The industry spends a lot of time talking about growth.

But ask contractors what keeps them up at night, and the answer is often the same: keeping good people.

As labor shortages continue, one issue is becoming harder to ignore. The difference between retaining skilled tradespeople and losing them often comes down to frontline leadership, the people managing the work, the communication, and the daily jobsite experience.

It's no secret that the contracting business is one built on trust, for both customers and employees. Rapid growth without taking the time to ensure that looking at the big picture doesn't make the details cloudy; that is, make sure that you're paying attention to what helped you build your business in the first place: your team. 

I spoke with Milisa O'Reilly, chief people officer at Foundral, to discuss how business owners ensure that they  grow without disrupting their operations. 

Q: Many conversations in the plumbing industry focus on growth and acquisitions. Why do you believe frontline leadership is becoming one of the biggest factors influencing whether skilled tradespeople stay with a company or leave?

"Frontline leaders play a critical role in whether skilled tradespeople choose to stay with a company or look elsewhere. In the plumbing and mechanical trades, employees spend most of their time interacting with supervisors, foremen, and field leaders rather than executives. These leaders set the tone for the daily work environment, from how jobs are managed to how employees are treated and supported on the job site.

Skilled tradespeople place a high value on mentorship, fairness, and opportunities to grow in their careers.  Frontline leaders who invest in developing their teams, listen to concerns, and recognize strong performance help create an environment where people want to stay and build their careers.  In an industry facing ongoing labor shortages, companies that prioritize strong frontline leadership are better positioned to retain their talent and achieve long term growth.

Q: In your work with commercial contractors, what are the most common communication breakdowns you see between leadership and technicians?

One of the most common communication gaps I see is between leadership’s strategic focus and the day-to-day realities of technicians in the field.  Executives are often focused on growth, margins, and long-term plans, while technicians are focused on getting the job done safely and efficiently.  When those perspectives are not connected through clear and consistent communication, frustration can build.

A Second challenge is that technicians often have valuable insights from the field, but they do not always feel there is a clear path for that feedback to reach leadership. Companies that do this well have regular communication between leadership and the field and empower frontline leaders to help bridge that gap.

Lastly, rapid growth through acquisitions can add complexity. Different teams may bring different processes, cultures, and communication styles.  Without a focused effort to align those differences, misunderstandings can arise and slow down integration and growth

Q: What kinds of leadership behaviors build trust on the jobsite or in the shop, and which ones tend to erode it?

Trust on the job site is built through consistency, respect and accountability.  Leaders who communicate clearly are supportive and are willing to listen to feedback, tend to build strong relationships with technicians. Being present, following through on commitments and recognizing the expertise of the people doing the work goes a long way in creating trust.

Q: You’ve spoken about “culture drift” in growing companies.  What does culture drift look like in a plumbing or mechanical contracting business, and why does it often go unnoticed until turnover increases?

From a human resource (HR) perspective, culture drift often happens when a company grows quickly and the connection between leadership and the field begins to weaken. In plumbing and mechanical contracting business, culture is built on trust, relationships, and pride in work.  When teams expand or acquisitions happen, those connections can start to fray if leaders are not intentional about maintaining them.

The reason it often goes unnoticed is because it happens slowly. Small things start to change, communication becomes less consistent, mentorship declines, and employees begin to feel less connected to the organization. HR and management only sees the actual impact when turnover starts to rise. That is usually a signal that the culture employees originally valued has started to shift.

What are some early warning signs that a contractor’s culture or leadership alignment may be starting to slip?

I usually start to notice the early signs through conversations with employees. You may begin to hear a little more frustration about day-to-day activities and employees start to focus on what is wrong vs. what is going well.

Another thing I look for is inconsistency between supervisors.  When one team has a very different experience than another, whether it is communication, expectations, or support, it can signal that leadership alignment is starting to slip. Often the first indicators show up in small ways such as more call-offs, more complaints, or employees becoming less engaged. When I begin to see those patterns forming, it is usually a sign that the culture needs some attention before the issue grows larger. 

 Q: Besides compensation, what workplace factors are most influential in a technician’s decision to stay with a company long term?

