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Hiring and onboarding… how often are you modifying your playbook?
We have collectively changed our processes around hiring and onboarding almost annually at this point. We have grown an average of 20% YOY and this is constantly up for review. Just this year, we have built it out to still work when the company is “10x” where we are today (that would put us over $10MM). Has anyone else found themselves becoming more strict around who they bring into their team? How much do your core values affect your decisions in hiring? What unique things do you implement to make the process less “gut instinct”?What Features Would Be Helpful for Dealing with Subcontractors on Your Team?
Subcontractors can be a powerful way to grow your service business—but managing them smoothly takes the right tools. From scheduling to paperwork to payments, things can get complicated fast if you're relying on spreadsheets or text threads. Here are a few key ideas to kick off the conversation: Insurance Certificate Tracking + Expiration Reminders Making sure your subcontractors are insured is a no-brainer—but keeping track of their certificates and renewal dates can be a hassle. A built-in feature that stores insurance docs and sends automatic reminders before they expire would help keep your business protected and organized. Built-in Payment Processing for Subcontractors Paying subs quickly and clearly is essential for maintaining good relationships. Imagine being able to approve their invoices and process payments right through Jobber—no more chasing emails or juggling payment apps. Subcontractor Availability Scheduling Knowing when your subs are available is half the battle. A shared calendar where subcontractors can input their availability would make job assignment way easier and help avoid scheduling conflicts before they happen. What would you like to see added to help manage subcontractors better? Drop your ideas in the comments—👇Hiring Help.. Collapsing my Growth
I need journeymen electricians and cannot find them anywhere. I have an insane amount of work but lack the talent. I offer $5000.00 sign on bonus $2000.00 Referral reward Full Health benefits Brand new work truck no on call schedule and so much more with avg income over $175k Please give me some pointers and what helped youHow do you keep good employees from leaving?
I had my cleaning company for 17 years now. I have had my fair share of good employees. My longest serving couple has been 12 years. Then I had some team members for 4+ years. While I do not want them to leave as it is hard to find good team members with our core values, I find that they do run their course due to the nature of the job. What have you implemented that helped your business to keep and engage long term good employees? TIA
What is Happening with Tips in Jobber?
Jobber allows employees to collect tips through the payment app, but those tips are not automatically separated from the owner’s totals. That means unless you manually account for them, you could end up paying taxes on employee tips. Make sure you’re tracking and adjusting this properly to avoid overpaying.I spook with Jobber today about this. They seem surprised as they have not planed for this. Their lack of for site means a lot more work for accounting. Jobber must fix or give a credit.What behavior do you tolerate that’s quietly costing you revenue or reputation?
As we’ve grown, the biggest thing we’ve had to confront is tolerating inconsistency in service quality, especially from newer team members. Even small things (missed details, slower communication, or not fully following SOPs) can quietly impact client trust and retention over time. Individually, they seem minor. But at scale, they affect: Client experience Referrals and reviews Long-term revenue We’re learning that what you tolerate becomes your standard so tightening accountability, training, and follow-through has become a major focus as we scale.How Do You Communicate A Labor Budget To Someone When Negotiating a Rate?
I'm onboarding a few different admin positions and I'm trying to do it the right way. This means coming up with a budget that works, then making the new position's pay based off of that with performance pay to help increase their pay with company performance. The issue I'm running in to is of course everyone wants more money. Me too lol But I struggle a little telling them why this is why I am paying what I am. As a side note, I'm also struggling a little bit communicating why it needs to be performance based. How do you guys communicate that to your team? What do you do when they want more, are a home run hire, but you don't have the budget for it?Upsides and downsides of hiring a summer helper?
I am thinking about hiring someone to help me in the busy season and the idea of a high school kid as a summer job sounds like a promising idea. I wouldn't have to pay them a crazy salary, they are like sponges with information and they are typically more physically full of energy. I wouldn't be able to send them on their own, but they could help me get a few more jobs done in a day. I am wondering if anyone has tried this and what would be the pros and cons of doing it?Promoting from within - is someone who is primarily money driven, a good candidate for management?
So here's the situation - I've hired two different operations managers and had to let them go for various reasons. The reason I was seeking outside the company was for a fresh outlook and a new way of doing things. Although I think there were things I could have done in the hiring process to sniff these bad candidates out, I'm now feeling like I should be promoting from within with someone already familiar with our systems and company culture. The obvious choice would seem to be the guy who's been here the longest. He's the site super on all our bigger jobs and everyone recognizes him as the most senior person, the person they call if they have a technical related question. I offered him the position (which is a healthy base salary plus incentive bonuses for gross profit, customer satisfaction, and clearly outlined administrative task goals) and he's very hung up on the money. Objectively, it's more money overall than he earned last year plus the bonuses but the weekly base is lower than if he worked in the field that week. He earned roughly $82k in the field (working roughly 80% of the available hours we COULD have worked him, because of slow weeks), this is a base of $88k with incentive bonuses that should definitely take this north of a size figure position. People should obviously care about the money they earn but he's basically super worried about the guarantee of money instead of the opportunity to earn a lot more with the bonuses. I tried encouraging him that this is something he can do but he keeps going back to the guaranteed money. I definitely want this position on performance pay so a high flat salary is off the table. My concern is he will be a few weeks in, working harder than he did before, getting paid less in the immediate term, and will not be giving it his all. He doesn't view this as a good offer. Question is - if someone isn't excited at an opportunity like this, should I take the offer off the table? Or is there a different way I could be thinking about this?
