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How are you handling attendance policies without burning out your leadership team?
We currently use a 9-point attendance system, don’t require doctor’s notes for normal call-outs, and we’re starting to feel like the policy is being gamed. The bigger issue is the operational fallout (constant call-outs mean constant schedule changes, client reshuffling, and leadership spending way too much mental energy on attendance). For those of you with field teams, what has actually worked? Points systems, stricter probationary periods, doctor’s notes, progressive discipline, attendance bonuses, something else? I’d especially love to know where you draw the line between being flexible and creating a culture where reliability actually matters.What's a job you'd hand off if you knew it'd be done right every time?
Whether it's estimates, scheduling, field work, or customer calls, there's usually one task that's really hard to let go of. What’s yours? And if you've successfully handed something off, what finally gave you enough confidence to do it? In this Masters of Home Service episode, Austin Rogers (arogersavai) and Sadi Ingallina (Grow Your Tree Co.) break down one of the toughest transitions for home service owners: stepping out of the field. They share lessons on hiring, training, creating SOPs, and building a business that doesn't depend on the owner being there every day. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Should You Let Your Employees Take Their Work Vehicles Home?
I'd love everyone's input on this and their why behind it! My coworkers usually use their own vehicles but I have a couple that use company vehicles. It started because my first real employee had his truck repo-ed and I needed him to stay working so I let him use my burner car. Then my mom blessed me with her old vehicle so I could let him use an actual work truck. Then I got another Van that I was using until another employee had an issue with his wife's car now he uses the Van so his family can use his truck for their personal stuff. He never uses it for personal stuff but it lives at home. Now the set up is we have a big Van that's used but always gets left at the shop. But the small van is being taken home by an employee. Seemed fine until it got broken in to and then of course I'm footing the bill to get it fixed. Especially when your vehicles are wrapped, you become a target. BUT the drawbacks are - when someone parks at the shop, that means as soon as they get to the shop every day, they have to clock in (california law). So every day, you are paying for up to an hour of lost time from them going to te shop to get their vehicle, then going to the job instead of going straight to the job site. Now my employees use their own tools so if the car gets broken in to, it's their stuff being stolen so the cost is damage to your property/ potential lost income if you have to decommission the vehicle for a few days. What is your opinion on this?
Should a Growing Business Hire Office Staff or a Field Tech First?
Hey everyone, Comfort Kings HVAC here, We opened our company this year in March and are rapidly approaching 500k in revenue. Me and my partner are running like crazy trying to keep up with demand and are curious when would be a good time to hire AND would it be wise to hire office first or field tech? We currently answer all the incoming calls on our cell phones while we are in the field working and do our best to get everything scheduled or just handled same day because tomorrow more calls will come. We would be able to do more in a day if we had another employee in the field. We would also be much more organized and structured without having invoices fall through the cracks with somebody in the office fielding the calls, making the schedule, and making sure we don't miss any billing opportunities. Anybody with experience in this wanna chime in and help us decide which way to go?Employee Benefits that Don't Cost You Extra Money (Sort of)
I was sitting down with a new hire this morning and I was talking about our pay frequency and his eyes lit up "You pay weekly??" I had forgotten about this practice I started when I first started my business and how people really like that. To me it made the most sense, I have to do pretty much the same amount of work and cutting 2 weeks worth of payroll checks make my stomach turn. It's hard to compete with larger companies that have really built out and expensive benefits packages so you have to get the edge by doing the little conveniences that make it more enjoyable to work at your company. These are a few I use: Do Payroll weekly - I feel like in general it wouldn't take that much extra time but it means a lot to your employees Supplemental Insurance - Health benefits for employees are expensive. If you can't afford them companies like Colonial or Aflac have supplemental insurance packages that cost you nothing and give them cash when they go for check ups/ etc. You just have to process through your payroll Good uniforms - ok so this costs more but the benefit outweighs the $$ cost. Philosopher Deon Sanders once said - When you look good, you feel good. When you feel good you play good. Make a design that isn't super corny, and have the material be nice. You'll never have a problem with people wearing your colors with pride. Let them use sick time as vacation - this might be controversial. In San Diego, we have to give them an hour for every 30 they work. I'm not saying I want people to work sick but I'd rather know when I'm paying someone than have an incentive for them to play hookie and still get paid. Don't be cheap with tools - ok this one costs more $$ upfront but pays off in the long term. If there's a tool that will make the job go faster/ easier for the guys, just get it or rent it. There's no sense killing your guys to hang drywall on a ceiling when there's a lift that can save everyone shoulders and your workers comp policy. It's like cutting with a dull blade when you are cheap on tools. Send out podcasts you've listened to to your team. Maybe they listen, maybe they don't. But everyone likes a friend that's trying to lift everyone else up. These should be podcasts about professional development, personal development. Not political or religious podcasts. I have invited coworkers to church with me but it's not something I blast out all the time. Just some food for thought!Would you use TikTok to find your next hire? 👀
Social media might not be the first place you look for another crew member, but 60% of Gen Z is considering the trades—and they’re already online. Has social media ever brought you a job candidate? Would you try TikTok or Reels to find your next hire? In this Masters of Home Service episode, Rich Camacho (BlueRecruit), Haley Rogers, and Jacob Palmer get into how TikTok is becoming a recruiting tool for the trades, what kind of content attracts potential Gen Z hires, and how training, feedback, and growth opportunities give younger employees a reason to stay. Never miss an episode of Masters of Home Service. Subscribe on Apple, Spotify, or wherever you get your podcasts.
Strategies / Suggestions for hiring manual labourer for a niche Biz.
