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In this episode of To The Point Home Services, Chris Yano and Chad Peterman tackle a topic that every contractor is thinking about right now, whether they admit it or not: the next generation of technicians. Chris and Chad speak candidly from firsthand experience about what it really takes to attract, motivate, train, and retain younger talent in the trades.
As more companies face turnover, consolidation, and a shrinking labor pool, the conversation shifts away from quick fixes and toward leadership responsibility. This episode focuses on how contractors can better understand younger technicians, build systems that support their growth, and create environments where multiple generations can succeed together. Watch or listen now!
Setting Up the Younger Generation (and Your Business) for Success
A significant portion of today’s workforce is under 30, and at Peterman Brothers, that group likely makes up 30–40% of the technician base. Many of these younger technicians are early in their careers, sometimes at their very first job, and that context matters. Motivation at this stage is not just about pay. It’s about clarity, progression, and feeling like there’s a future worth committing to.
Indecision and “grass is greener” thinking often drive younger technicians to leave prematurely. Interestingly, many of those same technicians come back. Peterman Brothers has about 15–20 “boomerang hires,” technicians who left and later returned after realizing that the grass wasn’t actually greener. That reality reinforces the importance of not burning bridges and encouraging professional exits.
One of the biggest drivers of retention is having a clearly defined path forward. Younger technicians want to know how they can progress, how they can earn more, and what winning looks like. KPIs, daily scorecards, and transparent expectations remove ambiguity. When performance is measurable and advancement is visible, motivation tends to follow.
The conversation also highlights a major blind spot for many organizations: praise and support. Older leaders often default to corrective feedback and overlook recognition. Combined with assumptions that younger technicians should “already know” certain things, this creates unnecessary friction. Development happens in the small moments, offering help, recognizing effort, and reinforcing progress, not just pointing out mistakes.
Training is another area where contractors often overestimate their effectiveness. A weekly service meeting does not automatically equal training. Retention of information, skill development, and measurement matter. Sometimes the best technician or service manager is not the best trainer, and finding the right person for that role can make a measurable difference.
- The differences between older and younger generations of technicians
- How to motivate the younger technicians
- Why a path of progression is crucial
- How to measure and support growth
- Why complaining about younger generations is counter-productive
- What leaders can do to ensure younger technicians are succeeding
- Peterman Top Tech Academy
- Creating a culture that all generations succeed in
- And more!
Check out one of our previous episodes with Chris and Chad!
Combined Knowledge is the Path to Victory
A simple but powerful piece of advice for owners and GMs: stop complaining about the younger generation. Every generation has been criticized by the one before it, and repeating that cycle does nothing to move a business forward. Labeling younger technicians as lazy or disengaged only creates distance.
Instead, leaders should lean in, meet people where they are, and recognize that long-term success requires contribution from every generation. Experience and fresh perspective are not competing forces. When combined intentionally, they create stronger teams, healthier cultures, and more resilient businesses.
If you want to win with the next generation on your team, change how you lead. NO. ZERO. DAYS.
