Building the best team for your pool service business is more than conducting interviews — it’s a science. From hiring top candidates to retaining and motivating them, there’s plenty to figure out.
Kyle Peter of Nevergreen Pools is one example of someone who’s managed
to do just that, after starting as a solo act and growing his current team to 20 employees in around seven years.
“You want to be efficient in who you hire, how you hire them and how you retain the right people,” he says.
THE GAME OF ATTRACTION
It all starts with finding candidates, and anywhere you list job postings counts in this phase of the process. For Peter and many businesses these days, that means using online hiring sites.
“Our go-to sites are Indeed and Craigslist,” he says. “You’ll find more sophisticated applicants on Indeed, and on Craigslist, you might find someone that’s scrolling through, looking for a job.”
A worthy consideration: experience isn’t always the best indicator of a perfect candidate, though it can be helpful depending on the level of the position you’re looking to fill.
Outside of online routes, Peter says they lean on employee referrals and networking through trade associations like IPSSA. “If you put the word out about what you’re looking for,” he says, “you can usually find people who might be a good fit.”
“Your local distributors also have a wealth of knowledge in all aspects of your business,” Peter advises. “Talk to them for potential hires, Facebook page postings, things like that.”
And what kind of people do you look for? Simply put, Peter recommends prioritizing people with soft skills like communication and teamwork. Engaging, friendly individuals with strong customer service abilities can easily become your shining stars.
“Sometimes these are folks you meet at a restaurant, carwash or your local hardware store,” he says. “You can teach someone how to be a pool tech, but interpersonal skills are invaluable.”
“We used to stay away from recruiting fast food or retail workers,” he admits. “We thought we needed people with trade experience or who used to work outside. However, we found that customer service skills taught in those industries make for great employees in our field.”
On occasion, Peter says, folks will approach them with a job application when they’re not hiring or can’t offer a job to them for any number of reasons. In these cases, he recommends keeping a database of everyone you’ve met so you can reach out when an opening does arise. That way, you speed up the hiring process by contacting people who’ve already shown interest in your industry and business.
It’s also important to market your business to the people you hope to recruit. Can you offer more money than their current job? A schedule that fits their lifestyle better? Hiring is a two-way street — you work for them as much as they work for you.
“Most people might say to hire slow, fire fast,” Peter says. “We’re of the mindset to hire quick and fire quick. It’s a matter of trying to waste the least amount of people’s time and determine whether someone is a good fit as soon as we can.”
In order to do that, he says decision- making begins the moment a candidate walks in for their interview. Many hiring managers agree: You can usually tell within seconds if someone will be a serious contender.
“Do they smile? Are they friendly and charismatic? Can you see the soft skills needed for pool service? If you can’t
tell, or if they come off rude, give short answers, or can’t hold eye contact, you’ll know they won’t be a good fit.”
TRAINING FOR SUCCESS
It’s no secret the real work begins on a new hire’s first day. Onboarding and training can feel intimidating from
an employer’s perspective, but Peter found that implementing a standard operating procedure (SOP) wherever possible is the best way to keep training consistent across the board.
At Nevergreen Pools, each employee receives a binder with SOPs for various tasks, how-to guides to help techs in case they forget something or need extra guidance on their route. The initial training process is done best when in shadow of another more experienced technician, Peter says, but any employee will need a refresh on certain tasks once in a while.
“One of the biggest challenges is instilling your quality of service into a new hire,” he explains. “You can’t do that by throwing them into a truck after filling out some paperwork. You have to take time to integrate them into your company culture. Many of these things are in the employee handbook, but no one’s reading it,” he quips.
Beyond what’s in an employee’s offer letter — pay, benefits and first-day logistics — consider walking new hires through what it’s like to work at your company. Explain your values, goals and mission statement; how paid time off is accrued and used; and what happens if they’re sick and can’t come in.
Each business is going to be different from one another, so it’s crucial to explain your own policies and ensure the least amount of hiccups in the future.
MOTIVATION STATION
So you’ve got your team, but how do you make sure you’re serving your employees well enough to keep them motivated in the future?
Think about why employees quit, Peter advises. In many cases, their choice to leave a job can be narrowed down to a simple explanation: “People typically quit managers, not companies,” Peter says. “It’s your job as a business owner to make time to be a leader.
“The best way to make your employees feel valued is to give them a path of what the future might look like. Give them some expectations for what each level of their job will entail, and most importantly, figure out what drives your employees.”
For some, this motivation will be money. These employees will usually work overtime and cover shifts to make as much money as they can. Others will value their personal time, and still more will care about advancing their careers within your company.
It’s about understanding each employee at their level and giving them as much as you can based on their own motivations, so you can ultimately make your team as productive and successful as possible.
That’s the goal, after all. The process of hiring and training doesn’t have to feel as insurmountable as it seems. Peter, who’s seen his company grow from the very beginning, can attest to the time it takes. With these tips in mind, you’ll be well on your way to building a team that lasts.
This article first appeared in the August 2025 issue of AQUA Magazine — the top resource for retailers, builders and service pros in the pool and spa industry. Subscriptions to the print magazine are free to all industry professionals. Click here to subscribe.
