With 21 years of experience recruiting exclusively in the roofing industry, Korre Humes has a front-row seat to the workforce shifts most companies are still trying to make sense of. Through daily conversations with professionals and employers across the country, he's seeing patterns that point to something larger than a tight labor market – an industry approaching a true inflection point.
When we sat down with Korre to get a candid perspective on today's roofing talent landscape, three themes surfaced: a tenured workforce nearing retirement faster than it's being replaced, a widening disconnect between employers and the professionals they rely on, and a breakdown in hiring communication that's quietly costing companies top candidates.
Here's what he's seeing.
Is the Clock Running Out on the Experienced Roofing Workforce?
The roofing industry is facing a wave of retirements, and it's accelerating. Superintendents and foremen who have spent decades in the field are stepping away without a clearly defined pipeline of early-career professionals prepared to step into those roles.
"We're seeing a large number of experienced superintendents and foremen nearing retirement," Humes said. "Attracting early-career talent into construction – and roofing specifically – has always been a challenge, and that's not unique to this segment of the industry."
Part of the challenge is perception. Roofing doesn't carry the same visibility as other trades. It's rarely the first subtrade that comes to mind on a project, and it's often underrepresented in university construction management programs.
"Larger trades like electrical have well-established pipelines – apprenticeships, unions, and strong partnerships with universities," Humes noted. "You see those connections at schools like Texas A&M, Purdue, and the University of Florida. Roofing hasn't historically had that same presence, even though the career opportunities are there."
That gap represents a significant opportunity. From the field to the office, roofing offers strong earning potential and long-term career growth – the industry simply hasn't told that story in a consistent or visible way.
Strengthening Engagement Across the Roofing Workforce
Attracting talent into the industry is only part of the equation. Retaining and engaging that talent is where many roofing companies are facing their most immediate challenge.
In ongoing conversations with professionals across the industry, Humes hears a consistent theme: a lack of perceived value at the field and service levels.
"Across the board, many professionals don't feel valued by their employer," he said. "There can be a perception that roles at the service and field level are interchangeable – and that has a direct impact on retention."
At the service manager, technician, and superintendent levels, tenure at a single company often ranges between 12 and 18 months. Movement is driven by the usual factors: compensation, treatment, advancement opportunities, and geography.
In roofing, Humes sees those factors compounded by a cultural tendency to make quick personnel decisions before other solutions are even considered. In practice, that can mean letting go of a skilled technician over a minor issue rather than resolving it through direct conversation.
In a specialized labor market, that approach carries real cost. Replacing experienced talent is rarely quick or easy, and in a highly networked industry, how companies treat their people becomes part of their reputation.
The companies that stand out – the ones Humes describes as consistently attracting and retaining top talent – are those investing in their people across all levels of the business, not just leadership.
Is Your Hiring Process Costing You Great Candidates?
Beyond retention, Humes sees a preventable issue at the front end of the hiring process: a lack of structure and communication.
Many roofing companies operate without a defined hiring strategy. Roles are posted repeatedly, with a reliance on inbound applicants, rather than a proactive search approach. In some cases, this pattern continues for years.
"When you see a company reposting the same role over and over, it typically points to one of two things," Humes said. "Either the compensation isn't aligned with the market, or the search strategy needs to be reevaluated. Posting and waiting is not a long-term solution."
That reactive approach often extends into the interview process. Delays in feedback, limited communication, and unclear next steps can stall momentum, often causing companies to lose qualified candidates to faster-moving competitors.
"In many cases, there isn't a clearly defined hiring process from start to finish," Humes observed. "Communication tends to fall behind, and in a competitive market, that gap matters."
Differences in communication style can add another layer of complexity. Some organizations move quickly, often leaning on informal channels like text, while others operate with longer, more deliberate decision cycles. Adapting to different approaches is part of the process, but the companies that perform best establish a clear, consistent hiring structure, enabling them to move efficiently and secure talent before candidates leave the market.
What the Roofing Industry's Strongest Employers Are Doing Differently
After two decades, Humes has a clear view of what separates companies that consistently attract talent from those caught in a cycle of constant hiring. In most cases, the difference comes down to fundamentals.
Strong employers communicate clearly and promptly. They approach hiring with intention. They onboard thoughtfully and make measured personnel decisions, recognizing the long-term impact in a tight labor market. Most importantly, they invest in the professionals who drive their business – from the field to the office.
The opportunity ahead for the roofing industry is significant. Continued demand, expanding service divisions, and ongoing private equity investment are all contributing to growth. Capturing that opportunity will require a more deliberate and long-term approach to workforce strategy – not just the next project.
"You can build an incredible career in this industry, with the opportunity to earn a strong and sustainable living across a range of roles," Humes said. "From the field to project management to estimating, the paths are there. The challenge is making sure that story is being told – and that companies are positioned to attract the talent that's out there."
FAQ: Roofing Talent Market & Hiring Strategies
Why is the roofing industry facing a talent shortage?
A wave of experienced superintendents and foremen are approaching retirement faster than early-career professionals are entering the field. Roofing has historically lacked the apprenticeship programs, union pipelines, and university partnerships that larger trades like electrical rely on, leaving a structural gap that's been building for years.
What is the average tenure for roofing service managers and superintendents?
At the service manager, technician, and superintendent levels, tenure at a single company typically ranges between 12 and 18 months. Movement is most often driven by compensation, advancement opportunities, how employees are treated, and geography.
How can roofing companies improve employee retention?
The companies with the strongest retention invest in their people at every level – not just leadership. That means competitive compensation, clear advancement paths, and a culture where field and service professionals feel valued rather than interchangeable. Measured personnel decisions matter too; replacing experienced talent in a specialized market is rarely fast or cheap.
What hiring process mistakes are roofing companies making?
The most common issues are reposting the same roles repeatedly without revisiting compensation or search strategy, slow feedback after interviews, and poor communication throughout the process. In a competitive market, candidates don't wait – they move to whoever responds first.
What do the strongest roofing employers do differently?
They hire with intention, communicate clearly and promptly, onboard thoughtfully, and make deliberate personnel decisions with long-term impact in mind. The consistent thread is treating workforce strategy as an ongoing investment – not a reactive response to an open seat.
