For MEMBErS oNLY oF thE NatioNaL PESt MaNagEMENt aSSociatioN www.NPMaPEStworLd.org
March aPriL 2011
ALSO INSIDE:» Effective technician
training
» hire for attitude. train for Skill.
» Measuring Quality Service and customer retention
» Performance improvement
Tips for hiring—and keeping—the best
cultivating
I n s e r t
Library Update: Best Management Practices for Bed Bugs
The resurgence of bed bugs has created significant concern in the pest management industry. Controlling, let alone eradicating, this pest is extremely difficult, as bed bug resistance to insecticidal control measures to date is significant, and customers’ cooperation is often required for successful control. Earlier this year, NPMA released Best Management Practices for Bed Bugs. These guidelines are intended to help pest management professionals control bed bugs effectively, responsibly, and safely by presenting the practices that are effective in controlling bed bugs (Cimex lectularius). The complete set of guidelines is available in this issue’s Library Update.
For MEMBErS oNLY oF ThE NATioNAL PEST MANAgEMENT ASSoCiATioN
www.NPMAPESTworLd.org
d e pa r t m e n t s «2 Executive Vice
President’s Message24 Ask the Expert
26 Marketing Corner
30 operations Management
32 Calendar of Events
MArCh APriL 2011
contentsF e at u r e s «
8 HIrE fOr AttItUDE. trAIN fOr SkILL. By Jean L. Seawright, CMC No matter how much energy or talent you possess, after a certain point in order to grow your business, you need people. The fact is, ultimately, the success or failure of a business hinges on management’s ability (or inability) to recruit, hire, and retain talent.
4 EffEctIvE tEcHNIcIAN trAININg By Jim Fredericks How would you honestly rate the service your technicians and salespeople provide? How do you know that all of your customers consistently receive high-quality service? One of the most powerful ways to assure that quality service is provided by all of your associates is through effective training.
12 MEASUrINg QUALIty SErvIcE AND cUStOMEr rEtENtION By daniel S. gordon, CPA An increase in sales is usually an economic vote on behalf of our customers that we are providing quality service. Conversely, a decrease in sales indicates poor service. But how do you determine where your company’s service stands?
18 PErfOrMANcE IMPrOvEMENt By Jean L. Seawright, CMC With a new generation of workers who are skeptical, fun-seeking, and thirsty for praise, coaching and disciplining employees requires a much different approach: one that preserves respect, minimizes risk, and gets performance results, all while motivating the individual to excel.
2 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
» e x e c u t I v e v I c e p r e s I d e n t ' s m e s s a g e
L ast year saw an unprecedented spike in the resurgence of bed bugs, with
one in five Americans reporting they have had an infestation or know
someone who has encountered bed bugs at home or in a hotel, according
to a survey that NPMA recently conducted.
Because there are multiple products, methods and technologies that may be
employed as part of a successful bed bug treatment plan, it is important that
pest management professionals are aware of the myriad factors that should be
considered when determining which products or methods are the best option
to control a given bed bug infestation. As a part of our continuing effort to
offer education and guidance as pest management professionals develop their
response to the bed bug pandemic, NPMA recently released the Best Manage-
ment Practices for Bed Bugs, offering guidelines to help PMPs control bed bugs
effectively, responsibly, and safely.
In what was one of the most transparent, stakeholder driven processes ever
employed by NPMA, the Best Management Practices for Bed Bugs was created
by the NPMA Blue Ribbon Bed Bug Task Force, a broad-based stakeholder
group whose goal is the development of an industry-wide, multi-faceted
response to the bed bug pandemic. Offering step-by-step practices for profes-
sionals in the areas of service agreements, recordkeeping, technician and sales
staff training, client education, disposal of beds, furniture, possessions, bed
bug detection, treatment methods, and health and safety concerns, the BMPs
are tough, credible and practical and will provide PMPs, facility managers and
consumers the tools they need to make informed decisions.
These guidelines will provide professionals with the tools needed to most
effectively service their customers and will offer consumers a much-needed re-
source in their education about proper management of bed bugs. Adherence to
the BMPs will be an important step in enabling us to get an edge on this elusive
pest. For your convenience, we've published the complete Best Management
Practices for Bed Bugs in this issue as the Library Update.
In addition to providing these best management practices to industry profes-
sionals, NPMA will encourage consumers to seek use of the BMPs in working
with PMPs. NPMA members can direct their customers to learn more about
the new guidance document at www.BedBugBMPs.org. Additionally, they are
posted on www.pestworld.org.
To download the NPMA Best Management Practices for Bed Bugs, please
visit www.npmapestworld.org/publicpolicy/BedBugs.cfm, and click on “NPMA
Best Management Practices for Bed Bugs.”
We are pleased to answer any questions or provide any additional informa-
tion you need and encourage you to distribute these to anybody you believe has
an interest. «
ExEcutivE vicE PrEsidEnt
rob Lederer
Editor
Janay rickwalder
GraPhic dEsiGn
Blue House
© 2011 national Pest
Management association
PestWorld is the bi-monthly publication
of the national Pest Management
association (nPMa).
Editorial offices:
10460 north street, Fairfax, va 22030
Phone: (703) 352-6762
or (800) 678-6722
Fax: (703) 352-3031
Professional and Member Web site:
www.npmapestworld.org
consumer Web site:
www.pestworld.org
For advertising information,
call Janay rickwalder at (571) 224-0384
or e-mail [email protected].
Less callbacks.More greenbacks.
Extinguish, Gentrol, Petcor, Precor, Precor 2000, Zoëcon and the Zoëcon logo are registered trademarks of Wellmark International. ©2009 Wellmark International. Always read and follow label directions.
There. Even when you’re not.
Pest prevention and business profitability with Zoëcon® IGRs.An Integrated Pest Management (IPM) program with the Zoëcon® family of Insect GrowthRegulators (IGRs) can help:
• reduce callbacks — decreased retreats with residuals of up to 210 days.• reduce reinfestations — IGRs help prevent future infestations.• reduce expenditures — less service time and mileage.
These reductions mean Zoëcon® IGRs put more green back in your wallet.
Green is in our nature.
It’s built into Zoëcon® IGRs from the start. As the first to manufacture and produceIGRs ((S)-Hydroprene and (S)-Methoprene), their efficacy remains reliable and theirlow environmental impact makes them a consistent favorite. You can have confidencethat they’re working while you’re growing your business elsewhere.
To learn more call 1.800.248.7763 or visit zoecon.com
4 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
effectivetechnician
training
5www.npmapestworld.org mArCH/April 2011 PEStWOrLD
by Jim fredericks
creating a successful learning environment for your team
effectivetechnician
training
as pest management professionals, the quality of service we offer
our clients is often the difference between customer retention and
cancellation, referral and complaint, growth and market loss, and
success and failure. service is a largely intangible offering, but your
clients will make decisions regarding your company’s performance
based largely on the quality of service your technicians provide.
6 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
h ow would you honestly rate the service your
technicians provide? How do you know that
all of your customers receive consistently
high-quality service? One of the most powerful ways
to assure that quality service is provided by all of your
associates is through effective training.
Training is an investment, not an expense. The
quality of training your organization provides your
employees should equal the quality of service you
want to provide for your customers.
When we analyze what a quality training program
actually involves, we need to examine the way trainees
and long-term employees learn and retain informa-
tion. In most cases, employees are adult learners and,
as such, require an adult learning format.
training adultsAn adult learning format offers both interactive training
and direct hands-on experience. To create an effective
adult learning environment, you must be prepared,
know your material, know the language, have effective
public speaking skills, and understand how adults learn.
Adult learners have different needs than child
learners. Your training will be more interesting, effec-
tive, and better retained if you incorporate the unique
learning needs of adults in your sessions. The most
effective training sessions are adapted to promote
active learning or an interactive learning environment
with engaging and fun activities which convey the key
concepts and allow immediate application.
Adult learning occurs most effectively when partici-
pants are actively involved rather than passive or one-
way recipients of information. Take the responsibility
for effective learning. Engage emotional and intellec-
tual based skills of learning. Utilize a variety of learn-
ing methods. Assure a positive, safe, and comfortable
learning environment. The trainer should facilitate or
guide training, and not dictate it.
creating a positive Learning environmentTo set the stage for your team’s learning experience, it is
important to provide a well-lit, comfortable room with
spacious seating and tables, and plenty of breaks and
refreshments that allow attendees to interact. The trainer
should have strong impression visual-aids and sound, a
motivational and enthusiastic tone, and encourage feed-
back by asking voluntary questions. Adults learn through
motivated and meaningful training content with clear
messages and hands-on activities.
choosing Your subjectTraining subjects for technicians are numerous and
can involve an urgent, seasonal, or routine frequency.
Subjects can include basic biology, using pesticides
safely, plants, insects and insect orders, mammals, ro-
dents, bats, birds, and reptiles. Integrated pest manage-
ment (IPM), green techniques, and illusory parasitosis
are excellent training subjects. In addition, training
meetings can cover safety topics (especially PPE),
service vehicles, and inspection forms. Your organiza-
tion may choose to sponsor CPR, First-Aid, AED, and
Universal Precautions certifications as well.
designing Your training sessionWhen designing a training session, consider your
audience, determine the resources needed, get the
word out by invitation as soon as possible, and plan
for the unexpected. Use interactive training techniques
that include PowerPoint, videos, illustrations, discus-
sions, case studies, role-playing, and post-session
surveys. Relate personal experiences as well as conduct
educational games and hands-on learning activities.
Be sure to engage your audience, assure that material is
relevant, maintain focus, and make your point.
When using PowerPoint, use a variety of media and
have time for questions and discussion. Educational
games can be computer-generated and involve a team
concept with small prizes given to all teams for their
participation.
Hands-on learning can involve precertification
training, lecture with props, or a hands-on field
course. You can instruct by using case studies of
actual events as either a “do this” or “do not do this”
experience. You can use role playing techniques to al-
low participants to experience methods that are both
effective and ineffective within a safe environment.
Role playing also allows participants to learn from
their peers, understand areas of best practice, and
needs for improvement.
Training does not have to be a somber experi-
ence. Allow it to be fun and encourage people to
be comfortable. Provide colorful props to keep the
hands busy while the brain is active. Provide treats
to keep participants awake, focused, and engaged.
Laughter is a good sign that everyone is enjoying
the training experience.
Training is an investment, not an expense. Well-
trained employees assure the future success and
growth of your business! «
hire forattitude*
Train for Skill
8 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
attitude*Train for Skill
BY JEAN L. SEAwrighT, CMC
Let’s face it—you can’t do it on your own. No matter how much
energy or talent you possess, after a certain point in order to grow your
business or your department, you need people. And, it’s impossible to
manage people effectively without first hiring effectively. I know you’ve
heard a lot about hiring lately, but read on. This one is worth it.
9www.npmapestworld.org mArCH/April 2011 PEStWOrLD
10 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
throughout my consulting career I have
continually challenged the popular no-
tion that “a company’s greatest assets are its
employees.” Whenever I see this slogan, I remind the
owner that people, in general, are not a company’s
greatest asset; however, the right people are. The fact
is, ultimately, the success or failure of a business or
department hinges on management’s ability (or in-
ability) to recruit, hire, and retain talent.
