Recruiting and managing people

Tom Houghton:

You’re listening to “The Building Code,” I’m Tom Houghton.

Paul Wurth:

I’m Paul Wurth.

Tom Houghton:

We’ve got a great episode planned for you today. What we’re going to talk about: hiring great people and retaining and engaging your top talent. This of course will help your business thrive. And we’ll dive into that in just a second, but first I want to tell you about an exciting opportunity we have called Buildertrend University on the road. We’re calling it BTU on the road for short, this will be taking place in Dallas, Texas on October 3rd, 2019, it’s a one-day event for you and your team to learn more and how to optimize your usage of Buildertrend. We have a limited time early bird discount available right now, so if you go to the website, buildertrendu.com/dallas, you’ll see that the limited-time pricing there depending on when you’re listening to this episode it might already be gone, so as soon as you listen to it, go check it out. So make sure you sign up for Buildertrend university if you want to continue to grow your business.

Tom Houghton:

Joining us in “The Building Code” today, we have our very own VP of human resources, Megan Maslanka, and our director of talent acquisition, Makayla Hoover, joining us. Welcome to the podcast, Makayla and Megan.

Megan Maslanka:

Thanks.

Makayla Hoover:

Thank you.

Megan Maslanka:

Thanks for having us.

Tom Houghton:

Thanks for being on the podcast.

Makayla Hoover:

Yeah, absolutely.

Tom Houghton:

We’re excited to talk about all things: talent, people …

Megan Maslanka:

The world of people.

Tom Houghton:

The world of people.

Makayla Hoover:

That’s what we do.

Megan Maslanka:

It’s a lot of fun.

Tom Houghton:

A lot of people, 7 billion now, plus and counting.

Makayla Hoover:

And counting.

Tom Houghton:

That’s great.

Paul Wurth:

Yeah. Tom, explain why Megan and Makayla are here for our listeners, our wide array of listeners.

Tom Houghton:

Well, as we’ve discussed many times on the podcast, Paul, we of course know there’s an industry labor shortage happening.

Paul Wurth:

Big time.

Tom Houghton:

In the construction industry. We of course hire a lot of people here at Buildertrend, correct me if I’m wrong, but the number is definitely in the hundreds.

Makayla Hoover:

Yep. We will hire about 330 people this year.

Tom Houghton:

330 people in one year.

Paul Wurth:

I bought those apples, Tom.

Tom Houghton:

That’s a lot of apples.

Paul Wurth:

It’s a lot of people.

Tom Houghton:

Yeah.

Paul Wurth:

And a lot of headaches too, for the HR team.

Megan Maslanka:

A fair amount of headaches, but that’s okay.

Paul Wurth:

Good things, bad things. But it’s what comes with a huge amount of employees.

Megan Maslanka:

More good things than bad things.

Paul Wurth:

That’s right.

Megan Maslanka:

That’s the good news.

Tom Houghton:

Megan can neither confirm nor deny the good or the bad.

Paul Wurth:

Right.

Tom Houghton:

Right.

Megan Maslanka:

I’m very neutral on all topics.

Makayla Hoover:

And thankfully we have a lot of good people, so most …

Megan Maslanka:

A lot of good people, a lot of good people.

Paul Wurth:

You know what that rapper said, “More employees, more problems”.

Tom Houghton:

That’s what he said.

Paul Wurth:

Who was that? I think it was Biggie, right?

Tom Houghton:

Yeah.

Paul Wurth:

Puff Daddy.

Tom Houghton:

Sure.

Makayla Hoover:

Puff Daddy.

Paul Wurth:

Check the show notes we’ll confirm the author of said phrase. So people don’t know that we have almost 500 employees here.

Makayla Hoover:

Over 500 employees.

Paul Wurth:

Over 500 employees here in Omaha, Nebraska HQ, one building. So it’s a lot going on.

Megan Maslanka:

Roughly about 25 or 30 people new a month, which is impressive.

