Wolkowitz. Chapter 7 is liquidation, and is not a good option if any of your debts are guaranteed personally.

Chapter 13 is a personal bankruptcy declaration.

“You have very little control over what gets liquidated so it's a dangerous proposition," says Gaebler. "The main reason you formed your landscaping firm as a legal entity was probably to protect your personal assets, so Chapter 13 is not a very good choice for you."

A good place to start reading on Chapter 13 is Consumer Action’s personal bankruptcy online guide.

If, in the end, you do choose to meet with a bankruptcy lawyer, ask about pass-through liability, advises Wolkowitz.: “Certain types of debts, primarily tax debts, are pass-through debts, which means you cannot escape them.

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How to ensure that your workers won’t leave you high and dry.

Steve Berry, Flagstaff, Ariz.
I own a company that focuses on the construction of high-end custom homes. Because it is expensive to live here, it is difficult to hire and retain skilled employees. Skilled workers who choose to live here have no loyalty to any company and demand wages that are out of line with the industry standards. Companies offer excellent benefits, health insurance, incentive plans, etc., but nothing seems to work. How do I stay competitive with other companies and build a loyal workforce without driving my costs through the roof?

By Myrlande Davermann, Fortune Small Business contributor
Dear Steve: Your problem is not uncommon these days, says Barry Nathan, vice president of workforce initiatives at Catalyst Connection, a management consultancy based in Pittsburgh.

“This is a demographic problem,” says Nathan. “We’re seeing worker shortages in a few industries, not just one.”

Start by asking yourself a few simple questions. Is the pay you’re offering truly within industry standards? Do your employees feel appreciated? All these factors play into an employee’s decision to stick with or leave a job.

“If your pay is not reasonable and your employees are not treated well, they can walk,” says Nathan.

Assuming that you are paying competitive wages, try offering other incentives that will motivate skilled workers to stick around. Maybe you can provide them with tools and uniforms (and cover their cleaning bills).

With gas prices skyrocketing, you might also consider reimbursing a portion of their fuel costs.

Most employers don’t find out why their employees are leaving, says Paul Dorf, managing director of Compensation Resources, an HR consultancy in Upper Saddle River, N.J. So be sure to conduct an exit interview whenever any employee decides to leave.

“Some exit interviews provide limited information,” says Dorf. “But limited information is better than nothing at all.”

It’s also helpful to have an open and honest conversation with employees about what their benefits are truly worth and how much benefits cost the company on a monthly basis. Dorf suggests providing monthly statements to employees so they can actually see the proof.

Along the same lines, try getting your employees to see that they have a personal stake in the company’s success. “Ask your employees: What can we do to make more money so I can share that money with you?” says Dorf.

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A pressure-washing business owner checks with Ask FSB for advice on setting prices for a new line of services.

Sylvia Suter, Brookfield, Wis.
I own a pressure-washing company in the Milwaukee area. I'm interested in expanding my business to pressure wash outdoor business signs. I think signs would be a great niche for my business. The problem is: I have no idea what to charge per sign. Would the charge per sign be according to size? Thank you for any information.

By Paul Roberts, Fortune Small Business contributor
Dear Sylvia: We called around to some of your competition there in the Milwaukee area and, indeed, you would be one of the few power washing outfits – and possibly the only one – to branch out into sign washing.

In general, power-washing companies, which use high pressure water hoses, are focused on the residential market, in which homeowners pay them to clean off roofs or siding that has accumulated dirt, moss and so on. Business signs are new territory, and it seems that few of your direct competitors are contemplating a move into the sign-washing business.

That said, there are some important differences between signs and houses that are worth noting. For one, many signs have electrical components inside as well as lights on the exterior that could break or become wet during power washing. Also, business signs may be elevated, or located in places that are hard to reach, or require special equipment – such as a lift – to clean.

Joe McCafferty, who is president of Exterior Specialists LLC, a power-washing company in Fort Atkins, Wis., said that power-washing signs should be safe, as long as they have a tight seal on them to protect any electronics inside. He hadn't considered sign washing, and is sticking to residential homes for now, where he typically charges customers by the job, unless he is being asked to wash asphalt roof shingles or cedar shingle siding, in which case he charges by the square foot.

Look before you leap

Before you plunge into sign washing, you might want to assess the demand for this new product you're planning on introducing. Are storeowners concerned about the appearance of their business signs? What's the business value to them of a clean sign, and how much are they willing to pay someone else to doing it for them? A simple phone survey of likely customers may answer any questions you have about the demand for such services, before you invest in advertising to promote it, or in new equipment and staff.

The question of how much to charge customers is one that every business owner runs into when launching a new product or service. Your existing power-washing business should give you a good idea of the transportation, equipment and hourly labor costs are for any job you do. Your market research might give you an idea of what business owners would be willing to pay to have their signs cleaned. You can also try calling competitors and seeing how much they'd charge for such a service, if they don't offer one already.

Because most business signs would fall in a pretty tight range of sizes, McCafferty of Exterior Specialists said you'd be better off charging a per-job fee for each: maybe $50. Jobs that required a lift or other equipment, or that couldn't tolerate a power wash, would be priced accordingly, he said.

Assuming you plan for those eventualities, sign washing could provide a welcome new form of income for your business. And, because, signs are much smaller than houses, you may be in a position to do more jobs in a single day, which will increase your take-home pay, provided you price your services right. Good luck!

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