In the world of human resources, we have a
motto that accurately sums up this reality. You’ve
probably heard the phrase coined by nutritionalists,
“You are what you eat.” Well, in HR we say, “You
are who you hire.” True, isn’t it? It stands to reason
then, if you hire employees from hell, you will soon
have a workplace from hell. What a concept! It’s
better to hire smart and avoid people in red suits
with horns.
Let me share a vital hiring secret. What we’ve
found in dealing with tens of thousands of employ-
ment challenges around this country is: people are
at their most productive when they’re in a position
that lets them draw on their natural strengths and
allows them to be themselves.
When people feel the need to act unnaturally,
they experience stress, which lowers productivity
and leads to job dissatisfaction. Example: people
who know me very quickly understand that I’m an
inpatient driver who is analytical, assertive, and
(unfortunately) low on the sensitivity scale. I’ve
faced the fact that I don’t make a very good shrink,
but my personality sure does suit consulting. Now,
if you were to tell me that I had to become a CPA or
a CFO of an organization, assuming I could learn
the trade, I would be flat-out miserable. There are
no two ways about it. I wasn’t made for that kind of
work and simply would not enjoy it. I could do it,
but it would cause a great deal of stress.
You see, you don’t need to know a lot about
people’s weaknesses, but you do need to know about
their strengths. Why? Because building on strengths
is much more productive than trying to correct
weaknesses.
One way to obtain information about people’s
strengths is personality testing. Another is through
in-depth questioning during the interview. I’ve said
it before and I’ll say it again: define the attributes
that are necessary for success in the position and
then search for these using a structured interview
process and good interview questions.
Too many interviewers make the mistake of over-
looking very basic traits that are essential for success
in any position. These traits go beyond experi-
ence and previous work history, and have become
increasingly important as the workforce makeup has
changed. Take a look:
■ work ethic. Work ethic is not something that
comes with a long employment history. What
we’ve found is that work ethic is developed at a
very early age and has more to do with feelings
about work that formed in childhood. To gauge
whether or not the candidate has a strong
work ethic, ask what type of chores he or she
was responsible for as a young adult. Did the
candidate work for an allowance? Did he or she
work through high school? Ask questions that
provide clues to an early development of a strong
work ethic.
■ LoyaLty. Does the candidate have any childhood
friends? Is there evidence of long-term
relationships that require loyalty?
■ sense of humor. This is not the ability to tell
a joke, but the ability to go through life’s ups and
downs and still keep a smile on your face. It’s the
concept of seeing the glass “half-full” instead of
“half-empty.” Talking with the candidate about
his her life and the different challenges he or she
faced will give you clues about this one.
■ respect. One of the best tests of respect is how
the candidate treated the receptionist. Some
companies have the receptionist complete a form
after meeting the candidate that zeros in on
things like how easily the candidate smiled and
whether or not the candidate was polite and easy
to talk with.
■ Judgment. There’s no replacement for an
employee who exercises good judgment in
decision-making. This one relates to common
sense. Ask the candidate to give you examples
of using his or her independent judgment and
thoughts in making important decisions.
■ fLexibiLity. A person who opposes change
can have difficulty growing with the company.
Look for clues in the candidate’s life and
11www.npmapestworld.org mArCH/April 2011 PEStWOrLD
personal development—evidence that he or she
has been open to change, both personally and
professionally.
■ integrity. The credibility of your company is at
stake with every new hire. Only hire people with
complete integrity. Crosscheck information from
the employment application, resume, reference
checks, and the interview. Conduct background
checks to verify integrity.
■ maturity. Contrary to popular belief, maturity
does not necessarily come with age! Again,
spending ample time with the candidate talking
about his or her past will give insight into
the maturity level. Also, it has been said that
maturity is the ability to delay self-gratification.
If this is true, look for signs that the candidate
has not given into every whim and fancy in his
or her life.
■ dependabiLity. This can be verified through
reference checking and talking with former
employees about the individual’s dependability.
■ inteLLigence. It’s no secret that intellect does
not necessarily come from a formal education.
My former tennis coach has a college degree and
can’t spell “lob.” You can test employees for a
general idea of intellect and the ability to learn
using formalized aptitude tests.
■ initiative. This one is very difficult to assess
during the interview, but easy to pick up on
shortly after hire. Ask reference sources about
initiative and look for signs within the first 90
days of hire. If you don’t see initiative then, it’s
not likely to develop.
■ enthusiasm. There’s a name for people at our
firm who are not enthusiastic—unemployed!
Only hire people who believe in your company
mission and philosophy. One way to gauge
genuine interest and
enthusiasm (aside from
conversation during the
interview) is to give the
candidate a tour. It’s one
thing to say you’re interested in
and excited about a job. It’s another
thing to show it.
The extent to which these traits exist can be
identified through personality profiles, proper ques-
tioning and, yes, quality time with the candidate.
There are no shortcuts. Proper interviewing and
hiring take time. The more time you invest with the
candidate, the more you will learn about him or her.
The reality today is that success in a job depends
on competencies that are intangible and rarely
found on a resume. Previous experience, which was
once the sacred cow in hiring, is almost meaning-
less. In any position, always choose the person with
the right attitude and the qualities outlined above
over the person with experience. Remember, you
can teach and train someone who is mature, intel-
ligent, respectful, and positive. Good luck with the
experienced candidate who is immature, undepend-
able, hostile, and inflexible.
Bottom line: what people know is less important
than who they are. If you hire for attitude and train
for skill, you’ll be better off in the long run. Trust
me on this one. «
Jean Seawright is NPMA’s human resources consul-
tant. She is president of Seawright & Associates, an
HR management consulting firm located in Winter
Park, Florida. Since 1987, she has provided human
resource management and compliance advice to
employers across the country. She can be contacted at
407-645-2433 or [email protected].
people are at their most productive*
when they’re in a position that lets them
draw on their natural strengths and allows
them to be themselves.
measuring
12 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
Quality Service & Customer Retentionmeasuring
BY dANiEL S. gordoN, CPA
Business today has become a race to efficiency.
Those companies who can become more
efficient in managing their businesses will grow
their bottom line. In this race to efficiency,
PCOs need to set bench marks in which to
measure improvement. When we consider the
measurement of sales, cost of sales and or profit,
our actual results can be extracted from our
profit and loss statement. Assuming that we have
an accurate accounting system in place, these
numbers can be compared to those set out in our
budget or benchmarks and judged accordingly.
13www.npmapestworld.org mArCH/April 2011 PEStWOrLD
14 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
W hile increases in sales or profits can be eas-
ily measured, they are usually the result of
how we are being judged by our custom-
ers. An increase in sales is usually an economic vote on
behalf of our customers that we are providing quality
service. Conversely, a fall in sales may be attributed
to a fall in the quality of service. However, in order to
measure the quality of our service, there is no readily
available report card such as a P/L statement that allows
us to draw quick conclusions unless we create one.
The problem with measuring qualitative attributes
such as quality of service is that it can be very subjec-
tive. So, we need a method to turn these qualitative
attributes into numbers that we can measure against
past, present and future results. We have to think
about what really matters to the customer regarding
our service. Having said that, let’s create a definition of
Quality Service as it pertains to pest control services:
definition: Quality service Quality service can be defined as the customer’s per-
ception that the pest management firm’s performance
meets or exceeds his or her expectations in addition
to solving his or her problem.
Important elements of quality service include:
■ Knowing what customer wants
■ Understanding customer expectations
■ Designing services to meet the customers’ needs
■ Setting service standards
■ Setting performance measurement indicators
■ Measuring performance
Indicators of Quality Service In the field include:
■ The technician being on time
■ The problem being taken care of with the
appropriate treatment
■ The technician being courteous
■ Call backs are held to a minimum
■ Customer retention
So with respect to the important elements of qual-
ity service as well as the indicators in the field, the
most practically measured would be rate of call backs
as well as retention of customers.
measuring Your rate of call Backs There are a number of ways to measure call backs. A
few I’ve described below:
1. Ratio of call backs to regular service calls under a
contract (i.e. call back ratio is 25%—this means that
for every 4 regular services, there is one call back)
2. Ratio of call back time taken to regular service time
taken under a contract (i.e. The initial work takes
two hours and over the next 6 months there were 2
call backs at ½ hour each—call back ratio is 50%)
3. By calculating dollars per hour received for work
on a particular customer over a period of time. If
the dollars received per hour is below your target,
your call back rate is too high.
Assumption: That our services are priced
properly for profit. Call backs will drive this
dollar per hour down.
measuring Your rate of retentionFor our purposes lets define customer retention as
those customers who extend their contract beyond the
initial period of service. They can extend by:
■ Renewal
■ Extension of route work service
Important measurement elements include:
First Year Retention—First year retention becomes
extremely important as this demonstrates a customer’s
willingness to employ a pest control service beyond
solving his initial problem. Whenever looking at
retention, measuring first year versus second year and
beyond becomes extremely important. For this reason,
first year retention is usually less than overall retention
Second Year and Beyond Retention—Once first
year retention is stripped out of the equation, we are
left with customers who have the propensity to spend
on pest control services. These folks:
■ Know they need it
■ Are willing to spend to get it
■ Are willing to purchase those services from your
company
15www.npmapestworld.org mArCH/April 2011 PEStWOrLD
Here again, there are several ways to measure
customer retention:
1. Ratio of number of customers who stop using our
service versus the number of customers we start
with at the beginning of the period. (i.e. Retention
rate is 85%—this means that for every 100 custom-
ers, 15 will leave during a given period). Using this
method we focus on just the number of accounts.
2. Ratio of dollars of route work of those who stop
using our service versus the total dollars of route
work that we had routed at the beginning of the
period (i.e. Retention rate is 90%—this means that
for a $15,000 route we lost $1,500 dollars worth
of recurring work during the period). Using this
method we focus on the importance of the ac-
counts lost in terms of dollars.
Both techniques are important as we obviously
want to know the number of customers who are leav-
ing us but also if key accounts are getting away.
Here is an interesting way of measuring retention
that also considers effectiveness of advertising: Total
Advertising Spend percentage. This measurement tool
is not used often by too many PCOs, but is key to a
pest control company’s success.
Example:
Year One
■ A brand new company with no clients
■ Spends $20,000 on advertising
■ That $20,000 yields $100,000 of new service
contract work
■ Year One advertising is 20% of revenues
Year Two
■ At the end of year one either retention is 80%
or there is $80,000 of business from prior year
customers during year two
■ The same $20,000 is spent on advertising
■ Again, that $20,000 yields $100,000 of new service
contract work
■ Year two advertising is 11.11% of revenues
Figured: $20,000 of advertising divided by $80,000
of prior year customer revenue plus $100,000 of
current year customer revenue
$20,000 = 11.11%
$180,000
As long as advertising as a percentage of revenue is
falling, we are experiencing positive customer retention.
Benchmarking callBacks and customer retention while
consistently raising the bar goes a long
way in your firm’s ability to grow.
16 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
This is why many smaller companies experience higher
advertising percentages then larger companies. When the
larger companies indicate on industry surveys that they
spend 6% of revenues on advertising, that 6 % is on total
revenues. This percentage includes retained customers
where there is no advertising dollars spent to retain these
repeat customers as well as money spent on bringing in
new customers. Smaller companies spend a greater per-
centage on advertising because they don’t have as many
retained customers to spread the cost of advertising.
A better way to think about advertising is the
total spend divided by the revenue of the actual new
customers derived from that spend.