Paul Wurth:

So we’ll talk about how do you recruit people? What do you do during that phase and how do you onboard people? Those 25 to 30 we do a month. And then how do you handle HR related issues when you have a staff of more than one?

Tom Houghton:

Specifically pertaining to engagement though, too? Getting great talent in the door is one thing, but making sure they’re running on all cylinders is another.

Paul Wurth:

I feel like engagement is a buzz word. What does that mean?

Megan Maslanka:

Great question.

Paul Wurth:

That’s a setup right there.

Megan Maslanka:

That’s a nice.

Tom Houghton:

A set up for Megan, Megan’s going to knock it out of the park.

Paul Wurth:

It’s an industry term.

Megan Maslanka:

It’s an industry term.

Tom Houghton:

Here we go, Megan.

Megan Maslanka:

Yeah. It’s definitely overused. So we actually try to think about it in terms of employee experience and then eliminating what tends to lead to job misery, so things like when people don’t know what the expectations are for them, when they don’t have meaningful connections and they feel like their work doesn’t matter, that’s really what we’re trying to avoid. But yes, engagement’s a fluffy term. It’s definitely overused. And it’s a lovely HR buzzword.

Paul Wurth:

Another term that’s overused is culture.

Megan Maslanka:

Culture.

Paul Wurth:

People talk about culture a lot, what’s culture?

Megan Maslanka:

So how we define culture here or how we think about culture is more like the essence of what makes BT great. It’s how we grew over the last 13 years, it’s our hard work, it’s our people. Culture in lots of organizations means things like the parks, the cafe, the fun events, and that’s all a facade for what really matters. What we try to do is help employees, especially in the onboarding phase, understand the essence of BT. And we can do that by making meaningful connections with peers, because peers are the best ones to storytell about how hard we work and how passionate we are about our success and our customer success. And it would be one thing coming from HR if I were to like preach that to people, but it’s better coming from their peers. So we focus on that relationship.

Tom Houghton:

That’s awesome.

Paul Wurth:

So if I’m a listener to this podcast and I own my own business as construction, culture’s important so I can hire people, I can attract people because we have a good culture and we keep people. Those are two difficult things, right? So I’m not clear, can I have a ping-pong table or not at my office?

Megan Maslanka:

Great question.

Makayla Hoover:

Why not?

Megan Maslanka:

Why not?

Makayla Hoover:

As long as your people are still working hard, still getting their work done-

Paul Wurth:

Right.

Makayla Hoover:

Let them go play ping-pong.

Paul Wurth:

As long as it’s not just a ping-pong table.

Makayla Hoover:

Exactly, it’s more-

Paul Wurth:

Then you think that’s cool culture.

Megan Maslanka:

Yeah.

Paul Wurth:

You got to have some meat behind it.

Megan Maslanka:

If you have a ping-pong table and no one can use it, and then you don’t use it together, someone’s just like playing ping-pong by themselves, you can’t do that …

Paul Wurth:

It’s a lonely scene.

Megan Maslanka:

It’s a lonely place.

Paul Wurth:

Jeez.

Tom Houghton:

I was going to say, most of our clients listening, obviously they’re not going to have 500 employees. So tailoring this to a smaller medium-sized business is important, that’s one of the things we want to focus on our discussion today, but I would say the stakes are even higher for those businesses, right? Because obviously with 500 people, we’ve got a large army of people working for us, when you’ve got a smaller team-

Makayla Hoover:

A lot to lose.

Tom Houghton:

Yeah. Let’s start at the beginning. Let’s talk about mission statements for companies. Why do you guys think it’s so important for companies to have mission statements?

Megan Maslanka:

Not even just the mission statement, even going back to, what is the essence of BT or the soul of BT? Like what makes BT special or Buildertrend special is the thing you have to define early on. You also have to define those characteristics you look for, but when you don’t have those aspects defined, you don’t know why you’re bringing in a ping-pong table, you don’t know what you’re trying to do through all other aspects of their employee life cycle. It’s all inauthentic if you don’t have that defined.

