Finding value
Ursula Kristofich, chief of operations for Proper pH Pools, had always made it a priority to maintain a strong work ethic and, as a young adult with a few years of office management under her belt, she began searching for her next job. Kristofich was offered two positions with similar pay and benefits: one in the office of a large food service business, and the other in the office of a growing family-owned pool company. When weighing her options, she considered the differences in the interviews, interviewers, company ethics and goals, as well as the option to learn.
“My interview with Proper pH Pools was unlike any other,” she says. “I could hear and feel the passion for the company throughout our meeting, and not just a passion for pools—we actually spoke very little about pools.”
After her hire, every time she saw the owners, and by extension the company, practicing and implementing the highest business ethics in the hardest situations, her respect, dedication, and loyalty to the organization grew.
Although she was not initially passionate about pools, her interest and excitement in the industry grew through creating refined systems, resolving problems, increasing efficiency, and developing creative functionality. Kristofich was provided with space and freedom to suggest and implement new systems and ideas, and knew her suggestions would be taken into consideration and applied if they fit the needs of the company, its clients, and fellow employees. Based on her interests and strengths, she was awarded new responsibilities, privileges and benefits, and was encouraged to take classes, attend trade shows, ask questions, and challenge her own limitations.
According to Kristofich, one of the main reasons for having worked towards long-term employment with Proper pH Pools is because she knows she is valued as a person and a team member. This is not only evident by pay increases, as Kristofich sees value in the opportunities she is provided, in the way her personal needs are treated with consideration and understanding, and in the scheduling flexibility she’s given for life situations. She has been offered access to financial management, as well as health and wellness benefits, all of which enable her to set and meet goals.
“Knowing the company is just as invested in my success as I am is incredibly motivating,” she says. “I know I work hard for a company that works just as hard for me, and at the end of the day that feels good.”
Identifying potential
With so much responsibility on the shoulders of pool building companies, naturally they are looking for competent staff to provide the necessary support. It is a common assumption workers with construction backgrounds are best suited for this type of job. While it is certainly favourable, says Bill Drakeley, principal and founder of Drakeley Pool Company, it is far more important to find someone who is coachable and has the right temperament and aptitude. It is more beneficial to identify potential. For instance, someone who can rise into the position, as opposed to one who has had direct experience in pool construction.
In fact, Drakeley believes it is better to source new staff members without field-specific experience because employers avoid having to eliminate bad habits or methods that do not work with the company’s philosophy and procedures.
For example, Drakeley has worked with his current foreperson for more than 25 years. Although this crew member joined the company 15 years ago, this individual has worked in every phase of the construction process, which is an important asset for anyone in this role. As it takes years to gain the necessary acumen, it is crucial to have a line of succession in which there are others in the pipeline learning the details of pool construction. Each day on the jobsite, and with proper coaching, key crew members are becoming more prepared to one day take up a leadership position.
Perhaps tougher than finding capable staff members who meet these qualifications is keeping them onboard. Pool builders often express concern about training employees only to have them leave the business and go out on their own and become competitors.
“My experience has taught me this is not necessarily a huge concern if you do a couple of things right,” says Drakeley.
First, leaders are important and hard to find so they need to be paid a higher rate or salary with regular increases (when possible), that reflects his/her value to the company, he says. Second, a generous benefits package and personal use of company equipment, as needed, are also important measures in letting top employees know they are valued.
“These considerations often result in each staff member becoming an invaluable partner to the employer, and the backbone of the business, rather than becoming a source of worry,” says Drakeley.