What happens when we increase or decrease the
dollar amount spent on advertising in the year of
measurement? In this case it skews our retention
percentage. For the purpose of our example, we
need to substitute the actual spend in year two with
the same spend as in year one to perform a consis-
tent calculation.
conclusionAs business becomes more complicated and success-
ful companies strive to become more efficient, there
will always be room for those that provide quality
service. Maintaining and improving the quality of
service is key. Benchmarking callbacks and customer
retention while consistently raising the bar goes a
long way in your firm’s ability to grow. «
Daniel S. Gordon is a CPA in New Jersey and owns
an accounting firm that caters to PCOs throughout
the United States. Visit www.pcobookkeepers.com for
information about his firm, PCO Bookkeepers. He can
be reached at [email protected]
I
BesT mANAgemeNT prACTiCes fOr
Bed Bugsm a r / a p r2 0 1 1
N p m A l iBrary update
TABle Of CONTeNTs 1. Introduction and purpose .................................................................. II
2. Business practices .............................................................................. II
3. service agreements ........................................................................... II
4. recordkeeping ................................................................................... III
5. technician and sales staff training ................................................. III
6. client education ............................................................................... Iv
7. disposal of Beds, Furniture, possessions ........................................ v
8. client cooperation and treatment preparations............................ v
9. Bed Bug detection ............................................................................ vI
10. Bed Bug scent detection canine teams ...................................... vIII
11. Integrated pest management and methods of control ................ Ix
12. Insecticides ....................................................................................... xII
13. surrounding units .......................................................................... xIII
14. post-treatment evaluation ............................................................ xIII
15. Health and safety of technicians .................................................. xIII
16. Health and safety of customers ...................................................xIv
N p m A l iBrary update
II
1. Introduction and purposeThe resurgence of bed bugs has created significant concern in the pest management industry and in
society overall. Controlling, let alone eradicating, this pest is extremely difficult, as bed bug resistance
to insecticidal control measures to date is significant, and customers’ cooperation is often required for
successful control. Depending on the treatment strategy, it is often critical that the occupants of the infested
site cooperate with pest management professionals by reducing clutter, washing clothes, and/or performing
other activities.
Multiple products, methods and technologies may be employed as part of a successful bed bug treatment
plan. There are many factors that should be considered when determining which products or methods are
the best option to control a given bed bug infestation.
These guidelines are intended to help pest management professionals control bed bugs effectively,
responsibly, and safely. This document has been prepared by the National Pest Management Association
(NPMA) to present the practices that are effective in controlling bed bugs (Cimex lectularius). These
guidelines are intended to reflect the best practices at the time of publication and it is acknowledged that
novel research and innovations in pest management techniques may provide additional effective methods
in the future which will be incorporated into the document upon revision.
2. Business practices2.1. When providing bed bug service, pest management firms must:
2.1.1. Practice fairness and honesty in all advertising and transactions with customers and the
general public.
2.1.2. Maintain a high level of moral responsibility, character, and business integrity.
2.2. Pest management firms shall provide bed bug services safely and efficiently in keeping with NPMA’s
best management practices.
2.3. Pest management firms shall strive to remain current on the rapidly evolving technology of
managing bed bugs.
2.4. Pest management firms should only initiate treatment when evidence of bed bug infestation has
been confirmed, unless in the opinion of a trained and qualified pest management professional,
treatment is warranted due to circumstances such as proximity to an infested room, complaints
about bites, or other customer requests.
2.5. Pest management firms should confirm the location and extent of the infestation and provide the
following information to the client before beginning service:
2.5.1. The cost of service, including fees for additional services if necessary.
2.5.2. The kind of service to expect (number of visits, length of time until successful control).
2.5.3. Details of the service, including information about tools, methods and tactics to be used.
2.5.4. The preparation required by the client or tenant.
2.5.5. Realistic expectations, including obstacles to success such as lack of client cooperation, the
potential for bed bug reintroduction following treatment, etc.
3. service agreements3.1. A pest management firm should use a service agreement designed specifically for bed bugs, or attach
an addendum to a standard service agreement that addresses specific bed bug issues.
3.2. In addition to the typical wording found in standard service agreements, the bed bug service
agreement should include the following information:
3.2.1. A proposed schedule for completion of services.
3.2.2. A description of the service that will be provided and the specific areas to be serviced.
3.2.3. A description of the customer’s responsibilities, including preparations for service
and obligations to keep the site in a condition that does not promote future bed bug
infestations.
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3.2.4. Limitations of liability (except for gross negligence) for damages from bed bug bites,
disease, injuries, contamination, property damage, loss of income, etc.
3.2.5. Exclusions for damages for replacement of mattresses, furniture, bedding, clothing, and
other infested items.
3.2.6. Exclusions for damages expenses for bed bug bites and other health-related issues.
3.3. Many service agreement issues are unique to bed bug service (difficult pest to control, probability of
reinfestation, need for cooperation, etc.).
3.3.1. All service agreement wording related to bed bugs should be prepared or reviewed by an
attorney familiar with the critical factors associated with bed bug service.
3.3.2. All documents should be consistent with best management practices and in compliance
with any state and local laws and regulations specific to structural pest control and bed
bugs.
4. recordkeeping4.1. A pest management firm providing bed bug service needs to maintain good records in order to:
4.1.1. Document actions taken by the pest management firm to control bed bugs at the site.
4.1.2. Document the location of bed bugs at the site.
4.1.3. Protect the pest management firm from liability and billing disputes.
4.1.4. Document other information that may contribute to successful control. Additional
documentation may include:
4.1.4.1. The extent of infestations
4.1.4.2. The level of client cooperation
4.1.4.3. The environmental or living conditions that may contribute to lack of
treatment success (clutter, structural deficiencies, etc).
4.2. Various types of records may be used for bed bug service, depending on the site, and may include,
but are not limited to:
4.2.1. Inspection reports
4.2.1.1. Service reports, including product usage, methods and nonchemical
technologies
4.2.2. Pesticide application records
4.2.3. Specialized treatment records
4.2.4. Some specialized treatment methods require additional documentation including but not
limited to:
4.2.4.1. Fumigant concentration levels over time
4.2.4.2. Temperature readings and location of sensors for whole room heat treatments
4.2.5. Integrated Pest Management (IPM) recommendations for reduction of clutter, improved
sanitation, and habitat modification (exclusion)
4.2.6. Lack of customer cooperation (if any)
4.2.7. Customer education records
4.2.8. Staff training records
5. technician and sales staff training5.1. All pest management firm representatives who may encounter bed bugs or be asked about bed bugs
need basic training in bed bug biology and habits, elements of control, signs of bed bug infestation,
the detailed and labor intensive nature of bed bug work, and how to inspect for bed bugs.
5.2. Technicians and sales personnel regularly involved in bed bug control or sales need advanced
training in all aspects of bed bug control.
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5.2.1. Technicians need to be knowledgeable enough to address typical bed bug problems
encountered within his or her scope of work, or know how to find additional resources to
help solve the problem.
5.2.2. Sales personnel need enough training to accurately bid jobs, set reasonable expectations,
accurately describe to the prospective client the service that will be provided, and
communicate any client cooperation that is required.
5.3. At a minimum, advanced bed bug training should include the following:
5.3.1. Biology and habits
5.3.2. Methods of dispersal and spread
5.3.3. Bites and other medical issues including:
5.3.3.1. Bed bugs are not known to transmit disease.
5.3.3.2. Reaction to bed bug bites varies from person to person, including the fact that
some people do not react to bites.
5.3.3.3. Bug bites are not a reliable way to identify infestations.
5.3.4. How to inspect for bed bugs and the limitations of visual inspections.
5.3.5. Specific terms included in the pest management firm’s bed bug service agreement.
5.3.6. Customer preparations and responsibilities, including what steps to take if a client is
unwilling or unable to prepare for service.
5.3.7. Bed bug control methods used by the pest management firm.
5.3.8. How to determine the treatment options and best control strategy for each situation.
5.3.9. Safety precautions needed for bed bug service.
5.3.10. Strategies for bed bug prevention and minimizing spread (for communication to
customers).
5.3.11. How to evaluate success and recognize failure.
5.3.12. Local, State, or Federal laws, ordinances, and regulations related to bed bugs that may
impact the technician or the pest management firm.
6. client education 6.1. A pest management firm providing bed bug service should educate their clients and prospects to
ensure that expectations are reasonable.
6.2. A pest management firm providing bed bug service should educate its customers and prospects on
the following issues:
6.2.1. Basic identification, biology and habits of bed bugs.
6.2.2. Why bed bug infestations are difficult to detect and to eliminate.
6.2.3. Techniques for bed bug prevention.
6.2.4. Specific actions that might be required from the customer or resident such as:
6.2.4.1. Providing access and authorization for service.
6.2.4.2. Reducing clutter, laundering clothing, making repairs, etc.
6.3. Education should start during the initial contact with a customer about bed bugs, and should
continue throughout the process using tools such as:
6.3.1. Verbal communications
6.3.2. Handouts, including videos
6.3.3. Website information
6.3.4. Meetings
6.3.5. Staff training sessions
6.3.6. Status reports on services performed and next steps
6.4. PMPs should recommend that property managers:
6.4.1. Inform occupants of the surrounding units that a neighboring unit has bed bugs.
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6.4.2. Educate the occupants about bed bugs, including recognition and prevention.
6.4.3. Install mattress and box spring encasements.
6.4.4. Allow follow-up inspections of surrounding units until bed bugs have been eliminated.
7. disposal of Beds, Furniture, possessions7.1. Disposal of beds, furniture, clothing, and other items because they are infested with bed bugs
should generally be discouraged in residential situations and should be evaluated on a case-by-
case basis.
7.1.1. Disposal of infested items does not guarantee bed bug control.
7.1.2. Disposal of these items can result in a serious financial burden for residents,
particularly in lower income areas.
7.1.3. Replacement items may become infested if brought into a room prior to control of the
infestation.
7.1.4. Disposal may result in spread of bed bugs to new locations.
7.2. Mattress, box spring and furniture encasements can be a cost-effective alternative to disposal.
7.3. Some customers will prefer to dispose of infested items even after assurance that they can be
successfully treated.
7.4. Hotels and other sensitive sites may prefer to dispose of all bed bug-infested furniture to avoid
negative public relations.
7.5. When disposal of infested materials is necessary, steps should be taken to minimize the likelihood
of spreading bed bugs in accordance with applicable laws or ordinances for discarding bed bug-
infested items.
7.5.1. Items that are badly damaged and deteriorated may not justify the effort and expense to
treat them and should be discarded.
7.5.2. Visible or readily accessible bed bugs should be eliminated by vacuuming, steaming,
freezing, insecticide treatment or other methods.
7.5.3. Prior to removal from the infested area, mattresses, box springs, and furniture should
be sealed in plastic to trap bed bugs inside.
7.5.4. If left for pick-up, furniture should be labeled as bed-bug infested, and then damaged to
render it unsalvageable.
7.5.5. Disposal should be coordinated with trash pick-up, or items should be taken directly to
a disposal site.
8. client cooperation and treatment preparations8.1. Cooperation from residents, their guests, staff, and management is critical for success when
controlling bed bugs.
8.2. Typical failures of cooperation include lack of preparation or lack of access to infested and
adjacent rooms, or failure to follow IPM recommendations to eliminate conditions conducive to
infestation.
8.3. When agreeing to provide a bed bug service, a pest management firm should clearly delineate the
preparations that the customer must make and the preparations that the pest management firm
will perform.