Tom Houghton:

Good.

Paul Wurth:

Is a mission statement and company values something that you develop so you can tell prospects at stuff?

Makayla Hoover:

I think so.

Paul Wurth:

Or is it more internal?

Makayla Hoover:

I think it’s both. I think that your mission statement, your company values can bring talent your way if they think that they can align with those company values, then they can get on board with your mission statement. And it also really kind of, I guess, puts everybody on the same page and sets everybody up for success, there’re those boundaries there and so ultimately everybody knows the common goal.

Megan Maslanka:

One of the things we focus a ton on is making sure what we sell someone, because recruiting and attraction is just as much a sales process, what we tell them in that process matches what their experience. And if you don’t have it defined on the backside of what you actually care about, then you’re easily susceptible to selling something that is not going to be the experience, which leads to that disconnect and ultimately turnover.

Tom Houghton:

That’s good. So any ideas or starting points for people who maybe haven’t defined their mission or their company values as Paul put out, what would be some good first steps for them?

Makayla Hoover:

So I think with the mission statement and defining it, you ultimately obviously have to look at your company, you can’t look at other companies and compare yourself to them because at the end of the day, if your mission statement isn’t really honing in on what your company does, then it’s not going to make sense. So look at your company, decide what it is you want to preach. You want to be very brief and specific. If your company isn’t using fancy jargon words, then don’t put some crazy word in there that maybe people don’t even understand, make sure it’s really brief and really defined so that people can really get behind it and believe in it.

Megan Maslanka:

I think too, you can always look at the owner or the original few people who started the organization and understand, if you’re, let’s say five years into your company and you don’t have them, and you’re looking to start them, to Makayla’s point, look back at those first few years and what made you thrive as an organization or what got you through those years, because that can help give direction to what you’re really trying to do, what you really value as an organization.

Tom Houghton:

Awesome. So step one, define who you are so that way, not only your clients would know, but also anybody who you’re looking to hire would also know, right? Then that moves on to step two, which is we’ve got to get them in the door, right? We’ve got to hire some people so that we can grow. So let’s talk about maybe some tips that you might have for that, Makayla.

Makayla Hoover:

Sure.

Tom Houghton:

Would be like a candidate profile template or something like that.

Makayla Hoover:

Yep, absolutely. So a candidate profile, it may be something that people already use out there. One reason why it’s really important is yeah, you can have the job description, you can have the qualifications listed out on paper, but if you only have that, that’s only going to get you so far. You need to ultimately define and understand what you are looking for in that candidate. What are their intangibles? What takes them off paper? Are they going to be a culture fit for you? So once you have that candidate profile defined, then you can go and start looking for the people that you’re looking to fill for the role, that’s ultimately going to be the most important thing because you’re not going to find the right fit if you don’t know who you’re looking for.

Tom Houghton:

I’m going to give you a hard-ball journalism here.

Makayla Hoover:

All right.

Tom Houghton:

Help me define intangibles because isn’t that the very definition of an intangible is that you can’t really grasp it?

Makayla Hoover:

Yes, yes.

Tom Houghton:

Can you give me an example-

Makayla Hoover:

For example, it would be like a great communication or maybe work ethic, something like that. You can teach a lot of things, but others, you can’t. So if somebody comes in and you’re looking to hire somebody for a sales job and they don’t have the communication or the hard work ethic, probably not going to be a good fit for sales.

Tom Houghton:

Sure. Can you give any quick tips how to kind of like suss that out in that interview process?

Makayla Hoover:

Sure. And this would probably go into maybe some more of the interview questions that you would define.

Tom Houghton:

Sure.

