Conry is seen here at TCI EXPO ‘23 in St. Louis, where he was a featured speaker in the “Trainer’s Lab” sessions, leading attendees through the pros and cons of various climbing rope systems. Photo courtesy of TCIA.

The arboriculture industry frequently centers its workforce conversations on hiring. Phrases like “nobody wants to work” or “good climbers are impossible to find” are common across companies of all sizes. Yet, one of the most costly and overlooked challenges in tree care is not hiring, but retention.

Across the United States, tree care companies are losing trained employees faster than they can replace them. In many cases, this cycle is accepted as part of the trade. A worker struggles with production, safety or consistency, frustration builds and the individual either leaves or is terminated. The company then restarts the hiring process, often without examining the underlying causes of turnover.

In arboriculture, this approach carries an excessive cost. Unlike entry-level industries, skilled tree work requires considerable time and investment to develop. A productive employee must understand rigging systems, chain-saw operation, aerial rescue, hazard recognition and crew communication. These competencies are built over months and years, not weeks.

When a trained worker leaves, the organization loses far more than labor. It loses experience, efficiency and institutional knowledge. Industry research from organizations such as the Society for Human Resource Management consistently shows that replacing employees can cost between 30% and 200% of annual wages, depending on skill level. In a trade where safety training, equipment familiarity and productivity are critical, those costs are amplified.

For a tree care company, the departure of an experienced climber or crew member often triggers a chain reaction: reduced production, increased supervision demands, elevated incident risk and declining morale. New hires require training that pulls experienced employees away from revenue-generating work, while crews lose the cohesion that comes from working together consistently.

Given these realities, retention should be viewed not as a human-resources function, but as an operational and safety strategy.

The critical decision point

One of the most difficult leadership challenges in arboriculture is deciding when to continue investing in an employee and when to move on. Too often, companies default to termination without fully evaluating whether the issue is a lack of capability or a lack of development.

Not every struggling employee is a poor fit. In many cases, performance issues stem from gaps in training, unclear expectations or inconsistent leadership. Distinguishing between these causes is essential.

Leaders should consider continued investment when an employee demonstrates several key indicators.

First, effort matters. Employees who show up consistently, engage in their work and attempt to improve, even if performance is inconsistent, often have long-term potential. Skills can be developed; willingness cannot.

Second, the nature of mistakes is important. Errors rooted in inexperience, such as inefficient rope handling or improper equipment use, are expected during development. In contrast, repeated disregard for procedures or refusal to follow direction signals a different issue.

Third, responsiveness to feedback is a strong predictor of success. Improvement does not need to be immediate, but employees who apply coaching and show gradual progress are typically good candidates for continued development.

Fourth, cultural contribution should not be overlooked. In a high-risk environment, communication, attitude and teamwork directly influence safety and productivity. Employees who support crew cohesion often bring value beyond their current skill level.

Finally, organizations must evaluate their own systems. Many employees struggle not because they lack ability, but because they lack structure. Inconsistent training, unclear expectations and limited mentorship frequently lead to underperformance. In these situations, termination addresses the symptom, not the cause.

When training is not the answer

While retention is critical, it does not override accountability. Certain behaviors create unacceptable risk and cannot be resolved through training alone.

Repeated safety violations, particularly those involving willful disregard for established procedures, require decisive action. Arboriculture remains one of the most hazardous trades, and exposure to falls, struck-by incidents, electrical hazards and chain-saw injuries leave little room for error.

Similarly, employees who consistently resist feedback or refuse to engage in improvement efforts limit a company’s ability to develop them. Attendance issues, lack of reliability and behaviors that damage crew morale also can undermine team performance.

In these cases, continued investment often burdens high-performing employees and introduces unnecessary risk to the operation. Effective retention strategies depend on maintaining standards as much as supporting development.

A practical approach to evaluation

Before making a decision to terminate, leaders should assess four key questions:

1. Was the employee clearly trained in the expectations?
2. Has direct and specific feedback been provided?
3. Has the employee been given a realistic opportunity to improve?
4. Is there measurable progress over time?

