The Five Rs of Employment

Part 1. Starting with Recruitment.

By Ed Butts, PE, CPI

There are many aspects to running a water well or pump business. Among the toughest and most complex problems we currently face are what I call the Five Rs of finding and keeping employees: recruitment, replacement of an employee, refinement (development), retention, and, on occasion, renunciation (dismissal).

I feel many young people today no longer wish to work in manual or blue-collar labor professions regardless of the potential rewards such as healthy and continuous outdoor exposure, steady and physical work, and good compensation. I faced the issue myself more than 25 years ago when I employed a field staff of drillers and pump installers and think it’s worse now.

I don’t claim to be a hiring expert whatsoever. I’m an ordinary businessman like yourself but want to share methods that often worked for me. So, this month let’s start with the first and often most challenging R: recruitment of new employees and defining the job.

Where Is the Next Generation of Professionals?

According to the National Ground Water Association, one out of four geoscience workers will retire by 2029, leading to an estimated shortage of 130,000-person professionals critical to ensure adequate access to groundwater.

Franklin Electric, in addition to other industry organizations, including the Water Systems Council and NGWA, is investing in the critical tools, resources, and personnel needed to not only train existing groundwater workers for career development and advancement but also educate the new people entering the water access industry. However, there is other work that can be done.

As we set our sights on recruiting the next generation of water well professionals, I believe that those of us who have already dedicated most of our working lives to this business need to carefully consider what initially drew and kept us in the business over the long haul.

To be sure, this is a somewhat unusual type of occupation compared to many others since many of us inherited the desire to become involved as a part of our family heritage. Whether it was your father, uncle, grandfather, or even your mother as the instigator, many of us were literally working behind a drill rig or on a pump hoist before we could legally drive.

For me, it was both parents. Hence, it has always been difficult to relate this aspect of the water well industry to outsiders who have absolutely no idea of the intense magnetism that the occupation can place on a kid.

Those of you who understand what I am expressing can relate. But how can you possibly pass on to others the excitement and feeling of achievement you felt when completing your first well or how you felt following the process of installing, wiring, and then starting up your first submersible pump installation and witnessing the water exit the discharge pipe?

Frankly, I do not think there is a way to effectively use these personal anecdotes when trying to recruit new workers. You were either simply born into the business, or you were not.

However, I do think the feeling of achievement and satisfaction of a “job well done” can be used to your advantage over time. The trick is to recognize that not all people are physically, spiritually, or otherwise ready to love this line of work. Before you can expect them to share the excitement and satisfaction of working in the water well industry, you must properly evaluate the potential of a new or existing employee
for this trait.

I am not talking about the obvious aspects of a potential one-, five-, or even ten-year employee: the drug tests, the CDL qualification, or U.S. citizen status. I am referring to the evaluation process you need to use for the potential lifelong employee and possible ultimate heir to your job.

To be sure, the daily grind of normal work will always require the need of hiring and retaining employees for the sole purpose of “putting in the hours for the paycheck” and I am not undervaluing this type of employee at all.

However, what we are reaching for in this column is the prospective next-generation employee who can become the on-call person—the one willing to put in overtime without complaint and work the occasional weekend or holiday as needed to keep the customer in water and happy. We all know the kind I am talking about because we were and still are that kind.

Recruiting the Next Generation of Professionals

For those of us charged with the duty of finding this person, the first task we need to implement is to seriously apply and use the term “professional” for ourselves and our staff. For untold years I have constantly heard people refer to the water well industry as nothing more than a “trade” or, worse yet, a “dirty job.” Those are not the titles that truly apply—it is a profession!

As professions go, I sincerely believe the water well industry fits the definition as well as any other as it is “an occupation requiring training and specialized study.” Obviously, much of this past prejudice was self-imposed as many of our predecessors were totally content with the title and use of “well driller” or even “well digger.” Although those terms were adequate for one time, they simply don’t apply anymore.

The range and depth of education we have to procure and regularly apply in today’s world as business owners and water well professionals is simply too voluminous and detailed in working knowledge to underappreciate.

Beyond the business aspect, water well drillers and pump installers are not simply “mechanics” although they practice it. They are not simply plumbers, electricians, engineers, hydrogeologists, or geologists although they have a general understanding of the application of each of those technologies and sciences. And they are not simply welders although many of them can produce welds superior to any certified welder. They regularly practice in all these professions and more.

I have always appreciated the diversity and depth of knowledge all of us in the water well industry had to gain and retain to function daily in our profession. As you set out to recruit that new potential employee, remember these aspects of your background and those elements of the business that drew you in the first place and has kept you interested and working in it in the second.

The compensation aspect of our industry is another topic and one of extreme importance to most, if not all, potential employees. I can and will provide some general guidelines for compensation, but the wise business owner will craft and tailor this aspect to their local market and role of employee.

Do not limit the candidate’s growth potential by using dead-end job descriptions without any potential for growth.