Makayla Hoover:

And one way that we have determined that we can kind of really weed out some of our great sales candidates versus maybe not the great ones is, ask very open-ended questions, ask specific questions, ask situational questions. So, how do you combat rejection? What would you do if you were rejected X amount of times, if you were put in a situation ever where you maybe failed, how did you come back? Ask those sorts of open-ended questions to see if that candidate is going to be the one to be able to bring it back.

Tom Houghton:

Awesome. I’m sure you probably have a whole bunch of examples of those, maybe we’ll put a few of them in the show notes for people to check out.

Paul Wurth:

Sure. That sounds good.

Makayla Hoover:

That sounds good.

Paul Wurth:

You know, I’m always for show notes.

Tom Houghton:

Big show notes guy.

Paul Wurth:

Big show notes guy. Do you recommend job shadowing?

Makayla Hoover:

Absolutely. So that’s part of our process, it starts with a phone screen, get to know the candidate, ultimately you really kind of want to humanize it typically if you’re in an interview and the candidate’s probably going to have quite a bit of nerves. So humanize it with the candidate, make sure that you really lay out the entire job details of the role, after that, if all’s going well, suggest setting up an onsite interview, and after that job shadow, absolutely. That’s something that we’ve incorporated to our process all throughout the organization. Ultimately, we want to set people up for success and want to make sure that everything is completely laid out before anybody accepts a job.

Paul Wurth:

Yeah. For a lot of our listeners in small businesses, if they have three to five employees, like you’re basically having somebody join your family.

Makayla Hoover:

Right.

Paul Wurth:

So it’d be good to know if they get along before-

Tom Houghton:

Right, that they’re not crazy.

Megan Maslanka:

Take them to a job site, have them do a ride along.

Paul Wurth:

Take them to a job site, do a ride along.

Tom Houghton:

I mean, this job shadowing thing, we feel like that’s pretty prevalent or do we feel like this is a new thing?

Makayla Hoover:

As far as Buildertrend goes, we’ve been doing it for about three years now. And it’s been something that we’ve adopted into our process consistently. And it’s proven to be really successful. We’ve had really great feedback from candidates. So it ultimately gives them a day-to-day in the life of a day-to-day and I think that’s what candidates are looking for when they’re looking for a job.

Megan Maslanka:

I think too, with the fact that the unemployment rate in the construction industry is 4.7, 4.9%, depending on the month, it’s just as much your job to sell the candidate and taking them out for a lot of our customers, they’ve got really cool job sites, and to see how all of it works and the role that they will play is a big part in us selling them. And that’s what we’re trying to do too, we’re trying to get our candidates to interact with different members of the team, to see the floor in action, to see what their life would look like here, because we’re trying to sell them almost more so than they’re trying to sell us. Like it’s a different model than it was 10 years ago when unemployment was really high and we had our pick of candidates.

Tom Houghton:

Sure.

Megan Maslanka:

So I think that’s a big part of it too. It gets them to see what life is like, and it’s a really cool job site.

Tom Houghton:

Now, again, to give somebody who’s never dealt with job shadowing before, is this like an all-day thing, do people want compensation for their time usually? Or how does that work?

Makayla Hoover:

No on the compensation. I think if the candidate is really invested in thinking that this is going to be a good fit for them, ultimately you would hope that they would take the time out of their day to see if it’s the right fit for them. As far as the timing goes, I think if it is some sort of a job site, I would say at least half a day, maybe a full day, it ultimately depends on the job.

Megan Maslanka:

Yeah. I think everyone’s going to do what works best for them. I wouldn’t recommend stretching it all day, that might be a little bit taxing for someone.

Tom Houghton:

Sure.

Megan Maslanka:

But it should be meaningful where you’re not just showing them some 10-minute view of it and they can’t really grasp more of it.

Tom Houghton:

Sure.

Megan Maslanka:

More of the experience. So everyone should pick what works for them. Ours usually go from 30 minutes to two hours, depending on the role, depending on the team and what else we have paired, but I wouldn’t recommend a full day that’s for sure.

