Looking for the Wrong Thing

When I started Iron Oaks Custom Homes in 2018, I hired the way most people do. I looked at the résumé, asked about experience, tried to figure out if the person had done the job before. I wanted someone who already knew how to frame a wall, run electrical, manage a schedule. That seemed like the safe bet. If they had done it somewhere else, they could do it here.

I was wrong. Not completely, but enough that it cost me time and money and caused friction on job sites that didn’t need to happen. The people I hired based on their résumé alone often knew the trade, but they didn’t always know how to solve problems, communicate with the crew, or adjust when a plan changed. And in construction, plans change constantly.

What Changed My Thinking

I grew up in a dairy family in Twin Falls. Work ethic was a given. You showed up, you did what needed to be done, and you didn’t complain. When something broke, you fixed it. When the schedule shifted, you adapted. That background taught me more about what makes a good team member than any list of certifications ever could. But I forgot that when I started hiring. I got distracted by credentials and forgot to look for character.

The turning point came when I brought someone on who had less experience than the other candidates but asked better questions during the interview. He wanted to know how we handled conflicts on site, what happened when materials showed up wrong, how we kept homeowners informed. Those questions told me he was thinking ahead. He wasn’t just looking for a paycheck. He wanted to understand the whole operation. That hire worked out better than most of the ones I made based on experience alone.

What I Look for Now

I still care about skills. You can’t build homes without people who know their craft. But I start somewhere else now. I look for people who can think on their feet, who take ownership of their work, and who communicate clearly. Those traits matter more than whether someone has framed fifty houses or five. You can teach technique. You can’t teach someone to care about the outcome.

I also pay attention to how someone talks about past jobs. If they blame everyone else for problems, that’s a red flag. If they can name a mistake they made and what they learned from it, that tells me they’re honest and they’re growing. I want people who see setbacks as part of the process, not as reasons to quit or point fingers.

The Interview Is Just the Start

Hiring isn’t a one-time decision. It’s an ongoing process. I’ve learned to bring people on with clear expectations and then check in regularly. Not micromanaging, but staying connected. I ask how the project is going, what challenges they’re running into, whether they have what they need to do the job right. That kind of communication prevents small issues from becoming big ones.

I also make sure new hires understand our standards from day one. We build custom homes. Every detail matters. A crooked corner or a poorly finished edge isn’t just a small mistake. It affects the homeowner’s experience and our reputation. The people who succeed here are the ones who take pride in doing it right, even when no one is watching.

What This Means for Small Builders

If you’re running a small construction company, you can’t afford to hire wrong. Every person on your team has a direct impact on the quality of your work and the speed of your projects. A bad hire doesn’t just slow you down. It creates rework, frustrates clients, and demoralizes the rest of the crew. A good hire does the opposite. They make everyone around them better.

The other thing I’ve learned is that loyalty runs both ways. If you hire someone who’s willing to learn and grow, invest in them. Give them opportunities to take on more responsibility. Teach them the parts of the business they don’t know yet. When people feel like they’re building a future with you, not just filling a role, they stick around. And in an industry where turnover is high, that stability is worth more than most people realize.

Practical Steps That Work

Here’s what I actually do now when I hire. First, I look at the résumé to see if they have baseline skills. Then I bring them in for a conversation. I ask about situations they’ve faced, not just tasks they’ve performed. I want to know how they handled a difficult client, a delayed shipment, a design change in the middle of a project. Their answers tell me how they think.

Second, I involve my crew. If someone is going to work on site, the people already there should meet them and give input. They know what the job requires day to day, and they can spot someone who will fit or clash faster than I can from an office.

Third, I set a trial period. Not in a harsh way, but as a mutual assessment. The first few weeks show whether someone can keep up with the pace, follow our standards, and communicate well. If it’s not working, it’s better to know early.

The Long View

Hiring right doesn’t just fill a gap. It builds the foundation for everything else you want to do. When you have a team you trust, you can take on bigger projects, deliver higher quality, and grow without losing control. When you don’t, every job becomes a battle.

I still make hiring mistakes. But I make fewer of them now, and I catch them faster. I’ve learned that the people who make my company stronger aren’t always the ones with the longest résumés. They’re the ones who show up ready to work, solve problems without being told, and care about the result as much as I do. That’s the standard I hire to now, and it’s made all the difference.