Just kind of curious on everyone's thought as to what it takes to find good dedicated employees that will show up perform quality work and stick around ? We're located in Minnesotas twin cities area what should starting pay be for lawn care employees
For the past 21 months, I've operated as a single member LLC with no employees. I've used many helpers as sub-contractors (W9). In July 2025 I will bring on my 24 year old son as a part time employee (W2) at $30 per hour. I have been paying helpers at these rates depending on experience and the tools they bring: $20, $25, $40, and $100. The pay is variable based on experience and other benefits they bring to the job. Honestly, the $100 per hour guy is my brother in law so that's not my normal rate. I'm a commercial and residential General Contractor who self-performs about 75% of the work with my own hands.
I had a recent helper who asked for $30 an hour and at the end of the job I paid him $35 an hour because he was that efficient in helping me with a deck rehab. I think he was worth more and I plan to pay him $40 per hour on future jobs if we work together again. He's 70 by the way.
I hope this thread will provide additional insight as I grow my business. Thank you for asking the question. I hope this helps you.
we are in the Nashville, TN area
While I am just getting started in the home services business arena my experience recruiting, screening, hiring, leading and dealing with personnel is decades long.
This is going to sound a bit harsh too - the problem isn't usually with finding good people but usually with bad company management that has no clue how to effectively deal with people.
Leading people is in and of itself a specialized skillset. If one doesn't already have it that will need to be learned and developed like any other skill.
Begin with looking at your own company through their eyes.
See what you offer them through their lenses - and that will be eye-opening in and of itself when done honestly. So if you want better people - you have to have a better opportunity to offer.
Then you need proper onboarding, orientation, training and daily leadership with accountability. Finally - to really knock it out of the park you need to offer some kind of performance pay incentive that rewards their additional hard work.
Money is important. But so is how they are treated. Everyone wants to be respected and feel like they matter and are valued as Team Members. When you can make that happen, along with excellent compensation and high quality training and support - then you are on a whole different level.
That's my two cents anyway, and I hope it helps.
That’s a powerful mindset to lead with. Investing in your team from the start sets the tone for lasting growth. Incentivized bonuses and mutual development go a long way in building trust, loyalty, and a strong culture. Wholeheartedly agree! I’ve heard that’s actually one of the keys to long-term profitability.
Thanks - and I have found that to be very true in every single thing I have ever done in my life. Each organization where that has been done properly did well, and the companies where it wasn't deeply ingrained and part of the culture suffered and struggled.
The teams I have personally lead has always outperformed the competition by multiples in productivity, efficiency and loyalty (retention).
You can have an average product marketed and deliver by an exceptional Team and do very well - vs have an outstanding product but a terrible organization and a substandard Team - and the organization will always eventually fail. Usually after humping and bumping along and struggling in misery for years.
The ability to attract, recruit, onboard, lead and reward determines the ultimate level of success of the company - in my experience anyway.
Thanks again for your thoughts and comments too.
I use indeed for finding employees and or any other social platforms. Interviewing is very important. I also use the work number to verify past employment. Finding understanding employees who sees or understands your vision and goals as a company is a must too when just starting.
I like to bring my candidates with me for a day and put them to work. I offer them a small amount of money and provide them a challenge. I like to see how they handle the anxiety of being in a new situation where they have to work through a problem to find a solution. Then I watch for the details.
How do they handle stress? How do they treat others? Are they positive? Will they speak to me and other like we are all doing our best? Do they clean up after themselves? Do they follow my direction or someone else's direction? Did they show up on time? How much are they on their phone?
Also I like to give them some flexibility to see how they handle it. I've had people jump on the opportunity to do nothing. I've had people leave all their lunch trash in my car. I've had people vape in customer's faces or open up a closed closet door and look at all the customer's stuff. 20 minute bathroom breaks and always answering calls and texts.
Working interviews are great. We all have to push the broom sometimes but we don't have to hate it. However, there are people who do try so hard but it's just not a good fit for them. Be aware that those people will be great somewhere else.
That's an excellent way to handle it - and get a true picture of how they will be.
I have always had a similar approach - but starting at initial contact. I find out who they are and about their basic background usually on a video meeting (camera on). I tell them very briefly what the position is (again as they have already read the ad or watched a video or both) and then I ask them if they have any questions about the position.
Next I ask them to tell me about themselves and their experience - and why they want the position I am offering.
Even though it is a common couple of questions - I still like to get their response to what is their greatest strength and what is their greatest weakness.
Once I decide to move forward - then I do my due diligence and that means thorough background investigations on everybody, MVR, and drug test. I also conduct a criminal records check - and check all social media. Whether employers realize it or not - the employer is hugely liable for the conduct of their people. That means potential legal issues if they are NOT checked out and they harm someone.
After all that - they meet for a formal orientation that lasts at least one full day. They are given WRITTEN policies and procedures for which they sign a receipt. These thing are also gone over with them verbally. They are asked if they have any issues with anything that is being asked or required.
Then they go out under instruction as a Trainee for a period of time. They get to watch and learn our ways of doing things, then they do those things under direct supervision (the same process I have used in multiple industries and positions and I am now using as I build my home services business too).
If there are any problems we deal with them openly and honestly and immediately.
Technical problems can be fixed - attitudes can not. We proceed accordingly. Everything they do is noted and so long as they have the right attitude and mindset, we get their skills up to a level they can do the job effectively on their own as they learn.
We also make it clear that continuous training and skills development while always working to become better is part of our culture and is a mandatory requirement. Recognition and rewards for superior performance are as well - and this has served me very well for many years in all that I have done.
Good people are the difference - and that always begins with the company itself, how it views, attracts, screens, onboards, trains, rewards and retains people.
I like your way of assessing them in the field and noting how they act, treat people and treat you. If they leave trach in your vehicle then its obvious they are going to do such things and anger your customers too.
You're hitting on a big challenge many local service businesses face: finding dedicated, reliable employees who take pride in their work and aren’t just showing up for a paycheck. Here’s a breakdown with both strategic insight.
Hiring and keeping quality employees in the U.S. Cities requires more than just filling a position; it takes competitive pay, respect, growth opportunities, and consistent hours. Starting wages should range from $17$19hr for entry-level and up to $28hr for specialized roles. To retain good workers, build a positive crew culture, offer paths for advancement, ensure reliable hours, and provide regular feedback with performance-based bonuses. Paying under $17hr will lose you talent to easier, better-paying jobs.
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