Tom Houghton:

Great.

Paul Wurth:

Let’s talk about onboarding. So we’ve hired this person, I would say I’ve seen a lot of small businesses because they’re so busy and spread, then just kind of throw people in the water and say, figure it out. That’s probably not a good strategy, right?

Megan Maslanka:

No.

Paul Wurth:

No, because we spend a lot of time, a lot of money, a lot of effort hiring people and if they just leave 30 days later, that’s just a net loss. So what are some good strategies on onboarding?

Megan Maslanka:

Yeah, we focus a lot on first impressions. So that first entire day into day 45, day 60 is important for us. We want them to get assimilated to the organization in different ways. So for customers, it’s very similar approach. They should learn a little bit about the organization and then the whole company, big picture, they should learn about their team, they should learn about their role specifically, and in all of those steps, it’s a little bit about the culture or the aspect and making sure they’re learning that essence of BT. So we do some fun things, we keep it lighter weight. Makayla has got a team, does a great job very early in the process, starting to onboard them so that once they accept the offer too, it’s not a silent period for two to three weeks or even a month where they get no interaction from us. But it’s all about first impressions, making sure we’ve got a fun, engaging atmosphere, lots of different activities, we’re not leaving them at their desk unattended to for multiple hours to figure it out to your point.

Paul Wurth:

Good.

Tom Houghton:

Yeah. I think one of the great things that we do here is, maybe in the first week, I guess we’ll have to talk about the timing of it, we do an event called meet the managers. Do you guys want to tell everybody a little bit about that?

Makayla Hoover:

Yeah. So we started doing, Meet The Managers probably about two years ago. And what that means for us is essentially all of our new hires get in front of the entire leadership team. And for our new hires, that is something that’s a really cool experience. Our leadership team is about 15 people, and depending on the class, or the month, we could have about 25 people starting in one month. So we typically do them, our meet the managers meeting about once a month and we all get in a big room, it’s a really casual setting and essentially just go around the room and get to know each other.

Makayla Hoover:

So our VPs, our directors, all the leadership team, meet with the new hires. And it’s not just, “Hey, what do you do here? What’s your job? How long have you been here?” It’s, “Hey, I have a dog, and his name is Bob.” Or, “I like to go ice skating on the weekends,” whatever it might be, you kind of get to know the new hires along with the leadership team. So it’s a good way to break the ice, and then ultimately if you’re walking around the hallway, it’s a good way to say, “Hey, I know you, I met you yesterday,” whatever it might be.

Tom Houghton:

Tell me more about that dog named Bob.

Makayla Hoover:

Bob

Paul Wurth:

Interesting choice.

Makayla Hoover:

Yeah, that was a weird one.

Paul Wurth:

It’s got Tom cracking up a little bit. Who knew dog jokes were the way into your heart though.

Tom Houghton:

It’s true.

Paul Wurth:

First of all, I think that’s one of the great things we do. I mean, if you don’t know your owners, you’re not going to work hard for them, right? Or if you don’t know what they’re about. So that’s really good for people listening. So we’ve defined our mission statement, company values, great. We got a candidate profile, we went out there, we hired people with some great tips and tricks, we’ve onboarded them. Now, what if they suck? What happens? What do we do?

Megan Maslanka:

That’s on the manager, no. Just kidding.

Tom Houghton:

No, no, no. Let’s look at both sides of the coin. So let’s say they’re amazing, how do we give them consistent feedback that makes them feel valued? Let’s say that they weren’t what we thought they were, and we need to either terminate them or we need to have a performance review. What are some best practices there?

