Last month, I wrote about my flooded apartment and how sometimes the tools of the trade aren’t the only things that matter; trust, transparency and communication are just as important. That story highlighted one thing that can’t be understated in this industry: the importance of showing up when things go wrong.

That same idea applies to a major challenge facing the industry today: employee retention.

We can talk all day about labor shortages, generational gaps and rising wages; those are very real, very pressing concerns! But, keeping valued workers is just as important as attracting new ones. Not only that, companies with high turnover rates are likely to be looked at through a microscope by any prospective employees. Why do so many people leave? Is management doing something wrong? Is that the kind of place I want to work?

Running a business is hard, especially when it means ensuring that customers and workers stay happy. Sometimes, those two goals contradict each other. A client might want immediate service at the exact moment your team needs a break. A customer may expect rock-bottom pricing while your technicians deserve a raise. You want to bend over backward to protect your reputation, but not at the cost of burning out the people who make that reputation possible.

That tension is real, and every contractor feels it at some point. Finding balance means walking a tightrope between doing what keeps your customers coming back, and doing what keeps your employees happy to keep going out to get the job done.

It’s about more than policies and procedures. It’s about clarity and consistency. Are your techs empowered to say no to unreasonable requests? Do they feel supported when a client pushes back? Do your customers understand the value behind your pricing, and the fact that your team isn’t just delivering a service, they’re delivering their skill, time and care?

It’s also about trust on both sides of the equation. When customers know you take care of your team, that trust carries through in the quality of the work. And, when employees know they’re not expected to sacrifice their mental health or personal life to meet impossible expectations, they respond with loyalty and pride.

It may seem difficult, but it is possible. Build a culture of mutual respect, inside and out. Your customers will trust you because your people trust you.

Then the question becomes: how do you build that trust? The companies that are solving the puzzle that is employee retention aren't doing it with signing bonuses alone, or even with raises. They're doing it by building cultures grounded in respect.

What makes it a good place to work? It’s so much more than the paycheck. It’s the morning huddle where every voice is heard. It’s the dispatcher who knows everyone’s kid’s name. It’s the owner who’s happy to jump in on a call when the tech needs backup — not because they have to, but because they want to show what support looks like.

And yes, money matters. But, there are plenty of tradespeople who walked away from higher pay to work for someone who treated them like a person, not a number.

It’s easy to assume that retention requires some grand strategy. But often, it comes down to the small things:

• Saying thank you at the end of a long week. It may seem small, but a little bit of appreciation goes a long way.
• Promoting from within. Reward the people who have been with you from the beginning. They know your business better than you might think.
• Investing in training — not just for code compliance, but for career development. When your employees feel that you’re investing in them, they’ll want to invest more in you, too.
• Recognizing burnout. Listen when someone says they’re overwhelmed, and be ready to support them. Picking someone up when they’re down isn’t something that they’re soon to forget!

Creating a workplace where your workers feel seen, supported and respected is the key to retaining the talent that keeps your company running smoothly.

In my time at Plumbing & Mechanical, I’ve gotten the opportunity to to hear and share stories from people in the industry all across North America. The ones that stick with me are about people: why they stay, and what makes this industry worth committing to.

When customers know you take care of your team, that trust carries through in the quality of the work. And when employees know they’re not expected to sacrifice their mental health or personal life to meet impossible expectations, they respond with loyalty and pride.

I’ve spoken with rep agencies who encourage their employees to turn their phones off for an hour a day, and whose majority of their new employees come from referrals from current workers. I’ve had conversations with service companies that prioritize ride-along training; not just for skill-building, but to keep the culture tight and connected.

It’s easy to think the answer is bigger bonuses or more PTO. In some cases, sure, those absolutely help. But the companies I hear from, month after month, aren’t keeping crews together because they throw money at the problem. They’re doing it by creating workplaces where people feel seen, safe, and supported.

The industry has no shortage of technical challenges — new codes, rising material costs and complex system designs. But, people challenges? Those are solvable. They just take intention. They take leadership.

We spend so much time talking about tools and systems, but sometimes the most powerful system you can install is trust. The best investment you can make isn't always in the van or the software—it's in your people.

If we want to grow the next generation of skilled tradespeople, we can’t just recruit them — we have to retain them. That means more than a sign-on bonus; it means showing them every day that they matter.

Retention isn’t rocket science. It’s respect. Respect for people’s time, for their contributions, and for their potential.