Hiring the wrong person can cost your roofing company more than money. It can create problems between departments, slow down production, frustrate your best employees, and leave you spending more time managing people than growing your business.
But what if the problem isn’t always the person you hired? What if it’s the way you’re hiring, defining roles, and setting expectations?
In this episode of the Roofing Success Podcast, Jim Ahlin sits down with Brian Alexander, founder of TrueSeat and Pinnacle Business Guide, to discuss how roofing contractors can make better hiring decisions, identify the right people for each position, and build teams that don’t require constant owner involvement.
Why Roofing Companies Keep Hiring the Wrong People
Most roofing business owners didn’t start their careers in management or human resources. They came from sales, production, or working directly in the field. While those experiences help them understand the roofing business, hiring and developing employees requires a different skill set.
Brian learned this firsthand while building his own businesses. Despite having systems and processes in place, he continued running into employee performance problems. Eventually, he realized that the issue wasn’t always his employees. Sometimes, it was his leadership or the positions he’d placed people in.
Through studying behavioral assessments, Brian discovered that people naturally excel at different types of work. Someone who thrives in sales and relationship-building might struggle with administrative responsibilities or managing detailed processes.
That doesn’t make them a bad employee. It might mean they’re in the wrong seat.
For roofing contractors, understanding this distinction can change how they approach hiring, promotions, and employee development.
Define the Role Before You Hire Someone
One of the biggest mistakes roofing companies make is hiring before clearly defining what they need.
Brian recommends starting with a simple question: Why does this position need to exist?
Instead of creating a long job description filled with responsibilities, identify the primary outcome the employee should own. Then determine the three or four activities that will help them accomplish that goal.
For example, a production manager might be responsible for keeping projects on schedule, coordinating crews, and maintaining installation quality. Those responsibilities should translate into measurable expectations.
Brian recommends identifying three to five key performance indicators for each position and reviewing them weekly.
He calls this a “win the week” scorecard. Rather than discovering problems at the end of the month, managers can identify issues early and coach employees toward better results.
When employees understand exactly what success looks like, they’re much more likely to meet expectations.
Hire for Your Company’s Specific Needs
Not every roofing salesperson needs the same strengths.
A company using a structured, one-call-close sales process may need someone who consistently follows a detailed presentation. A storm restoration company relying heavily on door knocking may need someone who enjoys frequent social interactions and can maintain that energy throughout the day.
Both positions involve roofing sales, but they require different behavioral strengths.
Brian compares this to basketball. A point guard and a center are both talented players, but putting them in the wrong positions creates unnecessary challenges.
The same applies to your roofing team.
Brian uses behavioral assessments, including Predictive Index, to help identify whether candidates are naturally suited for specific roles. He also recommends involving three to five stakeholders when defining what a position requires.
For example, a sales manager might prioritize closing ability, while a production manager needs salespeople who communicate clearly, submit complete job information, and follow established procedures.
Getting input from both departments helps ensure you’re hiring someone who can succeed within your entire organization.
Build a 30-60-90 Day Onboarding Plan
Hiring the right person is only the beginning. Roofing companies also need a structured process to help new employees succeed.
Brian recommends developing a 30-60-90 day onboarding plan before the employee’s first day.
Days 1–30: Learn. The employee focuses on understanding company values, systems, processes, responsibilities, and expectations.
Days 31–60: Contribute. The employee begins applying what they’ve learned, completing assignments, and demonstrating progress toward their goals.
Days 61–90: Own. The employee takes greater responsibility for the position and demonstrates whether they can consistently meet expectations.
Throughout onboarding, managers should establish clear milestones, provide regular feedback, and evaluate progress. Brian recommends check-ins around days 14, 30, 60, and 90.
These conversations help determine whether the employee is succeeding or whether additional training, clearer expectations, or better management support is needed.
By the end of 90 days, you should have a much clearer understanding of whether you’ve hired the right person.
Stop Hiring Based on Gut Feelings
Roofing contractors are often great at building relationships. Unfortunately, that can work against them during interviews.
It’s easy to meet someone, enjoy the conversation, and assume they’ll be a great addition to your team. But getting along with someone doesn’t necessarily mean they’re qualified for the position.
Brian recommends using structured interviews with consistent questions tied directly to the role’s responsibilities and expected outcomes.
Instead of asking candidates whether they’re organized or good at solving problems, ask them to describe specific situations where they’ve demonstrated those abilities.
Multiple interviewers should evaluate candidates using the same criteria, including their experience, behavioral fit, and alignment with company values.
This helps remove personal bias and makes hiring decisions more objective.
Keep Developing Employees After the First 90 Days
One of the most overlooked parts of building a strong roofing team is what happens after onboarding.
Employees’ goals change. Their personal circumstances evolve, and opportunities that once excited them might no longer feel fulfilling.
Many owners assume everything is fine as long as employees are performing well. Then they’re surprised when a valuable team member leaves.
Brian recommends holding quarterly mentoring meetings to discuss employees’ goals, challenges, and future opportunities.
One question he encourages leaders to ask is: “What, if anything, would make you leave this place?”
These conversations can uncover concerns before they turn into resignations.
Brian also recommends evaluating employees quarterly on two things: how well they represent the company’s values and how effectively they’re producing results.
From there, managers can develop focused 90-day coaching plans to help employees continue improving.
Building a Roofing Company That Doesn’t Depend on You
Building a roofing company that operates without constant owner involvement starts with having the right people in the right positions.
But getting there requires more than hiring talented employees. You need clearly defined roles, consistent hiring processes, structured onboarding, measurable expectations, and ongoing leadership development.
Brian’s approach gives roofing contractors a framework for making better decisions throughout the employee’s journey, from the first interview to years of continued growth.
The goal isn’t to create a company where employees never make mistakes. It’s to build a team that understands its responsibilities, has the tools to succeed, and can continue moving the business forward without the owner managing every detail.