8.3.1. Preparation recommendations vary based on company protocol and treatment type or
methods.
8.3.1.1. Some pest management firms require the client or resident to prepare
infested rooms by performing tasks such as: stripping the bed, emptying
closets, dressers and nightstands, bagging and cleaning clothes and linens,
vacuuming and reducing clutter. The client should be educated about how to
avoid translocating bed bugs during the preparation process.
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8.3.1.2. Some pest management firms have determined that their technicians should do
some or all of the preparation to minimize the risk of translocating bed bugs or
disturbing populations prior to treatment.
8.3.1.3. Whole-room heat and fumigation treatments require all belongings and
furnishings to be left in place, however additional treatment-specific
preparation is required.
8.4. Any treatment preparations should be appropriate to the type of site being treated (single family
home, multi-family housing, hotel/motel, office, etc.).
8.5. Treatment preparation instructions should be communicated before the technician arrives to
perform the service.
8.6. Involvement from property owners, hotel managers, office managers, and other responsible parties
is essential and includes:
8.6.1. Communicating with tenants, clients, employees, etc.
8.6.2. Allowing inspection and treatment (as needed) of adjoining sites.
8.6.3. Permitting adequate follow-up services.
8.6.4. Correcting structural deficiencies that may contribute to bed bug problems such as loose
molding, peeling wallpaper, etc.
8.6.5. Instituting housekeeping practices to prevent or reduce the spread of bed bugs.
8.6.6. Educating staff on prevention and control of bed bugs.
9. Bed Bug detection9.1. Before providing bed bug control service, a pest management firm should determine whether
treatment is necessary based on a careful inspection and the needs and concerns of the client.
9.2. Live bed bugs are evidence of an infestation, but sometimes are difficult to observe in low-level
infestations.
9.3. Intact, unhatched, or viable bed bug eggs are evidence of an active bed bug infestation.
9.4. Bed bug cast skins, bed bug fecal staining on sheets, and fecal staining near typical harborage
sites may be considered evidence of an active infestation if the area has not been previously
treated.
9.5. When a live bed bug or viable eggs cannot be located during an inspection, the technician should
make further effort to confirm the infestation through a more aggressive inspection or other
methods that have proven effective for bed bug detection.
9.6. Some clients may elect to have an area treated based on reports of bites or the proximity of other
infested areas, even if visual evidence of infestation cannot be confirmed.
9.7. The presence of bites or assurances by residents that bed bugs are present should be considered
carefully.
9.7.1. It is not possible to tell from an apparent bite if it was caused by a bed bug because bite
reactions vary, and bites from other insects may have similar appearance to those of bed
bugs.
9.7.2. Skin infections and conditions can also look like insect bites.
9.7.3. Confirm that the pest is the bed bug, Cimex lectularius, and not any of the closely related
bugs that infest bats and birds, which require different control tactics.
9.8. In addition to visual inspection, supplemental information may be useful including:
9.8.1. Reviewing pest control records for a building to track previous bed bug complaints,
confirmed infestations and prior bed bug treatments or services.
9.8.2. Speaking with building owners, occupants, and staff about the history of bed bug
problems at the site.
9.8.3. In residential accounts, determining where people sleep and rest outside of the bedrooms.
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9.8.4. In large buildings, mapping infested rooms to identify trends and determine the extent of
the infestation.
9.9. A powerful flashlight is an important inspection tool. Other inspection tools may be useful to allow
the pest management professional to access hidden or partially inaccessible critical areas. Optional
tools may include:
9.9.1. Screwdrivers, pliers, pry bar, multi-tool, crescent wrench, staple gun
9.9.2. Hand lens or other magnifier
9.9.3. An inspection (mechanic’s) mirror
9.9.4. Gloves and knee pads
9.9.5. Forceps, 70% alcohol and containers or vials for specimen collection
9.10. Bed bug inspections will vary in complexity depending on:
9.10.1. The site (private home, apartment unit, hotel, office, etc.)
9.10.2. The purpose of the inspection:
9.10.2.1. Confirming an infestation
9.10.2.2. Identifying all infested areas to determine treatment tactics
9.10.2.3. Verifying that an infestation has been eliminated
9.10.3. The extent of the infestation (low-level infestations are typically more difficult and time
consuming to inspect than are widespread, heavy infestations).
9.11. An initial bed bug inspection should include at a minimum:
9.11.1. Carefully inspecting sheets, pillowcases, and other bed linens, mattresses, box springs, bed
frames and headboards by checking all seams, piping, straps, and other hiding places for
live bed bugs, cast skins, fecal staining, and eggs.
9.11.2. Looking for evidence of bed bugs in cracks, crevices, and other typical bed bug hiding
places near the beds, and areas where people have reported seeing bed bugs or being
bitten.
9.12. In addition to the tasks above, inspections may include, depending on the site, and if necessary, such
things as:
9.12.1. Inspecting inside and underneath furniture, including the removal of drawers from
dressers and other items.
9.12.2. Inspecting behind pictures, wall hangings, and drapes.
9.12.3. Lifting the edge of carpeting and inspecting behind baseboards in suspected areas.
9.12.4. Inspecting for bed bugs on, under, and inside upholstered furniture.
9.12.5. Further investigation of any site where bed bug fecal material is observed.
9.13. Bed bug inspection should include areas outside of bedrooms where people spend time resting.
9.13.1. In commercial settings, depending on the extent of the infestation, inspections may be
expanded to other areas which may include:
9.13.1.1. Laundry carts, laundry rooms, janitorial closets, and storage areas.
9.13.1.2. Common areas such as recreation rooms, break rooms, social centers, lounges,
and waiting rooms where people congregate.
9.13.2. Obtain authorization to inspect rooms or apartment units next door, above, and below,
the infested room(s).
9.13.3. In residential settings:
9.13.3.1. Inspect hallways, closets, storage boxes, pet beds/cages, desks, and other areas
that may harbor bed bugs.
9.13.3.2. Inspect the living room, family room, and other non-sleeping areas.
9.14. The goals of a comprehensive bed bug inspection should be:
9.14.1. To determine if treatment is necessary or warranted.
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9.14.2. To identify special considerations such as the presence of ill residents, pets, or young
children.
9.14.3. To determine the best methods of control and estimate the amount of labor that will be
needed.
9.15. The use of bed bug monitoring devices may not be practical in all situations.
9.15.0.1. Monitoring tools detect bed bug activity over time (days or weeks).
9.15.0.2. Monitoring tools may be useful for confirming that a site has bed bugs, but the
failure to trap a bed bug does not mean that there is not an infestation.
9.15.0.3. The type of site, room or configuration of bed frames and other furniture may
limit the usefulness of monitoring devices
9.16. Monitoring devices may include passive, active or moat style traps:
9.16.1. Moat-style traps intercept bed bugs between their harborage areas and their host. Moat-
style traps are typically placed under the legs of beds and other furniture to capture bed
bugs moving up or down the legs and can also be placed adjacent to furniture where
infestations are suspected.
9.16.1.1. Because moat traps only capture bed bugs traveling in their immediate area; a
lack of bed bugs in these devices should not be construed to mean that there is
not an infestation.
9.16.1.2. Effectiveness of moat-style traps may be limited by the architecture of the
furniture or other factors.
9.16.2. Active monitoring devices typically use heat, carbon dioxide, or chemical attractants to
lure and capture bed bugs.
9.16.2.1. Use of most of these devices is limited by their cost and service requirements,
and is typically restricted to high-risk sites.
9.16.3. Passive traps catch insects that accidentally encounter the trap and include traditional
sticky traps as well as other traps specifically designed for bed bug monitoring.
9.16.3.1. Sticky traps have a low level of effectiveness but may catch bed bugs if placed in
enough locations.
9.16.3.2. Because of their low efficiency, a lack of bed bugs in sticky traps should not be
construed to mean that there is not an infestation.
9.17. Monitoring devices should be inspected periodically to evaluate bed bug populations.
10. Bed Bug scent detection canine teams10.1. Bed bug infestations can be detected by specially trained bed bug scent detection canine teams.
Because of their abilities, bed bug detection canine teams can be particularly useful in the following
circumstances:
10.1.1. When bed bugs are suspected but no live bugs or viable eggs can be found through visual
inspection.
10.1.2. For building-wide comprehensive inspections to locate all infested rooms.
10.1.3. In non-bedroom sites such as offices, theaters, schools, public transportation and other
unconventional areas.
10.1.4. As an additional method to confirm that bed bugs have been successfully controlled or
are not present.
10.2. At a minimum, bed bug detection canine teams must be able to detect live bed bugs and viable eggs.
10.3. Canine detection teams should be certified.
10.3.1. Certification demonstrates the canine team’s competence by an independent, third-party.
10.3.2. Certification confirms the ability of the team to locate live bed bugs and viable eggs in real
world environments.
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10.3.3. Certification confirms the canine team’s ability to differentiate live bed bugs and eggs
from other odors in structures.
10.4. Canine handlers should inform the client of the canine team’s certification status.
10.5. Canine handlers should be trained in bed bug biology, behavior, inspection methods and
identification.
10.6. Effective bed bug detection canine teams must be well trained and their training must be kept up-
to-date.
10.7. Distractors should be employed as part of the canine teams’ ongoing training program.
10.8. Prior to making a treatment, the canine handler or a pest management professional should attempt
to confirm the canine alert by:
10.8.1. Visually inspecting the area to confirm the presence of an active infestation, or
10.8.2. Utilizing a second canine team, or,
10.8.3. In some situations, the client may elect to have the room(s) treated without secondary
confirmation.
10.9. When a scent detection canine team is used for bed bug detection, it shall be performed by a canine
team that holds a current, independent, third party certification in accordance with the guidelines
outlined in the Minimum Standards for Canine Bed Bug Detection Team Certification. The
Minimum Standards for Canine Bed Bug Detection Team Certification is contained in Appendix A
of these best practices.
11. Integrated pest management and methods of control11.1. Integrated Pest Management (IPM) as it relates to bed bugs includes all or most of the following:
11.1.1. Educating and communicating with all affected parties on the biology and habits of bed
bugs, their prevention and control.
11.1.2. Making recommendations to residents about reducing clutter, laundering of clothing and
bed linens, and other tasks.
11.1.3. Making recommendations to property managers about sealing cracks and crevices,
correcting structural deficiencies, making mechanical alterations or modifying
architecture to prevent or reduce the likelihood of infestation.
11.1.4. Emphasizing inspection as part of the management program,.
11.1.4.1. The use of nonchemical tools, strategies and technologies as well as insecticides
to kill bed bugs where they hide and travel.
11.2. A bed bug management program should—
11.2.1. Physically remove or kill visible and accessible bed bugs and their eggs, either immediately
or though residual effects.
11.2.2. Continue the service plan until the infestation is controlled.
11.3. Multiple methods of control are available to the pest management professional, multiple methods
may be combined to achieve control including:
11.3.1. Vacuuming
11.3.1.1. Physical removal of a large numbers of bed bugs can quickly reduce population
in heavy infestations.
11.3.1.2. Vacuuming will cause the area to appear less infested when bed bug debris has
been removed and it will be easier to identify new activity.
11.3.1.3. Vacuum recommendations:
11.3.1.3.1. Consider using a high-powered vacuum designed for pest
control, outfitted with a HEPA filter.
