The training system, not the training event.
Week one goes fine. Week six is where it falls apart.
We build new-hire onboarding with six months of on-the-job reinforcement, run by your own foremen. So the standard you teach on day one is still the standard on the job in month six.
Book a 30-minute callYour people are not the problem. The missing system is.
You hire someone. You give them a solid first week. Then the work takes over, and this is what happens next.
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The first week never prepares anyone for week six.
Orientation covers what you can say in a room. Week six is a real job, a real customer, and nobody standing behind the new hire. Nothing in between connected the two.
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Every truck teaches a different standard.
A new hire should not learn a different way of doing the work depending on which truck they rode in on. Without one written standard, that is exactly what they learn.
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A binder is not a habit.
You wrote it down once. It sits in the office. Nobody opens it on a job site, and nobody was ever asked to.
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Your foremen got the job without the tools.
Doing the work well and teaching it well are two different skills. Your foremen were handed the second one with no plan, no schedule, and no way to show what has been covered.
Run the numbers with your own figures. What one callback costs you, times how many you had last year. What it costs to hire and train one person who leaves before they can work alone. That is the price of training as an event.
Teach the standard once. Reinforce it weekly.
Five parts, built around how your business already does the work. Nothing here adds a classroom. Reinforcement rides on the start of shift, the truck ride, and the walkthrough that already happen.
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30-day baseline
The first 30 days, written down: what a new hire has to know and show before they work without someone watching. Each item is signed off by the foreman who saw it done, so "trained" means demonstrated, not just told.
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26-week huddle deck
One 10-minute crew huddle a week, for 26 weeks. Each huddle puts one piece of your standard back in front of the whole crew, at the start of shift, where they already are.
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Monthly skill check-offs
Once a month, the foreman watches a skill done on the job and signs for it. The point is to find a gap on a check-off sheet before a customer finds it on a job.
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90-day and 180-day reviews
Two sit-down reviews against the standard: what is signed off, what is not, and what comes next. The new hire knows where they stand. So do you.
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Foreman coaching
Foremen are the delivery system. We coach them on running the huddles, the check-offs, and the reviews, so the system does not depend on any one person's memory or mood.
How it runs
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We talk for 30 minutes.
You tell us how you onboard now and where new hires slip. We tell you plainly whether this system fits your business.
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We learn how the work is actually done.
Not how the handbook says it is done. We work with you and your foremen to pin down the standard your best people already hold.
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We build it around your standard.
The 30-day baseline, the check-offs, and the 26-week huddle deck are written in your terms, for your work. Not a generic curriculum with your logo on it.
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Your foremen run it. We back them up.
Your foremen lead the huddles and sign the check-offs. We coach them along the way and review progress with you at 90 days and 180 days.
Who this is for
Owners and operations leads of service and trades businesses: concrete, HVAC, plumbing, electrical, landscaping, restoration. Roughly $1M to $20M a year. You have the work. What caps your growth is how fast you can train people who do it right with nobody watching.
Who it is not for
If you want a one-day workshop, we are the wrong call. Same if you want a binder to hand to new hires. This system needs your foremen to run it and you to stand behind it for six months.
Straight answers
How much time does this take off the job?
The weekly huddle is 10 minutes at the start of shift. Check-offs happen on the job, during work that is already being done. The 90-day and 180-day reviews are sit-downs. Building the system takes some of your time and your foremen's time up front. How much depends on your business, and we cover it on the call.
What do the foremen have to do?
Lead one 10-minute huddle a week from the deck. Watch skills done and sign the check-offs. Sit in on the 90-day and 180-day reviews. We coach them on all three. They do not write the material and they do not become classroom trainers.
How is this different from a training day?
A training day is an event. People hear it once, then go back to whatever the crew around them does. This is a system: the standard is taught once, then reinforced every week for six months by the person the new hire actually works for.
What happens after six months?
The baseline, the huddle deck, and the check-offs are built around your standard, so they are there for your next hire and the one after that. Whether we stay involved past the 180-day review depends on the business. We talk through it on the call.
What is the first call?
Thirty minutes. We ask how you onboard now, where new hires slip, and what your foremen are carrying. You ask us anything. If the system is not a fit for your business, we will say so.
If training is your bottleneck, let's talk.
Thirty minutes. We walk through how you onboard now and whether this system fits. Pick a time that works for you, or email us.
Book a 30-minute call