Fitness Equipment Service Technician - Rock & A Hard Place 26 yrs at this and I cannot find my A-Player. Sorry, this is quite the essay from the heart of frustration, so if you make it to the end and have some valuable suggestions I can implement, beers are on me at this conference. 🍻🍻🍻 It’s been beyond frustrating with people lying on resumes until you see they can’t do what they say. OR They can’t follow the simplest of instructions and policies like... If ever unsure about what you're doing or need help of any sort, contact me, I’m ALWAYS available. Then they decide to go Cowboy and try to figure it out themselves, which I certainly encourage as that's how I learn best. Trial and error where just getting your hands in there, coupled with some well-lubricated gray matter, and things start coming together and making sense. But not to the point of adding additional unnecessary "HRS" not MIN, to an invoice I can’t charge for, but they expect to be paid. In my instructions, I let them know, even when right beside them during training, if they get stumped on an issue and they ask for advice, I tell them to run through some process of elimination and try to figure it out themselves without me constantly telling them. I'll let them go for 10 to 15 minutes, and if the lightbulb isn't flickering, then I'll methodically walk them through what I would do. This way I'm not just jumping in and doing it for them, but they're actually learning hands-on. It's when they decide to go cowboy rogue and spend way too much time trying to figure it out instead of calling me, then they expect to be paid for these hours I can't bill back to the customer. How do I tell my customer that we're overcharging them because my guy doesn't know what he's doing and wants to learn on their equipment Then he'll make a note of whatever the issue is and what their diagnosis is, which can include needing to order parts. I'm thinking that they didn't have an issue with the diagnosis and it was a cut-and-dry scenario and, hands-down, this is what the customer needs. Then we'll order wrong parts... not only costing money—which will be either out of my pocket or the customer's pocket upfront if the quote is over $1,000—we have to wait usually about a week for parts to come in, set up another appointment, and head back out to the location to rectify the situation. - Part gets installed, doesn't fix the issue, and we're back to square one. Tech expects to be paid for travel & time for his mistake. So I put in the contract that I backpay my techs by two weeks with the clause that this will cover any potential damage to customer property due to their negligence. Residential customers get invoiced and are expected to pay more or less immediately, and commercial customers are net 30 for the most part in a perfect world. So it kind of evens out to cover their pay if something were to happen. So what do I tell my customers now? "Sorry, my guy effed up. Now I have to go out there and diagnose it properly, and if you're lucky—which happens more times than not—it's just a matter of some adjustments that need to be made, and no part was needed after all." But the other side of that coin is a part is actually needed, so we have to run through the process again and face another week's delay. Then I feel in good conscience that I need to discount my customer and hope this hiccup isn't enough to lose them and they're gracious enough to understand. OR Lack of communication in general. I can't stress enough and tell them it’ll make us or break us if honesty and just pure, actual communication isn’t kept up. I make it very clear that if they're not happy with how things are going, my door is open and I am more than happy to discuss what's going on so that we can make an adjustment that works for both of us. 'Cause if I don't know, I don't know. And that goes two ways. I let them know I'll do the same for them. So it boils down to the fact that if they can't do it right, I might as well do it myself? PSA - common sense is not so common. LOL I refuse to drop my standards as we do charge a premium, and I would consider us to be a "boutique" service company as we have—or I should say I have—an incredible track record and can probably still count on one hand how many callbacks I've ever had. Even though we are the highest-charging company locally, if not regionally, I make sure that I add enough value to the customer so that they know they got their money's worth and then some. So how do I justify that when I have subpar techs going out and serving these customers with guarantees that I've made that don't get fulfilled? I tried doing the employee thing once and that was an absolute nightmare, so I only look for contractors now. I'm willing to pay good money for somebody who can prove themselves to me. If they have the drive and are willing to learn and be moldable, then they can increase their pay in a short amount of time. !!!!! So you can only imagine, after 26 years of working on the tools and without seeing any hope of getting off the truck in the near future, my drive, my mental, and my physical well-being are being stressed to the max! I even had a scare of a panic attack, so I was told. That kind of shit just is not in my vocabulary or in my DNA, but I was getting signs that were pointing towards a heart attack that did put me in a hospital for a day, but I checked out just fine. SO... FWD to today, things have gone from bad to worse. Financially, I can't even hire anybody in order to pay them as I can't even bring in enough to cover our own payroll, yet the hours that I work, no sane human should have to be exposed to. No word of a lie, I'm on the tools all day, usually starting at about 9–10 AM. I get home around 7–10 PM, just in time to kiss my favorite wife, give my teenage son a hug as he goes to bed, and then I'm on the computer catching up on the office work from the day and days past until usually around 5 AM seems to be the new norm. Up at about 8 AM—rinse and repeat my Groundhog Days. My loans & CCs are all maxed out constantly, and I just have no idea what happened to this dream drive I had to be the best in the industry and to truly make a change and grow this company to the vision I once had. UGH. I probably shouldn't even be coming to this event, but IDK, maybe there's something here that's going to allow for some transformation and growth to finally happen. AND GO000!!! I am all ears and moldable to learning and implementing any kind of positive criticism. MUCH appreciated! 👊How often are you actually measuring whether your employees still fit your core values?
One thing we’ve started doing is a quarterly core value analysis of our team. Not just, “Are they good at their job?” but: Are they actually demonstrating the behaviors we say matter here? I think this gets especially interesting with long-term employees. Someone can be productive, reliable, and technically great at their job while slowly becoming a poor culture fit. And sometimes we tolerate it because replacing a good producer feels harder than dealing with the cultural damage. The other side is hiring. We can interview for experience and skill all day long, but figuring out whether someone genuinely aligns with your values before they’re inside the company is much harder. So I’m curious how other owners handle this: Do you formally evaluate employees against your core values? If so, how often—and have you ever let a high performer go because they were consistently failing the culture side of the scorecard?