11.3.1.3.2. Use a crevice tool for corners, edges, seams, cracks, and crevices.
11.3.1.3.3. Scrape the tool along the surface to dislodge bed bugs and eggs.
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11.3.1.3.4. Vacuum upholstered furniture, the floor under and around the
bed and furniture, along the baseboards, and anywhere fecal
material is observed.
11.3.1.4. Be careful not to accidentally spread bugs to other sites or locations via the
vacuum.
11.3.1.4.1. Discard vacuum bags inside a sealed plastic bag.
11.3.1.4.2. Check brushes and filters for live bugs or eggs.
11.3.1.5. Vacuums alone will not eliminate every bed bug.
11.3.1.5.1. Bed bugs will be located in inaccessible sites.
11.3.1.5.2. Bed bugs can hold tight to rough surfaces and resist vacuuming.
11.3.1.5.3. Vacuuming provides no residual effect.
11.3.2. Steam treatment
11.3.2.1. Steam can kill all stages of bed bugs when temperatures reach critical levels as
outlined in Appendix B
11.3.2.2. The use of a commercial-grade “dry steam” unit can be a useful tool for bed
bug control.
11.3.2.3. When steaming, follow these procedures:
11.3.2.3.1. Place the steamer head in direct contact with the surface.
11.3.2.3.2. Move the head slowly across the surface (about 1 foot every 10-
15 seconds).
11.3.2.3.3. Apply steam treatments to areas where live bed bugs or eggs have
been observed and critical areas where bed bugs are suspected.
11.3.2.3.4. Pull out furniture drawers and steam inside, then turn over and
steam underneath.
11.3.2.3.5. Steam potential harborage sites where you see bed bug fecal
material.
11.3.2.4. When in doubt about the risk of heat or moisture damage, first steam an
inconspicuous area and then check for damage. Avoid steaming heat-sensitive
items such as:
11.3.2.4.1. Leather, acrylic, vinyl, linen
11.3.2.4.2. Painted surfaces
11.3.2.4.3. Finished wood, laminated wood, or simulated wood veneers
11.3.2.4.4. Plastic
11.3.2.4.5. Wallpaper and other glued surfaces
11.3.2.4.6. Electronics
11.3.2.5. Instruct the customer to allow mattresses and furniture to completely dry
before covering with linens or encasements.
11.3.3. Heat Treatments
11.3.3.1. Heat treatment can be used to treat and control bed bugs in:
11.3.3.1.1. A whole structure.
11.3.3.1.2. An apartment unit, a room, or a portion of a room.
11.3.3.1.3. A compartment containing furniture and possessions.
11.3.3.2. Heat treatments typically have a higher tolerance for cluttered environments
than traditional pesticide applications
11.3.3.3. When conducting whole-room heat treatment ensure that the equipment has
the capacity to raise and hold the temperature in the treated area to a bed bug
lethal level.
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11.3.3.3.1. Ensure, through the use of heat sensors, that bed bug harborage
areas are raised to a lethal temperature and held for a sufficient
period of time to kill all bed bugs and eggs.
11.3.3.3.2. Because some areas are insulated, or slower to heat,
sensors should be placed in areas that ensure that the core
temperature of the treated item reaches lethal levels for a
sufficient period of time.
11.3.3.3.3. Recommended temperature and exposure periods are provided
in Appendix B.
11.3.3.4. Heat treatment can be limited by these factors:
11.3.3.4.1. Insulated areas where it is difficult to raise the temperature to
levels sufficient to achieve complete kill.
11.3.3.4.2. Poor air flow in a room or container resulting in cool spots.
11.3.3.4.3. Poorly insulated rooms or containers during cold weather
11.3.3.4.4. Construction features that may contribute to heat loss or
insulated cold spots.
11.3.3.4.5. The possible ability of bed bugs to move out of heated areas in
whole-room treatments.
11.3.3.4.6. Potential heat damage to certain materials, including
the risk of activating automatic fire suppression systems
(sprinklers). Care should be taken to safeguard these
materials and systems.
11.3.3.5. For whole-room heat treatment, the preventive use of insecticide in walls and
under carpet edges, prior to treatment, may complement treatment by killing
bugs attempting to move away from the heat.
11.3.3.6. Containerized heat treatment can be used to supplement traditional bed bug
service by killing bed bugs and eggs in items that are difficult to treat using
other methods.
11.3.3.6.1. Typical items to be heat treated include beds, furniture, personal
possessions, clothing, shoes, appliances, and equipment.
11.3.3.6.2. Various enclosures can be used including trucks, trailers,
shipping containers, storage pods, specially designed self-
contained heating units, or tarps.
11.3.4. Mattress and Box Spring Encasements
11.3.4.1. Mattress and box spring encasements can be a useful tool for bed bug control.
11.3.4.2. Encasements create a barrier to bed bug movement in and out of the mattress,
box spring, and pillows, by trapping and starving bed bugs inside.
11.3.4.3. Encasements make subsequent inspection easier because bed bugs are more
visible on the encasement by eliminating harborage areas in the box spring and
mattress.
11.3.4.4. Not all encasements protect against bed bugs; only use those demonstrated as
being “bed bug-proof,” “bite-proof,” and “escape-proof.”
11.3.4.5. Encasements allow residents to salvage an infested bed rather than dispose of it.
11.3.4.6. Before encasements are installed, a pest control professional should vacuum,
steam or treat the mattress and box spring to remove and kill as many bugs as
possible.
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11.3.5. Cold “Freeze” Treatments
11.3.5.1. Freeze treatments use extreme low temperatures to kill bed bugs and eggs on
contact.
11.3.5.2. Freeze treatments can be applied to most surfaces and may be beneficial in
treating bed bug-infested items that otherwise are difficult to treat including toys,
plastics, books, and other items.
11.3.5.3. This technology leaves no residual and is used primarily for killing bed bugs and
eggs on contact.
11.3.6. Fumigation
11.3.6.1. Both whole structure and chamber fumigation are effective methods of
controlling all bed bug life stages.
11.3.6.2. Fumigation is a specialized treatment method, not all pest management firms
perform fumigation services.
12. Insecticides12.1. Always read and follow all label instructions when applying insecticides and follow all instructions on
the label including:
12.1.1. Special instructions related to bed bugs, including whether and how the product can be
applied to beds and furniture and in living areas.
12.1.2. Specific instructions as to how much time must pass before reapplication, keeping in mind
that alternative products may be used, if necessary, in the interim.
12.2. Choose products that have been shown to be effective in published research, as discussed in pest
control meetings, from your own experiences, and that of other pest management professionals.
12.3. Choose products labeled for the target site.
12.4. If acceptable results are not obtained, consider using alternative products, formulations or non-
chemical methods.
12.5. Apply insecticides to places where bed bugs hide, travel and deposit eggs, carefully adhering to all label
instructions.
12.6. Typical treatment sites are places where bed bugs hide, or are suspected including, but not limited to
the following:
12.6.1. Bed frames, particularly cracks, crevices, holes, and wherever two surfaces join together.
12.6.2. Mattresses and box springs.
12.6.2.1. Some pest management firms have policies that prohibit the treatment of
mattresses and/or box springs
12.6.3. Other furniture
12.6.3.1. Treat cracks, crevices, voids, drawer slides, and the undersides of horizontal
surfaces.
12.6.3.2. Treat under cushions, behind skirting, in seams, underneath and inside voids in
upholstered furniture.
12.6.4. Cracks and crevices near infested areas along baseboards, crown moldings,
window and door frames, as well as nail holes, damaged walls, chipped paint, etc.
12.6.5. Under carpet edges, tack strips of wall-to-wall carpeting, cracks and seams in
hardwood floors, etc. near infested areas.
12.6.6. Inside receptacles and switch plates, light fixtures, wire runs and pipe runs near infested
areas.
12.6.7. In severe infestations, treatment sites may include inside wall voids of infested rooms, drapes,
ceiling/wall intersections, drop ceilings over beds, and many sites too numerous to list.
12.6.8. In hotels, treatment sites often include service carts, laundry carts, and luggage racks.
N p m A l iBrary update
XIII
12.7. Access to treatment sites may require removing carpets, molding, baseboards, wallpaper, and other
major actions.
13. surrounding units13.1. Bed bugs commonly spread from infested areas into new locations by moving from room to room,
through pipe runs and wall voids, along electrical wires, and through other connections between
rooms.
13.2. In apartments, condominiums, hotels, and other multi-unit buildings, when a unit is discovered to
have bed bugs, the surrounding units should be included in the service or inspection area.
13.2.1. One or more of these surrounding units—
13.2.1.1. May have been infested by bed bugs that have traveled from the unit with a
confirmed bed bug infestation.
13.2.1.2. May be the originating source of the bed bugs.
13.2.2. Surrounding units include adjacent units beside and directly above and below.
13.2.3. Failure to inspect surrounding units, and to service any surrounding units found to have
bed bugs, increases the risk of—
13.2.3.1. Reinfestation of the original unit.
13.2.3.2. The bed bug infestation spreading further through the building.
14. post-treatment evaluation14.1. Multiple service visits may be required to eliminate bed bug infestations. The reasons include, but
are not limited to:
14.1.1. Some bed bug harborage areas may be missed during initial service.
14.1.2. Any eggs not destroyed may hatch and subsequent nymphs may not be controlled by
residual material.
14.1.3. Bed bugs may escape treatment inside protected harborages.
14.1.4. Insecticide resistance.
14.1.5. Insecticides with poor residual effects.
14.2. Success in bed bug service is generally declared when no new evidence of bed bugs can be found and
verified.
14.3. Because of the cryptic nature of bed bugs, it is difficult to be 100% sure that all bed bugs and eggs
have been eliminated.
14.4. PMPs should base their schedule of follow-up inspections on the treatment process they use.
Follow-up services may include:
14.4.1. Interviewing occupants and staff to see if there has been any recent activity (bites, new
bed bug fecal stains on sheets, visual sightings, etc.).
14.4.2. Inspection of treated rooms and adjacent areas
14.5. The appearance of new evidence of bed bugs after a series of service visits does not necessarily
indicate a service failure: the new bed bugs might be re-introductions from other infested locations.
14.6. Document all actions to demonstrate that the pest management firm has taken reasonable steps to
ensure that the bed bugs have been eliminated, and highlight any problems encountered (lack of
cooperation, structural problems, conducive conditions that have not been corrected).
15. Health and safety of technicians15.1. Technicians should be trained in recognizing the health and safety concerns associated with
inspecting and treating for bed bugs.
15.2. When working in bed bug-infested sites, technicians run the risk of carrying bed bugs in their
clothes and equipment to their homes, office, vehicles, or to other sites. To prevent this they should
be trained to:
15.2.1. Assume beds and other items are infested and act accordingly.
N p m A l iBrary update
XIv
15.2.2. Avoid leaning across or sitting on infested beds or furniture; minimize contact between
their clothes and equipment and infested items.
15.2.3. Bring a minimum of equipment into an infested room and place it in an open area.
15.2.4. Perform an inspection of their clothes and equipment before leaving an infested site.
15.2.5. Launder all clothing immediately upon returning home from work. Footwear can often
be heated in a dryer to kill all bed bug stages.
15.2.6. Consider carrying an extra set of clothes to change into after working in a badly infested
location.
15.3. Strains and back injuries are a risk in bed bug work because technicians must move mattresses, box
springs, furniture, etc.
