Union payroll in construction is unlike payroll in almost any other industry. A single union worker can work three trades in one week, each with its own wage rate, fringe fund, and reporting rule. Multiply that across a jobsite full of union crews, and processing union data stops being a back-office function and becomes a daily exercise to ensure compliance.
Running a winery is a balancing act that never really stops. You’re managing seasonal demand, tasting room traffic, wine club fulfillment, compliance requirements, and a workforce that spans everything from harvest crews to hospitality staff. And you’re doing it with thinner margins than most people assume. The good news is that none of these require a major technology overhaul to address. This checklist identifies seven practical moves that can make a real difference in how your team operates, starting this week.
Ask three construction payroll managers what “fringe pay” means and you may get three different answers. One is thinking about the health and retirement package used to recruit skilled tradespeople. Another is thinking about the hourly fringe rate on a Davis-Bacon job that has to hit a government-mandated number. A third is thinking about the cash supplement that shows up on a worker’s paycheck when benefits don’t cover the full fringe obligation.