Megan Maslanka:

So one of the interesting thoughts that a lot of times have is that our top performers, we don’t have to give feedback to. So even if you have someone who’s doing really well and you would consider them the classic term of the rock star or the superstar, they probably need feedback, not just praise, but things they can keep doing to get better to keeping that top performer for you more consistently than someone who’s not performing. But the on the side when an employee or one of your workers is not doing well and you need to give them that constructive feedback, I always suggest obviously addressing it early and often is the most simple thing you can do. But it’s about meeting the performance issues with the right level of seriousness. Sometimes we get nervous as leaders, and owners, and managers, and start to maybe make light of the situation because we don’t want to address it.

Megan Maslanka:

And so we try to joke about it or we offhand make a comment about, that wasn’t that important, but the best thing you can do for those employees that are not performing is to give them serious feedback, meet it with that level of appropriateness that needs to address it. And we do a couple different things, we give employees a couple of opportunities. Obviously we want everyone to be successful, so we’ll give them frequent coaching. We meet with them weekly, bi-weekly, tell them what’s going well, where they can improve, just pretty simple feedback. If it doesn’t end up working out and they’re still not performing, we usually go down the performance improvement plan. Now for our customers who maybe have five, 10, 15 employees, it can be as simple as saying, “Okay, over the course of the next 30 days, we’ve got to get your performance.”

Megan Maslanka:

So you can’t have any errors if someone’s constantly making those mistakes, because it’s impacting your business or you should tell them why that’s not okay, sometimes we think employees understand. And then you can meet that early on too, with saying like, if we can’t correct this in 30 days, unfortunately we’re going to have to part ways. Giving that early notice to employees too, is a good way to help them understand how serious you are about it. And unfortunately, if it doesn’t work out, you go through termination. You obviously have to know your local and state laws around, if you’re an at-will state and you can terminate on the spot without cause, or if you need proper documentation.

Paul Wurth:

So communications get on either side of that coin, communicate when they’re good, communicate when they have places to improve, also document, right? Because there’s some liability there if you turn it into play.

Megan Maslanka:

Yeah, for sure.

Paul Wurth:

Unfortunately.

Makayla Hoover:

One point to bring up too is, the talent team tries to assess talent all throughout the process. And maybe they’re interviewing for a particular job, and we onboard them and we hire them, and maybe they’re a great person, it’s a great employee, but maybe they’re just not the right fit and we didn’t screen them the right way. When we have 550 employees and we’re hiring 330 in a year, we’re not going to get it all perfect. So we always try to move those employees around if maybe they’re not in the right job, maybe some career advancement opportunities can exist in the organization too.

Megan Maslanka:

Oftentimes you would be surprised too that employees know when they’re not performing. And if you get into a situation where you maybe selected an individual to join your team and they’re not working out, chances are, you could have that conversation of like, this isn’t a good fit, we should part ways, and it’ll be more of a mutual decision. It’s still a hard life event for any employee to hear those words, but it’s better to do that early for when you have five employees, one person not pulling their weight is super critical. So our advice is, don’t let it lag, not address it, and just the sooner, the better.

Tom Houghton:

Sure, definitely. We were talking a lot about communication. I wanted to kind of piggyback off of that. What does that communication look like from leadership? How do you think leadership should be communicating with the team?

Megan Maslanka:

So one of the things, when you have a small team, your employees are likely wanting to understand, are you doing well as an organization? A lot of contractors are constantly thinking about how to grow their business, how to add more job sites. It’s up to each individual owner of what they feel comfortable sharing and communicating from a company aspect, But we do recommend sharing things like we’re hoping to grow our company by five job sites in 2020, or double the size of our network, whatever that looks like for each organization, because your employees understand how their work matters, what they’re working for.

Megan Maslanka:

That’s the way we like to communicate about success here too, is in the growth terms and percentage growth or number of jobs sites versus any other type of revenue. Because we also know in small organizations, there’s a lot of cashflow conversations, it’s hard to pin down a certain number at a certain date, and so you don’t want to hold yourself necessarily to that, but talk in big terms and big pictures to help your employees understand like, okay, I’m being added to the team because I can help us grow five job sites so everyday matters, and they’ll feel that.