15.3.1. Technicians should be trained in proper lifting techniques for beds and furniture.
15.4. Bed bug work in residential settings involves handling other people’s bed linens, dirty clothes, shoes,
and other most personal possessions, which exposes technicians to human pathogens, particularly
blood-borne pathogens. Special precautions may need to be taken including, but not limited to:
15.4.1. Wearing appropriate personal protective equipment.
15.4.2. Using caution when reaching into or behind furniture to avoid injury.
16. Health and safety of customers16.1. Bed bug service often involves the use of insecticides. Before any insecticide application, speak to
the occupants to determine if anyone might have health concerns that would be cause for concern if
pesticides were used.
16.1.1. If the client has specific health concerns with regard to insecticide treatment, recommend
that they consult with a physician prior to treatment. In these cases, it is advised that
treatments be made in accordance with a physician’s recommendation.
16.2. Reduce all occupants’ risk of insecticide exposure by advising them which areas have been treated
and by informing them when they can re-enter the treated room and what special precautions
should be followed.
16.3. Technicians should reduce the risk of insecticide exposure to pets by advising occupants to keep pets
out of treatment areas as directed by pesticide label directions.
appendix a—minimum standards for canine Bed Bug scent detection team certification1. definitions
1.1. Alert—A characteristic change in canine behavior in response to an odor, as interpreted by the handler.
1.2. Canine Team—A human and working canine that train and work together as an operational unit.
1.3. Distractor—Non-target odor sources placed within a search area.
1.4. Extract—odor extracted from an actual insect.
1.5. Handler—The trained person who works with the canine.
1.6. Hide—A container that allows free movement of air containing no more than five (5) live bed bugs
or viable eggs.
1.7. Pseudo-scent—Man-made compound that mimics the target odor.
2. purpose of certification2.1. To demonstrate the canine team’s ability to perform an accurate search for live bed bugs and
viable eggs.
2.2. To demonstrate the handler’s ability to accurately interpret the canine’s changes in behavior and
final response associated with bed bug odor.
3. general guidelines3.1. Only canine teams are certified under these guidelines, canines or handlers alone do not qualify for
certification.
N p m A l iBrary update
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3.2. Canine team certifications are valid for one year, at which time certification is required again.
3.3. Certification does not relieve the canine team from the obligation to perform and document regular
maintenance training and conduct periodic assessments to maintain high levels of operational
proficiency.
3.4. Handler is responsible for describing to the evaluator the specific kind of passive or active alert that
is expected from the canine.
3.5. Pseudo-scents and extracts are prohibited for certification purposes.
4. testing guidelines4.1. Certification tests should be designed to accurately evaluate the ability of a canine team to perform
as trained.
4.2. Testing must take place under field conditions where bed bugs may be found.
4.3. Tests should consist of a minimum of four (4) areas designed to restrict odors from moving
between areas.
4.4. Each area described in 4.3 should contain at least one distractor or hide.
4.4.1. Evaluator must place hides in the testing rooms at least thirty (30) minutes before testing
begins.
4.4.2. Distractors should represent of the typical odors encountered (under field conditions) by
canine teams in the region(s) the team operates.
4.4.3. When dead bedbugs are used as a distractor, the bugs must have been dead for at least
forty-eight (48) hours.
4.5. Time Limit
4.5.1. Time limit for completion of test (all rooms) is twenty (20) minutes of total search time.
4.5.2. Time spent between rooms is not counted toward total time.
4.6. Evaluation
4.6.1. Certification tests will result in a grade of pass or fail.
4.6.1.1. Handler will interpret the canine’s response by identifying the specific location
of the hide.
4.6.1.2. There are multiple combinations of outcomes that may result from the
certification test. These are described in Section 4.6.2
4.6.2.
odorcanine
response handler response test result
Live Bed Bug or Viable Eggs
AlertInterprets Live Bed Bugs
or Viable EggsPASS
Live Bed Bug or Viable Eggs
AlertDoes Not Confirm Presence of Live
Bed Bugs or Viable EggsFAIL
Live Bed Bug or Viable Eggs
No AlertInterprets Live Bed Bugs or Viable
EggsFAIL
Live Bed Bug or Viable Eggs
No AlertDoes Not Confirm Presence of Live
Bed Bugs or Viable EggsFAIL
Other Odor Alert Interprets Odor as Other Odor PASS
Other Odor AlertIncorrectly Identifies Live Bed Bugs or
Viable EggsFAIL
Other Odor No AlertIncorrectly Identifies Live Bed Bugs or
Viable EggsFAIL
Other Odor No Alert Interprets Odor as Other Odor PASS
N p m A l iBrary update
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4.6.3. To achieve a passing grade for certification:
4.6.3.1. Test outcome must result in pass (as described in Section 4.6.2) in all
rooms.
4.6.4. Mistreatment of canines during the testing process will result in failing score.
5. evaluators5.1. A minimum of two (2) people must conduct each certification test, one of whom shall meet
the credentials outlined in Section 5.2.
5.2. Each evaluator will have a minimum of five (5) years experience (total) in scent canine
handling and evaluation in one or more of the following fields:
5.2.1. Law enforcement
5.2.2. Government agency
5.2.3. Military
5.2.4. Other comparable and verifiable experience in canine scent detection training or
evaluation.
5.3. Evaluators may not be the canine’s current or former trainer.
5.4. Evaluators may not have any conflict of interest with regard to the canine, handler or
handler’s business.
6. certification Organizations6.0.1. Pest management firms should avoid conflict of interest when choosing a
certification organization.
6.0.2. Certification organizations may have requirements that are stricter than those
outlined in these standards.
appendix B—recommended temperature and exposure periods for Bed Bug control
temperature/ exposure time required to Kill all Bed Bug stages
temperature Exposure time
113 F (45 C) 7 hours
118 F (48 C) 90 minutes
122 F (50 C) < 1 minute
For steam treatments surface temperatures should reach 160 – 180 F (71 – 82 C) to ensure that surface
temperatures rapidly exceed 122 F (50 C). «
Reference: 2010. Kells, S.A. Control of Bed Bugs in Residences: Information for Pest Control Companies. University of Minnesota Fact Sheet, St. Paul, MN. www.bedbugs.umn.edu
18 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
Over the years I’ve learned that every business problem stems from
a human resource problem. It takes the right people to be successful in busi-
ness today, which is quite a challenge considering that the workplace has be-
come the stage for acting out much of life’s drama. Oftentimes, managers are
faced with having to play the role of a counselor rather than a coach. Show
me any business today and I’ll guarantee that managers at every level have
dealt with the interconnected challenges of low trust, negativity, poor perfor-
mance, and lack of accountability. Leaders, of course, are right in the middle
of this. And, to a large extent, the success of a given organization is based on
management’s ability or inability to deal with performance challenges.
i m p r o v e m e n t
19www.npmapestworld.org mArCH/April 2011 PEStWOrLD
i m p r o v e m e n tWith a new generation of workers who
are skeptical, fun-seeking, and thirsty for praise, coaching and disciplining
employees requires a much different approach: one that preserves respect, minimizes risk, and gets per-formance results, all while motivating the individual to excel. Gone are the days of “I’m going to write you up” threats.
In many organizations, rather than focusing on performance improvement, employee development has centered on building a trail of documentation to justify a termination. In fact, in many cultures, it is commonly known that once you receive a verbal warning, you are on the path to termination. There
is no escaping the wrath of “progressive discipline!” Sadly, the entire process has not lived up to its original purpose and intent to develop productive, effective employees. What’s needed today to ad-dress employee performance problems is a whole new approach that includes an “art” and a “sci-ence.” Consider the following five strategies (The “Art”) and four tips (The “Science”) for effectively enhancing performance . . .
the artStrategy #1: Focus on the ultimate goal of any coaching session. Sounds simple, but first you have to know what the goal is. Assuming you
BY JEAN L. SEAwrighT, CMC
20 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
truly want to develop the employee, the goal is NOT
to alienate or demotivate the employee. Rather, the
goal of any coaching session is to solve the problem
AND maintain the relationship. Always keep this
in mind.
Strategy #2: Before coaching the employ-
ee, frame the situation using the willing and
able matrix. Ask yourself, “Is the employee willing
but UNABLE?” If so, this is really a training issue
(that is, YOUR problem, vs. the employee’s). If, on the
other hand, the employee is UNWILLING but able,
you should coach the employee. Of course, if the
employee is UNWILLING and UNABLE, he or she
should be UN-EMPLOYED in my book. The ultimate
goal is for all of your employees to be both WILLING
and ABLE.
Strategy #3: Consider the personality of
the person you’re coaching and prepare
your discussion accordingly. Personality can
impact behavior. Resolving performance problems
starts with understanding the employee who has the
problem.
This doesn’t mean you need to be a degreed
psychologist; but, if you can begin to learn and
understand some fundamental personality traits of
the people you manage, you’ll be in a better position
to meet them where they’re at in their understanding
and enhance their learning and development.
Why? Because in some cases, performance prob-
lems stem from a misfit between the person and the
position—a square peg in a round hole. When peo-
ple feel the need to act unnaturally, they experience
stress, which lowers productivity and, in turn, leads
to job dissatisfaction and performance problems.
You don’t need to know a lot about people’s
weaknesses; but, you do need to know about their
strengths. Building on strengths is more productive
than trying to correct weaknesses. (Hint: You can
and should obtain this type of information during the
interview process by in-depth questioning or personal-
ity profiling. This way, you reduce the risk of a mishire
and performance problems down the road.)
Strategy #4: Coach vs. Punish. Over the years
I’ve watched traditional forms of punishment (pro-
gressive discipline) in the workplace fail. The reason
for this is that managers have not yet learned how
to effectively coach employees. Managers must learn
how to turn the disciplinary process into a behavior-
changing event. What’s needed is positive coaching—
a two-way conversation that is mutual and that
communicates respect—one that is problem-focused,
change-oriented, and disciplined.
Remember, you don’t have to make a person feel
bad in order to get him or her to act good. It doesn’t
work with the younger generation. Today, if the boss
is viewed as a jerk, employees simply walk. Punitive
punishment is no longer an effective strategy for
disciplining employees.
Strategy #5: Obtain agreement and a
commitment to change. This is perhaps the
most overlooked, yet critical ingredient in devel-
oping performance. When a manager confronts
an employee about a problem, it’s imperative that
the employee actually agrees to solve the problem
and takes responsibility for it. This can only occur
when the manager is prepared to provide detailed
examples of the problem and the tangible outcomes
of the behavior. A “broad brush” approach will not
lead to an agreement and commitment. Before you can
gain agreement and get a commitment to improve,
the employee must believe and accept that there is a
problem to correct.
What’s also good about the commitment piece is,
if the problem persists, the next time you can focus
on the employee’s failure to live up to the agreement;
that is, their ownership of the problem and their
personal choice not to improve.
the scienceNow for the “science” . . . In the world of govern-
ment regulations, the burden of proof rests with the
employer. Think of it as being “guilty until proven
innocent.” Because government agencies operate un-
der this principle, employers must take very definite
measures to ensure their policies, procedures and
work practices are consistent and compliant. Here
are a few tips to manage this important aspect of
coaching . . .
Tip #1: Define Expectations. When you
define the specific expectations, you eliminate the
opportunity for employees to make excuses for their
performance problems—that blame-game thing.
You can define expectations by means of a properly
written and compliant hand-book, comprehensive
training programs, and job descriptions that specify
the accountabilities.
