Articles Tagged with ''workforce development''

Developing leaders creates leverage for the organization. It allows business owners to step back from day-to-day operations and focus on strategic growth.

Expanding on the momentum of Pfister Faucets’ award‑winning American Plumber Stories, Project Stories shifts the lens to the full project ecosystem—plumbers, designers, developers, architects, and builders—while putting a strong emphasis on storytelling. 

I'm grateful my family showed my brother the value of trades. After my great-grandfather's plumbing business closed, my dad became a welder and shared his skills with my brother during many afternoons in the work shed, like an apprentice learning from a master.

You can teach anyone to sweat a copper joint or wire a circulator pump. What’s much harder to teach is attitude, curiosity, pride in craftsmanship, and the ability to make a customer feel at ease.

In this episode of And So It Flows, host Natalie Forster sits down with Spencer Pope, manager of technical support and training at Bradford White, to explore how education and workforce development are evolving across the plumbing, HVAC and mechanical trades.

Most crucial of all is developing a strong team of mentors who can help nurture aspiring technicians. This is often where the true value of an apprenticeship program is revealed. Most contractors have at least one veteran tradesperson about whom they would say, "I wish I had 10 of them!"

Women make up only 2-3% of the plumbing workforce and 8% of plumbing apprentices. In construction trades, they hold 3.9% of roles like plumber or pipefitter, a 32% increase since 2016, totaling over 314,000 tradeswomen, according to the Institute of Women’s Policy Research.

The 27-year-old award initiative features a rigorous application process emphasizing top-performer attraction, development, and retention in the areas of diversity, equity, and inclusion, employee engagement, and talent development.

If you’re leading a plumbing team today, you’re probably dealing with a whole mix of generations, attitudes, and learning styles. The top-down, “Because I said so,” approach may have worked in the past (barely), but it’s not cutting it now. The truth is, people don’t want to be managed—they want to be developed.

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?