Here is a Q&A, including responses from Martin Hoover, Co-Owner of Empire Heating & Air Conditioning and Immediate Past Chair of the Air Conditioning Contractors of America (ACCA), Prentice Lattinville, Project Manager at Clean Air Quality Service, Patrick Garner, Operations Manager, at Cardinal Plumbing Heating & Air, and Robert Gildersleeve, Operations Consultant for Petri Plumbing, Heating, Cooling & Drain Cleaning.

Have you come across any surprising backgrounds or previous careers that make for strong HVAC technicians?

Hoover: Not specifically, but of course, anything in the construction or mechanical trades is a bonus. We’ve had guys with bachelor’s degrees and guys with no experience whatsoever other than menial jobs they had in high school, all work out to be great installers and technicians.

Lattinville: Yes — and it’s one of the most interesting parts of the trade. I’ve worked with people from all walks of life: veterans, machinists, and even those from electronics and manufacturing fields. What they all had in common wasn’t necessarily their background — it was their mindset. The HVAC field attracts people who thrive on challenge and love problem-solving. It draws in individuals who enjoy working through complex systems and using both their hands and their minds to find real solutions. That drive to troubleshoot, fix, and optimize is the common thread, no matter where they started.

Garner: Definitely. Military vets, hospitality workers, and fast-paced environments like Valvoline — anyone who thrives under pressure and can think on their feet while still following a set process. Think of a waiter during a dinner rush. He might see 20 tables in a shift, but each experience should feel the same because it’s all muscle memory.

Gildersleeve: Veterans — especially the ones who focused on mechanics or electronics while in the military. The military taught them discipline, a strong work ethic, and problem-solving skills. Often, they have the knowledge of repairing and troubleshooting complex mechanical systems, which translates well to the constant technology upgrades in the HVAC industry. All of those skills are invaluable for any person to have in the HVAC business. 

Plumbers and electricians have been stepping into the HVAC world in large numbers. While they may not have any specific HVAC experience initially, their comfort with tools, physical labor in all climates, and the need for structural considerations when installing HVAC systems makes the transition smoother than someone with no trade experience.

Are you seeing any changes in how people are discovering the HVAC trade — or what’s actually drawing them to it?

Hoover: I think more and more people are just looking at the four-year plan. Four years of college, $200,000 in student debt, and no guarantee of a good job is a pretty tough place to start. Compare that to a career in the trades, you get paid to train, you have zero student debt, and at the end of four years, you’re knocking on the door of 100,000 a year, never ever have to worry about having a job or being able to support yourself and your family.

Lattinville: Yes, definitely. There's a growing awareness that HVAC isn’t just about turning wrenches, younger technicians like working with automation, smart buildings, and AI in this age of advanced technology. This is what's drawing people to the trades. I’ve noticed younger techs get excited about HVAC because of social media and hands-on content that they see online. Social media has been a game-changer.

Garner: Totally. Social media has changed the game. TikTok, YouTube, even Reddit — people are learning about the trades through real-life stories, not job fairs. It’s the lifestyle that stands out: no student loans, real income, hands-on skills. That hits different for a generation burned by empty promises.

Gildersleeve: Social media — specifically YouTube & TikTok. So many companies and technicians are creating content now that shows the work we do to help people out of some really tough situations, and we have seen a huge influx of young people apply to be a part of our apprenticeship program. We recently hosted a hiring event at our office, and 102 people came for the opportunity to secure a position in our program. 

Parent/family influence is the other change in a new way. Parents used to push their kids to get a good office job — at least, mine did: “Get a good desk job in finance or banking, pay your dues, and try to work your way up!” Where today, we are seeing parents push their kids towards the trades right from high school, bypassing college for trade schools and strong apprenticeship programs. The HVAC industry is booming; we need technicians and installers in every state in the country. The HVAC business is one of the fastest-growing trade industries, and experienced people are lagging behind.  

What advice would you give contractors who want to attract and retain top talent, especially younger techs?

Hoover: One of the first rules for attracting top talent is you have to recruit year-round, even when you’re not particularly busy. Senior techs are looking for stability, and in a lot of ways, they’re looking for a job that they can do later in life. Younger techs are somewhat different than when I was getting into the trade. You’re gonna have to be flexible, and you might actually have to break some of the KPI rules we're all used to as far as revenue per tech. Younger techs really value some time off and the ability to have a life outside work. That’s not something I had when I was a young tech. Case in point, as I was trying to work my way through college, going to night school, I missed too many classes to ever qualify for credits because in those days, if you missed three classes, you didn’t get credit. I quickly learned I could get the knowledge by auditing a class, and didn’t worry about credits. Enhanced PTO, the ability to provide childcare, come in late, and get off early are critical. We have a solid process for that, and our guys are really good about communicating their needs in advance when they can. They are also well aware that we are a seasonal business and often trade summer childcare with their partner and take on more in the September-through-March timeframe. Sabbaticals are a thing now, where a tradesperson may want to take a month or two off to pursue some interest. We work with these as they come up, typically in shoulder seasons.

Providing an ethical platform and a positive work environment are required. Tradespeople want to do more than just fix and install things. They know they are providing a critical and sometimes lifesaving service. We help people live better, safer lives. We contribute to the greater good by installing high-efficiency systems and checking for full capacity operation, which lowers the demand on natural resources and the electrical grid.

Lattinville: If you're serious about retention, it starts with education. Basic training gets techs in the door, but keeping them means investing in their growth. That includes advanced technical schooling, engineering-level training, and exposure to design principles over time. When you provide that kind of pathway, you’re not just hiring techs — you’re building long-term professionals. I’ve seen firsthand how much more engaged and loyal team members become when they know there's a future beyond the next job. Contractors need to focus on developing people — not just filling positions. That’s how you build a strong, committed team.

Garner: Kill the old-school “earn your stripes” mindset. Today’s talent wants a fast track to growth, strong coaching, and a culture that values time. Teach them how to make $100K. Be serious about it. Back it up with systems — not slogans. At the end of the day, leadership is the magnet. If you’re not developing your people, you’re just renting them.

Gildersleeve: This is the single most important question when running a small business and determining success or failure. A culture needs to be created where your employees know and believe you have their backs and that you care about them and their families. Recently, we sat down with all of our employees and went over their personal and professional goals for one, three, five, 10 years. Now, we can check in with them and we know what is driving them, and make sure we do everything in our power to get them to their goals. As a leader of a business, this is what keeps me up at night: Did I do everything in my power to position my people to win today? Most often in small businesses, the owner wears multiple hats and runs around like a chicken without a head. Writing down formal processes and creating a culture of winning together will be the reason the business soars, and the loyalty of your team soars with it.  

Secondly (I mentioned it a few times in the other questions), to retain young talent, it's imperative to develop an apprenticeship program. Here at Petri, we have a five-year apprenticeship program with defined goals and tasks to complete, and with each year or level, there is a defined compensation amount. However, the number of years spent in the program is up to the apprentice. We have seen many people who have the willingness to learn and who have a strong work ethic skip years and finish the program in three years instead of five. 

The last thing I would say is important is instituting incentive compensation for your employees. Paying top hourly wages in your area will help, but it will also be a large burden for the business to carry. Incentive compensation rewards employees for exceeding the normal requirements of their position. This form of compensation keeps your team hungry and motivated to keep driving forward. Let's say someone woke up under the weather or is having a bad day. With just an hourly pay, there is no incentive, per se, for them to push harder. But if they know there is an opportunity to earn additional money, they often will push, and they win, and the business wins as well.

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