21www.npmapestworld.org mArCH/April 2011 PEStWOrLD
Tip #2: Properly document coaching ses-
sions. Include only conduct that is observable,
measurable, and tangible. Document the “who, what,
where, and when” details. And don’t use the word
“attitude!” What in the world is a “bad attitude?”
Instead, describe the tangible outcome: the behavior
that you actually see, hear, or measure. Don’t get
hung up on the type of form to use; if it’s properly
worded, it can be equally effective if you use a memo
format or a common “warning” form. Also, remem-
ber, the employee’s signature only verifies that he or
she received the document—it does not and will not
bring about a change in performance or a commit-
ment to improve. You should always gain agreement
and get a commitment BEFORE the employee signs.
An employee who disagrees with the coaching
notice or who refuses to sign it is not an employee
who agrees or commits to changes. (Note: Monthly
service clients can use our firm for assistance drafting
documentation!)
Tip #3: Utilize an effective performance ap-
praisal program. An effective performance appraisal
program includes position-specific performance review
forms administered by managers who are willing and
able to confront performance realistically. Review forms
should state only the facts and should not sugar coat
problems, use discriminatory language, promise pro-
motions, or guarantee increases.
Tip #4: Ensure consistency in your coach-
ing. Watch out for favoritism. When managers allow
bad behavior by one employee (perhaps because he
or she is the star sales person), credibility is lost and
morale is affected.
When all else FailsWith all this talk about coaching, gaining agreements,
and getting commitments—don’t misunderstand.
You should never hang on to a poor performer who
cannot or will not improve. In fact, the number one
problem with terminations is—you guessed it—they
don’t happen often enough.
Leaders who avoid conflict because they feel sorry
for poor performers, hate confrontations or have
overstepped the boundaries of a work relationship
will ultimately suffer a loss of credibility. Why?
Because the good performers are watching and when
they see the leader FAIL to take action, they lose faith
and trust in the leader’s ability to solve problems.
Leaders who find themselves in this position
have, what we call, “misdirected compassion.”
They fail to miss the point that they cannot always
provide what a person needs to grow. Plus, people
who aren’t performing well know it. The longer
they are allowed to under-perform, the worse they
feel about themselves. Misdirected compassion
can do more harm than good. So, sometimes the
best choice is the tough one—to let the employee
go. If you coach and document effectively and you
give an employee the opportunity to improve, if the
employee chooses not to change, it’s time to part
ways. There=s no reason to hang on to (or transfer)
a problem. Remember . . . it’s not “employment
for life,” it’s “employment at will.” You don’t adopt
employees, you hire them.
At the end of the day, the number one responsibil-
ity of any leader is to develop people . . . and this, of
course, begins with attracting talent. Once you have
talent lined up at the door, you can hire smart and
coach employees who are willing and able to grow
with your organization. Easier said than done . . . «
Jean Seawright is NPMA’s HR Consultant. She is
president of Seawright & Associates, an HR manage-
ment consulting firm located in Winter Park, Florida.
Since 1987, she has provided human resource man-
agement and compliance advice to employers across
the country. She can be contacted at 407-645-2433 or
How Do AttituDes CHAnge? There are only ways:
Deep psychotherapy
a religious conversion
a lobotomy
Point: Live with who the person is and change what the person does through proper coaching.
24 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
BY JiM FrEdEriCkS Q i’ve read that pavement ants have a stinger, but i’ve never been stung by one. can they sting and should my customer’s
be concerned about it?
A It’s true, pavement ants (Tetramorium
caespitum) have a stinger, but they rarely
use it. Found throughout most of the
United States, the pavement ant is one of the most
common nuisance ant species in the Northeast and
Midwest. Winged reproductive ants are often seen
during their mating flights in the spring and are
sometimes confused with termites by consumers.
Pavement ants often nest under slabs, patios or
landscaping features. Pavement ant stingers are so
small that they generally cannot penetrate human
skin and are not considered a threat to human
health, so your customers don’t need to worry
about getting stung by these pests.
Q i have a ground floor apartment unit that has an infestation of small flies, they seemed to be concentrated around the
diaper pail, but even after the customer removed it, the problem persisted. the flies look similar to fruit flies, but they don’t have red eyes. what can i do to control this pest?
A The fly you are encountering is probably
a phorid fly, also known as a scuttle,
or humpbacked fly; both are common
names for flies in the family Phoridae. These flies
are sometimes confused with fruit flies because
of their size and coloration, but there are a few
simple identifying characteristics that can be easily
recognized in the field to help you determine the
difference. First, eye color can be tricky. Most people
commonly associate red eyes with fruit flies, also
called vinegar or pomace flies (family Drosophilidae),
but not all fruit flies have red eyes, so using eye color
is not as helpful as many people think. There are two
easier ways to determine the difference. One approach
is to observe the general shape of the insect. Phorid
flies have a more humpbacked look, hence their other
common name. Next, take a look at the fly’s rear legs.
The section of the leg closest to the thorax is called
the femur (analogous to the large leg bone connecting
the hip to the knee in humans). Phorid flies have an
expanded and flattened femur.
As for the infestation that you are observing in
the apartment unit, it makes sense that the flies were
hovering around the diaper pail. Phorid fly larvae
live in and eat decaying organic matter and are often
associated with contaminated soil adjacent to broken
sewer lines. A diaper pail full of soiled diapers will
probably provide a suitable secondary food source,
but the chances are the problem is more complicated
than that. Have building maintenance contact a
plumber that is capable of identifying cracks or breaks
in sewage pipes running beneath the slab. Often,
phorid flies will breed in the contaminated soil and
find their way into the living space through cracks,
expansion joints or bath trap openings in the slab. If
a broken pipe is found it, should be repaired and the
contaminated soil should be removed and backfilled
before replacing the slab.
a s K t H e e x p e r t»
Pavement Ants (Tetramorium caespitum)
25www.npmapestworld.org mArCH/April 2011 PEStWOrLD
Q i have been battling a mouse infestation inside a pet food store for months and i don’t seem to be getting control. i
think it’s because they are feeding on dog food that has been fortified with vitamin K and it’s counteracting the rodenticide bait i have been applying. what do you think?
A You are correct; vitamin K1 is a treatment
for anticoagulant poisoning. Vitamin K1
is the preferred method of treatment for
poisoning with anticoagulant baits, since vitamin
K3 is not as effective at reversing the acute effects of
anticoagulants. However, the levels of vitamin K in
processed pet foods are typically not high enough
to counteract the effects of anticoagulant baits. At
best, increased levels may slow the onset of lethal
symptoms, but the end result will be the same.
I do suspect however that the rodent’s diet may have
something to do with the challenges you are encoun-
tering with your control efforts. The abundance of
competing food sources may be limiting the effectiveness
of your baiting program. If you haven’t done so already,
make recommendations to your client about promptly
cleaning up spilled food. If they don’t already have a deep
cleaning schedule, suggest that they develop a plan to
periodically disassemble shelving and clean food debris
that may have become hidden inside or underneath.
Additionally, you should consider a trapping
program to “knock down” the population quickly.
Traditional snap traps are one of the most effective
ways to remove large numbers of mice in a short
period of time. Consider placing multiple snap traps
in all of the areas that droppings or mouse activity has
been observed. In public areas of the store, you may
need to wait until after hours to place the trap then
remove them early the next morning. Remember to
use plenty of traps. If there are 100 mice in the ac-
count and you only place 50 traps, the best you can do
is catch 50% the first night. You might also consider
baiting the traps with non-food items that might be
attractive as nesting material like a small bit of yarn or
a cotton ball. As for food baits, try using their normal
food (dog chow) and some novel baits, like chocolate,
peanut butter or anything else that the mice may not
have encountered recently.
Q Ever since i explained to my client that rodenticide baits do not cause mice to leave the structure to seek water, she
won’t let me use bait in her home for fear of a mouse dying inside a wall void and causing an odor. what can i do to convince her that rodenticides are ok to use?
A I applaud your efforts to dispel a time-
honored myth about rodenticide baits. You
are right, anticoagulant baits do not cause
a rodent to get thirsty, go outside seeking water,
and consequently die outdoors. Instead, rodents,
including rats and mice, will typically return to
their nests to die. If the nest is inside a wall void
or underneath a cabinet, the rodent will die in the
house. If the rodent is entering the home for food,
then returning to its burrow or nest outside, it
will most likely die outdoors. As you know, in pest
management, there are always exceptions to the
rules. I once received a phone call from a customer
who observed a mouse stagger to the middle of the
dining room floor before expiring, in the middle of
Thanksgiving dinner. The bottom line is this: you
never know where the rodent’s final resting place
will be.
Having said that, the risk of a dead mouse odor
is real, but it’s a minimal risk. Consider that typi-
cal pest management firm controls hundreds, if not
thousands of mice during the course of a year. How
many of those result in an odor complaint? Only a
small percentage, right? However, the probability of
a dead mouse causing an odor in a home increases as
the rodent population in the structure increases. This
is caused not only from mice consuming baits, but
also because over time mice will expire from natural
causes too. Let your customer know that the prob-
ability of a bad odor is low if a problem is dealt
with early, ignoring the problem will only increase
the likelihood of bad odors in the future. «
a s K t H e e x p e r t
26 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
m a r K e t I n g c O r n e r»
T he late comedian, Mitch Hedburg once made
the observational joke, “When someone hands
you a flier, it’s like they’re saying ‘Here, you throw
this out.’” Of course he is referring to the fliers that are
handed out on busy street corners or papered on parked
cars, as opposed to strategic direct mailing. However, the
end result is still the same. Whether it’s one second or
one week, fliers have limited staying power with the aver-
age consumer. However, there are other things you can
give to clients that are much less likely to see the bottom
of a garbage can.
Branded promotional items can be an extremely
effective tool for keeping your company on the minds of
clients and potential clients. The Promotional Products
Association International (PPAI) conducted a study in
2009 to gather information regarding Americans’ views
on promotional items and other forms of advertising.
According to this study, of the 1,000 people surveyed:
■ 94 percent could successfully recall a promotional
product they had received in the past two years
■ 89 percent could recall the advertiser of the
promotional product.
■ 83 percent reported that they liked receiving
promotional products
■ 48 percent would like to receive promotional
products more often
■ 69 percent typically keep the promotional product
■ Compared to TV, print and online advertising,
promotional products delivered higher recall rates of
the company/brand, and/or the product/service
With this in mind, it is easy to see why so many
companies use these items as a key part of their
marketing plan. Promotional items serve a different
purpose than TV, radio or print advertising, which
can be effective as an immediate call to action or to
deliver very specific messages. Promotional items help
your company to stay “top of mind” throughout the
year for a lasting affect. They are also a nice way to say
“thank you” to existing customers and make a good
impression on potential customers.
What to getWe’ve established that, when done well, promotional
items can be a worthwhile marketing tool; but what
are these items? How do you choose what is best for
your purposes? One of the most important things
to remember when choosing these items is to think
like a consumer. Imagine your home or office for
example. What do you hold onto and what do you
throw away? What is useful and what is just clutter?
The more practical and useful (or really cool) an
item is, the more likely it is that it’s going to stick
around. There are several categories of items and
almost innumerable choices within those categories.