Makayla Hoover:

I think something that’s been really important and beneficial to the growth of Buildertrend as we’ve grown with communication is having a consistent cadence of knowing when your manager is going to meet with you and knowing that it’s going to be at this time or at this day each. So really designate time with your employees to show them that you care, show them that they matter and have one-on-one meetings with your employees too. I think that goes a long way.

Paul Wurth:

Yeah, that’s a good point. I wanted to circle back. So construction is having a hard time recruiting, especially young people or anybody really, what are some ideas for a small business owner and to attract more people to their company. And what I mean by that is like signing bonus, or more PTO, like what things resonate with, let’s just call it the younger generation now.

Makayla Hoover:

I think it obviously depends on the market that you’re in, and where you are, what type of talent that you really are trying to attract. But ultimately, depending on the size of the company too, what benefits are going to be viable for your company? I do think that in the younger generation, more time off is something that’s really hot right now, or just a flexible work schedule in general. So whatever it needs to be and depending on the candidate that you’re trying to attract, do some research, see what’s out there, and really try to increase your benefits.

Megan Maslanka:

One of the interesting things too, is a lot of times we focus on what can we offer new? And what we’re trying to do is say, holistically, how do we help personalize benefits? So if you have five employees, one may want more PTO, one may want maybe a better premium for their medical expenses because they’ve got a family. So one of the interesting things that’s actually happening is you could offer different things to different people of the same dollar amount. So if you know you can spend $500 per employee more, and maybe that’s the equivalent of a one or two extra PTO days, and you can transfer that $500 into a premium of a benefit. You could go down that route. Your employees actually know that you’re attempting to care for them personally. To Paul’s question, I don’t think there’s a one size model that will fit a generation.

Tom Houghton:

Sure. I feel like that might add a lot of headache on your team, maybe.

Megan Maslanka:

Yes. A Buildertrend with 550 employees, it’s going to be interesting, but again, it goes back to what can you do? And the cost of retaining employees is easier, especially in the labor market than losing. So if we instead could spend a certain amount to try to retain talent, it’s actually more beneficial for us than losing that individual, having a loss of productivity, especially for a small organization, that’s crucial. And then there’s a cost to hire on top of that. So we think about our holistic package that way versus just there’s hiring costs and then there’s benefits costs, can we transfer some of that spend?

Tom Houghton:

That’s smart. You guys got a good system down there.

Makayla Hoover:

Thanks.

Megan Maslanka:

We’re trying.

Paul Wurth:

We’ve got a crack team there in HR and recruiting. That’s great. There you go.

Tom Houghton:

Awesome. Well, this has been extremely informative. I feel like I’m ready to go start hiring and engaging people left, right, and center.

Paul Wurth:

Just keep engaging to a minimum.

Tom Houghton:

All right. Well, thank you both for joining us so much on the podcast today and sharing your wisdom. And we will definitely boil all that down into the show notes, so make sure you check that out. And I think we could probably bring you guys back for more because I feel like there’s definitely more that they were hiding from us.

Makayla Hoover:

Anytime.

Megan Maslanka:

We’d love that.

Paul Wurth:

They’re hiding?

Megan Maslanka:

Yeah. They were like hiding it back.

Paul Wurth:

They were hoping to get a second spot. Makes sense. Stay tuned.

Tom Houghton:

You can’t have it all.

Paul Wurth:

That’s right. Great job, Tom. Thanks Megan. Thanks Makayla.

Makayla Hoover:

Thanks guys.

Paul Wurth:

Appreciate you.

Tom Houghton:

Love what you heard? Don’t forget to rate and subscribe to our podcast so you can hear from more guests that will benefit your business. Also, please check out our show notes page for more information on what we discussed on this episode, you can find it at buildertrend.com/podcast. Thanks for listening, and we’ll see you next time on “The Building Code.”

Paul Wurth:

Appreciate you.