Hire to retire: a culture of care Southern Irrigation has also formed some long-lasting relationships with their team members. The company has grown a lot recently and thus added a lot of newer people, but their retention rate is typically very good, and Peter credits that to the long-term planning they do with each staff member. He says that whenever they bring someone new on, they have them set up an annual plan. “We ask them where they want to be in this company in a year. Then after a year, we ask them where they want to be in five years. We discuss what we have to do to train them and build them up so they can get where they want to get to.” “We want to hire people and retire people,” he adds. “We want people to stay with us long-term. We want to grow them and give them every opportunity possible to develop themselves and provide for their families.” As a result of that developmentcentric approach, Southern Irrigation has been very successful when it comes to earning commitment and loyalty from their staff. That commitment and loyalty, in turn, has led to better customer service. “Our big thing is providing intelligent solutions to our customers,” Peter says, “and we can’t do that if we’re not training our people properly. We believe that doing right by our people helps us to do right by our customers.” THE CONSTRUCTION SOURCE CANADA
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