Page 19 - The Compass - Volume 14 Issue 3

Snyder’s management team also understands that when
they have the right person in front of them, they must
sell the company. “We make sure they understand that we
pay very well. We offer full benefits, vacation, and have a
401K. When they’re here for five years, we give them a
free cruise,” David outlined. “We want to make sure they
know the difference between working with us and the other
companies in our market. It makes a big difference.”

How to Hire A-Players
Snyder doesn’t lack for applicants, even though they never
advertise openings. Their people are their best recruiters.
“We always prefer to hire people green to the industry and
then train them up,” David stated firmly. “It’s a lot easier IAN RUSS
to teach someone the Snyder way, rather than try and
tell someone who’s been in the trade for 20 years how we Increased Structure Increases Retention
expect things to be done. Those people are usually set in Hiring great people and keeping them engaged offers another
their ways.” challenge—and one that Michelle, Scott, Tim, and David
Sales and Marketing Manager Tim Wood takes his time recognized they needed to address. Technicians who are
to speak to students at a nearby technical school. As a result, “A-players,” especially those you mold from the ground up,
he’s developed a relationship with the instructors. It’s not are valuable. Snyder wants to keep all their team members
unusual for the best students to be referred to Snyder. committed to the business. The only way to do so was to
“Those are our ideal candidates. They’ve spent money to develop a visible pathway for them to grow.
gain some knowledge. Then, we can train them up even For some time, Snyder has had two field supervisors for both
more,” Ed said. its maintenance and service departments. These gentlemen
“It’s because of our maintenance department that we work in the field, but they also take on the added responsibilities
can take on so many green people,” he continued. “In a of training techs and being their resource. “Supervisors are
month, with our training, we can have them strong enough incentivized to help others perform,” Ed explained.
technically to run basic maintenance calls. They’ll have a AirTime showed Snyder the importance of having
field supervisor coaching them through any questions they job descriptions, detailed responsibilities, and explicit
might still have.” production metrics. Michelle, Scott, Ed, and David realized
Not every maintenance technician is destined for service they needed a bit more internal structure for everyone
or install, and that’s okay. That’s a decision for each team within the business. “We gave everybody levels within each
member to make. Ideally, Snyder would love to see their department. Everybody has three steps to climb, whether
maintenance techs want to take that next step. “We never it be techs, call-center people, accounting, warehouse,
push them. There’s no set timeline. We want them to tell whatever,” Ed shared. “That way everyone can aspire to
us that they’re ready,” David said. “We want them to be grow within the company.”
motivated to make more and take more responsibility. We “An entry-level person will start at level one. But they’re
don’t believe you can push people into that.” going to want to move up, because as they do, they make
“I think we’ve done a really good job of hiring ‘A-players,’ more,” Ed continued. “We definitely believe by adding these
and making sure we bring in only the cream of the crop,” levels we’ve really helped our employee retention. That’s so
Tim said proudly of his people. important in this business.”

Snyder Defines Its Values & Culture

The Snyder ownership team has incredibly aggressive
growth goals for the future. The company is at $16 million
in sales today, but within five years, they want to hit $30
million. To meet that marker, Michelle, Scott, Ed, and
David must continue to refine, tweak, and adjust an already
successful business.
“I think one of the biggest things our relationship with
AirTime has made us consider is the value of culture. It
sounds so cliché at first, but when we took the time to
develop core values, you could see it make a difference in
our company. You could see our people making an effort to
JOHN RAND CHATTING WITH SCOTT SNYDER. live by them.”

THE COMPASS | Issue 3 | 2019 19