GETTING THEM TO STAY
People may come to a job for its money, but they will stay for its culture, Schuh and Wiseman said.
“How are they treated?” Schuh asked. “Does leadership and ownership really care about them? Are they really trying to help them advance their careers and take care of their employees? That’s why they stay.”
Owners and leaders of the company can ensure this culture is created by training those in management on proper leadership skills, Wiseman said. Employees will also want to feel that their work is meaningful.
“What is the mission of the company, and do the team members feel they’re engaged in a higher purpose, and that their work and contribution are valued?” he said. “And is the company living up to its value statement? There should be clear goals and initiatives and scorecards for each position.”
Such a perspective ties into using career advancement opportunities to attract younger talent. Wiseman recommended laying out a career path for an installer or technician with clear criteria for what it takes to achieve each advancement (such as certifications), allowing for incremental advancement opportunities.
In the end, he said, a company must grow to give its employees the managerial opportunities they desire.
“It’s pretty tough to get excited about opportunities in your future if you’re waiting for a lead technician or installer to retire,” he said. “A growing company provides opportunity. There’s enough opportunity where you can promote from within, but you also have to recruit from the outside so there’s some new blood coming through.”