My first hire

All of the above mentioned and I would add to create a great supportive culture.  

Awesome step forward! Making that W2 commitment early sets a strong foundation.

​Here’s what’s worked for me and what I’ve learned from watching others scale:

• ​Retention comes down to clarity and respect: High pay gets them in the door, but predictable schedules, solid equipment that doesn't break down, and clear expectations keep them. Tie your bonus program to zero callbacks and job efficiency, not just speed.
• ​Why people leave: Usually it isn't pay—it's burnt-out daily operations, lack of communication, or feeling micro-managed. Treat them like a partner in the field, not just manual labor.
• ​The competition risk: It happens, but don't let fear hold you back from training them well. Have them sign a simple non-solicitation agreement (to protect your customer list), focus on building strong client relationships, and remember—running a business is much harder than doing the actual work. Most won't take that leap.

​Rooting for you as you make this transition!

Great advise! Thank you.

We have close to 30 employees now, and if I could go back to my first hire, I’d spend less time worrying about someone becoming my competitor and more time building a place people genuinely don’t want to leave.

A few things that have made the biggest difference for us:

• Pay people fairly and review compensation regularly (we have teachers and nurses who left their fields to clean!)
  • Invest in training instead of expecting perfection on day one.
• • Give consistent feedback, not just when something goes wrong.
  • Build a culture where people feel respected and supported.
  • Create opportunities for growth so your best people don’t feel stuck.

As for why people have left? Honestly, it’s usually life. We’ve had people move, go back to school, become stay-at-home parents, relocate, or realize the work wasn’t for them. Not every departure is a reflection of your leadership.

And yes, there’s always a chance someone could leave and start a competing business. That risk comes with any service business. I don’t let that stop me from teaching people everything I know. I’d rather build a company that attracts great people than lead from a place of fear.

Your first hire won’t make or break your business, but how you treat that first hire will shape the culture of every hire that follows.