If you want better crews, build a career — not just a job

MCS Influencer John Kenney says that attracting talent is important, but keeping it is what really drives long-term success. 

Labor isn’t a new problem in construction, but the way it’s showing up today is different. It’s not just about finding people anymore. It’s about finding people who stay, who care about the work and who continue to improve over time. In the metal roofing and sheet metal world, especially, where skill and precision matter, the difference between a crew that’s just filling a spot and one that’s building a career shows up quickly on the jobsite. 

I’ve been around this industry long enough to see both sides. Companies that treat labor as a revolving door are always hiring, always training and always dealing with inconsistent results. On the other hand, the companies that invest in people — really invest in them — tend to have stronger crews, better quality and far less disruption in their operations. 

It starts with how the work is presented. Too many contractors still position field roles as something temporary. “Come work with us” doesn’t carry much weight if there’s no clear path forward. Skilled trades, especially metalwork, offer more than just a paycheck. They offer a long-term career in which someone can build real expertise, earn a strong living and take pride in what they produce. 

But that message has to be backed up by structure. You can’t just say it’s a career — you have to show it. That’s where mentorship and apprenticeship programs come into play. The best companies I’ve worked with don’t leave training to chance. They pair less experienced workers with seasoned crew members who understand not just how to do the work, but how to teach it. 

That mentorship piece is critical. In metal work, details matter. Layout, fastening, flashing, transitions—these are skills that are learned over time. When experienced workers take ownership of developing the next group, you don’t just transfer knowledge; you build a connection. And that connection is one of the strongest drivers of retention. 

Retention, at its core, comes down to whether people feel like they’re part of something. If a worker shows up, does the job and goes home without any real engagement, they’re more likely to leave when the next opportunity comes along. But when they feel like their work matters, when they see their progress and when leadership takes an interest in their development, that’s when loyalty starts to build. 

That doesn’t mean everything has to be formal or complicated. Sometimes it’s as simple as consistent communication. Talking through the job before it starts. Reviewing what went well after it’s complete. Recognizing good work when it happens. Those small actions reinforce that expectations are clear and that performance is noticed. 

Quality is where all of this comes together. You can’t separate workforce development from the quality of the finished product. Crews that are properly trained, understand the systems they’re installing and take ownership of their work will consistently deliver better results. That reduces callbacks, improves customer satisfaction and ultimately strengthens the company’s reputation. 

There’s also a practical side to this. Turnover is expensive. Every time a skilled worker leaves, you’re not just losing labor — you’re losing experience, efficiency and continuity. Then you start over, bringing someone new in and hoping they can get up to speed quickly. That cycle is hard to sustain, especially in a trade where precision matters as much as it does in metal. 

The companies breaking that cycle are the ones building a culture of stability and growth. They’re clear about expectations, invest in training and give people a reason to stay beyond just the next paycheck. Over time, that creates a workforce that’s not only more skilled, but more committed. 

Attracting talent is important, but keeping it is what really drives long-term success. When you create an environment where people can build a career, develop their skills and take pride in their work, you don’t have to chase labor the same way. People start to come to you. 

And in today’s market, that’s one of the strongest competitive advantages a contractor can have.