If the answer to the first three questions is no, the issue is likely organizational rather than individual. Addressing gaps in training, communication or leadership can often recover performance.

If all four are answered yes and performance remains unchanged, separation may be the appropriate course.

This structured evaluation shifts decision-making from reaction to analysis. It also helps ensure that companies are not prematurely losing employees who could become valuable long-term contributors.

Conry, left, with fellow trainers R. Chandler Seward, Justin Morejohn and Erick Palacios. Photo courtesy of TCIA.

The role of development in retention

A persistent misconception within the industry is that increased training encourages employees to leave for better opportunities. However, research consistently indicates the opposite. Employees who feel supported and see a path for advancement are more likely to remain engaged and committed.

In arboriculture, career progression is a powerful retention tool. A ground worker who understands how to advance toward climbing, equipment operation or supervisory roles is far more likely to stay than one who sees no future beyond entry-level tasks.

Structured development programs, whether formal or informal, provide clarity and purpose. Training in climbing systems, electrical hazard awareness, plant health care or advanced rigging not only improves performance but also reinforces a company’s investment in its workforce.

Equally important is leadership development. Many crew leaders are promoted based on technical ability rather than management skills. Without training in communication, coaching and conflict resolution, even highly skilled climbers may struggle to lead effectively.

In practice, employees are more likely to leave poor management than demanding work. Investing in leadership training can therefore have a direct impact on retention.

Safety, productivity and stability

Retention has a measurable effect on both safety and productivity. Employees with more field experience are better equipped to recognize hazards, anticipate risks and respond appropriately. They also require less supervision, allowing crews to operate more efficiently.

Stable teams develop communication patterns and trust that improve job performance. A coordinated crew can anticipate needs, maintain consistent workflow and reduce errors. These efficiencies are difficult to achieve with a constantly rotating workforce.

From a financial perspective, employee value increases over time. Many companies absorb losses during an employee’s initial training period due to reduced productivity and increased supervision requirements. It is often not until the second or third year that employees begin to generate significant net value.

Organizations that experience high turnover rarely realize this return on investment. Instead, they remain in a cycle of ongoing training and reduced efficiency.

Culture and long-term performance

Compensation remains a key factor in retention, particularly given the physical demands and risks associated with tree work. However, it is not the sole driver. Workplace culture, consistency and respect play a significant role in employee decisions to stay or leave.

Simple practices can have a large impact:

• Clear and steady communication.
• Recognition of safe performance.
• Defined career pathways.
• Investment in quality equipment.
• Predictable scheduling when possible.
• Inclusion in team decision-making.

Morale is cumulative. High turnover creates frustration among experienced employees who are repeatedly tasked with training new hires. Over time, this can lead to the loss of top performers.

Conversely, stable organizations often build positive momentum. Employees refer others, crews take ownership of their work and performance standards rise organically.

Conclusion

In arboriculture, retention is not simply about keeping employees; it is about making informed decisions on where to invest time, training and resources. Knowing when to develop an employee and when to move on is a critical leadership skill.

Employees are not interchangeable. Each trained arborist represents a significant investment in safety, productivity and operational knowledge. Companies that recognize this and commit to structured development, while maintaining accountability, position themselves for long-term success.

In a trade defined by risk, experience remains one of the most valuable assets an organization can maintain. Retention, when approached strategically, becomes not just a workforce priority, but a competitive advantage.

Korey Conry, CTSP, is a regional safety trainer at Utility Tree Service and an ISA Certified Arborist Utility Specialist, TRAQ-qualified arborist and TCIA Qualified Trainer. He also is an AHA CPR instructor, ATSSA Flagging Instructor and OSHA-authorized trainer for 10- and 30-hour Outreach courses.

“How Do I Know When It’s Time To Train or To Terminate” by Korey Conry, CTSP, is one of three articles that make up our How Do I Know When It’s Time To… business feature. The other two are “How Do I Know When It’s Time to Stop Being My Own Office Manager” by Andy Jones, BCMA, CTSP,  and “How Do I Know When It’s Time To Develop an Apprenticeship Program” by Jonathan Perry.