Keep your skilled workers without matching big company salaries
Your best carpenter just gave notice. Again. He’s the third good employee this year who said they’re leaving for “better opportunities.” You’re starting to wonder if it’s something you’re doing wrong.
As a construction company owner, you know how hard it is to find skilled workers. When you finally get good people, losing them feels like a punch to the gut. You’ve tried raising pay, improving benefits, even bought better tools.
But they still leave. And they always say the same thing: “It’s not about the money.”
We Know Why Your Good People Really Leave
After working with hundreds of small construction companies, we can tell you exactly why good employees quit – and it’s not what most owners think. People don’t quit jobs, they quit supervisors.
Your good employees aren’t leaving for more money (though they’ll take it). They’re leaving because they don’t feel valued, developed, or led by supervisors who know how to bring out their best work.
The Real Cost of Construction Turnover:
$15,000-$25,000 cost to replace each skilled worker
6-12 weeks of reduced productivity while new hires get up to speed
40% higher safety incidents during transition periods
What’s Really Driving Your Best People Away
The External Problem:
Continuous Hiring and Training Cycle – You’re constantly recruiting, interviewing, and training new people instead of focusing on jobs and growth. Projects get delayed because you’re short-handed or working with inexperienced crews.
The Internal Problem:
You’re Taking It Personally – You feel rejected and frustrated. You’re starting to think good employees are just impossible to keep in construction. You’re questioning whether you’re cut out to run a company if you can’t even keep good people.
The Philosophical Problem:
Good Workers Deserve Good Leadership – Skilled tradespeople have options. They’ll work for companies that respect their skills, develop their abilities, and treat them like valuable team members rather than just hired hands.
How to Become the Construction Company People Want to Work For
Step 1: Train Supervisors to Recognize and Develop Talently
Your foremen and crew leaders learn how to see potential in people, provide meaningful feedback, and help good workers become even better at their craft.
Step 2: Create Career Development, Not Just Job Assignments
Supervisors learn to show workers how today’s job builds skills for tomorrow’s opportunities. People stay when they see a future, not just a paycheck.
Step 3: Build Respect and Recognition Into Daily Operations
Small actions that show appreciation for skill and effort. Supervisors learn how to make people feel valued for their contributions, not just tolerated for showing up.
This was such an eye-opener for me in the way I approach people, and my attitude.
This is some of the best training I’ve ever been involved with.
What Happens When Good Employees Want to Stay
Your construction company becomes known as a place where:
- Skilled workers want to work and stay long-term
- People refer their friends because they enjoy the work environment
- Projects run smoothly because you have experienced, motivated crews
- You can bid on bigger jobs because you have the team to handle them
- Employees take pride in the company and the work they do
Stop Losing Your Best People to Poor Supervision
$995 creates the leadership that makes good employees want to stay.