Hiring is tough, but these strategies are working.
Keeping good employees is the #1 thing keeping home service owners up at night.
We asked four successful owners how they're finding, hiring, and keeping talent in a tough market. Here's what they said.
“No one wants to work for a disorganized person.”
Having a system like Jobber is really nice because it makes them feel like you have your stuff together. Everyone's worked for a contractor that hasn't, and it's really not a fun experience for them. And someone who's experienced doesn't want to have someone looking over their back. All those things combined, it's just how you treat people that kind of keeps them.
The move: Before you worry about benefits packages and bonuses, get the basics right. Show up organized, communicate clearly, and don't breathe down people's necks. That alone puts you ahead of most of the competition for talent.
“Five years ago we paid hourly and my payroll was 75%.”
I was like, the business is going to go bankrupt. So we switched to commission, added PTO, employee of the month, and free house cleaning if they want it. We really try to make the benefits worthwhile to them, but on top of that, it’s that feeling of being a part of something that's bigger than yourself.
The move: Retention starts with your pay structure. If hourly wages are bleeding your margins, commission can realign incentives for everyone. But what actually keeps people long-term is whether they feel like they matter.
“We give each other tacos* and they convert it to a gas card, grocery card, or day off."
We’re certified as a fair wage provider. We also built our own reward system. A new thing we're implementing is every year on their anniversary, they get 100 tacos in their first year, 200 in the second year, and 300 in the third year. We do have mandatory staff holidays, and they have paid holidays. They also get four extra weeks of unpaid holidays. No questions asked.
The move: You don't need expensive perks to build a culture people stay for, you need creativity and consistency. Clear wage progression, peer recognition, and genuine flexibility signal to employees that you see them as people, not just labor.
*Tacos are virtual reward points employees earn through HeyTaco and redeem for rewards.
“I tell them I really like their work ethic.”
When I go to restaurants or whenever I see someone [a waiter] doing a really good job, I just give them my business card. I say, "I like your work ethic and I want you to work for me. Here's my business card if you ever are interested in being a CSR for me.”
The move: Your next best hire probably isn't on Indeed. They're already in front of you, serving your table, ringing you up, doing their job well while no one's watching. The owners who recruit everywhere are building a pipeline the job boards can't touch.
Before your next hire, ask yourself:
→ Would a great employee actually want to work for you?
→ Is your pay structure aligned with what motivates your team, or is it quietly eating your margins?
→ When did you last recognize someone on your team in a way that made them feel seen, not just compensated?
→ Where are you looking for your next hire? Are you missing talent that's already right in front of you?
Tips from the field
The job you keep doing manually? There's a workflow for that.
Can you explain your bonus plan in 45 seconds? If not, it’s too complicated.
Cory Byron's bonus plan is simple: each crew member starts the quarter with $1,000 based on gross margin. Late to a job? Minus $50. Unapproved change order? That comes off too.
The benefit your team actually wants might cost you nothing.
