The PoolPro Panel: What do employees value today beyond pay?

Current Issue Viewpoints

What do employees value today beyond pay?

Austin Gardiner, founder and CEO
GL Pools
Two locations serving San Diego

What employees value most beyond pay:

Mastery: Two categories of growth: mastery of the trade (professional growth) and mastery of self (personal growth). Our team focuses on both through ongoing training, mentorship and recognition. Everyone is learning and growing as people together. There have been many beautiful moments of metamorphosis and self-confidence blossoming, which are incredible to witness. This is meaningful for our teammates inside and outside of their 9-to-5!

Autonomy: Having the respect of your team and support of your leaders to carry out the mission. Many work environments can make us feel reduced to being a cog in a wheel. With largely unsupervised work and direct connection with clients, we want everyone to be a true ambassador of the team. They have freedom to improve things, not just maintain status quos. Open door policies, open discussions and creative projects lead to a team bought in and driving in the same direction.

Purpose: A deeper understanding of how their work impacts others. GL Pools focuses on client care and authentic relationships. We recently read the book “Unreasonable Hospitality” and have been growing into the identity of being a hospitality-focused pool service company. That deeper understanding of our clients and how they use their pools creates deep purpose in our work. “I’m not cleaning up leaves; I’m creating a space for Mrs. Jones to connect with her out-of-town family this weekend,” is the difference between tasks and purposeful work. Our hiring manager, Seth V., put it this way: “It can be challenging to find purpose in life, but knowing that my contributions and efforts are helping teammates grow and clients make memories motivates me to show up. Feeling valued by my team and community is something that fills my heart with joy and gives me purpose.”

Connection and belonging: Loneliness is an epidemic, and we are built for belonging. Our teammates want to be seen/known and connect with each other, and often that’s what draws them to work with us. Our culture reflects a “We Over Me” focus with events, daily morning huddles and a “family room wall” where each team member is invited to hang art or an object as a totem/reflection of who they are. This reminds us that they have a larger life story worth knowing, and something unique that they bring to this team.

Joshua Clinton, Owner/CPO Instructor; Remote Senior Service Manager
Clinton Aquatics Group; Aloha Desert Pools
Hattiesburg, Mississippi

While competitive pay still matters, especially in today’s economy, it’s no longer the only, or even primary, factor for many employees. Employees stay with organizations where they feel respected, supported and able to grow.

Work-life balance: Flexible schedules, reasonable workloads, paid time off and employers who respect personal time all contribute to higher job satisfaction.

Positive workplace culture: Employees want to feel valued and know they’re part of a team built on trust, communication and mutual respect.

Career growth and development: Opportunities for training, mentoring, promotions and skill-building help employees see a long-term future with the company.

Recognition and appreciation: Regular, meaningful recognition from leaders and peers has a greater impact than occasional awards. Telling your team that you appreciate their hard work and dedication can boost morale.

Supportive leadership: Employees are more likely to stay when managers communicate well, listen, provide feedback and care about their team’s success.

Autonomy and trust: Being empowered to make decisions and having flexibility in how to get the job done increases engagement.

Health and wellness support: Mental health resources, wellness initiatives and comprehensive benefits are often expected rather than viewed as perks.

Job security and organizational stability: Employees value transparency about the company’s future and confidence that their jobs are secure.

Fairness and transparency: Clear expectations, fair treatment, honest communication and consistent decision-making build trust and loyalty.

Kim Langley, owner
Tried & True Pool Company
Lancaster, South Carolina

Before I started my business, I valued a sense of belonging and respect as an employee. To go to work every day and be addressed by my name and asked how my weekend went or asked about my boys and their baseball games or karate tournaments meant more than they would ever know. It showed I was more than just a warm body in a truck servicing and repairing pools. And they invested time and training in me. I was sent to classes and even vacations with my family. I learned that if you treat your employees as a team instead of a stream of revenue, they want to stick around.