Some of the most popular are as follows:
■ Office/Workspace:
BY MiSSY hENrikSEN
are promotional items a WorthWhile spend? HOW liTTle gifTs CAN meAN Big BusiNess
27www.npmapestworld.org mArCH/April 2011 PEStWOrLD
■ Pens: These are the most common item, so while
they may not stand out, they are practical and
very likely to be kept and used.
■ Notepads: Very inexpensive to produce and can
feature a significant amount of information on
their covers. You could have them made with a
watermark of your logo on each sheet for extra
branding. The drawback is a limited lifespan.
■ USB Memory Sticks: These are small and can
come very much in handy if you work in a
business setting or are in school. There are also
many options for type, size, etc. so you can be
flexible with how they are branded.
■ Household:
■ Refrigerator Magnets/Magnetic Notepads:
Everyone knows what to do with these when they
receive them. Magnets make for an easy reference
when a potential client needs to make a call fast
and they can be easily customized to your design
specifications. Notepads can get a lot of use for
grocery lists and notes to the family.
■ Calendars: Something people will keep handy and
refer to often. There is ample space for branding
and you can even customize with what pest issue
to be on the lookout for each month. Obviously
this is definitely limited to a one-year shelf life,
though you could make the calendar an annual
program for your business.
■ Travel Mugs/Key Chains/Flashlights: These are
some of the “you never know when you’ll need
it” items that people are likely to keep around the
house for a long time and have great space for
branding.
■ Personal/Woman-Focused:
■ Tins of Mints: These are another item that people
are unlikely to throw away, as they can always
come in handy. Women especially are likely to
carry these in a purse. There are potentially two
sides of the tin that can be branded or imprinted
with messaging. The drawback is that the tin will
likely be thrown away when the mints are gone.
■ ChapStick/Lip Balm: This is a more unique
item with fun design opportunities and
something people would keep handy year
round. The negative is that these have the same
shelf life issue as mints.
■ Compact Mirror: A mirror always comes in
handy and if it is good quality, women are
likely to hold onto if for a long time. If these are
branded in a simple, classy way, this could be
something that is a purse staple for years.
■ Fun/Kid-Focused:
■ Yo-Yos: These are something kids and adults
enjoy playing with and could hang around in a
playroom or on a desk.
■ Rubik’s Cube: You can have fun with the
branding and design on these, just make sure
they don’t have to solve it perfectly in order to
see your information
■ Plush Toys/Beach Balls/Bouncy Balls: These all
appeal to your client indirectly by providing
items their children will want to keep around
that the parents are likely to interact with as
well when cleaning up and putting them away.
■ Desk Toys:
■ Magnetic Sculptures: Kids aren’t the only ones
who enjoy toys and games pull-apart magnets
are great to play with while deep in thought or
on a call, so many adults keep them handy on
their desk. These often have a base that can be
branded along with the magnetic pieces.
■ Stress Balls: Everyone deals with stress, especially
at work, so if someone received a stress ball,
they’re likely to hold onto it and use it.
■ Brainteasers/Puzzles: Little puzzles with
sliding pieces that can’t get lost provide a
great branding surface and don’t take up too
much space on a desk, so they are easy to
keep around.
These are some suggestions based on popularity
and practicality, but be sure to think outside the
box. This is an area where you can really use your
creativity to determine the best fit your company
and your customers. The possibilities are endless
and sites like Branders.com and EPromos.com have
thousands of options.
tips for creating/distributing promotional Items
■ Be aware that, while your services are necessary,
people don’t always want a visual reminder of pests
and may be turned off by real images or depictions
m a r K e t I n g c O r n e r
28 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
of pests. Consider cartoon-like images or messages
with text rather than graphics. For example, on a
calendar, rather than showing a photo of a mouse
in December, feature a snowy landscape scene with
text stating that mice may try to get in out of the
cold in the winter.
■ In most cases, promotional items will be cheaper if
you get more of them, since the bulk of the cost is the
one-time cost of setting up the imprint. If you can
decide on something you like and will want to use
long term, it will be highly cost effective to order a
very large quantity at one time.
■ Whatever item and design you choose should
be consistent with the look and feel of your
company’s existing brand. For example, if your
logo is angular with bold coloring, it wouldn’t
make sense to put it on a calendar with a pastel
background and flowing, script-like font.
■ Ask vendors to send a sample of an item before you
decide to order it so you can get a real sense of where
logos and text will appear, as well as an idea of the
item’s true size and quality.
■ Be sure to ask for “mock-ups” and proofs of your
item before signing off on production and paying
the invoice.
■ Many vendors offer the same or similar products, so
be sure to shop around to make sure you’re getting
the best deal and best quality for your money.
the Bottom LinePromotional items can pay for themselves long after
they’ve gone from your hand to a homeowner’s. You
know your business and you know your clients—use
this knowledge when deciding what product would
best serve you both. If you wouldn’t keep some-
thing on your desk or in your kitchen, your clients
probably wouldn’t either. If you provide them with
something they can use, they are that much more
likely to turn to you when the occasion to call a pest
professional arises. «
m a r K e t I n g c O r n e r»
The NEW Enterprise Edition of PestPac Online - more features, new price.
* Increase revenue, productivity and pro� tability through PestPac’s advanced reporting features. View your technician productivity, revenue, marketing performance, and salesteam statistics for any date range.
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* Generate more revenue from existing customers and cut customer communication costs by using the Customer Account access module. Now your customers can access key account and service history, request a service, and pay bills. You can even market new services to each customer with PestPac’s new cross-sell tool.
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30 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
BY gArY ShAPiro
SENior ViCE PrESidENT, wEiSBUrgEr iNSUrANCE BrokErAgE
L imited Benefit Medical plans have become a
fast growing alternative to traditional medical
plans because they provide a cost effective way
to enhance an employee benefits program by packag-
ing only the most desired and well-utilized medical
benefits into one affordable plan.
Due to the high cost of offering traditional medi-
cal insurance, Limited Benefit Medical plans have
become increasingly popular in recent months among
employers seeking an alternate means of delivering
broad and affordable coverage for those who may not
have access to customary benefits and for those who
want to supplement other insurance coverages.
Limited Benefit Medical plans give employ-
ers the ability to provide their employees with
cost-efficient access to a wide array of first dollar
accident and sickness coverages, including specified
benefits for emergency room visits, health screen-
ings, in-hospital indemnity benefits, doctors office
visits, ambulance and other hospital related care.
These benefits are paid to the insured or provider,
independent of actual medical costs and regard-
less of other insurance. In addition, some Limited
Benefit plans include a fully insured vision benefit
and lump sum critical illness benefits.
Who can Benefit from Limited Benefit medical plans?Limited Benefit Medical plans offer companies, such
as restaurants, hotels, staffing agencies, nursing homes
and hourly workers from many other industries an
affordable means to help cover contractors, sole pro-
prietors, or groups with employees of any size:
■ who may not have access to comprehensive
medical insurance.
■ who may not be able to afford comprehensive
medical insurance.
■ who elect comprehensive medical plans with high
plan deductibles, thus requiring significant out of
pocket payments that may be supplemented by
these plans .
■ who cannot afford to add dependents to a
company sponsored plan.
Pest Control firms could greatly benefit from these
plans, while providing some of their staff members
with new benefits that were never present before.
Some companies have even gone so far as to drop
their major medical coverage altogether leaving only a
voluntary Limited Medical Program for their employ-
ees to utilize.
comparison of Limited medical plansComparing Limited Medical Plans is like comparing
“apples to oranges.” The commonality amongst all
plans is that they provide for services at the physician
level and then put low dollar caps on services like hos-
pitalization and surgery. Where the plans differ is in
how the benefits plans are designed. The overwhelm-
ing majority of the plans in this marketplace try to
limited BeneFit mediCal plans: A WiN/WiN sOluTiON fOr pesT CONTrOl OperATOrs ANd THeir emplOyees
O p e r at I O n s m a n a g e m e n t»
Limited Benefit Medical plans give employers the ability to provide their employees with cost-efficient access to a wide array of first dollar accident and sickness coverages
31www.npmapestworld.org mArCH/April 2011 PEStWOrLD
O p e r at I O n s m a n a g e m e n t
mimic the basic look of a commercial major medi-
cal plan that is being offered to full time employees.
These plans typically offer co-pays, deductibles and
PPO Networks which are what Human Resources and
other insurance purchasers are accustomed to buying.
advantages for employersLimited Benefit Medical Plans can increase a com-
pany’s ability to attract and retain the best people.
Whether the program chosen is mandatory or
voluntary, a Limited Benefit Medical plan offers the
following advantages:
Enhances Flexibility—The program’s flexible
benefit levels allow for customization to suit each
employer’s preferences—from maximum cover-
age to maximum affordability. Employers can select
a standard program or custom design a program,
choosing from a variety of benefit options and cover-
age amounts.
Controls Costs—As a voluntary program payable
through convenient payroll deductions or individual
bank draft, this entails minimal cost and virtually no
administration.
Streamlines Administration—Cutting edge tech-
nology reduces costs and simplifies administration at
every level.
Delivers a Competitive Edge—These programs
offer innovative ways to improve a company’s benefits
package and extend coverage to all personnel in a
competitive hiring market.
Provides an alternative to COBRA—Employers
are able to offer an alternative to COBRA for those
employees whom face stop gaps or waiting periods
while transferring from one job to another.
Furthermore, Limited Benefit Medical plans give
employers the freedom to choose whether they will
participate in the sharing of the employee’s medical
expenses and to what extent.
advantages for employeesLimited Benefit Medical Plans offer the U.S. work-
force an affordable means to help cover their health
care costs. Depending on the plan design chosen by
the employer, a Limited Benefit Medical plan may also
include the following benefits:
■ Payment for doctor office visits, maternity check-
ups, accidents, surgical diagnostic, x-ray and lab
■ In-hospital benefit payment and hospital
admission benefit payment
■ Limited or no restrictions on physician networks
■ Prescription benefit (Rx)—no annual maximums
■ Guaranteed issue coverage for immediate family
with no health underwriting
■ No pre-existing condition limitations
■ No deductibles, no co-pays
■ Pre-tax deduction under IRS Sec. 125
■ No carrier mandated benefit periods
In addition, a few plans will allow “Portable Cover-
age,” which allows the covered insured to keep their
coverage via continuance provisions even if they leave
their company. If this is the case, extensive benefits
depending on needs, and cash benefits may some-
times be paid directly to cover insured [if requested]
and benefits can also be assigned to the doctor of
healthcare facility.
Another option that may be included under the
Limited Benefit Medical plan is a set amount of
cash from the employer to use for medical expenses
or to spend as an employee chooses. Specific cash
benefits are paid directly to the insured without
deductible or co-payments, in addition to any other
insurance they may have. An employee can use
the money for nonreimbursed medical expenses,
alternative treatments, travel, home help or any
other purpose.
Some plans may even include network and pre-
scription drug discount programs offering additional
savings on Medical, Dental, Vision, Rx and other
services which help maximize plan benefits. Optional
benefits available on some plans may include in-
creased levels of insurance for Dental/Vision, Life and
AD&D, Short Term Disability, EAP, and a 24-hour
Nurse Line.
For these reasons, Limited Medical Plans have
become an increasingly popular option for employers
in the U.S. Whether a company is as large as Star-
bucks or as small as a local grocery store, employers
have come to the realization that they must offer
something more to their hourly workers if they are to
attract and retain the best employees. «
32 PEStWOrLD mArCH/April 2011 www.npmapestworld.org
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