Solving the Current Workforce Shortage

As in many industries, there’s a workforce shortage in the pest management sector—but it’s a shortage of the right people. The solution? Companies point to rigorous vetting and recruiting practices and staying true to your core values. Also key are effective onboarding and coaching for the skills you need. 

Hit the Recruitment Refresh Button  

At Bug Busters in Atlanta, Daphne Bertholf, chief financial officer, says finding the right people can be simple when you already have great people on board. Its current workforce is an excellent source for new hires, and the company offers a $500 bonus for employee referrals, paid over 12 months.  

Otherwise, thinking outside of traditional recruitment strategies is essential. “Pest control businesses need to start casting a wider net because workplace demographics are changing,” says Shirley Davis, president and CEO of SDS Global Enterprises Inc. and keynote speaker at NPMA’s Workforce Summit in May. “[Workforces are] more ethnically, culturally, and geographically diverse, and they’re expecting different ways of working. So, we have to seek out talent online, at colleges and universities, and in social media networking groups.”  

For example, when Bug Busters has open positions, they’re also posted on platforms such as Indeed (free and paid), LinkedIn, and the Bug Busters website’s career page. The company also uses social media channels like Facebook and Instagram. Its other avenues for recruiting include attending local chamber meetings and community workforce development programs or hosting job fairs.   

Here are a few more ideas from pros on how to jump-start your recruitment:  

• PestControlJobs.com, NPMA’s member exclusive job board, leverages social media campaigns and integrates with ZipRecruiter and public outreach strategies to drive potential candidates to open positions, says Elizabeth Bicer, director of NPMA’s Workforce Development Program.
• The veteran workforce is an excellent resource for a qualified and diverse talent pool. The NPMA Military Hiring Program, a partnership with the U.S. Department of Defense SkillBridge program, works with pest control businesses to offer internships that can lead to meaningful careers. For example, Bug Busters has a pest control service technician internship for military service members through the program. The internship lasts approximately 10 weeks and provides the necessary training to obtain a registered technician license in many states in the U.S. 
• NPMA’s PestVets Council speaks directly with veterans, providing them with resources to learn more about a career in the pest management industry. “We want to be recognized as the best industry for veterans to work in, and as one that supports and contributes to veterans,” says Rick Anglian, co-chair of GA PestVets, a state unit of the NPMA PestVets Council.   

The Right People for the Right Job  

Next, when it comes to writing the job description, benchmarking helps to ensure skill sets match. “Go online and look at similar jobs to see if there’s market consistency,” Davis says.  

Davis also finds it helpful to talk with someone who has held the position before and perhaps moved into another position. Ask that person to read the job description and ensure what’s described is accurate. “Getting this feedback helps to properly identify skill sets,” Davis says.   

At Bug Busters, the process of vetting potential employees is thorough and includes a criminal and financial background check, Motor Vehicle record check, drug screening, and a pre-employment physical, depending on job tasks. “Performing a pre-employment physical has significantly reduced the number of accidents over the years,” Bertholf says. Additionally, candidates complete an integrity survey created by The Client Development Institute. 

Then, once candidates are identified, they typically undergo several interviews. For example, customer service representatives and pest management professional candidates have a screening interview with their human resources representative before meeting with the appropriate branch manager. Management candidates participate in a more rigorous interview process that involves meeting with several members of the leadership team.  

During these interviews, Davis suggests describing a typical workday or workweek to ensure candidates have a good understanding of expectations—including details that go deeper than the written job description. It’s also important to ensure that the potential new hire fits into the company’s mission, vision, core values, and culture. “We look for candidates who possess GWC—get it, want it, and capacity to understand it—and manage our company using the Entrepreneurial Operating System as described in Traction by Gino Wickman,” Bertholf says. 

The company transitioned to EOS several years ago because the model fits the company and its leadership style, providing a framework that guides leaders’ decision-​making processes and ensuring that everyone is on the same page. “As we gain more experience using the EOS, we will better understand what qualities to look for in a candidate to ensure they have the GWC—which will be different for every company,” she says. “We have found that candidates with the GWC are more productive, fulfilled, and more likely to stay.”  

Practical Onboarding  

In general, onboarding at Bug Busters follows the same template as that of many other companies: a full-day session at the corporate office covering industry training, an overview of corporate culture, safety guidelines, Occupational Safety and Health Administration requirements, and the EOS Safe Driver program. New hires also receive specific training such as for bait systems, further sharpen their skills with monthly security training, and complete structured programs such as QualityPro trainings. Every week, branch managers review key areas such as safety, service, sales, and company culture. 

Here’s what’s unique: After showing new employees around the office and introducing them to team members, Bug Busters also uses onboarding surveys to get to know new hires better. Questions include: What’s your favorite beverage? Favorite sports teams? Favorite color? Favorite animal? The answers are a fun way to introduce team members via the company’s intranet.   

Once folks come on board, Davis says it’s also important to set new hires up for success right from the beginning, making it a great place to work that employees will tell others about. Give them needed resources such as computers and phones and help them to establish immediate connections and a sense of belonging.  

Davis suggests assigning a peer coach for those first 30 to 60 days—that “go-to” person to ask questions such as: “What’s this acronym stand for? “Why are things done this way?” or “Who is that leader and what do they do?”  

“A peer coach can also help with those unwritten rules—things that aren’t in the handbook,” she says. “For example, how to best communicate with certain staff members, e.g., this person prefers email as opposed to a knock on their door, or this leader is very data driven, and that leader prefers practical examples.”  

The widely published 6C model can also create a positive onboarding experience: 

1. Compliance: Fill out mandatory paperwork, legal documents, etc. 
2. Clarification: Ensure understanding of job roles.
3. Confidence: Build employee confidence and make them feel valued.
4. Connection: Facilitate connections with colleagues.
5. Culture: Share company norms and practices.
6. Check back: Collect feedback on the onboarding process. 

Show Core Values Matter 

Finally, to stay relevant, update core values to ensure they are practical and make them visible to attract talent, says Davis. “Make them part of performance goals and objectives by incorporating them into project outcomes and by demonstrating them in leaders’ behaviors and practices.” It’s also helpful to publicize them on the company’s website and on the careers page.  

Once hired, employees should be held accountable for living these values and should be rewarded when they do. Celebrate the values in all staff meetings and share how they contributed to greater team success, positive customer service experiences, and/or employee retention. On the flip side, you can sit down with employees to address behaviors/actions that are in violation.   

By adopting comprehensive recruitment strategies, businesses can attract the right talent. Then, effective onboarding programs that emphasize company culture and employee connection can help new hires thrive, ensuring long-term success and a happy, engaged workforce. 

“We’re still bringing people back into the workplace. Let’s do it in a thoughtful and phased approach,” says Davis. “Good leadership matters.”  

Pest control businesses need to start CASTING A WIDER NET because workplace demographics are changing.

—Shirley Davis, SDS Global Enterprises Inc.