Technicians stay with companies where they feel respected and supported in their day-to-day work. When supervisors communicate clearly, treat people fairly and understand the realities of the field, technicians are more likely to stay.

Growth is also important - Many technicians want to keep learning and improving skills. When a company invests in training and mentorship it shows employees that the organization is invested in them.

Communication is critical – technicians want to work in a culture where people support one another.   When employees feel proud of their work and connected with their team, it makes a big difference in whether they choose to stay and build their career

Q: You’ve highlighted the importance of consistency in areas like benefits, payroll, and HR systems. Why do these operational details have such a strong impact on employee trust and retention?

Consistencies in areas like benefits, payroll and HR systems have a direct impact on employee trust.   These are basic promises a company makes to its employees.  When pay is accurate, benefits are easy to understand and use, and systems work they way they should employees feel confident that the organization is well run and that leadership values them.

Q:For smaller plumbing contractors that may not have a full HR department, what are a few simple leadership or people-management investments that can make the biggest difference in team stability?

From my perspective, smaller contractors do not need a full HR department to make a meaningful impact on their teams. Some of the biggest differences come from simple, consistent leadership practices. One of the most important is regular communication. Taking the time to check in with technicians, listen to concerns, and explain what is happening in the business helps employees feel informed and valued.

Another important investment is developing frontline leaders. Foremen and supervisors often have the biggest influence on the daily experience of technicians. Helping them strengthen their communication, leadership, and mentoring skills can have a significant impact on team stability.

On a final note, consistency in the basics such as pay, scheduling, and benefits goes a long way.

Q:How can contractors better equip frontline managers, such as field supervisors or foremen, to become stronger leaders for their teams?

Leading by example, provide front line leadership with the training, guidance and mentorship necessary to lead their teams well.   Contractors should invest in the front-line leadership teams, they are critical for business success.

Q: If a contractor is already experiencing higher turnover among technicians, what are the first steps leadership should take to diagnose the root cause?

• Listen - Leadership should spend time talking directly with technicians and supervisors to understand what they are experiencing day-to-day.  Exit interviews can also provide valuable insight into why employees are leaving, whether it is related to leadership workload, communications or career opportunities
• Look for patterns - If multiple employees are raising the same concerns, whether it is around scheduling, support from supervisors, or communications from leadership, that is often where the root cause begins to emerge
• Approach the situation with curiosity rather than defensiveness.   Turnover is often a signal that something in the employee’s experience needs attention.   When leaders take the time to understand what their teams are experiencing and respond with thought, it can rebuild trust and help stabilize the workforce.

Q: Looking ahead, how do you see expectations around leadership and workplace culture evolving among skilled tradespeople over the next few years?

Looking ahead – I think expectations around leadership and the workplace culture in skill trades will continue to evolve in a few important ways. 

• Technicians increasingly want leaders that are visible, offer clear communications, and genuinely connect the realities of the field.  
• Strong leadership and mentorship are becoming more important and is critical for companies to provide this to compete in a market with a shortage of talent.
• Workplace culture – is becoming more important in the trades. Stability, good pay, great benefits will continue to be important. However, employees are paying closer attention to how they are treated, how well teams communicate and if leadership/management is consistent and supportive.

Q: What advice would you give to plumbing contractors who want to strengthen retention but may not know where to start from a leadership or HR perspective?

Listening is critical, spend time talking with technicians and supervisors about what is working well and where they see challenges in day-to-day work. Often the answer around retention is already there if leaders take the time to ask and truly listen. 

Invest in frontline leadership - In the trades, the relationship between technicians and their supervisor has a huge impact on whether employees stay or leave. Helping foreman and field leaders strengthen their communication, leadership and mentoring skills can make a measurable difference.  

Lead by example and continually work on refining your own leadership skills. The best leaders are always learning, reflecting and focusing on becoming better every day.   When employees see leaders who are engaged, supportive and committed to improving themselves, it sets the tone for the entire organization. 

Focus on getting the fundamentals right! Consistent pay practices, clear communication, fair scheduling and competitive benefits build trust.