The Steps Toward Effective Recruitment

Developing an enticing and interesting job description is essential for attracting new or established talent in the drilling and pump industries, particularly as the market becomes increasingly competitive due to infrastructure repairs and expansions and “green deal” initiatives.

The best way to write an effective job description that attracts legitimate drilling and pump work talent and potential hires is to emphasize the importance of the profession and the position; set clear expectations; define the company’s culture; touch on growth opportunities; stress competitive pay and benefits; and promote workplace diversity.

The goal is to get the prospective employee in for an interview. To assist in this effort, here’s a few tips on ways to create effective job descriptions and conduct good interviewing and hiring practices that can help attract new employees.

1. Stress the importance of the industry and the position. Begin the description with an attractive but brief statement that captures the importance and excitement of the work. Instead of using the typical “great pay and benefits” statement, illustrate and describe the daily work activities and the importance of the industry and open position in other terms such as providing water to a community as a societal benefit and impact and being on the forefront of technological advancements.

2. Express clear and honest expectations of the job. Don’t sugar-coat or undervalue the job. Clearly define the job duties and position’s expectations. This not only outlines the basic duties and responsibilities of the work but should also include the more mundane and routine parts as well. Be honest about specific but less desirable aspects such as possible travel and remote work from home, possible erratic and unpredictable work hours, the potential for occasional weekend and holiday work, and the physical demands of the job.

This open transparency helps balance the applicant’s expectations with reality and reduces the potential for
rapid turnover by making sure prospective candidates know what they are getting into from the beginning. If licensing or certification is required or desired for the position and the candidate is presently unlicensed, stress the need to obtain the applicable license within a specific timeline.

3. Define the firm’s culture and philosophy as well as safety expectations. Describe the firm’s business culture and philosophy and how it coincides with employee empowerment, environmental responsibility, jobsite and personnel safety, and continuous technological innovation. If available, include notable parts of an effective company policy statement.

A well-crafted policy statement not only defines and sets the tone for a company’s culture but can also contribute to its long-term success. Stress how the company contributes to sustainability or fosters modern and cutting- edge well drilling and water system technologies and techniques. This will not only help to attract viable candidates who believe in these same values but also demonstrate to other employees the firm is a progressive leader in the industry.

Finally, to the extent possible, describe the inherent risks and hazards associated with the position and stress that a safety culture exists within the firm and all employees must adhere to safe working practices. Ask pertinent questions to assure the candidate is onboard and practices worksite safety. This verifies the importance of safety to the candidate and may prevent future issues.

4. Include career development and growth opportunities. Emphasize the potential for personal and career growth and development within the firm. This is a critical aspect of seeking all employees but especially needed for employees already qualified and knowledgeable with a thirst to learn more about the profession. If involved in unique or specialized projects that may also interest the candidate, stress this in the interview.

Do not limit the candidate’s growth potential by using dead-end job descriptions without any potential for
growth. Include firm-sponsored or partially reimbursed specific training and education programs and stress potential career growth paths and advancement opportunities. This shows prospective employees that the position is a responsible one and that they can have a future at the firm.

5. Include a statement highlighting competitive wages and benefits. Without being overly detailed, it is important to generate the candidate’s interest by including some language about the firm’s competitive wage and benefits package.

Mention any unique or unusual benefits offered that may be appealing to prospective hires—such as prevailing wage potential; travel and motel allowance for remote work; employer-funded, partially reimbursed, or cooperative continuing education or training; possible travel reimbursement for learning or training opportunities; special or enhanced insurance programs; 401(k) or retirement plan contributions; employer-provided lockers, vehicles, work clothes or overalls; and family-leave policy or family-oriented policies that might appeal to prospective employees with young families.

6. Emphasize EEO, diversity, and inclusion. Clearly state that the company values and practices equal employment opportunities (EEO), diversity, and inclusion in the workplace and seeks to employ individuals of all types. This should include not just younger individuals but anyone qualified, capable, and pumped about the position. This reflects a modern and realistic, but legal, approach to employment and employee recruitment.

Above all, use concise and clear language on application forms and during interviews. Make sure your job
solicitation, application, interview, and hiring process is clear, fair, equitable, legal, and unbiased. Never ask questions deemed to be prejudicial or out of bounds. If a drug test or background check is required as an element of the position or hiring process, make sure this is clearly stated on the application and solicitation.

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This concludes part one of this two-part series on employment issues. Next month, we’ll conclude with an examination of the last four Rs of employment: replacement, refinement (development), retention, and renunciation (termination) of employees.

This also wraps up the 300th Engineering Your Business column. That’s 25 consecutive years of columns! I wish for you to know it has been both a privilege and honor to meet with you each month to mutually share knowledge and anecdotes related to the water well industry.

Until then, work safe and smart.

Ed Butts, PE, CPI, is the chief engineer at 4B Engineering & Consulting, Salem, Oregon. He has more than 40 years of experience in the water well business, specializing in engineering and business management. He was honored by the National Ground Water Association with the 2025 Technology Award. He can be reached at epbpe@juno.com.